Quality:

Quality is "meeting or exceeding customer expectations 'Quality is the ongoing process of building and sustaining relationships by assessing, anticipating, and fulfilling stated and implied needs.'

Components of Quality Manufacturing-based:

Performance: Primary operating characteristics Features: Bells and whistles 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

Components of Quality Service-based:

Tangibles: Appearance of physical elements Reliability: Dependable and accurate performance Responsiveness: Promptness; helpfulness Assurance: Competence, courtesy, credibility, Security Empathy: Easy access, good communication, understanding of customer

Quality Service:
Quality Service is a business administration term used to describe achievement in services .It reflects at each service encounter. Customers form service expectations from past experiences, word of mouth and advertisement. In general Customers compare perceived service with expected service in which if the former falls short of the latter the customers are disappointed.

Quality Service is a term which describes a comparison of expectations with performance.Service quality can be related to service potential (for example, worker's qualifications); service process (for example, the quickness of service) and service result (customer satisfaction).

Service Quality Model (or) GAP model

The service quality model or the GAP model developed by a group of authors- Parasuraman, Zeithaml and Berry at Texas and North Carolina in 1985, highlights the main requirements for delivering high service quality. It identifies five gaps that cause unsuccessful delivery. Customers generally have a tendency to compare the service they 'experience' with the service they expect. If the experience does not match the expectation, there arises a gap.

GAP 1: Gap between consumer expectation and management perception:

This gap arises when the management does not correctly perceive what the customers want. For instance hospital administrators may think patients want better food, but patients may be more concerned with the responsiveness of the nurse.

GAP 2: Gap between management perception and service quality specification:

Here the management might correctly perceive what the customer wants ,but may not set a performance standard. An example here would be that hospital administrators may tell the nurse to respond to a request fast , but may not specify how fast.

GAP 3: Gap between service quality specification and service delivery:

This gap may arise owing to the service personnel. The reasons being poor training, incapability or unwillingness to meet the set service standard.

GAP 4: Gap between service delivery and external communication:

Consumer expectations are highly influenced by statements made by company representatives and advertisements. The gap arises when these assumed expectations are not fulfilled at the time of delivery of the service. For example The hospital printed on the brochure may have clean and furnished rooms, but in reality it may be poorly maintained in this case the patients expectations are not met.

GAP 5: Gap between expected service and experienced service:

This gap arises when the consumer misinterprets the service quality. The physician may keep visiting the patient to show and ensure care, but the patient may interpret this as an indication that something is really wrong.

Dimensions of service quality:

A customer's expectation of a particular service is determined by factors such as recommendations, personal needs and past experiences. The expected service and the perceived service sometimes may not be equal, thus leaving a gap. Ten determinants which may influence the appearance of a gap were described by Parasuraman, Zeithaml and Berry. 1. competence Is the possession of the required skills and knowledge to perform the service. For example, there may be competence in the knowledge and skill of contact personnel, knowledge and skill of operational support personnel and research capabilities of the organization. 2. Courtesy Refers to factors such as politeness, respect, consideration and friendliness of the contact personnel; consideration for the customer's property and a clean and neat appearance of contact personnel. 3. Credibility Refers to factors such as trustworthiness, belief and honesty. It involves having the customer's best interests at prime position. It may be influenced by company name, company reputation and the personal characteristics of the contact personnel. 4. Security Represents the customer being free from danger, risk or doubt including physical safety, financial security and confidentiality. 5. Access Refers to approachability and ease of contact. For example, convenient office operation hours and locations.

6. Communication Means both informing customers in a language they are able to understand and also listening to customers. A company may need to adjust its language for the varying needs of its customers. Information might include for example, explanation of the service and its cost, the relationship between services and costs and assurances as to the way any problems are effectively managed. 7. Knowing the customer Means making an effort to understand the customer's individual needs, providing individualized attention, recognizing the customer when they arrive and so on. This in turn helps in delighting the customers i.e. rising above the expectations of the customer. 8. Tangibles Are the physical evidence of the service, for instance, the appearance of the physical facilities, tools and equipment used to provide the service; the appearance of personnel and communication materials and the presence of other customers in the service facility. 9. Reliability Is the ability to perform the promised service in a dependable and accurate manner. The service is performed correctly on the first occasion, the accounting is correct, records are up to date and schedules are kept 10. Responsiveness Refers to the readiness and willingness of employees to help customers in providing prompt timely services, for example, mailing a transaction slip immediately or setting up appointments quickly. Later, the determinants were reduced to five. Tangibles; reliability; responsiveness; service assurance and empathy

Measuring service quality:

Measuring service quality may involve both subjective and objective processes. In both cases, it is often some aspect of customer satisfaction which is being assessed. However, customer satisfaction is an indirect measure of service quality.

Measuring subjective elements of service quality

Subjective processes can be assessed in characteristics (assessed be the Servqual method); in incidents (assessed in Critical Incident Theory) and in problems assessed by 'Frequenz Relevanz Analyse' a German term. The most important and most used method with which to measure subjective elements of service quality is the Servqual method.

The measurement of subjective aspects of customer service depends on the conformity of the expected benefit with the perceived result. This in turns depends upon the customer's expectation in terms of service, they might receive and the service provider's ability and talent to present this expected service. Successful Companies add benefits to their offering that not only satisfy the customers but also surprise and delight them. Delighting customers is a matter of exceeding their expectations.

Measuring objective elements of service quality

Objective processes may be subdivided into primary processes and secondary processes. During primary processes, silent customers create test episodes of service or the service episodes of normal customers are observed. In secondary processes, quantifiable factors such as numbers of customer complaints or numbers of returned goods are analysed in order to make inferences about service quality. The accurate measurement of an objective aspect of customer service requires the use of carefully predefined criteria. Pre-defined objective criteria may be unattainable in practice, in which case, the best possible achievable result becomes the ideal. The objective ideal may still be poor, in subjective terms

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, focus group discussions, and service reviews Ongoing surveys of account holders to determine satisfaction in terms of broader relationship issues. Customer advisory panels offer feedback/advice on performance Employee surveys and panels to determine: Perceptions of the quality of service delivered to customers on specific dimensions Barriers to better service Suggestions for improvement

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
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 Service quality indexes Embrace key activities that have an impact on customers

Other Considerations in Service Quality Measurement

In uncompetitive markets or in situations where customers do not have a free choice, researchers use needs or wants as comparison standards as time constraints. Services high in credence characteristics may cause consumers to use process factors and tangible cues as proxies to evaluate qualityhalo effect as Process factors: Customers feeling.

