Penetrating Quality in Services

Service quality can be defined as the collective effect of service performances which determine the degree of satisfaction of a user of the service. Quality is the customer’s perception of a delivered service. Quality management can be considered to have four main components: quality planning, quality control, quality assurance and quality improvement. Quality management is focused not only on product/service quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.

The main reason to focus on quality is to meet customer needs while remaining economically competitive in the same time. This means satisfying customer needs is very important for the enterprises survive. The outcome of using quality practices is:

Understanding and improving of operational processes

Identifying problems quickly and systematically

Establishing valid and reliable service performance measures

Measuring customer satisfaction and other performance outcomes

The reason to maintain and sustain quality in service is very much essential for the following reasons:

Understand and improve operational processes.

Identify problems quickly and systematically.

Establish valid and reliable service performance measures.

Measure customer satisfaction and other performance outcomes.

A successful and profitable business is dependent on its people, processes and technology. Focusing on the following points like adoption of best practice business and operational processes, training of key management to enable and empower. Enhancing your service blueprint and the service provision process you can automatically improve the efficiency of your services, also providing in keen attention to the quality of materials used during the production process, the technology used in production process also affects the productivity of the firm.

Every company wants to delight its customers. Bold promises are often made bad results are often the reality.

To improve the quality of service, internal business processes should be managed like the intermediate products are controlled for quality of final products in the manufacturing industry.

The Business Process Management aims to improve processes and requires both analysis and evaluation of practices.

The five SERVQUAL dimensions are:[/b][/b]

TANGIBLES-Appearance of physical facilities, equipment, personnel, and communication materials

ELIABILITY-Ability to perform the promised service dependably and accurately

RESPONSIVENESS-Willingness to help customers and provide prompt service

ASSURANCE-Knowledge and courtesy of employees and their ability to convey trust and confidence

EMPATHY-Caring, individualized attention the firm provides its customers

There are two lessons.[/b][/b]

More organizations need to think more and harder about the people factor.

They must also pay fanatical attention to managing each customer touch-point ('moment of truth').

This is serious and hard work.

 

[Dhruv Bindhani]

Service Quality Management: A Core Business Imperative​

This document emphasizes the critical role of service quality management in achieving customer satisfaction and maintaining economic competitiveness. It defines service quality as the customer's perception and outlines the key components and benefits of a quality-focused approach.

Core Components of Quality Management​

Quality management comprises four main elements:

• Quality Planning: Setting goals and strategies for quality.
• Quality Control: Monitoring processes to meet standards.
• Quality Assurance: Ensuring quality is built into processes.
• Quality Improvement: Continuously enhancing quality levels.

Importance of Quality in Service​

Maintaining high service quality is crucial for several reasons:

• Understanding and Improving Operations: Gaining insight into and refining internal processes.
• Problem Identification: Quickly and systematically spotting issues.
• Performance Measurement: Establishing valid metrics for service performance.
• Customer Satisfaction: Measuring and addressing customer outcomes.

A successful business, the text asserts, relies on its people, processes, and technology, advocating for best practices, management training, optimized service blueprints, quality materials, and appropriate technology.

Managing Internal Processes for Service Quality​

To truly enhance service quality, internal business processes should be managed with the same rigor as product quality control in manufacturing. Business Process Management (BPM) is highlighted as essential for analyzing and evaluating practices to drive improvement.

The Five SERVQUAL Dimensions​

The document details the widely recognized SERVQUAL dimensions, which are key measures of service quality from the customer's perspective:

• TANGIBLES: The appearance of physical facilities, equipment, personnel, and communication materials.
• RELIABILITY: The ability to perform the promised service dependably and accurately.
• RESPONSIVENESS: The willingness to help customers and provide prompt service.
• ASSURANCE: The knowledge and courtesy of employees and their ability to convey trust and confidence.
• EMPATHY: The caring, individualized attention the firm provides its customers.

Key Lessons for Organizations​

The text concludes with two critical takeaways for organizations:

1. Focus on the "People Factor": Prioritizing and investing in employees.
2. Fanatical Attention to Customer Touch-points: Managing every "moment of truth" in customer interactions.

Ultimately, achieving high service quality is presented as a demanding but essential endeavor.