Matakuliah
Tahun
: Perancangan Manajemen Mutu
: 2009
Managing Supplayer Quality in the Supply Chain
Pertemuan 15-16
Chapter 8
Designing Quality Services
S. Thomas Foster, Jr.
Boise State University
PowerPoint
prepared by
Dave Magee
University of Kentucky
Lexington Community College
Bina Nusantara University
©2004 Prentice-Hall
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Chapter Overview
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Differences between Services and Manufacturing
What Do Services Customers Want?
SERVQUAL
Designing and Improving the Services Transaction
The Customer Benefits Package
The Globalization of Services
Improving Customer Service in Government
Quality in Health Care
A Theory for Service Quality Management
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Differences Between Services and
Manufacturing
The output of
Services are
Unique Attributes of Services services is
intangible
heterogeneous
Customers are more
involved in the
production of services
than they are in
manufacturing
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The production and
consumption of
services often occur
simultaneously
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Differences Between Services and
Manufacturing
• Intangible
– Many service attributes are intangible. This means that they cannot
be inventoried or carried in stock over long periods of time.
• Heterogeneous
– This means that for many companies, no two services are exactly
the same.
• Simultaneous Production and Consumption
• Customer Contact
– Customers tend to be more involved in the production of services
than they are in manufacturing.
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Differences Between Services and
Manufacturing
• Internal Versus External Services
– External services are those whose customers pay the bills.
– Internal services are in-house services such as data processing,
printing, and mail.
• Voluntary Versus Involuntary Services
– Voluntary services are those services that we actively seek out and
employ of our own accord.
– The essential example of an involuntary service is a prison. Other
involuntary services include hospitals, the IRS, and the fire
department.
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How Are Service Quality Issues Different
from Those of Manufacturing?
• Availability of Data
• Simultaneous Production and
Consumption
• Customer Contact
• Design of Services
• Product Liability
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How Are Service Quality Issues Different from
Those of Manufacturing?
• Availability of Data
– Because services attributes are often intangible, it is sometimes
difficult to obtain hard data relating to services.
• Simultaneous Production and Consumption
– Service must be done right the first time.
• Customer Contact
– Leads to an increase in the variability in the service, a high degree
of customization and great variability in the time required to perform
the service.
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How Are Service Quality Issues Different
from Those of Manufacturing?
• Design of Services
– Must take into account variables such as customer moods and
feelings.
• Product Liability
– In services, liability issues often relate to malpractice, whereas in
manufacturing liability issues typically relate to safety concerns.
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How Are Service Quality Issues Similar
to Those of Manufacturing?
For both manufacturing and service
firms, the customer is the core of the
business, and customer needs provide the
major input to design.
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What Do Services Customers Want?
Zeithamel, Parasuraman, and Berry’s List of the
Dimensions of Service Quality
Tangibles
Reliability
Responsiveness
Assurance
Empathy
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What Do Services Customers Want?
Attributes of Effective Leaders in Service Industries
Service Vision
High Standards
In-the-Field Leadership Style
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SERVQUAL Instrument
• SERVQUAL
– A survey instrument for assessing quality along five service
dimensions
• Tangibles
• Reliability
• Responsiveness
• Assurance
• Empathy
– The SERVQUAL survey has been used by many firms and is an offthe-shelf approach that can be used in many service settings.
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SERVQUAL Instrument
• Advantages of SERVQUAL
– Accepted as a standard for assessing different dimensions of services
quality.
– Shown to be valid for a number of different service situations.
– Demonstrated to be reliable, meaning that different readers interpret
the questions similarly.
– Only has 22 items making it economical. It can be filled out quickly by
customers and employees.
– Has a standardized analysis procedure to aid interpretation and
results.
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SERVQUAL Instrument
• SERVQUAL survey has two parts
– Customer expectations
– Customer perceptions
• Gap Analysis
– The SERVQUAL instrument is used to perform gap analysis.
– Gaps in communication and understanding between employees and
customers have a serious negative affect on the perceptions of
services quality.
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SERVQUAL Instrument
SERVQUAL Items and Dimensions
Dimension
Tangibles
Items
1-4
Reliability
5-9
Responsiveness
10-13
Assurance
14-17
Empathy
18-22
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SERVQUAL Instrument
Word-of-mouth
communication
Personal needs
Past experience
Expected service
Gap 5
Perceived service
CUSTOMER
PROVIDER
Service delivery
Gap 3
Service quality
specifications
Gap 1
Gap 2
Management perceptions
of customer expectations
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Gap 4
External
communications
to customers
Gaps Model
Figure 8.4
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SERVQUAL Instrument (Gap Models)
Management
perceptions
of
customer
expectations
Gap 1
Figure 8.5
Expected
service
Gap 1 shows that there can be a difference between
actual customer expectations and management’s idea
or perception of customer expectations.
