service quality management & measurement

7/27/2019 Service Quality Management & Measurement

1/22

Service Quality Management&

Measurement


2/22

Objectives

Service Quality an overview

Understanding Quality Management

Measuring Service Quality


3/22

Components of Quality: Manufacturing-based

Performance: Primary operating characteristics

Features: Secondary Operating Characteristics

Reliability: Probability of malfunction or failure

Conformance: Ability to meet specifications

Durability: How long product continues to provide value to

customer

Serviceability: Speed, courtesy, competence

Esthetics: How product appeals to users

Perceived Quality: Associations such as brand name


4/22

Components of Quality: Service-based

Responsiveness: Promptness;helpfulness

Assurance: Competence, courtesy,

credibility & security

Tangibles: Appearance of physical

elements

Reliability: Dependable and accurate

performance

Empathy: Easy access, good

communication, understanding of

customer

RATER

Responsiveness

Assurance

TangiblesEmpathy

Reliability


5/22

Examples

Car Rentals

Air Journey

Hair Saloon

Landscaping


6/22

Service Quality Management

Christian Gronroos Model

Gap Analysis Model


7/22

Christian Gronroos Model

The Perceived Service Quality Model

Source: Gronroos, C. (1991). Quality Comes to Service, inThe Service Quality Handbook


8/22

Technical & Functional Quality

Technical Quality. This includes the systems and infrastructure

designed and created to organize delivery of the service. Forexample: computerized systems, machines technical solutions, and

know-how.

Functional Quality. The hospitality customer goes through many

interactions with employees in the creation and delivery of ahospitality experience. A successful meeting is the result of

all functionalareas of a hotel being synchronized and focused on

creating a beautiful symphony. Technical quality must be in place to

facilitate such coordination and allow the employees to work

together. Functional quality includes employee: attitudes, behavior,service mindedness, appearance, accessibility internal relations and

customer contacts.


9/22


10/22

Gap Analysis Model

Customer experience

relative to expectations

1. Knowledge Gap

2. Standards Gap

3. Delivery Gap

5. Perceptions Gap

7. Service Gap

Customer needs and

expectations

6. Interpretation Gap

4. Internal

Communications Gap

MANAGEMENT

CUSTOMER

4.

Customer perceptions

of service execution

Management definition

of these needs

Translation intodesign/delivery specs

Execution of

design/delivery specs

Advertising and sales

promises

Customer interpretation

of communications


11/22

Prescriptions for Closing the Service Quality

Gaps

1. Knowledge gap:Learn what customers expect

Understand customer expectations

Improve communication between frontline staff and

management

Turn information and insights into action

2. Standards gap:Specify SQ standards that reflect expectations

Set, communicate, and reinforce customer-oriented service

standards for all work units

Measure performance and provide regular feedback

Reward managers and employees


12/22


Gaps3. Delivery gap:Ensure service performance meets standards

Clarify employee roles

Train employees in priority setting and time management

Eliminate role conflict among employees

Develop good reward system

4. In ternal communicat ions gap: Ensure that communications

promises are realistic

Seek comments from frontline employees and operations personnel

about proposed advertising campaigns

Get sales staff to involve operations staff in meetings with customers

Ensure that communications sets realistic customer expectations


13/22


Gaps5. Percept ions g ap:Educate customers to see reality of service

quality delivered

Keep customers informed during service delivery and debrief

after delivery

Provide physical evidence

6. Interpr etation gap:Pretest communications to make sure

message is clear and unambiguous

Present communication materials to a sample of customers in

advance of publication

7. Service gap:Close gaps 1 to 6 to meet customer expectations

consistently


14/22

Measuring and Improving ServiceQuality


15/22

Soft and Hard Measures of Service Quality

Soft measuresnot easily observed, must be collected by talking to

customers, employees, or others

Provide direction, guidance, and feedback to employees on ways to

achieve customer satisfaction

Can be quantified by measuring customer perceptions and beliefs

For example: SERVQUAL, surveys, and customer advisory panels Hard measurescan be counted, timed, or measured through audits

Typically operational processes or outcomes

Standards often set with reference to percentage of occasions on

which a particular measure is achieved

Control charts are useful for displaying performance over time against

specific quality standards


16/22

Soft Measures of Service Quality

Key customer-centric SQ measures include: Total market surveys, annual surveys, transactional surveys Service feedback cards

Mystery shopping

Analysis of unsolicited feedbackcomplaints and compliments, focusgroup discussions, and service reviews

Ongoing surveys of account holders to determinesatisfaction in terms of broader relationship issues

Customer advisory panels offer feedback/advice on

performance


17/22

Hard Measures of Service Quality

Control charts to monitor a single variable

Offer a simple method of displaying performance over time against

specific quality standards

Are only good if data on which they are based is accurate

Enable easy identification of trends

Service quality indexes

Embrace key activities that have an impact on customers


18/22

Composition of FedExs Service Quality

IndexSQI

Late deliveryright day

Late Deliverywrong day

Tracing request unanswered

Complaints reopenedMissing proofs of delivery

Invoice adjustments

Missed pickups

Lost packages

Damaged packages

Aircraft delays (minutes)Overcharged (packages missing label)

Abandoned calls

1

5

1

51

1

10

10

10

55

1

Failure Type

Total Failure Points (SQI) =

WeightingFactor

XXX,XXX

DailyPoints

XNumber ofIncidents

=


19/22

Control Chart for Departure Delays

J F M A M J J A S O N D

60%

70%

80%

90%

100%

Month

% FlightsDeparting Within15 Minutes of Schedule


20/22

Tools to Analyze and Address Service Quality

Problems

Fishbone diagram Cause-and-effect diagram to identify potential causes of problems

Pareto Chart Separating the trivial from the important. Often, a majority of

problems is caused by a minority of causes (i.e. the 80/20 rule)

Blueprinting Visualization of service delivery, identifying points where failures

are most likely to occur


21/22

Cause-and-Effect Chart for Flight Departure

Delays

Aircraft late togate

Late foodservice

Late fuel

Late cabin

cleanersPoor announcement of

departures

Weight and balancesheet late

DelayedDepartures

Delayed check-in

procedure

Acceptance of late

passengers

Facilities,Equipment

Front-StagePersonnel

Procedures

Materials,Supplies

Customers

Gate agents

cannot process

fast enough

Late/unavailable

airline crew

Arrive lateOversized bags

Weather

Air traffic

FrontstagePersonnel

Procedures

Materials,Supplies

BackstagePersonnel

Information

Customers

Other Causes

MechanicalFailures

Late pushback

Late baggage


22/22

Blueprinting

Depicts sequence of front-stage interactions experiencedby customers plus supporting backstage activities

Used to identify potential fall pointswhere failures are

most likely to appear

Shows how failures at one point may have a ripple effectlater

Managers can identify points which need urgent attention

Important first step in preventing service quality problems

service quality management & measurement

Documents