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Title: Chapter – 6


1
6
Service Management (5e) Operations, Strategy,
Information Technology By Fitzsimmons and
Fitzsimmons
  • Chapter 6
  • Service Quality

2
Learning Objectives
  • Describe the five dimensions of service quality.
  • Use the service quality gap model to diagnose
    quality problems.
  • Illustrate how Taguchi methods and poka-yoke
    methods are applied to quality design.
  • Perform service quality function deployment.
  • Construct a statistical process control chart.
  • Develop unconditional service guarantees.
  • Plan for service recovery.
  • Perform a walk-through audit (WtA)

3
Moments of Truth
  • Each customer contact is called a moment of
    truth.
  • You have the ability to either satisfy or
    dissatisfy them when you contact them.
  • A service recovery is satisfying a previously
    dissatisfied customer and making them a loyal
    customer.

4
Dimensions of Service Quality
  • Reliability
  • Perform promised service dependably and
    accurately.
  • Example receive mail at same time each day.
  • Responsiveness
  • Willingness to help customers promptly.
  • Example avoid keeping customers waiting for no
    apparent reason.
  • Quick recovery, if service failure occurs

5
Dimensions of Service Quality
  • Assurance
  • Ability to convey trust and confidence.
  • Give a feeling that customers best interest is
    in your heart
  • Example being polite and showing respect for
    customer.
  • Empathy
  • Ability to be approachable, caring, understanding
    and relating with customer needs.
  • Example being a good listener.
  • Tangibles
  • Physical facilities and facilitating goods.
  • Example cleanliness.

6
Perceived Service QualityFigure 6.1 (pp 128)

7
Service Quality Gap Model
8
Gaps in Service Quality
  • Gap1 Market research gap
  • Management may not understand how customers
    formulate their expectations from past
    experience, advertising, communication with
    friends
  • Improve market research
  • Foster better communication between employees and
    its frontline employees
  • Reduce the number of levels of management that
    distance the customer
  • Gap 2 Design gap
  • Management unable to formulate target level of
    service to meet customer expectations and
    translate them to specifications
  • Setting goals and standardizing service delivery
    tasks can close the gap

9
Continued.
  • Gap 3 Conformance gap
  • Actual delivery of service cannot meet the
    specifications set by management
  • Lack of teamwork
  • Poor employee selection
  • Inadequate training
  • Inappropriate job design
  • Gap 4 Communication gap
  • Discrepancy between service delivery and external
    communication
  • Exaggerated promises in advertising
  • Lack of information provided to contact personnel
    to give customers

10
Continued..
  • Gap 5 Customer expectations and perceptions gap
  • Customer satisfaction depends on minimizing the
    four gaps that are associated with service
    delivery
  • Companies try to measure the gap between expected
    service and perceived service through the use of
    surveys (ex. Fig. 6.2)
  • SERVQUAL measures the five dimensions (table
    6.1)

11
Scope of service quality
  • View quality from five perspectives
  • Content are standard procedures being followed?
  • Process is the sequence of events in the
    service process appropriate?
  • Structure are the physical facilities and
    organizational design adequate for the service?
  • Outcome what change in the status has the
    service effected? Is the consumer satisfied?
  • Impact what is the long-range effect of the
    service on the consumer?
  • See table 6.3 ( pp 137) measuring service
    quality for a health clinic.

12
Quality Service by Design
  • Quality service by design
  • Taguchi method
  • Poka-Yoke
  • Quality function deployment

13
1. Quality in the Service Package
  • Budget Hotel example (table 6.4 (pp. 138)
  • Supporting facility
  • Design of the building
  • Facilitating goods
  • Room furnishings like bedside tables, carpet
    cleaning
  • Explicit services
  • Maids are trained to clean and make up roooms
  • Implicit services
  • Pleasant appearances of individuals at front
    office

