1. Chapter – 6 Service Quality
Service Management (5e)
Operations, Strategy, Information Technology By
Fitzsimmons and Fitzsimmons
Chapter – 6
Service Quality

2. Learning Objectives Describe the five dimensions of service quality.
Use the service quality gap model to diagnose quality problems.
Illustrate how Taguchi methods and poka-yoke methods are applied to quality design.
Perform service quality function deployment.
Construct a statistical process control chart.
Develop unconditional service guarantees.
Plan for service recovery.
Perform a walk-through audit (WtA)

3. Moments of Truth Each customer contact is called a moment of truth.
You have the ability to either satisfy or dissatisfy them when you contact them.
A service recovery is satisfying a previously dissatisfied customer and making them a loyal customer.

4. Dimensions of Service Quality
Reliability:
Perform promised service dependably and accurately.
Example: receive mail at same time each day.
Responsiveness:
Willingness to help customers promptly.
Example: avoid keeping customers waiting for no apparent reason.
Quick recovery, if service failure occurs

5. Dimensions of Service Quality
Assurance:
Ability to convey trust and confidence.
Give a feeling that customers’ best interest is in your heart
Example: being polite and showing respect for customer.
Empathy:
Ability to be approachable, caring, understanding and relating with customer needs.
Example: being a good listener.
Tangibles:
Physical facilities and facilitating goods.
Example: cleanliness.

6. Perceived Service Quality Figure 6.1 (pp 128)
Word of
mouth
Personal
needs
Past
experience
Expected
service
Perceived
Service Quality
Dimensions
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Service Quality Assessment
1. Expectations exceeded
ES<PS (Quality surprise)
2. Expectations met
ES~PS (Satisfactory quality)
3. Expectations not met
ES>PS (Unacceptable quality)

7. Service Quality Gap Model

8. Gaps in Service Quality
Gap1: Market research gap
Management may not understand how customers formulate their expectations from past experience, advertising, communication with friends
Improve market research
Foster better communication between employees and its frontline employees
Reduce the number of levels of management that distance the customer
Gap 2: Design gap
Management unable to formulate target level of service to meet customer expectations and translate them to specifications
Setting goals and standardizing service delivery tasks can close the gap

9. Continued…. Gap 3: Conformance gap Gap 4: Communication gap
Actual delivery of service cannot meet the specifications set by management
Lack of teamwork
Poor employee selection
Inadequate training
Inappropriate job design
Gap 4: Communication gap
Discrepancy between service delivery and external communication
Exaggerated promises in advertising
Lack of information provided to contact personnel to give customers

10. Continued….. Gap 5: Customer expectations and perceptions gap
Customer satisfaction depends on minimizing the four gaps that are associated with service delivery
Companies try to measure the gap between expected service and perceived service through the use of surveys (ex. Fig. 6.2)
SERVQUAL – measures the five dimensions (table 6.1)

11. Scope of service quality
View 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 organizational design adequate for the service?
Outcome – what change in the status has the service effected? Is the consumer satisfied?
Impact – what is the long-range effect of the service on the consumer?
See table 6.3 ( pp 137) – measuring service quality for a health clinic.

12. Quality Service by Design
Taguchi method
Poka-Yoke
Quality function deployment

13. 1. Quality in the Service Package
Budget Hotel example (table 6.4 (pp. 138)
Supporting facility
Design of the building
Facilitating goods
Room furnishings like: bedside tables, carpet cleaning
Explicit services
Maids are trained to clean and make up roooms
Implicit services
Pleasant appearances of individuals at front office

14. 2. Taguchi Method (Robustness)
Robust designs to serve under adverse conditions
Robustness concept also applied to the manufacturing process – for example using online computer to notify the cleaning staff when the room has been vacated
Taguchi emphasized that quality was achieved by consistently meeting the design specifications
Cost to society of poor quality was measured by the square of the deviation from the target (see fig. 6.4 pp. 139)

15. 3. Poka-Yoke (Fail safing)
Shigeo Shingo observed that errors occurred, not because employees were incompetent, but because of interruptions in routines or lapses in attention.
He advocated adoption of Poka-Yoke methods – foolproof devices to prevent employee mistakes.
Example, hotel reservation employee is expected to make eye-contact with customer. So Poka-Yoke is to ask the employee to enter the eye-color of the customer.
Since customers also play an active role in service-delivery so you need Poka-Yoke for them to prevent them from making errors.
Example, frames at airport check-in counters to help customers determine if their bag can go in overhead bin as hand luggage.

