Académique Documents
Professionnel Documents
Culture Documents
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)
Service Quality
Moments of Truth
Dimensions of Service Quality
Service Quality Gap
Quality Service by Design
Achieving Service Quality
Unconditional Service Guarantee
Customer Satisfaction
Service Recovery
Moments of Truth
Each customer contact is called a moment
of truth.
6
Service Quality Gap Model
Service Quality Gap Model
Customer Customer Satisfaction Customer
GAP 5
Perceptions Expectations
Expected service
Gap #5
Perceived Service
Gap #5:
Bad impression of service
system, service provider and
physical arrangements.
Quality Service by Design
Quality in the Service Package
Budget Hotel example
Taguchi Methods (Robustness)
Notifying maids of rooms for cleaning
Poka-yoke (fail-safing)
Height bar at amusement park
Quality Function Deployment
House of Quality
Classification of Service Failures
with Poka-Yoke Opportunities
Server Errors Customer Errors
Task: Preparation:
Doing work incorrectly Failure to bring necessary
Treatment: materials
Failure to listen to Encounter:
customer Failure to follow system
Tangible: flow
Failure to wear clean Resolution:
uniform Failure to signal service
failure
House of Quality
Relationships
* Strong
Medium
O Weak
Relati ve
O O
* * Customer Perc eptions
Servic e Elements
Informatiion
o Village Volvo
Equipment
Im
po
Capacity
Training
rta
Attitude
nc
e
+ Volvo Dealer
Customer Expectations 1 2 3 4 5
Reliability 9 8 5 5 + o
Responsiveness 7 3 9 3 2 o +
Assurance 6 5 9 6 + o
Empathy 4 7 + o
Tangibles 2 2 3 + o
+
o o
Comparison with Volvo Dealer o o
_ o
Task poka-yokes:
– Doing work incorrectly, not requested, wrong
order, too slowly
Treatment poka-yokes:
– Lack of courteous, professional behavior
Tangible poka-yokes:
– Errors in physical elements of service
Task
Examples
Treatment Tangibles
Task poka-yokes:
– Cash register buttons labeled by item (instead of price)
– Tags to indicate order of arrival
Treatment poka-yokes:
– Bell on shop door
– Record eye color on bank transaction form (insure eye
contact)
Tangible poka-yokes:
– Paper strips around towels (indicate clean linens)
– Envelope windows
Achieving Service Quality
Cost of Quality (Juran)
Examples Encounter
Resolution
Preparation poka-yokes:
– Appointment reminder calls
– Student degree requirement checklist
Encounter poka-yokes:
– Height bar in amusement park
– ATM using card swipe instead of insertion
Resolution poka-yokes:
– Provide premium for completed survey
Costs of Service Quality
(Bank Example)
Failure costs Detection costs Prevention costs
External failure: Process control Quality planning
Loss of future business Peer review Training program
Negative word-of-mouth Supervision Quality audits
Liability insurance Customer comment card Data acquisition and analysis
Legal judgments Inspection Recruitment and selection
Interest penalties Supplier evaluation
Internal failure:
Scrapped forms
Rework
Recovery:
Expedite disruption
Labor and materials
Service Process Control
Customer
input Service
concept
Service Customer
Resources output
process
Identify reason
for
nonconformance
Control Chart of Departure Delays
Percentage of flights on
100
expected
90
Lower Control Limit
tim e
80
70
60
1998 1999
p (1 − p p (1 − p
UCL = p + 3 LCL = p − 3
n n
Unconditional Service Guarantee:
Customer View
Unconditional (L.L. Bean)
Easy to understand and communicate
(Bennigan’s)
Meaningful (Domino’s Pizza)
Easy to invoke (Cititravel)
Easy to collect (Manpower)
Unconditional Service Guarantee:
Management View
Focuses on customers (British Airways)
Sets clear standards (FedEx)
Guarantees feedback (Manpower)
Promotes an understanding of the service
delivery system (Bug Killer)
Builds customer loyalty by making
expectations explicit
Customer Satisfaction
All customers want to be satisfied.
The 4% complainers are more likely to stay with the supplier than are the
96% non-complainers.
A customer who has had a problem resolved by a company will tell about
5 people about their situation.
Walk-Through-Audit
Service delivery system should conform to
customer expectations.
Customer impression of service influenced
by use of all senses.
Service managers lose sensitivity due to
familiarity.
Need detailed service audit from a
customer’s perspective.
Severity Perceived Psychological Tangible Psychological
Of Service -empathy -fair fix -apology
Failure Quality -apology -value add
Service Provider -show interest
Fair
Failure Aware of Restitution
Occurs Failure