田口二次式损失函数

Prevention costs
Quality planning Training program Quality audits Data acquisition and analysis Preventive maintenance Supplier evaluation Recruitment and selection
5
2. Gaps in Service Quality
Word -of-mouth communications Customer Expected service
Personal needs
Past experience
GAP 5
Perceived service
Service delivery (including pre- and post-contacts)
3
Dimensions of Service Quality
(3) Assurance: Ability to convey trust and confidence. ex. being polite and showing respect for customer. (4) Empathy: Ability to be approachable. ex. being a good listener. (5) Tangibles: Physical facilities and facilitating goods. ex. cleanliness.
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(1) Costs of Service Quality
Failure costs
External failure: Customer complaints Warranty charges Liability insurance Legal judgments Loss of repeat service
15
5. Service Recovery
a.
b.
c. d.
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. Each customer contact is called a moment of truth. Word of Mouth (p.153)
Customer Errors
Preparation: Failure to bring necessary materials Encounter: Failure to follow system flow Resolution: Failure to signal service failure
(2) Service Process Control
Customer input Service concept Customer output
Resources
Service process
Take corrective action Identify reason for nonconformance
Expected service
Perceived service
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)
External communications to consumers
GAP 1
GAP 3
Translation of perceptions into service quality specifications
GAP 4
Provider
GAP 2
Management perceptions of consumer expectations
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Expressing Dissatisfaction
Public Action
Action
Dissatisfaction occurs
Seek redress directly from the firm Take legal action Complaint to business, private, or governmental agencies
Chapter 6. Service Quality
1
Learning Objectives
1. Measuring service quality: five dimensions 2. Diagnose quality problems: service quality gap model 3. Service design methods: Taguchi, Poka-Yoke, House of quality 4. Achieving service quality: cost of quality, statistical process control, unconditional service guarantees 5. Service recovery
+ Volvo Dealer
1 2 3 4 5 + o o
Customer Expectations Reliability Responsiveness Assurance Empathy Tangibles 9 7 6 4 2 2 8 3 5
5 9 9 7 3 6
+
o o o
+ +
3
+
+
Comparison with Volvo Dealer o
2
1. Dimensions of Service Quality
(1) Reliability: Perform promised service dependably and accurately. ex. receive mail at same time each day. (2) Responsiveness: Willingness to help customers promptly. ex. avoid keeping customers waiting for no apparent reason.
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Customer Satisfaction
All
customers want to be satisfied. Customer loyalty is only due to the lack of a better alternative. Giving customers some extra value will delight them by exceeding their expectations and insure their return. Service Benchmarking: FedEx, AT&T, Ritz-Carlton, Merrill Lynch, Xerox (p.156)
o
o o
_
Weighted score Improvement difficulty rank 127 82 4 5
o
63 102 65 1 3 2
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4. Achieving Service Quality
(1) Cost of Quality (Juran)
(2) Service Process Control (3) Statistical Process Control (Deming) (4) Unconditional Service Guarantee
9
(4) House of Quality
Relationships
*
O O O
Strong Medium Weak
*
Service Elements Capacity Attitude
*
Informatiion Equipment 5 2
Customer Perceptions o Village Volvo
Measurement: SERVQUAL (p.136)
4
Perceived Service Quality
Word of mouth Personal needs Past experience
Service Quality Dimensions Reliability Responsiveness Assurance Empathy Tangibles
6
3. Quality Service by Design
(1) Quality in the Service Package Budget Hotel example (2) Taguchi Methods (Robustness) Notifying maids of rooms for cleaning (3) Poka-yoke (fail-safing) Height bar at amusement park (4) Quality Function Deployment House of Quality
Private Action
Stop buying the product or boycott the seller
No Action
Warn friends about the product and /or seller
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Approaches to Service Recovery
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.
7
(2) 田口二次式損失函數
8
(3) Poka-Yoke checklist
Server Errors
Task: Doing work incorrectly Treatment: Failure to listen to customer Tangible: Failure to wear clean uniform
Internal failure: Scrap Rework Recovery: Expedite Labor and materials
12
Detection costs
Process control Peer review Supervision Customer comment card Inspection
Lower Control Limit Lower Control Limit
60
1998 1999
(1 - p p UCL = p + 3 n
(1 - p p LCL = p - 3 n
14
(4) Unconditional Service Guarantee
a.
b.
Customer View: Unconditional (L.L. Bean), Easy to understand and communicate (Bennigan’s) Management View: Focuses on customers (British Airways), Sets clear standards (FedEx)
Monitor conformance to requiห้องสมุดไป่ตู้ements
Establish measure of performance
13
(3) Control Chart: Departure Delays
Percentage of flights on time 100 90 80 70
expected expected