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1、Quality Management-Service QualityWu SuDepartment of Industrial Engineering1/27Quality Management in Service Industries2/277.1Economic Importance and Examples7.2Characteristic, Definition and Models7.3What means quality in case of services?7.4Tasks for Quality Management7.5Model of a Service-Unit in
2、 Processing Industries7.6 Quality Management for Service-Engineering and Service-ManagementQuestions have to be answered3/27What are services?What does it mean to a countrys industry that service industry take a big portion?What are the characteristics of service?What are key factors in Quality mana
3、gement in service sectors?How to evaluate quality in service sectors?Case of automobile industry4/27Manufacturer: OEMRaw materials suppliers,Component suppliersSpare parts supply and distributionRetailersFinance in car sales Car rental: Herze, NationalSecond-hand car sellingMaintenanceInsuranceDispo
4、sal of old cars German Press Commentaries5/27Dienstleistungen auf aufsteigendem AstLautAuskunftdesDeutschenInstitutsfrWirtschaftsforschunggewinntsog.tertireSektorstndiganBedeutungfrdiedeutscheVolkswirtschaftServices are going uphill .Dienstleistung ist ein ZukunftsfaktorTrotzWachstumsteigtdieArbeits
5、losigkeit.DieGewinnederUnter-nehmensteigen,whrendMenschenentlassenwerden.Dieeigent-licheFragelautet,warumtrotz.Services are trendsetting .Deutschland ist noch eine Servicewste“Debis-Chefmahnt:EndlichChancenderDienstleistungerkennenDaimler-BenzInterservices(Debis)AG,Berlin.NochhatDienstleistenbeiunsd
6、enCharakterniedrigerArbeit.Dasmusichndern,sonstverpuffen.Germany is stillfallow landfor services .Economic Importance of Service Industries6/27Source:Meffert;Bruhn(2000)Dienstleistungsmarketing;StatistischesBundesamt(2000)DevelopmentoftheshareinthegrossaddedvalueforeachsectorShareinPercentShareofemp
7、loyeesintheserviceindustryaccordingtotheentireamountofemployeesShareinPercentAgriculture,ForestryandFishingIndustryProcessingIndustryServiceIndustry(incl.Trade&Traffic)Percent employment in service jobs for selected industrialized nationsCountryCountry19801980198719871993199319991999USUS67.267.27171
8、74.374.380.480.4CanadaCanada67.267.270.870.874.874.873.973.9JapanJapan54.554.558.158.159.959.972.472.4FranceFrance56.956.963.663.666.466.470.870.8IsraelIsrael63.363.36666686870.770.7ItalyItaly48.748.757.757.760.260.261.161.1China China 13.113.117.817.821.221.226.426.47/27What are Services? (Examples
9、 of industrial Sectors)8/27Source:WirtschaftsklassifikationdesStatistischenBundesamtesCredit-andInsurance-BusinessEstateandHouseAgenciesLaw-&TaxAdvising,CertifiedPublicAccountantResearchandDesignElectronicDataProcessingTradeandTrafficNewsServiceandInformationTransmissionHotelBusiness,CateringTrade,T
10、ourismIndustryFacilityManagementDefinition of services9/27Services are deeds, processes, and performance. Valarie A., 1996A service is a time-perishable, intangible experience performed for a customer acting in the role of co-producer. James Fitzsimmmons Most authorities consider the services sector
11、 to include all economic activities who produces, and provides added value in forms (such as convenience, amusement, timeliness, comfort, or heath) that are essentially intangible concerns of its first purchaser. James Brian Quinn, Jordan J. BaruchServices also in Manufacturing Industries10/27Produc
12、t design & Process planning Marketing & SalesAfter-SalesProductionCompanyCustomerCustomerCore-processesFacility-ManagementServicesProcessdependentProcessesindependentProcurement/DispositionToolmaking/ProductionFacilitiesDisposalofwasteLogisticsMainte-nanceForwarding/DistributionPersonnelaffairs,Trai
13、ningCustomercareandservicesConstitutional Characteristics of Services11/27Integration of the customer (resp. external factor*)-thecustomeristightlyintegratedintotheservice-process-thecustomerand/orthoseobjectsmustbepresentIndividuality of the service-thecustomerexertsinfluenceonprocedureandresult-ea