14
2. Taguchi Method (Robustness)
  • Robust designs to serve under adverse conditions
  • Robustness concept also applied to the
    manufacturing process for example using online
    computer to notify the cleaning staff when the
    room has been vacated
  • Taguchi emphasized that quality was achieved by
    consistently meeting the design specifications
  • Cost to society of poor quality was measured by
    the square of the deviation from the target (see
    fig. 6.4 pp. 139)

15
3. Poka-Yoke (Fail safing)
  • Shigeo Shingo observed that errors occurred, not
    because employees were incompetent, but because
    of interruptions in routines or lapses in
    attention.
  • He advocated adoption of Poka-Yoke methods
    foolproof devices to prevent employee mistakes.
  • Example, hotel reservation employee is expected
    to make eye-contact with customer. So Poka-Yoke
    is to ask the employee to enter the eye-color of
    the customer.
  • Since customers also play an active role in
    service-delivery so you need Poka-Yoke for them
    to prevent them from making errors.
  • Example, frames at airport check-in counters to
    help customers determine if their bag can go in
    overhead bin as hand luggage.

16
Classification of Service Failures withPoka-Yoke
Opportunities (table 6.5)
  • Server Errors
  • Task
  • Doing work incorrectly
  • Doing work not required
  • Doing work in the wrong order
  • Doing work too slowly
  • Treatment
  • Failure to listen to customer
  • Failure to acknowledge the customer
  • Failure to react appropriately
  • Tangible
  • Failure to clean facilities
  • Failure to wear clean uniform
  • Failure to control environmental factors
  • Failure to proofread documents
  • Customer Errors
  • Preparation
  • Failure to bring necessary materials
  • Failure to understand role in transaction
  • Failure to engage in correct service
  • Encounter
  • Failure to remember steps in process
  • Failure to follow system flow
  • Failure to specify desires sufficiently
  • Failure to follow instructions
  • Resolution
  • Failure to signal service failure
  • Failure to learn from experience
  • Failure to adjust expectations
  • Failure to execute post-encounter action

17
4. Quality Function Deployment
  • Allows to incorporate the voice of the customer
    into the design of the product/service by
    translating customer satisfaction into
    identifiable and measurable conformance
    specifications for product or service design
  • 1. Establish the aim of the project assess
    Village Volvos competitive position
  • 2. Determine customer expectations (rows)
    interviews etc.
  • 3. Describe the elements of the service (columns)
  • 4. Roof of the house - note the strength of
    relationship between the service elements
  • 5. Body of the matrix relationship between
    service elements (columns) and customer
    expectations (rows)
  • 6. Weighting the service elements rating
    customer expectations getting weighted scores
    for each column (basement)
  • 7. Basement service element improvement
    difficulty rank
  • 8. Assessment of competition
  • RHS (comparison on customer satisfaction)
  • Comparison on strength of the service elements

18
House of Quality
19
5. Benchmarking
  • Compare your performance with other companies
    known for being the best in class
  • For every quality dimension, some firm has earned
    the reputation for being the best in class
  • Learn how the management has achieved to be the
    best in class to correct your process

20
6. Walk-Through-Audit(Figure 6.7, pp. 145)
  • Impressions about service quality are determined
    by both the outcome and the process (because
    customers are a part of service delivery)
  • Walk through audit is a customer-focused survey
    to find the areas for improvement
  • Entire customer experience is traced from
    beginning to end, and a flow chart of customer
    interaction with service system is made
  • Customer is asked for his/her impressions on each
    of these interactions
  • Customers can provide anew perspective to service
    they can notice things easily as they are new
    in the system
  • Service managers and employees can get
    de-sensitize to their surroundings and also may
    not notice marginal decreases in service levels.

