Quality Service

Chapter 8
Designing Quality
Services
8- 1
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Designing Quality Services
Chapter 8
Differencesbetween services and

manufacturing
What do services customers want?
SERVQUAL
Designing and improving the services
transaction
The customer benefits package
8- 2
Chapter 8
Service Transaction Analysis

Improving Customer Service in
government
Quality in Health Care
Supply Chain Quality in Services
A Theory for Service Quality Management
8- 3
Chapter 8
Power of satisfied customers

Profit Growth over Time
8- 4
Differences between Services and Manufacturing
 Many service attributes are intangible

Output of service are heterogeneous
Customer contact
Customer coproduction
Internal versus external services
Voluntary versus involuntary services
8- 5
How service quality issues different from

those of manufacturing?
In manufacturing, dimensions are
available for measurement
In services, such measurable dimensions
are often unavailable
Simultaneous production and
consumption means you have to get it right
the first time
Product liability
8- 6
How service quality issues similar to those

of manufacturing?
For both, the customer is the core of the
business
By focusing on the customer many
manufacturers and services firms have
come to view themselves as service
providers
8- 7
What do Services Customers want?
Chapter 1 listed dimensions of quality:

Tangibles
Reliability
Responsiveness
Assurance
Empathy
8- 8
SERVQUAL
Developed for assessing services quality.

An off-the-shelf approach that can be
used in many service situations
8- 9
SERVQUAL
Advantages are:
It is accepted as a standard for
assessing different dimensions of services
quality
It has been shown to be valid for a
number of service situations
8- 10
SERVQUAL
Advantages are:
It has been demonstrated to be
reliable
It is parsimonious in that it only has
22 items
It has a standardized analysis
procedure
8- 11
SERVQUAL
The SERVQUAL survey has two parts:
1. Customer expectations
2. Customer perceptions
If we understand them both, we can

assess the gap in these areas
8- 12
SERVQUAL
The SERVQUAL survey has 22

questions:
Tangibles – Questions 1 – 4
Reliability – Questions 5 – 9
Responsiveness – Questions 10 – 13
Assurance – Questions 14 – 17
Empathy – Questions 18 – 22
8- 13
SERVQUAL
Expectations
Survey
8- 14
SERVQUAL Perceptions Survey
8- 15
SERVQUAL
The SERVQUAL survey is useful for gap

analysis
Gaps in communication and

understanding between employees and
customers have a serious negative effect
on the perceptions of service quality.
8- 16
SERVQUAL

analysis – Gap 1
Difference between actual customer

expectations and management’s idea or
perception of customer expectations
8- 17
SERVQUAL
The SERVQUAL survey is useful for

gap analysis – Gap 2
Managers’ expectations of service

quality may not match service quality
specifications
8- 18
SERVQUAL

Service delivery
and
Service quality expectations
8- 19
SERVQUAL

Service delivery
and
External communications to customers
8- 20
SERVQUAL

analysis – Gap 5
Expected service
and
Perceived service
8- 21
SERVQUAL

gap analysis
The key to closing gap 5 is to first close

gaps 1 through 4
8- 22
SERVQUAL
8- 23
SERVQUAL

gap analysis
By averaging the difference between

Perception and expectation a two
dimensional map can be created
identifying strengths and weaknesses
8- 24
SERVQUAL
Two-
Dimensional
Differencing
Plane
8- 25
Designing and improving the services transaction
One way to improve perceptions of

quality …Improve the process of delivery
of the service
Services Blueprinting
Moments-of-truth Concept
Poka-yoke
8- 26
Services Blueprinting
1. Identify processes
2. Isolate fail points
3. Establish a time frame
4. Analyze profits
8- 27
Services Blueprinting Example in a Hair Salon
8- 28
Moments-of-truth Concept
Fail Points .. Moments of truth.
These are times at which the customer

expects something to happen.
8- 29
Poka-yoke
Fail safe devices
 Warning methods
 Physical contact methods
 Visual contact methods
8- 30
Poka-yoke
Fail safe devices – “The Three T’s”
1. Tasks to be performed
2. Treatment provided to customer
3. Tangibles provided to customer
8- 31
The Customer Benefits Package
Customer benefits packages (CBP)
Tangibles that define the service

Intangibles that make up the service
8- 32

Four stages of the service benefit
package…
1. Idea/concept generation
2. The definition of a service package
3. Process definition and selection
4. Facilities requirements definition
8- 33
CBP Design Process
8- 34