Different Perspectives of Service Quality

Transcendent: Quality = Excellence. Recognized only through experience. Product-based: Quality is precise and measurable User-based: Quality lies in the eyes of the beholder Manufacturing based: Quality is in conformance to the firms developed specifications Value-based: Quality is a trade-off between price and value

Service Quality Standards (SQSs) and Criteria

Principle 1: Provision of Information: Purpose and objectives of the service should be clearly defined and its mode of operations the transparent for the benefit of staff, existing and potential service users, and the general community. SQS 1 the service unit ensures that a clear description of its purpose, objectives and mode of service delivery is publicly available. 1.1 The service unit has an up-to-date handbook, information leaflet or brochure describing its purpose, objectives, and target group, approach to service delivery and service entry and leaving mechanisms. 1.2 The service description is in a user-friendly language and is accessible to potential service users, staff and members of the community (depending on the nature of the service and its target service users, this may necessitate the information being available in more than one language; being in audio or visual format and/or being explained to service users on an individual basis). 1.3 Where appropriate, the service unit should circulate its service description to potential service users, staff, and relevant local services or community groups.

SQS 2 The service unit should review and update the documented policies and procedures describing how it will approach key service delivery issues. 10.1 The service unit has a mechanism to review and update its policies and procedures. 10.2 The service unit has a mechanism for obtaining service users and staff input in the process of reviewing and updating policies and procedures, as appropriate. SQS 3 The service unit maintains accurate and current records of service operations and activities. 3.1 Accurate and current records of service operations and activities of the service unit are maintained. 3.2 Accurate and current statistical reports are produced for reporting to SWD. 3.3 Periodical statistics and reports on the service units performance are accessible to the public. Principle 2: Service Management: The service unit should manage its resources effectively and in a manner consistent with flexibility, innovation and continuous improvement in the quality of service delivered to service users. SQS 4 The roles and responsibilities of all staff, managers, the Management Committee and/or the Board or other decision-making bodies should be clearly defined. 4.1 Job description and duty statements which define roles, responsibilities and accountabilities in respect of all positions within the service unit are available. 4.2 Job description and duty statements form part of the information accessible to all staff, service users and other interested parties. 4.3 The roles, responsibilities and membership of the Management Committee and/or the Board or other decision making bodies are clearly defined and documented. 4.4 The service unit has an organization chart which depicts its overall structure and accountability relationships.

SQS 5 The service unit/agency implements effective staff recruitment, contracting, development, training, assessment, deployment and disciplinary practices. 5.1 The service unit/ agency has policies and procedures on staff (including part-time staff ) recruitment, deployment and promotion, employment contracting and disciplinary actions, and such policies and procedures are accessible to staff. 5.2 The service unit/ agency have induction policy and procedures for new staff. 5.3 The service unit/agency provides on-going supervision for staff and conducts regular performance reviews/ appraisals for identifying areas for performance improvement and needs for ongoing training and development. 5.4 The service unit/agency has a training policy and a plan for staff training and development. SQS 6 The service unit regularly plans, reviews and evaluates its own performance, and has an effective mechanism by which service users, staff and other interested parties can provide feedback on its performance. 6.1 The service unit develops and documents appropriate plans to guide its operations and provide a basis for evaluating its performance. 6.2 The service unit has policy and procedures for obtaining feedback from service users, staff and other interested parties on its performance and for responding to such feedback, and such policy and procedures are accessible to them. 6.3 Action is taken in response to performance / quality issues identified during review and evaluation processes. SQS 7 the service unit implements policies and procedures to ensure effective financial management. 7.1 The service unit has procedures for developing and endorsing budgets. 7.2 The service unit has policy and procedures to manage financial resources and monitor financial performance. 7.3 The service unit has procedures to regularly consider opportunities for introducing efficiencies/containing cost. SQS 8 the service unit complies with all relevant legal obligations. 8.1 The service unit is aware of all legislation which governs its operations and service delivery (including health and safety legislation, etc.). 8.2 The service unit has procedures to monitor its performance ensuring that it complies with relevant legislation and seeks legal advice if and when required.
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SQS 9 The service unit takes all reasonable steps to ensure that it provides a safe physical environment for its staff and service users. 9.1 Fire, and other necessary safety equipment, is available and effectively maintained. 9.2 Staff and service users are made aware of procedures for responding to an emergency and fire drills are conducted on a regular basis, at least annually. 9.3 The service unit regularly reviews its immediate and broader environment to identify safety issues and ensures that appropriate strategies for managing them are developed and implemented. 9.4 A record is kept of any accidents or injuries involving staff and/or service users at the service unit and the manner of responding to such incidents. 9.5 If the service unit is involved in transporting service users, all relevant road and traffic safety precautions are taken. 9.6 The service unit ensures that any service equipment is properly maintained and, where appropriate, is used under proper supervision.