21
Achieving Service Quality
  • Cost of Quality (Juran)
  • Service Process Control
  • Statistical Process Control (Deming)
  • Unconditional Service Guarantee

22
1. Cost of Quality
  • Products can be returned or exchanged if faulty
    but what recourse does customer have to faulty
    services?
  • Legal recourse for example in medical may lead
    to more procedures and tests and more paperwork
    leading to higher cost
  • Prevention cost
  • Costs associated with activities that keep
    failure from happening and minimize detection
    cost
  • Detection cost
  • Costs incurred to ascertain the condition of a
    service to determine whether it conforms to
    safety standards
  • Internal failure
  • Costs incurred to correct nonconforming work
    prior to delivery to the customer
  • External failure
  • Costs incurred to correct nonconforming work
    after delivery to customer or to correct work
    that did not satisfy a customers special needs
  • 1 in invested in prevention 100 in detection
    10,000 in failure cost (Juran)

23
Costs of Service Quality(Bank Example, table
6.6, pp. 149)
24
2. Service Process Control
  • The control of service quality can be viewed as a
    feedback control system where output is
    compared with a standard.
  • The deviation from the standard is communicated
    back to the input, and adjustments are made to
    the process to keep the output within the defined
    range.
  • Difficult to implement an effective control cycle
    for service due to the intangible nature of
    service, which makes direct measurement difficult
    so we proxy or surrogate measures.
  • Simultaneous nature of production and consumption
    prevents any direct intervention in the service
    process to observe conformance to requirements.
  • Consequently, we ask customers to express their
    impression of service quality after the
    consumption by which time we are too late to
    avoid service failure.
  • Instead, we try to focus on delivery process by
    employing SPC

25
Service Process Control(Figure 6.9, pp 150)

26
3. Service Process Control
27
4. Unconditional Service Guarantee Customer View
  • Unconditional (L.L. Bean) without exception
  • Easy to understand and communicate (Bennigans)
    to the customer
  • Meaningful (Dominos Pizza) it should provide
    compensation that is meaningful
  • Easy to invoke (Cititravel) not to fill out
    cumbersome forms or go through a lengthy process
  • Easy to collect (Manpower) should be given soon
    after the service lapse and after a significant
    time

28
Unconditional Service Guarantee Management View
  • Focuses on customers (British Airways)
  • Sets clear standards (FedEx) knows when the
    service has failed
  • Guarantees feedback (Manpower) gets data on
    service failure because dissatisfied customers
    have an incentive to complain
  • Promotes an understanding of the service delivery
    system (Bug Killer) you will have a better
    understanding of your service delivery process
  • Builds customer loyalty by making expectations
    explicit

29
Customer Feedback andWord-of-Mouth (Table 6.9,
pp. 156)
  • The average business only hears from 4 of their
    customers who are dissatisfied with their
    products or services. Of the 96 who do not
    bother to complain, 25 of them have serious
    problems.
  • The 4 complainers are more likely to stay with
    the supplier than are the 96 non-complainers.
  • About 60 of the complainers would stay as
    customers if their problem was resolved and 95
    would stay if the problem was resolved quickly.
  • A dissatisfied customer will tell between 10 and
    20 other people about their problem.
  • A customer who has had a problem resolved by a
    company will tell about 5 people about their
    situation.

30
Service Recovery Framework (Figure 6.13, pp. 156)
31
Service Recovery
  • Disasters can be turned into loyal customers by
    proper and rapid service recovery
  • Frontline workers, therefore, need to be properly
    trained and given the discretion to make things
    right.
  • Approaches to service recovery
  • Case-by-case addresses each customers complaint
    individually but could lead to perception of
    unfairness.
  • Systematic response uses a protocol to handle
    complaints but needs prior identification of
    critical failure points and continuous updating.
  • Early intervention attempts to fix problem before
    the customer is affected.
  • Substitute service allows rival firm to provide
    service but could lead to loss of customer.

32
INSPECTION
  • Opinion surveys - about quality of service
  • 100 percent inspection - every unit is checked
    fatigue error unless automated
  • First article inspection - usually after the
    process is set up
  • Destructive testing
  • Acceptance sampling - based on statistical
    sampling table, the associate checks a random or
    stratified sample from a larger lot. If the
    sample is within the acceptable quality level,
    the lot passes inspection.