Objectives…
 Make sure the final CBP attributes you

are using are the correct ones
8- 35

Objectives…
 Evaluate the relative importance of each

attribute in the customers mind
8- 36

Objectives…
 Evaluate each attribute in terms of

process and service encounter capability
8- 37

Objectives…
 Figure out how to best segment the

market and position CBP’s in each
market
8- 38

Objectives…
 Avoid CBP duplication and proliferation
8- 39

Objectives…
 Bring each CBP, and associated process and

service encounters, to market as quickly as
possible. Use the CBP framework and final
attributes to design facilities, processes,
equipment, jobs, and service encounters.
8- 40

Objectives…
 Maximize customer satisfaction and

profits.
8- 41
Services Package
 Unique services package
 Selective services package
 Restricted services package
 Generic services package
8- 42
Service Transaction Analysis
Method of identifying service

transactions and evaluating them
from the customer’s perspective to
determine if there is a gap between
service design and what the
customer perceives as the service
8- 43
8- 44
Improving Customer Service in Government
The government established a searchable

list of 4,000 customer service standards for
570 federal departments and agencies
8- 45
32 states have established quality award

programs
8- 46
Several factors driving this change:
People want and desire to do good work
8- 47
Quality management is associated with

improved employee satisfaction
8- 48
Government leaders are mandating

standards, strategic plans and new levels of
performance
8- 49
Demand for government services is

growing at a faster rate than funding for
them
8- 50
Threat of privatization in government has

led to an improvement in service
8- 51
Quality in Health Care
 Health care is facing the same “cost

squeeze” that government is facing
 A move to HMO’s is causing hospitals to
streamline operations
 There is increased diversity in health
care
8- 52
Supply Chain Quality in Services
Bi-directional Services Supply Chain
8- 53
A theory for Service Quality Management
Proposition 1: Unified services theory

Proposition 2: The unreliable supplier
dilemma
Proposition 3: Capricious Labor
Proposition 4. Everyone presumes to be
an expert
8- 54
Summary
 Because services involve intangibles

they are different from manufacturing
 Lack of hard measures, statistical
Quality Control techniques are not
always successful
The bottom line is a satisfied customer
8- 55
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
8- 56

Quality Service

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Quality Service

Uploaded by

Copyright:

Available Formats

Chapter 8

Differencesbetween services and

Service Transaction Analysis

Power of satisfied customers

 Many service attributes are intangible

How service quality issues different from

How service quality issues similar to those

Chapter 1 listed dimensions of quality:

Developed for assessing services quality.

The SERVQUAL survey has two parts:

If we understand them both, we can

The SERVQUAL survey has 22

The SERVQUAL survey is useful for gap

Gaps in communication and

The SERVQUAL survey is useful for gap

Difference between actual customer

The SERVQUAL survey is useful for

Managers’ expectations of service

The SERVQUAL survey is useful for

The SERVQUAL survey is useful for

The SERVQUAL survey is useful for gap

The SERVQUAL survey is useful for

The key to closing gap 5 is to first close

The SERVQUAL survey is useful for

By averaging the difference between

One way to improve perceptions of

These are times at which the customer

Customer benefits packages (CBP)

Tangibles that define the service

Customer benefits packages (CBP)

CBP Design Process

Customer benefits packages (CBP)

 Make sure the final CBP attributes you

Customer benefits packages (CBP)

 Evaluate the relative importance of each

Customer benefits packages (CBP)

 Evaluate each attribute in terms of

Customer benefits packages (CBP)

 Figure out how to best segment the

Customer benefits packages (CBP)

 Avoid CBP duplication and proliferation

Customer benefits packages (CBP)

 Bring each CBP, and associated process and

Customer benefits packages (CBP)

 Maximize customer satisfaction and

Method of identifying service

The government established a searchable

32 states have established quality award

Several factors driving this change:

People want and desire to do good work

Several factors driving this change:

Quality management is associated with

Several factors driving this change:

Government leaders are mandating

Several factors driving this change:

Demand for government services is

Several factors driving this change:

Threat of privatization in government has

 Health care is facing the same “cost

Bi-directional Services Supply Chain

Proposition 1: Unified services theory

 Because services involve intangibles

The bottom line is a satisfied customer

You might also like