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Material for session Four (segond part and Five first part) of the Operations Management Course at the MBA IV at HIBA in Damascus
Citation preview
6 – 1
Departament d’Economia de l’Empresa / Department of Business Economics & Administration
Operations ManagementOperations Management
Session 4 / 5 – Session 4 / 5 – Managing QualityManaging Quality
6 – 2Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
OutlineOutline Global Company Profile: Arnold Global Company Profile: Arnold
Palmer HospitalPalmer Hospital
Quality and StrategyQuality and Strategy
Defining QualityDefining Quality Implications of QualityImplications of Quality
Cost of Quality (COQ)Cost of Quality (COQ)
Ethics and Quality ManagementEthics and Quality Management
6 – 3Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Outline – ContinuedOutline – Continued
International Quality StandardsInternational Quality Standards ISO 9000ISO 9000
ISO14000ISO14000
6 – 4Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Outline – ContinuedOutline – Continued
Total Quality ManagementTotal Quality Management Continuous ImprovementContinuous Improvement
Six SigmaSix Sigma
Employee EmpowermentEmployee Empowerment
BenchmarkingBenchmarking
Just-in-Time (JIT)Just-in-Time (JIT)
Taguchi ConceptsTaguchi Concepts
Knowledge of TQM ToolsKnowledge of TQM Tools
6 – 5Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Outline – ContinuedOutline – Continued
Tools of TQMTools of TQM Check SheetsCheck Sheets
Scatter Diagrams Scatter Diagrams
Cause-and-Effect DiagramsCause-and-Effect Diagrams
Pareto ChartsPareto Charts
FlowchartsFlowcharts
HistogramsHistograms
Statistical Process Control (SPC)Statistical Process Control (SPC)
6 – 6Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Outline – ContinuedOutline – Continued
The Role of InspectionThe Role of Inspection When and Where to InspectWhen and Where to Inspect
Source InspectionSource Inspection
Service Industry InspectionService Industry Inspection
Inspection of Attributes versus Inspection of Attributes versus VariablesVariables
TQM in ServicesTQM in Services
6 – 7Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Learning ObjectivesLearning Objectives
When you complete this chapter you When you complete this chapter you should be able to:should be able to:
Define quality and TQMDefine quality and TQM
Describe the ISO international Describe the ISO international quality standardsquality standards
Explain the Six Sigma conceptExplain the Six Sigma concept
Explain quality robust products and Explain quality robust products and Taguchi conceptsTaguchi concepts
Understand the use of the seven Understand the use of the seven tools of TQMtools of TQM
6 – 8Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Managing Quality Provides a Managing Quality Provides a Competitive AdvantageCompetitive Advantage
Arnold Palmer HospitalArnold Palmer Hospital
Deliver over 13,000 babies annuallyDeliver over 13,000 babies annually
Virtually every type of quality tool is Virtually every type of quality tool is employedemployed Continuous improvementContinuous improvement
Employee empowermentEmployee empowerment
BenchmarkingBenchmarking
Just-in-timeJust-in-time
Quality toolsQuality tools
6 – 9Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Quality and StrategyQuality and Strategy
Managing quality supports Managing quality supports differentiation, low cost, and differentiation, low cost, and response strategiesresponse strategies
Quality helps firms increase sales Quality helps firms increase sales and reduce costsand reduce costs
Building a quality organization is Building a quality organization is a demanding taska demanding task
6 – 10Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Two Ways Quality Two Ways Quality Improves ProfitabilityImproves Profitability
Improved Improved QualityQuality
Increased Increased ProfitsProfits
Increased productivity
Lower rework and scrap costs
Lower warranty costs
Reduced Costs via
Improved response
Flexible pricing
Improved reputation
Sales Gains via
Figure 6.1Figure 6.1
6 – 11Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
The Flow of ActivitiesThe Flow of Activities
Organizational PracticesLeadership, Mission statement, Effective operating procedures, Staff support, TrainingYields: What is important and what is to be
accomplished
Quality PrinciplesCustomer focus, Continuous improvement, Benchmarking, Just-in-time, Tools of TQMYields: How to do what is important and to be
accomplished
Employee FulfillmentEmpowerment, Organizational commitmentYields: Employee attitudes that can accomplish
what is importantCustomer SatisfactionWinning orders, Repeat customersYields: An effective organization with
a competitive advantage
Figure 6.2Figure 6.2
6 – 12Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Defining QualityDefining Quality
The totality of features and The totality of features and characteristics of a product or characteristics of a product or
service that bears on its ability to service that bears on its ability to satisfy stated or implied needssatisfy stated or implied needs
American Society for QualityAmerican Society for Quality