14、chcustomerhasitsownpreferencesandwishesSimultaneousness of production and consumption-uno-actu-principle“attherenderingoftheservice-missingshelflifeProcess characteristics-theprocessofvalueaddedistheserviceitself-thecustomerbuysaprocessImmateriality-immaterialgoodresp.immaterialcomponentsareincluded
15、-difficultdescriptionresp.extensivenecessityofexplanation-difficultmeasurabilityofthequality*externalfactor=customerandthoseobjects(e.g.cartorepair)Source:DINFachbericht75:ServiceEngineeringp.15etseq.;Hoeth,Schwarz:Qualittstechnikenp.11etseq.Performance and Dimensions of Services12/27Potential Abili
16、tytosupplytheserviceEstablishmentofwillingnesstoperform(Potential)Entryoftheexternalfactor(Performance of interaction)Supply of the service (process)Transferofthecore-performancetotheexternalfactor(result)Source:TCWReport19p.19Performance of interaction QualityofInteraction“customervs.serviceprovide
17、r”Performance of Supply QualityoftheServiceProcessCore-performance QualityoftheServiceresultProcess IntegrationoftheexternalfactorResult Immaterialeffect/materialresultExample of a “Restaurant” 13/27Aservicecanberegardedfromdifferentpointsofview,e.g.:performanceanddimensions.Servicescanbedescribedve
18、rywellbythisbipartitebutcomplementarypointofview.Example“Restaurant”:Potential:InstallationofaprofessionalkitchenandbarPerformanceofinteraction:WaiterskindnessandpolitenessProcess(supplyoftheservice):FastpreparationofthemealResult(coreperformance):Delicious,healthyfood Approach for the Definition of
19、 Service Quality14/27Source:Quartapelle,Larsen(1996),p.25etseq.Service Quality is:Degree of satisfaction,that can be reached for the needs, expectations and wishes of a specific customer(-segment)2Consumption-orientatedapproach(Theproductfulfillsitsfunction.)4Consumer-orientatedapproach1Productionap
20、proach(Theproductfulfillsthespecifications.)3EstheticalApproach(Theproductisnice.)absolutedimensionsubjectivedimensionthefunctionsofgoodsthegoods(intrinsical)Quality inQualityas1.Simultaneousness of production and consumptionQualityemergesfirstinsupplyingtheserviceQualityisembeddedinthefunctions“oft
21、heservice2.Integration of the customer (resp. the external factor) IndividualityoftheserviceIndividual(subjective)assessmentofthequalityCustomer Expectations and Service Quality15/27Source:Zeithaml,Bitner(1996)p.75etseq.Service Qualityin accordance withcustomer expectationsDesiredServiceAdequateServ
22、icePerfectServiceExcitingcustomerZoneoftoleranceFrustratingcustomermax.min.Factors that influence IFactors that influence IIFactors that influence IIIPersonalneedsOwnexperienceswithservicesTransitoryservicealternativesincaseofemergenciesorserviceproblemsPerceivedservicealternativesSelf-perceivedserv
23、iceroleSituationalfactorsAdvertising&PublicRelationsPriceWordofmouthPastexperiencesFactors that influence IVSurprisingthecustomer,anddelightinghim.GAP-model16/27Theresearchonthesubject“servicequality”hasbeenstartedintheUSAalreadyintheearly1980s.1983anextensiveresearchprogramstartedattheMarketingScie
24、nceInstitute,Cambridge(MA),thoseresultwasthesocalledGAP-Modelofservicequality.TheGAP-Modelisbasedonempiricalexaminationsandconcentratesonthecustomersexpectationstowardsaservice:Howdocustomerexpectationsarise?Whatkindoffactorsinfluencethisprocess?Thecenterofthismodelisthedistinctionbetweendesiredanda
25、cceptableservice.Betweenthosetwolevelsliesthezoneoftolerance.Thisrangeofcustomerexpectationshasadynamicalcharacter.Especiallythelevelofacceptableoradequateservicequalitychangesaccordingto:Service-Levelitself(Luxuriousdinervs.Fast-Food-meal)Competitorsservice(Fast-Food-RestaurantBoffersfreerefill.)Fr
26、equencyofservicesupplyGAP-Model of Service Quality17/27Source:Zeithaml,Parasuraman,Berry(1992),p.62PersonalneedsMadeexperiencesWord-of-MouthMarketingandsalesCustomerGap 5PronouncedserviceGap 1:InsufficientdeterminationofthecustomerwishesGap 2:Insufficienttransferofcustomerwishesintoservicespecificat