Principle 3: Service to Users: The service unit should identify and respond to specific service users needs. SQS 10 The service unit ensures that service users have clear and accurate information about how to enter and leave the service. 10.1 The service unit has policies and procedures in relation to entering and leaving the service and they are accessible to service users, staff or other interested parties. 10.2 The entry policy is non-discriminatory and clearly identifies the target group for service delivery and the criteria for determining priority for entry. 10.3 Where an applicant is refused entry to a service, the service unit provides the applicant with reasons for the decision and, where appropriate, refers the applicant to an alternative service unit. SQS 11 The service unit has a planned approach to assessing and meeting service users needs (whether the service user is an individual, family, group or community). 11.1 The service unit has policy and procedures in relation to assessing and meeting service users needs, and they are accessible to service users, staff or other interested parties.
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11.2 Service users, relevant staff, family members or other relevant personnel are consulted and, where appropriate, their views are incorporated in all stages of the assessment and planning process. 11.3 The service unit records assessment of service users needs and plans as to how they will meet their needs, including goals, action identified and timeframes for achieving or reviewing plans. 11.4 Service users records are regularly updated to reflect changing circumstances. Principle 4: Respect for Service Users Right: The service unit should respect the rights of the service users in all aspects of service operations and delivery . SQS 12 The service unit respects the service users' right to make informed choices of the service they receive as far as practicable. 12.1 The service unit has policy and procedures to provide service users with timely information about operations which affect the services received by them. 12.2 The service unit has policy and procedures for providing service users with opportunities, if appropriate, to make informed choices and decisions about the services they receive, and such policy and procedures are accessible to them. SQS 13 The service unit respects the service users rights in relation to private property. 13.1 The service unit has policy and procedures for ensuring that service users' rights in relation to private property are being respected, and the policy and procedures are accessible to service users, staff or other interested parties. 13.2 Where appropriate, the service unit provides service users with the opportunity to keep private property in a secure place, or informs service users of the risks to their personal property. 13.3 Where the service unit has any responsibilities for collecting and/or managing the service users money and other valuables, appropriate procedures and controls exist and are adhered to. SQS 14 The service unit respects the service users rights for privacy and confidentiality. 14.1 The service unit has policy and procedures, where practicable, for ensuring that the privacy and dignity of individual service users are being respected, and the policy and procedures are accessible to service users, staff or other interested parties.

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14.2 The service unit ensures that any personal care activities which may be required are conducted, where practicable, in a manner which respects the privacy and dignity of individual service users. 14.3 The service unit has policy and procedures for ensuring that service users' rights on confidentiality are being respected, and the policy and procedures are accessible to service users, staff or other interested parties. SQS 15 Each service user and staff member is free to raise and have addressed, without fear of retribution, any complaints he or she may have regarding the agency or the service unit. 15.1 The service unit has policy and procedures in relation to handling complaints and they are accessible to service users, staff or other interested parties. 15.2 The service unit's procedures for handling complaints: - include timeframes within which action will be taken in response to any complaints raised, - identify necessary staff actions and specify who will be responsible for dealing with the complaints, and - indicate how/when feedback will be provided to the service users. 15.3 Service users are informed of their rights to, and procedures involved in, raising complaints and having these addressed. 15.4 The service unit encourages and provides opportunities for service users to discuss service delivery issues and to freely raise any concerns they may have. 15.5 Any complaints raised and actions taken to resolve complaints are documented SQS 16 The service unit takes all reasonable steps to ensure that service users are free from abuse. 16.1 The service unit has policy and procedures for ensuring that service users' rights to freedom from verbal, physical and sexual abuse are being respected, and the policy and procedures are accessible to service users, staff or other interested parties. 16.2 Staff of the service unit are aware of its policy and procedures on protecting service users' rights to freedom from abuse. 16.3 Staff and service users are encouraged to raise any concerns about verbal, physical or sexual abuse and are given appropriate opportunities to do so.

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ISO ( International Organization for Standardization)

ISO has a membership of 164* national standards bodies from countries large and small, industrialized, developing and in transition, in all regions of the world. ISOs portfolio of over 19 100* standards provides business, government and society with practical tools for all three dimensions of sustainable development:economic, environmental and social. A standard is a document that provides requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose. ISO standards make a positive contribution to the world we live in. They facilitate trade, spread knowledge, disseminate innovative advances in technology, and share good management and conformity assessment practices. ISO standards provide solutions and achieve benefits for almost all sectors of activity, including agriculture, construction, mechanical engineering, manufacturing, distribution, transport, healthcare, information and communication technologies, the environment, energy, safety and security, quality management, and services. ISO only develops standards for which there is a clear market requirement. The work is carried out by experts in the subject drawn directly from the relevant industrial, business and technological sectors that have identified the need for the standard, and which subsequently put the standard to use. These experts may be joined by others with relevant knowledge, such as representatives of government agencies, testing laboratories, consumer associations and academia, and by international governmental and nongovernmental organizations. An ISO International Standard represents a global consensus on the state of the art in the subject of that standard. . ISO International Standards ensure that products and services are safe, reliable and of good quality. For business, they are strategic tools that reduce costs by minimizing waste and errors and increasing productivity. They help companies to access new markets, level the playing field for developing countries and facilitate free and fair global trade.

ISO 9000
Quality is something every company strives for and is often times very difficult to achieve. Complications concerning efficiency and quality present themselves everyday in business, whether an important document cannot be found or a consumer finds a product not up to their expectations. A company increase the quality of its products and services through ISO 9000. As standards go, ISO 9000 is one of the most widely recognized in the world. ISO 9000 is a quality management standard that presents guidelines intended to increase business efficiency and customer satisfaction. The goal of ISO 9000 is to embed a quality management system within an organization, increasing productivity, reducing unnecessary costs, and ensuring quality of processes and products.
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ISO 9000 is a standard created to make the attainment of quality, consistent products easier by providing specific steps for development of an organizations quality management system. This quality management system is meant to monitor the progress of a product or service as it goes through each stage of production, from development to testing to assembly to customer feedback. One cornerstone of ISO 9000 is continual improvement. No company should ever be satisfied with the conditions of a process at the given moment; they should always be looking for ways to make these processes more efficient and effective. ISO 9000 was written with the business worlds insatiable desire for excellence in mind. This is why continual improvement is a requirement of the standard to inspire progress and the pursuit of perfection. ISO 9000 is an internationally recognized standard, and that may seem daunting for some smaller businesses. ISO 9000 is a flexible standard that lays down requirements for an organization to follow, but allows the organization to fulfill these requirements any way they choose. This increases ISO 9000s scope of effectiveness, allowing a wide range of companies to create quality management systems that match their needs. ISO 9000 is seen in every sector of the business world, and its success is a testament to its worth. With a focus on customer satisfaction, products and services improve and flourish under ISO 9000s quality management system. With a combination of continual improvement and corrective actions tenets of ISO 9000 a business will create processes that run smoothly and efficiently.