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SERVQUAL Instrument (Gap Models)
Service
quality
specifications
Gap 2
Management
perceptions
of
customer
expectations
Figure 8.6
Manager’s expectations of service quality may not
match service quality specifications. This mismatch
is demonstrated in gap 2.
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SERVQUAL Instrument (Gap Models)
Figure 8.7
Service
delivery
Gap 3
Service
quality
specifications
Inadequate training, communication, and preparation
of employees who interact with the customer, referred
to as contact personnel, can lower the quality of service
delivered. This mismatch is represented as Gap 3.
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SERVQUAL Instrument (Gap Models)
Figure 8.8
Service
delivery
Gap 4
External
communications
to customers
Gap 4 shows the differences between services delivery
and external communications with the customer.
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SERVQUAL Instrument (Gap Models)
Expected
service
Gap 5
Figure 8.9
Perceived
service
Gap 5 is the difference between perceived and expected services.
The key to closing this gap is to first close gaps 1 through 4
through thoughtful system design, careful communication with the
customer, and a workforce trained to provide consistently
outstanding customer service.
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SERVQUAL Instrument
• Differencing Technique
– The differencing technique is used to assess the differences between
expectations and perceptions.
• Simple Differencing
– The averages for each dimension of service quality is computed by
averaging the items pertaining to each dimension and then computing
the difference.
• Two-Dimensional Differencing
– Very useful for evaluating responses when there is enough variation
in different dimensions.
– The vertical axis reflects the expectations score and the horizontal
axis relates to the perceptions score.
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SERVQUAL Instrument
Two-Dimensional Differencing Plane
Figure 6.10
EXPECTATIONS
7
Reliability
Empathy
.
. Tangibles
6
.
5
PERCEPTIONS
4
1
2
3
3
2
5
6
7
. Assurance
. Responsiveness
1
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Designing & Improving the Services
Transaction
• Services Blueprinting
– A services blueprint is a flowchart that isolates potential fail points in a
process.
– Steps to developing a service blueprint.
1. Identify processes
2. Isolate fail points
3. Establish a time frame
4. Analyze profits
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Designing & Improving the Services
Transaction (Services Blueprinting)Figure 8.11
Services Blueprinting Example
Standard
execution time
2 minutes
Total acceptable
execution time
5 minutes
Apply
polish
Brush shoes
30 seconds
30 seconds
Fail
point
Seen by
customer
Clean
shoes
Buff
45 seconds
Wrong
color wax
Collect
payment
15 seconds
Materials
(e.g., polish, cloth)
45 seconds
Line of
visibility
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Not seen by
customer but
necessary to
performance
Select and
purchase supplies
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Designing & Improving the Services
Transaction (Services Blueprinting)
• Steps in Developing a Service Blueprint
– Step 1: Identify processes. Processes are flowcharted so that the
bounds of the process are identified.
– Step 2: Isolate fail points. What can happen here? What could go
wrong. Mistakes can be expensive.
– Step 3: Establish a time frame. Time can be a major determinant of
profitability. Those steps that lose time result in lost income. Time
standards should be established for each step in the process.
– Step 4: Analyze profits. As errors occur in the process, the service
provider becomes liable. Because delays and errors affect
profitability, the provide could lose money.
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Designing & Improving the Services
Transaction
• Line of Visibility
– Identifies the point beyond which activities are not seen by the
customer, but still influence performance.
• Moments of Truth
– The fail points in the service blueprint are also referred to as moments
of truth.
– These are times at which the customer expects something to happen.
• Poka-Yoke
– The idea behind poka-yoke (or fail-safing) is to ensure that certain
errors will never occur.
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Designing & Improving the Services
Transaction
Fail Safe Methods Can Also Be Described as
the Three Ts
Task
Treatment
Tangibles
Figure 8.12
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The Customer Benefits Package
• Customer Benefits Package (CBP)
– A customer benefits package consists of both tangibles that define
the service and intangibles that make up the service.
– Tangibles are known as goods-content.
– Intangibles are referred to as service-content.