33
Process focus
  • Process capability means capable of meeting
    customer requirements or specifications.

34
COMMON CAUSE vs SPECIAL CAUSE VARIATION
  • Assignable-cause variation these can be assigned
    to specific causes
  • Common cause variation random and harder to
    trace. This is system wide and requires
    management decision.
  • Statistical Control when a process output is
    free of all special cause variation, it is said
    to be in statistical control or simply in
    control.
  • A process in control may still have common cause
    variation. Continuous improvement aims at
    constantly working to reduce common cause
    variation.

35
VARIABLES AND ATTRIBUTES
  • In order to study process variation, we need
    process output data. This comes in two forms
    variables and attributes data
  • Variables data result from measuring or computing
    the amount of or value of a quality
    characteristic. This data is continuous.
  • Attributes data - measurement is not required,
    just a classifying judgment maybe yes or no for
    friendly service good or bad for a car wash
    small, medium, large melons.

36
TOOLS FOR PROCESS IMPROVEMENT
  • Coarse Grained Analysis
  • Check Sheet historical record of observations
    and represents the source of data to begin
    analysis and problem identfication.
  • Histograms - display frequency data collected
    over a period of time. It is more structured than
    a check sheet, has equal-interval numeric
    categories on the X-axis of an X-Y graph (see
    figure 6.18)
  • Pareto Analysis (figure 6.19) helps
    differentiate between trivial and important
    causes by ordering problems by their relative
    frequency in a descending order focus efforts
    on the problem that offers the greatest potential
    improvement.
  • Process flowchart it may show the steps that are
    unnecessary, or that need to be rearranged
  • Fishbone chart (cause and effect diagram) here
    the team works backwards from the target for
    improvement on the spin bone, identifying causes
    down through the bone structure. The lowest
    level of detail may reveal root causes, which
    need to be worked upon. (5 whys) (figure 6.21)

37
continued
  • Fine Grained Tools
  • Scatter diagram and correlation useful for
    complex processes where cause-effect
    relationships are unclear. It visually shows the
    relationship between two variables (figure 6.22)
  • Run diagram it is simply a running plot of a
    certain measured quality characteristic. It could
    be number of minutes each successive airplane
    departs late. Or number of customers visiting the
    complaint desk of a store each day. The company
    may specify the upper limit and the lower limit.
    ( figure 6.17).

38
Process control charts
  • While the run diagram plots data on every unit,
    the process control chart, less precisely
    referred to as the quality control chart, relies
    on sampling. The method requires plotting
    statistical samples of measured process output
    for a quality characteristic. By watching the
    plotted points, the observer can detect unusual
    process variation, which calls for some kind of
    corrective action.
  • Mean chart and range chart (figure 6.10)
  • Central line for the mean and the range charts
  • Upper and lower control limits for the mean chart
  • Upper and lower control limit for the range chart
  • Process capability Analysis
  • Cp versus Cpk

39
QUESTIONS TO PONDER
  • 1. What is a transformation process? How might
    process performance be described in terms of
    quality characteristics?
  • 2. How do special-cause variation and common
    cause variation relate to process control and
    process capability?
  • 3. What are the roles of run diagrams and process
    control charts in improvement programs? What are
    the similarities and differences?
  • 4. In control charting for variables why use two
    charts (e.g. mean and range)?
  • 5. Inspection does not necessarily lead to
    quality. Discuss?
  • 6. Quality is as good as the data is. Discuss?
    How do variables data differ from attributes data?

40
Topics for Discussion
  • How do the five dimensions of service quality
    differ from those of product quality?
  • Why is measuring service quality so difficult?
  • Compare the philosophies of Deming and Crosby.
  • What are the limitations of benchmarking.
  • Illustrate the four components in the cost of
    quality for a service.
  • Why do service firms hesitate to offer a service
    guarantee?
  • How can recovery from a service failure be a
    blessing in disguise?
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