6 – 13Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Different ViewsDifferent Views
User-based – better performance, User-based – better performance, more featuresmore features
Manufacturing-based – Manufacturing-based – conformance to standards, conformance to standards, making it right the first timemaking it right the first time
Product-based – specific and Product-based – specific and measurable attributes of the measurable attributes of the product product
6 – 14Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Implications of QualityImplications of Quality
1.1. Company reputationCompany reputation Perception of new productsPerception of new products
Employment practicesEmployment practices
Supplier relationsSupplier relations
2.2. Product liabilityProduct liability Reduce riskReduce risk
3.3. Global implicationsGlobal implications Improved ability to competeImproved ability to compete
6 – 15Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Key Dimensions of QualityKey Dimensions of QualityKey Dimensions of QualityKey Dimensions of Quality
PerformancePerformance
FeaturesFeatures
ReliabilityReliability
ConformanceConformance
DurabilityDurability
ServiceabilityServiceability
AestheticsAesthetics
Perceived qualityPerceived quality
ValueValue
6 – 16Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Costs of QualityCosts of Quality
Prevention costs - reducing the Prevention costs - reducing the potential for defectspotential for defects
Appraisal costs - evaluating Appraisal costs - evaluating products, parts, and servicesproducts, parts, and services
Internal failure - producing defective Internal failure - producing defective parts or service before deliveryparts or service before delivery
External costs - defects discovered External costs - defects discovered after deliveryafter delivery
6 – 17Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
External Failure
Internal Failure
Prevention
Costs of QualityCosts of Quality
Appraisal
Total Cost
Quality Improvement
Total CostTotal Cost
6 – 18Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Leaders in QualityLeaders in Quality
W. Edwards DemingW. Edwards Deming 14 Points for 14 Points for ManagementManagement
Joseph M. JuranJoseph M. Juran Top management Top management commitment, commitment, fitness for usefitness for use
Armand FeigenbaumArmand Feigenbaum Total Quality Total Quality ControlControl
Philip B. CrosbyPhilip B. Crosby Quality is Free, Quality is Free, zero defectszero defects
6 – 19Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Ethics and Quality Ethics and Quality ManagementManagement
Operations managers must deliver Operations managers must deliver healthy, safe, quality products and healthy, safe, quality products and servicesservices
Poor quality risks injuries, lawsuits, Poor quality risks injuries, lawsuits, recalls, and regulationrecalls, and regulation
Organizations are judged by how Organizations are judged by how they respond to problemsthey respond to problems
All stakeholders much be All stakeholders much be consideredconsidered
6 – 20Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
International Quality International Quality StandardsStandards
ISO 9000 series (Europe/EC)ISO 9000 series (Europe/EC) Common quality standards for products Common quality standards for products
sold in Europe (even if made in U.S.)sold in Europe (even if made in U.S.)
2000 update places greater emphasis on 2000 update places greater emphasis on leadership and customer satisfactionleadership and customer satisfaction
ISO 14000 series (Europe/EC)ISO 14000 series (Europe/EC)
6 – 21Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
ISO 14000ISO 14000Environmental StandardEnvironmental Standard
Core Elements:Core Elements:
Environmental managementEnvironmental management
AuditingAuditing
Performance evaluationPerformance evaluation
LabelingLabeling
Life cycle assessmentLife cycle assessment
6 – 22Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
TQMTQM
Encompasses entire organization, Encompasses entire organization, from supplier to customerfrom supplier to customer
Stresses a commitment by Stresses a commitment by management to have a continuing, management to have a continuing,
companywide drive toward companywide drive toward excellence in all aspects of products excellence in all aspects of products
and services that are important to and services that are important to the customerthe customer
6 – 23Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Seven Concepts of TQMSeven Concepts of TQM
Continuous improvementContinuous improvement
Six SigmaSix Sigma
Employee empowermentEmployee empowerment
BenchmarkingBenchmarking
Just-in-time (JIT)Just-in-time (JIT)
Taguchi conceptsTaguchi concepts
Knowledge of TQM toolsKnowledge of TQM tools
6 – 24Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Continuous ImprovementContinuous Improvement
Represents continual Represents continual improvement of all processes improvement of all processes
Involves all operations and work Involves all operations and work centers including suppliers and centers including suppliers and customerscustomersPeople, Equipment, Materials, People, Equipment, Materials,
