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Dr. Ayman Ali Omar





˜ After this session you will be able to;
˜ Discuss the scope of service quality
˜ Illustrate methods applied to design quality in
Services
˜ Describe tools used in achieving Service Quality

˜ Use a fishbone chart in a cause and effect analysis

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˜ ¦itzsimmons proposes viewing 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 organisational design adequate for
the service?
˜ Outcome
˜ What change in status has the service effected?
˜ Impact
˜ What is the long range effect of the service on the consumer?
  
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Incorporation of Quality in the Service Package ˜
Supporting facility ˜
¦acilitating goods ˜
Explicit services ˜
Implicit services ˜
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my using a quality system to maintain ˜

conformance to the design requirements which

definitional approach to quality is being used?

  
 

Crosby defines quality as Mconformance to ˜
requirements
uhis means defining explicitly in measurable ˜
terms what constitutes conformance to
requirements
Quality is seen as an action-
action-oriented activity ˜
requiring corrective measures when non-
non-
conformance occurs
  
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[ethods ˜
uaguchi methods ˜
Robust design to ensure proper functioning under adverse conditions ˜

Poka--yoke
Poka ˜
Checklists or devises that do not let the employee make a mistake ˜

Quality ¦unction Deployment ˜

House of quality ˜
Central belief that products should be designed to reflect the ˜
customersÕÕ desires and tastes thereby coordinating design,
customers
manufacturing and marketing
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Cost of Quality ˜

Prevention ˜

Detection ˜

Internal failure ˜

External failure ˜
 
 

Costs associated with operations or activities ˜
that keep failure from happening and minimise
detection costs
Examples ˜
Quality planning ˜
Recruitment and selection ˜
uraining programmes ˜
Quality improvement projects ˜
 


Costs incurred to ascertain the condition of a ˜
service to determine whether it conforms to
quality standards
Examples ˜
Periodic inspection ˜
Process control ˜
Collecting quality data ˜
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Costs incurred to correct nonconforming work ˜
before delivery to the customer
Examples ˜
Scrapped reports and forms ˜
Rework ˜
Downtime ˜
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Costs incurred to correct nonconforming work ˜
after delivery to the customer or to correct work
that did not satisfy a customers specified needs
Examples ˜
Negative word of mouth ˜
Loss of future business ˜
Investigation time ˜
 In manufacturing companies external and ˜
internal failure costs together accounted for 5050%%
to 80
80%% of the total cost of quality
Juran suggests that $1
$1 invested in prevention is ˜
worth $100
$100 in detection costs and $10
$10,,000 in
failure costs
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Service Process Control ˜

Statistical Process Control ˜

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uhe manufacturing based approach to quality ˜
focuses on conformance to internally developed
specifications.
uhe control of quality is viewed as a feedback ˜
control system comparing output with a
standard
uhe next overhead shows the basic control cycle ˜
as applied to service control process
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Defining service performance measures ˜
Intangibility of services ˜
Simultaneous production and consumption ˜
Customers are asked to evaluate the service Mafter ˜
the fact
my focusing on the delivery process itself these ˜
difficulties may be overcome ‰ statistical process
control
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What should happen if the process is not ˜
performing as expected?
An investigation to identify the cause and to suggest ˜
corrective action
Could the variance be a result of random ˜
occurrences and not a process failure?
Is change necessary? ˜
 


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Decide on some measure of service system .1

performance
Collect representative historical data form which .2
estimates of population mean and variance for the
system performance can be made
Decide on a sample size and calculate +/-
+/-3 standard .3
deviation control limits
Graph the control chart as a function of sample mean .4
values versus time
 


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Plot sample means collected at random on the chart .5

Process in control (sample mean falls within control limits .i
Process out of control (sample mean falls outside control .ii
limits, therefore;
Evaluate the situation .a
uake corrective action .b
Check results of action .c

Update the control chart and incorporate new data .6

 

 


uwo types based on the type of performance ˜
measure
Variable control charts record measurements that ˜
permit fractional values e.g. length, weight, time
Attribute control charts record discrete data e.g. the ˜
number of errors as a percentage of the total

 

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uhe analysis begins with the problem at the head and ˜
traces the major categories of causes along the spine
Usual causes ˜
Personnel ˜

Procedure ˜

Equipment ˜

[aterial ˜

Other ˜
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Causes are eliminated through discussion and ˜
consensus and remaining causes targeted for
additional data gathering
See [idway example pp 293 in text ˜
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Data is arranged so that causes of a problem are ˜
ordered in descending frequency of occurrence
80
80//20 rule ˜

Apply the rule to the [idway example ˜



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All stations, except hub Newark Washington(national)

Percentage Percentage Percentage

Percen tage
of Cumulative of Cumulative of Cumulative
incidences percentage incidences percentage incidences percentage
percentage
Late 53
53..3 53.
53.3 Late 23
23..1 23.
23.1 Late 33
33..3 33.
33.3
passengers passengers passengers

Waiting for 15
15..0 68.
68.3 Waiting for 23
23..1 46.
46.2 Waiting for 33
33..3 66.
66.6
pushback pushback pushback

Waiting for 11
11..3 79.
79.6 Waiting for 23
23..1 69.
69.3 Late weight 19
19..0 85.
85.6
fueling fueling and balance
sheet
Late weight 8.7 88.
88.3 Cabin 15
15..4 84.
84.7 Waiting for 9.5 95.
95.1
and balance cleaning and fueling
sheet supplies
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In this session we ˜
Discussed the scope of service quality ˜
Illustrated methods applied to design quality in ˜
Services
Described tools used in achieving Service Quality ˜
Used a fishbone chart in a cause and effect analysis ˜
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MCustomer loyalty is only due to the lack of a ˜

better alternative
Discuss