27、ionsGap 3:InsufficientperformanceoftheemployeesinsupplyingtheserviceGap 4:InsufficientmatchingbetweenpronouncedandperceivedservicequalityGap 5:Thecustomerfinallydefines,whatqualitymeans!“ServiceproviderGap 1Gap 3Gap 2ExpectedServiceSuppliedServiceSpecificationoftheservice(-quality)Determinedcustomer
28、expectationsPerceivedServiceGap 418/27ThefocusoncustomerexpectationsisbeingcompletedintheGAP-Modelbythecontactbetweencustomerandserviceprovideraswellasaninternalviewantheserviceprocesses.Thewholemodelincludesfivegaps,thatcanarisebetweentheperceptionofcustomerneeds,service-design,service-engineeringa
29、ndservice-supply.GAP5representsthemostimportantgap,becausethisgapisavaluefortheperceivedservicequalitybythecustomer.ThecluetoavoidGap5istoclosethegaps1to4.TheGAP-Modelcanbeusedasatoolforbottom-upanalysis,asatoolforidentifyingexistinggapsandtakingactionsaswellasatoolforeliminatinginternalandcompany-w
30、idedefects.Determination of the Customer Satisfaction19/27Source:Parasuraman,Zeithaml,Berry(1985)Tangibles“Reliability“Responsiveness“Assurance“Empathy“Physicalenvironment,equipmentandemployeesoutsideAbility,toprovidethepronouncedservicereliablyandaccurately.Willingnesstohelpthecustomerandtoofferapr
31、omptservice.Staffscompetence,politenessandprofessionalskilltobuildupcustomersconfidence.Bestcareandindividualattentiontowardsthecustomer.ServicequalityPerceivedserviceExpectedservice= Actual-stateTarget-state7Itotallyagree!Idonotagreeatall!1465327146532Servqual-QualitydimensionsServqualdoublescale20
32、/2721/2722/27Lifecycle of Services Influence of the Customer23/27Service-CreationSource:Pfeifer(2001),p.586Service-EngineeringService-ManagementImplementationServiceProvidingEvaluationReplacementService-DesignAcquirecustomerneedsGenerate&assessservice-ideasCustomerloyaltyIdentifyservice-demandEffect
33、ivenessEfficiencyCustomersatisfactionCustomerorientationTasks of Quality Management in Service Industries24/27Quality documentationStandardsinverificationmanagementDocumentationQuality promotionImpartservicemindsetImpartqualitypoliticsQuality ToolsSystemizationFormalizationQuality controlManagingqua
34、lityofprocess-andcustomerrelationshipTakingmeasuresofcontinuousimprovementQuality planningAcquirecustomerneedsEstablishstabileprocessesAvoidfailuresQuality assessmentInquireexternal/internalcustomersatisfactionAssessthereachedqualitylevelQuality policyGoals for EnablersGoals for ResultsCustomerServi
35、ce EngineeringSupply of the Service ExpectationsPerformancetransferSource:accordingtoBisgaard,Sorenin:Belz,Bieger(2000),p.296etseq.CustomerConclusion25/27The comprehension of customer needs and wishes is the basis for all service quality.Voice ofthe CustomerThe customers integration in the service p
36、rocess influences significantly the quality and requirespeculiar approaches in quality managementInteractionwith the customerThe contact between customer and service provideris of high importance for the quality management of services.EmployeesqualificationService quality particularly depends on the
37、individual customers perception.Subjectivequality evaluationModel of a Service-Unit in Processing Industries26/27Product Realization ProcessCustomerCustomerInternal Service-UnitAssessmentResourcesManagementExternalInternalQuality-orientatedService-EngineeringCompanyInternal Customer-Supplier-Relatio
38、nshipSupply of the ServiceExample27/27Acompanysinternallogistics:Twochoices:Fulfillthejobbyownresource;EntrustthecompanyslogisticstoaThirdPartyLogisticsCompany.Particularly Characteristics of internal Customer-Supplier-Relationships28/27Motivation in the conventional externalcustomer-supplier-relati
39、onshipSelectionofanadequateserviceproviderMaximizingoftheownbenefitIncreaseofcustomerloyaltyIncreaseofcustomersatisfactionMaximizingofprofitRolesMotivationMarketServiceproviderCustomerBarriers at the transfer on internal customer-supplier-relationshipTheinternalcustomerhasnorealchoice.Interestofthec