How does ISO 9000 work?

ISO 9000 is set up as a collection of guidelines that help a company establish, maintain, and improve a quality management system. It is important to stress that ISO 9000 is not a rigid set of requirements, and that organizations have flexibility in how they implement their quality management system. This freedom allows the ISO 9000 standard to be used in a wide range of organizations, and in businesses large and small. One important aspect of ISO 9000 is its process-oriented approach. Instead of looking at a companys departments and individual processes, ISO 9000 requires that a company look at the big picture. Once this process-oriented approach is implemented, various audits can be done as a check of the effectiveness of your quality management system. There are three main types of audits 1st, 2nd, and 3rd party audits. An internal audit is a 1st party audit. ISO 9000 encourages (and requires) this type of audit so that an organization can get feedback quickly from those who know the company best. However, this audit process cannot be viewed as impartial. Therefore, 2nd party audits allow for a consumer to evaluate the performance on an organization. As an alternative to a 2nd party audit, many companies choose to become certified with ISO 9000 through a 3rd party audit. In this case, an independent certification body comes into an organization and evaluates it in terms of the ISO 9000 guidelines. If an organization meets the requirements of the standard, it becomes certified in ISO 9000 and carries a seal of quality recognized throughout the world.
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Importance of ISO 9000

The importance of ISO 9000 is the importance of quality. Many companies offer products and services, but it is those companies who put out the best products and services efficiently that succeed. With ISO 9000, an organization can identify the root of the problem, and therefore find a solution. By improving efficiency, profit can be maximized. As a broad range of companies implement the ISO 9000 standards, a supply chain with integrity is created. Each company that participates in the process of developing, manufacturing, and marketing a product knows that it is part of an internationally known, reliable system. Not only do businesses recognize the importance of the ISO 9000, but also the customer realizes the importance of quality. And because the consumer is most important to a company, ISO 9000 makes the customer its focus.

ISO 9000 Principles

1. A Customer Focus As stated before, the customer is the primary focus of a business. By understanding and responding to the needs of customers, an organization can correctly targeting key demographics and therefore increase revenue by delivering the products and services that the customer is looking for. With knowledge of customer needs, resources can be allocated appropriately and efficiently. Most importantly, a businesss dedication will be recognized by the customer, creating customer loyalty. And customer loyalty is return business. 2. Good Leadership A team of good leaders will establish unity and direction quickly in a business environment. Their goal is to motivate everyone working on the project, and successful leaders will minimize miscommunication within and between departments. Their role is intimately intertwined with the next ISO 9000 principle. 3. Involvement of people The inclusion of everyone on a business team is critical to its success. Involvement of substance will lead to a personal investment in a project and in turn create motivated, committed workers. These people will tend towards innovation and creativity, and utilize their full abilities to complete a project. If people have a vested interest in performance, they will be eager to participate in the continual improvement that ISO 900 facilitates.

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4. Process approach to quality management The best results are achieved when activities and resources are managed together. This process approach to quality management can lower costs through the effective use of resources, personnel, and time. If a process is controlled as a whole, management can focus on goals that are important to the big picture, and prioritize objectives to maximize effectiveness. 5. Management system approach Combining management groups may seem like a dangerous clash of titans, but if done correctly can result in an efficient and effective management system. If leaders are dedicated to the goals of an organization, they will aid each other to achieve improved productivity. Some results include integration and alignment of key processes. Additionally, interested parties will recognize the consistency, effectiveness, and efficiency that come with a management system. Both suppliers and customers will gain confidence in a businesss abilities.

6. Continual Improvement The importance of this principle is paramount, and should a permanent objective of every organization. Through increased performance, a company can increase profits and gain an advantage over competitors. If a whole business is dedicated to continual improvement, improvement activities will be aligned, leading to faster and more efficient development. Ready for improvement and change, businesses will have the flexibility to react quickly to new opportunities. 7. Factual approach to decision making Effective decisions are based on the analysis and interpretation of information and data. By making informed decisions, an organization will be more likely to make the right decision. As companies make this a habit, they will be able to demonstrate the effectiveness of past decisions. This will put confidence in current and future decisions. 8. Supplier relationships It is important to establish a mutually beneficial supplier relationship; such a relationship creates value for both parties. A supplier that recognizes a mutually beneficial relationship will be quick to react when a business needs to respond to customer needs or market changes. Through close contact and interaction with a supplier, both organizations will be able to optimize resources and costs.

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Importance of root cause analysis and systematic corrective action in ISO 9001
When problem solving, it is important to find the cause of problem in order to develop a solution. Sometimes, the most obvious cause is not the right one. This is why ISO 9000 stresses the importance of finding the root cause(s) of a problem. There may be multiple, subtle reasons why a process isnt working correctly, and finding the actual causes will lead a company one step closer to a solution and implementation of corrective actions. The goal of finding root causes is to improve the way problems are managed. Becoming adept in recognizing the root causes of a problem will lead to a reduced impact, a containment of error, and the prevention of recurrence. Identifying and correcting root causes will also lead to the reduction of unnecessary efforts which in turn will lower the cost of maintaining quality. As more and more corrective actions are taken, processes will become more stable, and continual improvement will face less interruptions.

Interaction of ISO 9000 with other standards

ISO 9000 is the standard for a quality management system that closely resembles many other management systems. These other systems, based on health, safety, the environment, and business continuity, can be integrated into an overarching business management system. Benefits of this system include aligned interests, reduced costs, and improved efficiency. With one of these systems in place, it is easier to implement any of the others; many documents required for a different standard are already prepared, and personnel are already accustomed to the audit process. Using multiple standards will not only increase the efficiency of an organization, but increase the integrity of its operations.

Standards in the ISO 9000 family:

ISO 9001:2008 - sets out the requirements of a quality management system ISO 9000:2005 - covers the basic concepts and language ISO 9004:2009 - focuses on how to make a quality management system more efficient and effective ISO 19011:2011 - sets out guidance on internal and external audits of quality management systems.