16. Classification of Service Failures with Poka-Yoke Opportunities (table 6.5)
Server Errors
Task:
Doing work incorrectly
Doing work not required
Doing work in the wrong order
Doing work too slowly
Treatment:
Failure to listen to customer
Failure to acknowledge the customer
Failure to react appropriately
Tangible:
Failure to clean facilities
Failure to wear clean uniform
Failure to control environmental factors
Failure to proofread documents
Customer Errors
Preparation:
Failure to bring necessary materials
Failure to understand role in transaction
Failure to engage in correct service
Encounter:
Failure to remember steps in process
Failure to follow system flow
Failure to specify desires sufficiently
Failure to follow instructions
Resolution:
Failure to signal service failure
Failure to learn from experience
Failure to adjust expectations
Failure to execute post-encounter action

17. 4. Quality Function Deployment
Allows to incorporate the voice of the customer into the design of the product/service – by translating customer satisfaction into identifiable and measurable conformance specifications for product or service design
1. Establish the aim of the project – assess Village Volvo’s competitive position
2. Determine customer expectations (rows) – interviews etc.
3. Describe the elements of the service (columns)
4. Roof of the house - note the strength of relationship between the service elements
5. Body of the matrix – relationship between service elements (columns) and customer expectations (rows)
6. Weighting the service elements – rating customer expectations; getting weighted scores for each column (basement)
7. Basement – service element improvement difficulty rank
8. Assessment of competition –
RHS (comparison on customer satisfaction)
Comparison on strength of the service elements

18. House of Quality

19. 5. Benchmarking
Compare your performance with other companies known for being ‘the best in class’
For every quality dimension, some firm has earned the reputation for being the best in class
Learn how the management has achieved to be the best in class to correct your process

20. 6. Walk-Through-Audit (Figure 6.7, pp. 145)
Impressions about service quality are determined by both the outcome and the process (because customers are a part of service delivery)
Walk through audit is a customer-focused survey to find the areas for improvement
Entire customer experience is traced from beginning to end, and a flow chart of customer interaction with service system is made
Customer is asked for his/her impressions on each of these interactions
Customers can provide anew perspective to service – they can notice things easily as they are new in the system
Service managers and employees can get de-sensitize to their surroundings and also may not notice marginal decreases in service levels.

21. Achieving Service Quality
Cost of Quality (Juran)
Service Process Control
Statistical Process Control (Deming)
Unconditional Service Guarantee

22. 1. Cost of Quality
Products can be returned or exchanged if faulty; but what recourse does customer have to faulty services?
Legal recourse – for example in medical may lead to more procedures and tests and more paperwork leading to higher cost
Prevention cost
Costs associated with activities that keep failure from happening and minimize detection cost
Detection cost
Costs incurred to ascertain the condition of a service to determine whether it conforms to safety standards
Internal failure
Costs incurred to correct nonconforming work prior to delivery to the customer
External failure
Costs incurred to correct nonconforming work after delivery to customer or to correct work that did not satisfy a customer’s special needs
$1 in invested in prevention = $100 in detection = $10,000 in failure cost (Juran)

23. Costs of Service Quality (Bank Example, table 6.6, pp. 149)

24. 2. Service Process Control
The control of service quality can be viewed as a feedback control system – where output is compared with a standard.
The deviation from the standard is communicated back to the input, and adjustments are made to the process to keep the output within the defined range.
Difficult to implement an effective control cycle for service due to the intangible nature of service, which makes direct measurement difficult – so we proxy or surrogate measures.
Simultaneous nature of production and consumption – prevents any direct intervention in the service process to observe conformance to requirements.
Consequently, we ask customers to express their impression of service quality after the consumption – by which time we are too late to avoid service failure.
Instead, we try to focus on delivery process by employing SPC

25. Service Process Control (Figure 6.9, pp 150)
Resources
Identify reason
for
nonconformance
Establish
measure of
performance
Monitor
conformance to
requirements
Take
corrective
action
Service
concept
Customer
input
output
process

26. 3. Service Process Control

27. 4. Unconditional Service Guarantee: Customer View
Unconditional (L.L. Bean) – without exception
Easy to understand and communicate (Bennigan’s) – to the customer
Meaningful (Domino’s Pizza) – it should provide compensation that is meaningful
Easy to invoke (Cititravel) – not to fill out cumbersome forms or go through a lengthy process
Easy to collect (Manpower) – should be given soon after the service lapse and after a significant time

28. Unconditional Service Guarantee: Management View
Focuses on customers (British Airways)
Sets clear standards (FedEx) – knows when the service has failed
Guarantees feedback (Manpower) – gets data on service failure because dissatisfied customers have an incentive to complain
Promotes an understanding of the service delivery system (Bug Killer) – you will have a better understanding of your service delivery process
Builds customer loyalty by making expectations explicit

29. Customer Feedback and Word-of-Mouth (Table 6.9, pp. 156)
The average business only hears from 4% of their customers who are dissatisfied with their products or services. Of the 96% who do not bother to complain, 25% of them have serious problems.
The 4% complainers are more likely to stay with the supplier than are the 96% non-complainers.
About 60% of the complainers would stay as customers if their problem was resolved and 95% would stay if the problem was resolved quickly.
A dissatisfied customer will tell between 10 and 20 other people about their problem.
A customer who has had a problem resolved by a company will tell about 5 people about their situation.