40、ompanycanbeabovetheinternalcustomersbenefit.ExampleofRailwaycontainertransportationcorp.Betweeninternalserviceprovidersandcustomersexistanenforcedrelationship.Performingcontrollingmeasures(complianceofinternalstandards)customersatisfactionisrestricted.Theserviceproviderscommercialsuccessistothedebit
41、oftheinternalcustomer.ExampleofHeavyTruck(Sino-Truck)Design of the internal Customer-Supplier-Relationships29/27Socialbenefit of therelationshipTransactionalRelationalServicequalityEconomicbenefit of therelationshipDeterminants of the internal customer-supplier-relationshipApproaches of designCorpor
42、atelydeterminationoftheservice-level-pricesaccordingtocompaniesinterestsExternalassessmentoftheserviceperformancebybenchmarkingwithexternalserviceprovidersAgreementontheservice-leveltosupply(Extent;availability;responsetimeetc.)Managementoftheserviceprocessfortheadherencetotheservice-levelDefinition
43、undagreementoftheroles“customer”and“serviceproviders”PromotionofthemutualcomprehensionbetweencustomerandserviceproviderbyrotationSource:accordingtoKlee,A.(2000)Service-Level-Agreement as a crucial Management-Instrument30/27Service-EngineeringDefinitionoftheinternalrangeofservicesDeterminationofServi
44、ce-LevelsServiceLevelAgreementServiceLevelAgreementManagement of resourcesAgreementaboutserviceresourcestoprovideInternal customer-supplier-relationshipAgreementofrightsanddutiesofthe-internalcustomer-internalserviceproviderAssessmentDeterminationofmeasurableservice-levelcriteriaAgreementonassessmen
45、t-methodsand-intervalsQuality Tools for Service-Engineering and Service-Management31/27ProcessorientatedqualitymanagementServiceEngineeringServiceManagementQualityFunctionDeploymentServiceBlueprintingVignette-Technique,ConjointAnalyzeService-FMEAProblemorientatedproceduresServqual(asexample)CIP-Proj
46、ectsTransfercustomerexpectationsinservicefunctionsModelingoffunctionfulfillingserviceprocessesAssessmentofserviceoptionsaccordingcustomersatisfactionPreventivedetectionandavoidanceoffailuresManagementofcomplaintsAppraisingcustomersatisfactionContinuousimprovementprocessesProjectmanagement/Quality-Ga
47、tes-ConceptDeployment of Customer Demands in Service Functions32/27Determinedservice-levelsDeterminetargetgroupPre-surveyAcquirecustomerneedsEssentialservicefunctionsAssesscustomerneedsCorrelationmatrix“conflictsbetweenservicefunctions“New Service IdeaAssessedcustomerneedsComparisonwithcompetitorsfo
48、rcustomerspurposesComparisonwithcompetitorsforserviceproviderspurposesSignificanceofservicefunctionsDesign-teamCriticalqualitycharacteristicsCorrelationmatrixservicefunctionscustomerdemands“ServicefunctionsforfulfillingcustomerdemandsModeling and visualizing of Service Processes33/27Sourcee:Kleinalt
49、enkamp,Michael:Service-BlueprintingNichtohnedenKunden.In:technischervertrieb,April,2(1999),pp.33-39Onstage-activitiesBackstage-activitiesSupport-activitiesPreparation-activitiesFacility-activitiesLineofinteractionLineofvisibilityLineofinternalinteractionLineoforderpenetrationLineofimplementationBasi
50、cserviceprocessServiceprovidersactivitiesCustomersactivitiesSpecificeventFSourceoffailureDecisionActivitiesinput-/outputServiceprovidersactivitiesinvisibleactivitiessecondaryactivitiesPotential-activitiesdirectcustomerinduceactivitiesPerceivedbythecustomerServiceBlueprintingCustomer-activitiesStruct
51、ure and labels of a service-blueprint:34/27Customer-activitieslieabovethe“lineofinteraction”andincludeallactivities,thataredonebythecustomer.Onstage-activitiesliebetweenthe“lineofinteraction”andthe“lineofvisibility”andincludealldirectcustomerinducedandactivities,thatareperceivedbythecustomer.Backsta
52、ge-activitiesliebetweenthe“lineofvisibility”andthe“lineofinternalinteraction”andincludealldirectcustomer-relatedactivities.Theseactivitieshastobefulfilledbythecustomerinterfaceshumanbeingormachineandtheycannotbeperceivedbythecustomer. Example for a Service Blueprint: Repair of a Car35/27Customersper