ISO 9001:2008
ISO 9001:2008 sets out the criteria for a quality management system and is the only standard in the family that can be certified to (although this is not a requirement). It can be used by any organization, large or small, regardless of its field of activity. In fact ISO 9001:2008 is implemented by over one million companies and organizations in over 170 countries.

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It provides your company with a set of principles that ensure a common sense approach to the management of your business activities to consistently achieve customer satisfaction. Who is ISO 9001:2008 applicable to? Any organisation can benefit from implementing ISO 9001:2008 as its requirements are underpinned by eight management principles:
o o o o o o o o

a customer focused organisation leadership the involvement of people ensuring a process approach a systematic approach to management a factual approach to decision making mutually beneficial supplier relations continuous improvement

What are the benefits of registration?

o o o o o o o

Customer satisfaction - through delivery of products that consistently meet customer requirements Reduced operating costs - through continual improvement of processes and resulting operational efficiencies Improved stakeholder relationships - including staff, customers and suppliers Legal compliance - by understanding how statutory and regulatory requirements impact on the organization and its your customers Improved risk management - through greater consistency and traceability of products and services Proven business credentials - through independent verification against recognized standards Ability to win more business - particularly where procurement specifications require certification as a condition to supply

Audits Checking that the system works is a vital part of ISO 9001:2008. An organization must perform internal audits to check how its quality management system is working. An organization may decide to invite an independent certification body to verify that it is in conformity to the standard, but there is no requirement for this. Alternatively, it might invite its clients to audit the quality system for themselves.

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Initial Certification Audit The assessment process for achieving certification consists of a two stage Initial Certification Audit as follows: Stage 1 - the purpose of this visit is to confirm the readiness of the organisation for full assessment. The assessor will:
o o o o o o

confirm that the quality manual conforms to the requirements of ISO 9001:2008 confirm its implementation status confirm the scope of certification check legislative compliance produce a report that identifies any non-compliance or potential for non-compliance and agree a corrective action plan if required. produce an assessment plan and confirm a date for the Stage 2 assessment visit.

Stage 2 - the purpose of this visit is to confirm that the quality management system fully conforms to the requirements of ISO 9001:2008 in practice. The assessor will:
o o o o o

undertake sample audits of the processes and activities defined in the scope of assessment document how the system complies with the standard report any non-compliances or potential for non-compliance produce a surveillance plan and confirm a date for the first surveillance visit If the assessor identifies any major non-conformance, the organisation cannot be certified until corrective action is taken and verified.

Quality management principles

Quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISOTechnical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems Fundamentals and vocabulary, and in ISO 9004:2009, Managing for the sustained success of an organization A quality management approach. There are following eight principles : Principle 1 Customer focus Principle 2 Leadership Principle 3 Involvement of people Principle 4 Process approach
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Principle 5 System approach to management Principle 6 Continual improvement Principle 7 Factual approach to decision making Principle 8 Mutually beneficial supplier relationships

Principle 1 Customer focus

Organization depends on their customers and therefore understand the current customer needs , should meet customer customer requirements and strive to exceed customer expectations. Key benefits of principle 1 Increased revenue and market share obtained through flexible and fast responses to market opportunities Increased effectiveness in the use of the organizations resources to enhance customer satisfaction Improved customer loyalty leading to repeat business.

Applying the principle of customer focus typically leads to: Researching and understanding customer needs and expectations. Ensuring that the objectives of the organization are linked to customer needs and expectations Communicating customer needs and expectations throughout the organization Measuring customer satisfaction and acting on the results Systematically managing customer relationships Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole).

Principle 2 Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organizations objectives. Key benefits: People will understand and be motivated towards the organizations goals and objectives Activities are evaluated, aligned and implemented in a unified way
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Miscommunication between levels of an organization will be minimized.

Applying the principle of leadership typically leads to: Considering the needs of all interested parties including customers, owners, employees, suppliers,financiers, local communities and society as a whole Establishing a clear vision of the organizations future Setting challenging goals and targets Creating and sustaining shared values, fairness and ethical role models at all levels of the organization Establishing trust and eliminating fear Providing people with the required resources,training and freedom to act with responsibility and accountability Inspiring, encouraging and recognizing peoples contributions.

Principle 3 Involvement of people

People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit. Key benefits: Motivated, committed and involved people within the organization Innovation and creativity in furthering the organizations objectives People being accountable for their own performance People eager to participate in and contribute to continual improvement.

Applying the principle of involvement of people typically leads to: People understanding the importance of their contribution and role in the organization People identifying constraints to their performance People accepting ownership of problems and their responsibility for solving them

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People evaluating their performance against their personal goals and objectives People actively seeking opportunities to enhance their competence, knowledge and experience People freely sharing knowledge and experience People openly discussing problems and issues.

Principle 4 Process approach

A desired result is achieved more efficiently when activities and related resources are managed as a process. Key benefits : . Lower costs and shorter cycle times through effective use of resources Improved, consistent and predictable results Focused and prioritized improvement opportunities

Applying the principle of process approach typically leads to: Systematically defining the activities necessary to obtain a desired result Establishing clear responsibility and accountability for managing key activities Analysing and measuring of the capability of key activities Identifying the interfaces of key activities within and between the functions of the organization Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization Evaluating risks, consequences and impacts of activities on customers, suppliers and other interested parties.

Principle 5 System approach to management

Identifying, understanding and managing interrelated processes as a system contributes to the organizations effectiveness and efficiency in achieving its objectives.
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Key benefits : Integration and alignment of the processes that will best achieve the desired results Ability to focus effort on the key processes Providing confidence to interested parties as to the consistency, effectiveness and efficiency of the organization.

Applying the principle of system approach to management typically leads to: Structuring a system to achieve the organizations objectives in the most effective and efficient way Understanding the interdependencies between the processes of the system Structured approaches that harmonize and integrate processes Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barrier. Understanding organizational capabilities and establishing resource constraints prior to action Targeting and defining how specific activities within a system should operate Continually improving the system through measurement and evaluation.

Principle 6 Continual improvement

Continual improvement of the organizations overall performance should be a permanent objective of the organization. Key benefits : Performance advantage through improved organizational capabilities Alignment of improvement activities at all levels to an organizations strategic intent Flexibility to react quickly to opportunities.

