GapAnalysis[1] (1)

8/3/2019 GapAnalysis[1] (1)

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Gap Analysis


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What Is Gap Analysis?

Gap analysis is a survey instrument used to

determine the gaps between a service

offered and a customers expectations.


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So Where Do We Start?

There are several ways to conduct Gap

Analysis.

SURVQUAL Expectations Survey and

Perceptions Survey

SAGA


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The SURVQUAL Expectations

Survey and Perceptions Survey

This tool was developed by Parasurman,

Zeithamel, and Berry to assess services

quality.

SURVQUAL instruments are a series of

questions that deal with tangibles,

reliability, responsiveness, assurance, andempathy.


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What Do We Do With This

Survey?

Administer the survey to customers, andmanagement

Results will show the differences inperceptions between:

Customers

Managers Employees

Managers and customers


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Gap 1 - Tangibles

The first gap will show the difference

between actual customer expectations,

and what management perceives to becustomer expectations


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Gap 2 - Reliability

Gap 2 is the difference in managers

expectations of service quality, and the

actual service quality specifications.


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Gap 3Responsiveness

Delivery of perfect services is not

guaranteed, even if service specifications

are defined, due to lack of training,preparations, and training.


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Gap 4Assurance

This gap shows what the differences

between services delivery and the external

communications with the customer.


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Gap 5Empathy

This is the gap that shows the differences

in expected service and perceived service.


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So Where Do We Begin?

We have to fix gaps 1, 2, 3, and 4, before we

can fix gap 5.

You can accomplish this by having a thoughtful

systems design, good communications, and

well trained employees that can provide good,

constant customer service.


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SAGASelf Assessment Gap

Analysis

This method of Gap Analysis was designed by AMP

Inc.

Rather then sending out a survey, SAGA is aprocess used to take a good, close look at an

organizations operations.

Much like a Baldrige assessment, it gives nearly

everyone associated with an organization

(employees, customers, partners and suppliers)

an opportunity to participate.


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1.1 - Leadership

This category looks at how the leaders in

the company set directions, establish clear

values, communicate performanceexpectations, focus on customers and

stakeholders and encourage continuous

learning in the organization.


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What Would a Baldrige-like

Company Do?

Management will listen and talk with

employees about:

Values

Directions

Customer Focus

Need for Continuous Learning


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Continued

Management will make it known that allimportant information will reach everyone.

Management will have a way to reviewperformance and make adjustments toperformance.

Management will involve suppliers,partners and customers when they developgoals.


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How Does Your Company

Measure up?

Do you have a mission and vision

statement?

Who was involved in the development of

these statements?

How are these statements communicated

throughout the organization?


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Continued

Have clear values been established forcompany employees? Do employees know

what is expected of them?Does your organization leadership serve as

a role model?

Does your organization leadership displaya customer focus that is obvious incarrying out their day to day job duties?


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Continued

Does your organization encourage and promotethe submission of ideas?

What indicators are used to determine how wellthe organization is doing overall?

Are the organizations performance resultsshared and reviewed with the workforce? How?

Does the organization leadership useperformance review findings and employeefeedback to improve their leadershipeffectiveness?


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1.2 - Organizational

Responsibility for Citizenship

This category examines how the

organization demonstrates its awareness

of its public responsibilities and makesthose responsibilities part of everyday

operations.


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What Would a Baldrige Like

Company Do?

Have strong policies reinforcing socialresponsibilities and good citizenship.

Regularly review its planned work and how itimpacts the public.

Act proactively to minimize public impacts beforethey occur.

Have senior leaders who routinely promote,reinforce, train, and monitor legal and ethicalbehavior of employees.


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How Does Your Company

Measure up?

How do you anticipate public concerns withcurrent and future projects?

Does the organization leadershipencourage employees to become involvedin, and support, employee events andoutside activities?

What do you do for the community?

Are you a good neighbor?


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Due to time limits, we have only covered

two on the sections of the Baldrige Award

Criteria. In order to truly assess yourcompany, you have to go though each

section of the criteria and ask questions

geared towards your company.

Content of this slide was from the interview with Alan Stambaugh.


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Evaluation

Once you compare your organization with

that of the Baldrige Criteria, you will see

where your company has gaps, or areasthat can be improved.


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Bibliography

Foster, S. Thomas (2001). Managing Quality .

Upper Saddle River, New Jersey: Prentice

Hall.

Interview: Alan Stambaugh, Bureau of

Maintenance and Operations, Pennsylvania

Department of Transportation.

Documents

GapAnalysis[1] (1)