53、spectiveCustomerserviceGarageSparepartmanagementAccountsdepartmentTimeTurninthecarPaythebillConfirmthedateReceivethebillOrdertherepairReceivetheorderArrangeadateConfirmthedateProceedtherepairCheckstockofsparepartsEntercustomerdataSendthebillPreparethebillProvidesparepartsPreparespareparts.Starting s
54、ituation:Thecustomerwantstoturninhiscarforanalreadyarrangedrepair.Theshockabsorberaretobereplaced.Homework:36/27Drawingofblueprintofachosenserviceactivity:MacDonaldsIKEAAssessment of Service Variants in their Customer Satisfaction37/27Quelle:Hoeth(1997),p.31etseq.Dopossiblevariationsinthevalueofcrit
55、icalqualitycharacteristicsexist?Performacustomersurvey:PresentingallvignettesAssessingallvignettesbypairwisecomparisonqualitycharacteristicsavailabilitypromptnessindividuality.Value1Normalhoursofbusiness3-4daysStandardprocedure.Value224 h-Service1 dayVariousService-Levels.Generatethetheoreticallypos
56、siblenumberofvignettes:Z=nkwithn=numberofpossiblevalueswithk=numberofqualitycharacteristicsDeterminingthefavoriteserviceoptionListingofallgeneratedcombinations(vignettes)Useofthevignette-technique(orconjointanalysisetc.)Customersfavoriteserviceoption123Combined with DOEPreventive Avoidance of Failur
57、es and Critical Situations38/27Source:Hoeth(1997);Gogoll,QZ40(1995)2,pp.203-206Sources of information for the FMEA (examples):Service Blueprinta) Front-office-processes,meansabovethelineofvisibilityOnline-FMEAb) Back-office-processes,meansbelowthelineofvisibilityOffline-FMEAQuality Function Deployme
58、nt and Vignette-TechniqueCriticalqualitycharacteristicsandtheirspecificvaluesParticular importance of the FMEA for services:1. Uno-actu-principleFailurescantberemovedeasilyorcantberemovedatall.2. CustomersintegrationWhatcan/couldthecustomerdowrong?SeverityDetectionOccur-renceRisk-AssessmentSeverityD
59、etectionOccur-renceRisk-AssessmentReasonActionsResponsiblepersonServiceprocessPossiblefailuresFailureconsequenceAssessment of the Service Quality39/27companyorientatedcustomerorientatedcustomerorientatedcompanyorientatedObjectiveassessmentproceduresSubjectiveassessmentproceduresSource:Bruhn(1997)p.6
60、1StatisticalqualitycontrolFive-star-servicequalityQualityauditsIshikawa-diagramBenchmarkingQualityfunctiondeploymentFMEAPoka-yokeCustomerobservationSilentshoppermethodsIndicatoranalysisPenalty-reward-factors-approachWillingness-to-pay-approachVignette-techniqueServqualFeatureorientatedproceduresSequ
61、ential-event-methodCritical-incidenttechniqueEventorientatedprocedureProblemorientatedproceduresComplaintanalysisProblem-detecting-methodFRAPPointofcontact-analysis(Objectiveandsubjectivecustomerorientated;feature-andeventorientated)FMEA: Failuremodes-andeffectsanalysisFRAP: Frequencyrelevanceanalys
62、isofproblemsManagement of Complaints40/27theywantthedialoganddonotwanttochangetheserviceprovider.theyofferfreeinformationabouttheservicequality.theyknow,whatwentwrongintheserviceprocess.theycanspecifyfailuresand/orideasforimprovement.Frustratedcustomer,whocomplain,offeraCHANCE,becauseAneffectivemana
63、gementofcomplaintsmeansforservicesproviderstosatisfythecustomerattheend.tostrengthencustomersloyaltybycompensation.toassureapositivecustomersword-of-mouth.toremovecausesoffailure,toavoidfurthercomplaintsofthecustomerandtoreducecostsoffailure.toavoidlegalactionsofthecustomer.Source:Hoeth(1997);Bierma
64、nn(1996)85%ofthecustomerdonotcomplain!70%ofthecustomerchangetheserviceprovider!Only15%ofthecustomercomplain!Case Study - Rhiem Services GmbH41/27CompanieshistoryDescriptionofthestartingsituationandstrategicallydecisionsinmiddleofthe1990sActions,useofqualitymethods,changes:-Modelingoftheserviceproces
65、seswithserviceblueprinting-Adaptationofthecompanyorganizationalstructure-AssessmentoftheservicequalitywithServqual-EnlargementoftherangeofservicesActualdevelopmentsContentsoftheexercises:1.Detailedexplanationsaboutthefollowingmethods:-ServiceBlueprinting-Servqual2.Presentationanddiscussionofthecasestudy3.Practicaluseofthemethods