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Applying the principle of continual improvement typically leads to: Employing a consistent organization-wide approach to continual improvement of the organizations performance Providing people with training in the methods and tools of continual improvement Making continual improvement of products,processes and systems an objective for every individual in the organization Establishing goals to guide, and measures to track,continual improvement Recognizing and acknowledging improvements.

Principle 7 Factual approach to decision making

Effective decisions are based on the analysis of data and information.

Key benefits : Informed decisions An increased ability to demonstrate the effectiveness of past decisions through reference to factual records Increased ability to review, challenge and change opinions and decisions.

Applying the principle of factual approach to decision making typically leads to: Ensuring that data and information are sufficiently accurate and reliable Making data accessible to those who need it Analysing data and information using valid methods Making decisions and taking action based on factual analysis, balanced with experience and intuition.

Principle 8 Mutually beneficial supplier relationships

An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.

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Key benefits : Increased ability to create value for both parties Flexibility and speed of joint responses to changing market or customer needs and expectations Optimization of costs and resources.

Applying the principles of mutually beneficial supplier relationships typically leads to: Establishing relationships that balance short-term gains with long-term considerations Pooling of expertise and resources with partners Identifying and selecting key suppliers Clear and open communication Sharing information and future plans Establishing joint development and improvement activities Inspiring, encouraging and recognizing improvements and achievements by suppliers

Service Quality Management :

Key Themes for SQM Applications in Enterprise (inc MSP/ASP, Cloud) and Communications Service Providers (CSP) Quality of Experience (QoE) Quality of Customer Experience (QoCE) monitor quality of service (QoS) Bridge the gap between the conventional methods of managing network performance and the customers perception of QoS manage the entire service delivery process Service quality can be defined as the collective effect of service performances which determine the degree of satisfaction of a user of the service In other words, quality is the customers perception of a delivered service. By service-quality management, we refer to the monitoring and maintenance of end-to-end services for specific customers or classes of customers

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As larger varieties of services are offered to customers, the impact of network performance on the quality of service will be more complex. It is vital that service engineers identify networkperformance issues that impact customer service. They also must quantify revenue lost due to service degradation. Two major software building blocks are required to proactively manage service quality: a powerful data-aggregation engine and an end-to-end service-mapping tool. The data aggregator is designed to collect data from a diverse range of sources. In other words, it collects data from different types and locations like UDR, performance data, and network alarms. It also gathers data that was produced by multi-vendor equipment. The aggregator processes large volumes of data to the order of several hundreds of megabytes per day. For example, around 60 million usage data records are produced every day for a network with 10 million customers. The service-mapping tool comes in next. Performance data is mapped onto service-quality data. Take a customer using Multimedia Messaging Services, or MMS (FIG. 4). If a video download is interrupted many times during a session, the customer will lose interest. The operators revenue will be lost with it. To avoid this situation, key quality indicators (KQIs) like availability can monitor the QoS offered to customers. From a customers point of view, the availability KQI measures how successfully he or she can access and use the MMS service. With the service-mapping tool, its possible to combine KQIs from multiple key performance indicators (KPIs) across different service resources (FIG. 5). As defined in TMF GB923, KPIs measure a specific aspect of the performance of either a service resource or a group of service resources of the same type. A KPI is restricted to a specific resource type and derived from network measurements. By following this top-down approach, the service-mapping tool provides several benefits. It helps operators manage end-to-end quality of service from a customers perspective. It also allows them to reuse key performance indicators and key quality indicators across services and products. Lastly, it helps operators drill down to the service elements that are responsible for quality degradations. Service quality also demands a simple and easy-to-use user interface. With this interface, Network Operations Center (NOC) staff and service managers can monitor service-quality
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objectives against thresholds. These thresholds may be internal targets for the network operator. Or they could be derived from Service Level Agreement (SLA) definitions. When the service quality falls below the contracted levels, managers could then initiate corrective actions. They could focus on the service degradations that affect the greatest number of customers. A set of standard reports for different user communities should also be available. Network Operations, for example, may request reports on service capacity, the number of customers affected by service degradation, N-Worst or N-Best services, and N-Worst or N-Best service elements. For new services, marketing and sales may be interested in reports on service usage and service uptake. National regulators may also request historical service quality against given service objectives.

Role of service quality in banking services

SQ tends to play an important role in many service industries such as banking services because excellent SQ is not an optional competitive strategy which may or may not be adapted to differentiate one bank from another but it becomes an essential to corporate profitability and survival. As banks become more high-tech their technical services are becoming standardized reducing the importance of such services as a differentiating factor thus consumers will evaluate banks based more on high touch factors then on their high-tech however for instance many banks have provided financial incentives for consumers to utilize ATMs such as teller fees. The unique selling proposition of a bank still appears to be personal banking services. Furthermore they could use only personal banking services to promote effectively to their target market as referred by core benefit proposition. In view of this SQ has become a key construct in banking industry. The measuring and evaluation of sq in banking industry has become very important because of the changes in the banking environment. Banking has become more globally integrated there is high competition and it is important for banks to know what, when, where and how they will provide and how their customer perceive products and services. Adapting SQ in banking industry has become important because of its apparent relationship to cost profitability, customer satisfaction customer retention and positive word of mouth. SQ is widely regarded as a driver of corporate market and financial performance in banking. The consequent increase in competition between conventional banks and Islamic banks has made SQ a key differentiating factor for Islamic banks to improve their market shares and their profit positions.

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Implementation steps provided by Deutsche Bank for a bank

Norbert Saffran, of Deutsche Bank, listed following implementation steps regarding quality for a bank Executive Board mandate, 1995 introduction of QM system in the area of payment transactions. Target: achievement of disciplined standards, lower processing costs, improved customer service. Development of quality goals 1. guaranteed delivery dates (i.e. brought in today/carried out today for all checks, debit notes and drafts, which are within fixed implementation deadlines). 2. fixed run times (i.e. crediting on the same day). 3. error-free processing, timely customer-oriented information on execution (i.e. as statements of account). 4. timely customer-oriented information on execution (e.g. as statement of accounts) 5. efficient processes. Setting up the QM system 1. Preliminary study: identification of gaps, scope and resource needs, including registrar. 2. Studies: preparation of documents, including the quality manual; staff and leadership training. 3. Implementation: document distribution, training and marketing. 4. Certification: internal and external audit.