• Stages of Service Design Process
1. Idea/concept generation
2. The definition of a services package
3. Process definition and selection
4. Facilities requirement definition
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The Customer Benefits Package
Slide 2 of 3
CBP Design Process
Figure 8.13
Idea/concept
generation
Define
CBP
Select and
define process
Define
facility
requirements
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The Customer Benefits Package
Slide 3 of 3
Process/CBP Matrix
Service Process
Structure
Expert service
Service shop
Service factory
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Figure 8.14
Unique service Selective service Restricted service Generic service
package
package
package
package
Consulting
Higher Education
Package Delivery
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Globalization of Services
•The trend toward globalization the way we
manage service quality.
•Eastern European and Eastern Asian countries
are following the lead of the United States by
transferring labor and GDP into the services
sector.
•The implication is that service competition will
increase on a global scale, as has been the case in
manufacturing for the past 40 years.
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Improving Customer Service In
Government
If customer service is the battlefield for business
leading into the twenty-first century, then
government is probably the last frontier. There
are some evidences of improvement in several
aspects of government service.
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Quality in Health Care
• Several factors have contributed to increased
attention in the area of health care
– Health care is facing the same “cost squeeze” that government is
facing.
– A move toward HMO’s is causing hospitals to streamline
operations.
– There is increasing diversity in health care.
– Calls for a nationalized health care system threaten the status quo
an provide the competitive pressures that spur the impetus to
improve.
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A Theory For Service Quality
Management
Slide 1 of 5
•
•
•
•
Proposition 1: The Unified Services Theory
Proposition 2: The Unreliable Supplier Dilemma
Proposition 3: Capricious Labor
Proposition 4: Everyone Presumes to be An Expert
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A Theory For Service Quality
Management
Slide 2 of 5
Proposition 1: The Unified Services Theory
“With services, the customer provides significant inputs
into the production process. With manufacturing, groups
of customers may contribute ideas to the design of the
product; however, individual customers’ only part in the
actual process is to select and consume the output.
Nearly all other managerial themes unique to
services are founded in this distinction.
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A Theory For Service Quality
Management
Slide 3 of 5
Proposition 2: The Unreliable Supplier Dilemma
“With services, the customer-suppliers often
provide unreliable inputs.”
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A Theory For Service Quality
Management
Slide 4 of 5
Proposition 3: Capricious Labor
“With services, customer-labor may ignore, avoid,
or reject technologies or process improvements
which are intended to increase quality and
productivity. As a result, customer buy-in to
process changes must be carefully addressed.”
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A Theory For Service Quality
Management
Slide 5 of 5
Proposition 4: Everyone Presumes to be An Expert
“With services, the customer often provides
product specifications (what to make) and
process design (how to make it), often without the
invitation of the service provider.”
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Summary
•
•
•
•
•
•
•
•
•
Differences between Services and Manufacturing
What Do Services Customers Want?
SERVQUAL
Designing and Improving the Services Transaction
The Customer Benefits Package
The Globalization of Services
Improving Customer Service in Government
Quality in Health Care
A Theory for Service Quality Management
Bina Nusantara University
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HAZARD ANALYSIS
By:
– S.L. Pfleeger
– et.al.
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Hazard Analysis
• General phrase for describing the caution used to make
sure that we understand
– How
– When
– Why
our software systems may fail.
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Hazard Analysis
• İs a set of systematic but informal techniques intended to
expose potentially hazardous system states.
• What if scenarios are triggered
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• FMEA and HAZOP are used
• FTA is also utilized
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HAZOP
• Hazard and Operability studies
– İs a structured analysis technique that anticipates system
hazards and suggest a mean to avoid them.
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Fault Tree Analysis
• Develope in 1961 to evaluate U.S.M. Missile launch
control system.
• Fault trees display the logical path from effect to cause.
• In 1994, Fenelon adapted hazard analysis to software
situations.
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Failure Mode and Effect Analysis
• FMEA uses inductive reasoning to determine how the
failure of a component including software instructions
affects the system when it is in a particular mode.
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• Failure Modes
• Consequences and Probability
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Risk Assessment
Severity
Probability
Catastrophic
Critical
Marginal
Negligible
Freuent
1
3
7
13
Probable
2
5
9
16
Occasional
4
6
11
18
Remote
8
10
14
19
Improbable
12
15
17
20
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When are you done?
• Hazard analysis is an open-ended process, so how can
you ever know that you are done?
• Budget and time
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•
•
•
•
SOLID SOFWARE
S.L. Pfleeger
Les Hatton
Charles C. Howell
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