30. Service Recovery Framework
(Figure 6.13, pp. 156)

31. Service Recovery
Disasters can be turned into loyal customers by proper and rapid service recovery
Frontline workers, therefore, need to be properly trained and given the discretion to make things right.
Approaches to service recovery
Case-by-case addresses each customer’s complaint individually but could lead to perception of unfairness.
Systematic response uses a protocol to handle complaints but needs prior identification of critical failure points and continuous updating.
Early intervention attempts to fix problem before the customer is affected.
Substitute service allows rival firm to provide service but could lead to loss of customer.

32. INSPECTION Opinion surveys - about quality of service
100 percent inspection - every unit is checked; fatigue error unless automated
First article inspection - usually after the process is set up
Destructive testing
Acceptance sampling - based on statistical sampling table, the associate checks a random or stratified sample from a larger lot. If the sample is within the acceptable quality level, the lot passes inspection.

33. Process focus
Process capability means capable of meeting customer requirements or specifications.

34. COMMON CAUSE vs SPECIAL CAUSE VARIATION
Assignable-cause variation: these can be assigned to specific causes
Common cause variation: random and harder to trace. This is system wide and requires management decision.
Statistical Control: when a process output is free of all special cause variation, it is said to be in statistical control or simply in control.
A process in control may still have common cause variation. Continuous improvement aims at constantly working to reduce common cause variation.

35. VARIABLES AND ATTRIBUTES
In order to study process variation, we need process output data. This comes in two forms: variables and attributes data
Variables data result from measuring or computing the amount of or value of a quality characteristic. This data is continuous.
Attributes data - measurement is not required, just a classifying judgment: maybe yes or no for friendly service; good or bad for a car wash; small, medium, large melons.

36. TOOLS FOR PROCESS IMPROVEMENT
Coarse Grained Analysis
Check Sheet – historical record of observations and represents the source of data to begin analysis and problem identfication.
Histograms - display frequency data collected over a period of time. It is more structured than a check sheet, has equal-interval numeric categories on the X-axis of an X-Y graph (see figure 6.18)
Pareto Analysis (figure 6.19): helps differentiate between trivial and important causes by ordering problems by their relative frequency in a descending order – focus efforts on the problem that offers the greatest potential improvement.
Process flowchart: it may show the steps that are unnecessary, or that need to be rearranged
Fishbone chart (cause and effect diagram): here the team works backwards from the target for improvement on the spin bone, identifying causes down through the ‘bone structure’. The lowest level of detail may reveal root causes, which need to be worked upon. (5 whys) (figure 6.21)

37. continued Fine Grained Tools
Scatter diagram and correlation: useful for complex processes where cause-effect relationships are unclear. It visually shows the relationship between two variables (figure 6.22)
Run diagram: it is simply a running plot of a certain measured quality characteristic. It could be number of minutes each successive airplane departs late. Or number of customers visiting the complaint desk of a store each day. The company may specify the upper limit and the lower limit. ( figure 6.17).

38. Process control charts:
While the run diagram plots data on every unit, the process control chart, less precisely referred to as the quality control chart, relies on sampling. The method requires plotting statistical samples of measured process output for a quality characteristic. By watching the plotted points, the observer can detect unusual process variation, which calls for some kind of corrective action.
Mean chart and range chart (figure 6.10)
Central line for the mean and the range charts
Upper and lower control limits for the mean chart
Upper and lower control limit for the range chart
Process capability Analysis
Cp versus Cpk

39. QUESTIONS TO PONDER
1. What is a transformation process? How might process performance be described in terms of quality characteristics?
2. How do special-cause variation and common cause variation relate to process control and process capability?
3. What are the roles of run diagrams and process control charts in improvement programs? What are the similarities and differences?
4. In control charting for variables why use two charts (e.g. mean and range)?
5. Inspection does not necessarily lead to quality. Discuss?
6. Quality is as good as the data is. Discuss? How do variables data differ from attributes data?

40. Topics for Discussion
How do the five dimensions of service quality differ from those of product quality?
Why is measuring service quality so difficult?
Compare the philosophies of Deming and Crosby.
What are the limitations of “benchmarking”.
Illustrate the four components in the cost of quality for a service.
Why do service firms hesitate to offer a service guarantee?
How can recovery from a service failure be a blessing in disguise?