Need for Islamic Banks to Adapt SQ

Islamic banks have been operating for about four decades alongside the traditional banks. Like any other traditional commercial banks, they do mobilize deposits and produce loans. But their forms of operation, based on Islamic Law (Shariah), are different from the other conventional or commercial banks. Therefore, Islamic banking differs from conventional banking in several ways, such as the prohibition of transactions based on interest rate and the requirement that banks operations be carried out according to certain procedures through the use of certain financial instruments. The researchers definition of the Islamic bank is a non-interest based financial institution which complies fully with Islamic Laws, and has creative and progressive
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financial engineering to offer efficient and competitive banking, investment, trade finance, commercial and real estate financing services. Islamic banks products and services are perceived as of high quality by customers because of the concept of doing work in Islam i.e. work is considered in Islam as a type of worship. The Prophet said: Whoever finds himself at nightfall tired from his work, God will forgive his sins. Also Abu Hurairah said that the Prophet said: Charity (sadaqah) is due upon every joint of a person on every day that the sun rises. Administering justice between two people is an act of charity; and helping a man concerning his riding beast by helping him on to it or lifting his luggage on to it, is an act of charity; a good word is charity; and every step which you take to prayer is charity; and removing that which is harmful from the road is charity reported by Bukhari (Abdul Hameed, 2001). The Prophet also said: Allah loves to see ones job done at the level of itqan (Sabeq, 1988). The word itqan means to arrange and dispose of things in a scientific and artistic way in order to obtain the most perfect results or to do something in high quality way with wisdom. The prophet also said: Inform the customer about pros and cons of product to be sold Another hadith: To tell the lie can sell your merchandise but you will be divide of bliss( barkat)

Program for the Service Industries

A Need for Quality Training and Assessment It is a basic principle of vocational education and training (VET) that participants should receive quality training and be assessed according to the robust requirements prescribed within National Training Packages. Yet service industry stakeholders have consistently reported poor outcomes to Service Skills Australia (SSA) across all the service industries:

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Recognizing Quality in Training & Assessment In response, SSA has developed a range of products and services collectively known as the Right Way. This program, part of SSAs strategic work to achieve quality skills outcomes throughout the service industries, Focuses on three key areas: Quality training and assessment facilities

Effective outcomes of training and assessment are inextricably linked to the quality of this core A component of the VET system.SSA provides industry recognition of facilities, trainers, assessors and learning resources. Participants in this industry recognition system must adhere to standards and provide evidence of quality through an application and assessment process operated by SSA and its network of agencies.

The Aims of Program

Service Skills aim to: Registered Training Organizations (RTOs)

Training Package content kills outcomes throughout the service industries

Quality Service is a term which describes a comparison of expectations with performance.

A business with high service quality will meet customer needs whilst remaining economically competitive. Improved service quality may increase economic competitiveness. This aim may be achieved by understanding and improving operational processes; identifying problems quickly and systematically; establishing valid and reliable service performance measures and measuring customer satisfaction and other performance outcomes.

The Suite of Products

The following suite of three individual products and services is collectively known as the Right Way: Training Facility
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RTOs that adhere to the environmental and resource requirements prescribed within the Evidence Guide of Training Package competency standards and in the Assessment Guidelines can achieve industry recognition of their training facilities. Each facility, Positively checked by an Industry Advisor, will be an industry recognized Training Facility.

Trainer & Assessor Individual trainers and assessors who have the required industry experience, current Vocational competencies and a qualification in training and or assessment can achieve Industry recognition. To maintain this recognition, They must participate in professional development activities. Developers of any type of training and or assessment resource designed to align to a service industry Training Package can achieve industry recognition of the material.

Training Resource Developers can be any type of organization including RTOs.

Period of Recognition and Renewal

Recognition is granted for an initial period of three years and can be renewed for subsequent Three year periods. Applications for renewal should be lodged no later than two months prior to the expiry date of recognition.

Industry Recognition Process

Facility Recognition Case Manager & Industry Advisor jointly attend the RTO site/s & complete a facility evaluation within 25 working days of receipt of all required information from the RTO applicant. Training Resource Recognition Case Manager & Industry Advisor jointly complete a full assessment of training resource within 40 working days of receipt of all required information from the applicant. Trainer & Assessor Recognition Case Manager & Industry Advisor jointly complete a full assessment of trainer application within 25 working days of receipt of all required information from the applicant. Facility

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RTOs which achieve facility recognition adhere to the Right Way Code of Conduct for RTOs throughout the 3 year period of recognition. Training Resource Developers of training resources, who achieve industry recognition monitor, evaluate & update the currency of resource content within the 3 year period of recognition. Trainer &Assessor Trainers & assessors who achieve industry recognition participate in and report on professional development activities within the 3 year period of recognition. Application Outcome is advised. Case Manager advises the applicant, in writing, of the outcome of any assessments within seven (7) working days of the assessment. ! An applicant who is refused industry recognition can invoke the appeals process. Industry Advisor is engaged Case Manager engages an Industry Advisor with industry experience that matches the subject matter of the application. Application is made Organization or individual applies in writing for Facility, Trainer & Assessor or Training Resource Industry Recognition. Application is evaluated SSA or Agency Assessor (Case Manager) conducts an initial evaluation within 10 working days of receipt and advises applicant if further information is required to progress the application.

Purpose of these Standards To ensure that the program operates efficiently for customers and that high quality customer service is delivered at all times.

Coverage
These customer service standards apply to all people involved in the provision of administration and Assessment services for the program:
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They apply to all Right Way industry recognition processes: Training facility

Ethical Customer Service

Service Skills Australia and agency personnel must behave professionally and ethically at all times. They must treat all applicants in an honest and fair manner and with courtesy and sensitivity. They must respect their rights and entitlements. Client confidentiality will be maintained at all times. Program takes a quality improvement rather than a punitive approach. Therefore SSA and its agents will: and complete verbal assistance and advice to all customers equally and take all steps to ensure that customers fully understand the requirements for achieving recognition ove their facilities, equipment and resources the Content to reflect current industry practice and terminology provements and produce further evidence of their Competence and Training Package compliance so that they can eventually achieve recognition if their initial application is deficient ent, whether the outcome is positive or negative

Promptness and Efficiency

In order to provide efficient service to customers, Service Skills Australia personnel and agents Will: enty-four (24) hours of the request being made receipt and Advise applicants if further information is required to progress the application essment of trainer applications within twenty-five (25) working days of receipt of all required information from the customer Complete a full assessment of training resources within forty (40) working days of receipt of all Required information from the customer -five (25) working days of receipt of all required information from the customer and at a time mutually agreed with the client.
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ility evaluation within Seven (7) working days of the assessment. Where there is likely to be any delay beyond the time periods mentioned above, customers will be Advised, informed of reasons and advised of a secondary date for the processing and assessment of their application.

Accuracy and Consistency

Advice about recognition processes will be accurate and clear. Matters which are unclear or situations which do not appear to fit policies and procedures will be referred to the General Manager of Service Skills Australia for guidance. Application and other information will be, as far as possible, nationally consistent. Any additional local requirements will be identified and explained to customers. Application and other information supplied to customers will be accurate, user friendly and enable Applicants to frame accurate submissions for recognition. All personnel involved in the recognition process will be skilled in the required assessment processes for the particular product subject to assessment - training facilities, trainers, assessors or Resources. Assessors will have a thorough knowledge of the Training Package content and standards against which they will make a judgment. They will use consistent guidelines to assist their assessment. Industry practitioners engaged as Industry Advisors will not be asked to operate outside their areas of industry expertise.

Complaints
Complaints will be handled in the first instance by the SSA or agency staff member who has case Managed the applicant. Applicants who wish to complain about service, recognition decisions or any Other matter should be encouraged to initially discuss their complaint. If no immediate resolution can be achieved, they should be asked to document their complaint via email or a letter. If the SSA or agency staff member cannot resolve the written complaint, they must escalate the complaint which will then be handled by the General Manager of Service Skills. The appeals process can be invoked by the applicant without first making an informal complaint. However, applicants should be provided with sufficient information and advice throughout the Assessment phase to make improvements and eventually achieve recognition if their initial application is deficient. This ongoing advice assists the applicant to improve services and should minimize appeals.

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Complaints Process
Exit point -complaint resolved or complaint is abandoned. Customer initiates a verbal complaint can be about any program issue e.g. delay in processing application, recognition decision. Complaint resolved. Written escalated complaint is auctioned by General Manager SSA General Manager evaluates the escalated written complaint and makes all efforts to resolve all issues covered in the written complaint. Written complaint cannot be resolved by case manager. Case Manager advises customer to escalate the complaint to the General Manager of Service Skills. Customer documents complaint via email or letter so that all issues can be canvassed. Written complaint is actioned Case Manager evaluates the written complaint and makes all efforts to resolve all issues covered in the written complaint. Case manager provides a written response. Complaint cannot be resolved verbally Case Manager asks the complainant to document complaint via email or letter so that all issues can be Canvassed. Verbal complaint is auctioned Complaint is handled in the 1st instance by the applicants case manager. All efforts made to resolve the case via verbal discussions.

Appeals
A participant, whether an RTO, trainer & assessor or training resource developer, whose Recognition has been cancelled or suspended, or an applicant whose application for recognition or Renewal of recognition has been refused or granted subject to conditions, may lodge an appeal with the General Manager of Service Skills at any time within twenty one (21) days, after the date on Which written notice of the recognition decision has been dispatched to the participant. The appeal must be made in writing to the General Manager and will state the ground or grounds of Appeal on which participant intends to rely. Upon receipt of any notice of appeal from any participant the General Manager will convene a meeting Appeals Committee for the purpose of considering the appeal. The Appeals Committee will comprise any three representatives of the relevant Service Skills Industry Advisory Committee (IAC). Any IAC member who has been involved in the assessment and Recognition decision cannot participate on the Appeals Committee. The meeting will be convened fourteen (14) days from the date of receipt of the notice of appeal from the participant. Appeals Committee may confirm or vary the decision under review but before reaching any decision, the Appeals Committee will allow the participant to make representations, either orally or in writing. The Appeals Committees decision will be provided in writing within ten (10) working days of the meet

Appeals Process
Exit point appeal resolved Original decision confirmed (appeal denied) or Original decision varied with Industry Recognition granted. General Manager provides decision of the Appeals Committee General Manger provides a decision, in writing, within10 working of the days of the Appeals Committee meeting. Appeals Committee confirms or varies the decision under review Appeals Committee evaluates the written grounds for appeal and allows the appellant to make oral representations .Appeals Committee meets to considers the applicants
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appeal The Appeals Committee comprises 3 members of the relevant Industry Advisory Committee (IAC) subject to the appeal. Written appeal is actioned by General Manager SSA General Manager convenes a meeting of the Appeal Committee to meet within 14 days from the receipt of the notice of appeal from the applicant. All efforts made to resolve the case via verbal discussions. Applicant initiates a written appeal may be about a cancelled, suspended, conditional or refused application for industry recognition. Applicant appeals in writing to SSA General Manager within 21 days after the date of the notice of decision.

Approaches to the improvement of service quality

In general, an improvement in service design and delivery helps achieve higher levels of service quality. For example, in service design, changes can be brought about in the design of service products and facilities. On the other hand, in service delivery, changes can be brought about in the service delivery processes, the environment in which the service delivery takes place and improvements in the interaction processes between customers and service providers. Various techniques can be used to make changes such as: Quality function deployment (QFD) falsifying moving the line of visibility the line of accessibility blue printing.

Approaches to improve the conformity of service quality

In order to ensure and increase the 'conformance quality' of services, that is, service delivery happening as designed, various methods are available. Some of these include Guaranteeing; Mystery Shopping; Recovering; Setting standards and measuring; Statistical process control and Customer involvement.

Industrial engineering Quality control

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