ProceduresProcedures
6 – 25Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
2. DoTest the
plan
3. CheckIs the plan working?
4. ActImplement
the plan
1.PlanIdentify the
improvement and make
a plan
Shewhart’s PDCA ModelShewhart’s PDCA Model
Figure 6.3Figure 6.3
6 – 26Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Six SigmaSix Sigma
Two meaningsTwo meanings Statistical definition of a process that Statistical definition of a process that
is 99.9997% capable, 3.4 defects per is 99.9997% capable, 3.4 defects per million opportunities (DPMO)million opportunities (DPMO)
A program designed to reduce A program designed to reduce defects, lower costs, and improve defects, lower costs, and improve customer satisfactioncustomer satisfaction
6 – 27Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Two meaningsTwo meanings Statistical definition of a process that Statistical definition of a process that
is 99.9997% capable, 3.4 defects per is 99.9997% capable, 3.4 defects per million opportunities (DPMO)million opportunities (DPMO)
A program designed to reduce A program designed to reduce defects, lower costs, and improve defects, lower costs, and improve customer satisfactioncustomer satisfaction
Six SigmaSix Sigma
Mean
Lower limits Upper limits
3.4 defects/million
±6
2,700 defects/million
±3
Figure 6.4
6 – 28Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Six SigmaSix Sigma
1.1. Define critical outputs Define critical outputs and identify gaps for and identify gaps for improvementimprovement
2.2. Measure the work and Measure the work and collect process datacollect process data
3.3. Analyze the dataAnalyze the data
4.4. Improve the processImprove the process
5.5. Control the new process to Control the new process to make sure new performance make sure new performance is maintainedis maintained
DMAIC ApproachDMAIC Approach
6 – 29Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Employee EmpowermentEmployee Empowerment
Getting employees involved in product Getting employees involved in product and process improvementsand process improvements 85% of quality problems are due 85% of quality problems are due
to process and materialto process and material TechniquesTechniques
Build communication networks Build communication networks that include employeesthat include employees
Develop open, supportive supervisorsDevelop open, supportive supervisors Move responsibility to employeesMove responsibility to employees Build a high-morale organizationBuild a high-morale organization Create formal team structuresCreate formal team structures
6 – 30Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Quality CirclesQuality Circles
Group of employees who meet Group of employees who meet regularly to solve problemsregularly to solve problems
Trained in planning, problem Trained in planning, problem solving, and statistical methodssolving, and statistical methods
Often led by a facilitatorOften led by a facilitator
Very effective when done Very effective when done properlyproperly
6 – 31Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Taguchi ConceptsTaguchi Concepts
Engineering and experimental Engineering and experimental design methods to improve product design methods to improve product and process designand process design Identify key component and process Identify key component and process
variables affecting product variationvariables affecting product variation
Taguchi ConceptsTaguchi Concepts Quality robustnessQuality robustness
Quality loss functionQuality loss function
Target-oriented qualityTarget-oriented quality
6 – 32Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Quality RobustnessQuality Robustness
Ability to produce products Ability to produce products uniformly in adverse manufacturing uniformly in adverse manufacturing and environmental conditionsand environmental conditions Remove the effects of adverse Remove the effects of adverse
conditionsconditions
Small variations in materials and Small variations in materials and process do not destroy product process do not destroy product qualityquality
6 – 33Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Tools of TQMTools of TQM Tools for Generating IdeasTools for Generating Ideas
Check sheetsCheck sheetsScatter diagramsScatter diagramsCause-and-effect diagramsCause-and-effect diagrams
Tools to Organize the DataTools to Organize the DataPareto chartsPareto chartsFlowchartsFlowcharts
Tools for Identifying ProblemsTools for Identifying ProblemsHistogramHistogramStatistical process control chartStatistical process control chart
6 – 34Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
/
/
/ / /// /
// ///
// ////
///
//
/
Hour
Defect 1 2 3 4 5 6 7 8
A
B
C
/
/
//
/
Seven Tools of TQMSeven Tools of TQM
(a)(a) Check Sheet: An organized method of Check Sheet: An organized method of recording datarecording data
Figure 6.6Figure 6.6
6 – 35Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Seven Tools of TQMSeven Tools of TQM
(b)(b) Scatter Diagram: A graph of the value Scatter Diagram: A graph of the value of one variable vs. another variableof one variable vs. another variable
AbsenteeismAbsenteeism
Pro
du
cti
vit
yP
rod
uc
tiv
ity
Figure 6.6Figure 6.6
6 – 36Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Seven Tools of TQMSeven Tools of TQM
(c)(c) Cause-and-Effect Diagram: A tool that Cause-and-Effect Diagram: A tool that identifies process elements (causes) that identifies process elements (causes) that might effect an outcomemight effect an outcome
Figure 6.6Figure 6.6
CauseCause
MaterialsMaterials MethodsMethods
ManpowerManpower MachineryMachinery
EffectEffect
6 – 37Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Seven Tools of TQMSeven Tools of TQM
(d)(d) Pareto Chart: A graph to identify and plot Pareto Chart: A graph to identify and plot problems or defects in descending order of problems or defects in descending order of frequencyfrequency
Figure 6.6Figure 6.6
Fre
qu
en
cyF
req
ue
ncy
Pe
rce
nt
Pe
rce
nt
AA BB CC DD EE
6 – 38Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Seven Tools of TQMSeven Tools of TQM
(e)(e) Flowchart (Process Diagram): A chart that Flowchart (Process Diagram): A chart that describes the steps in a processdescribes the steps in a process
Figure 6.6Figure 6.6
6 – 39Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Seven Tools of TQMSeven Tools of TQM
(f)(f) Histogram: A distribution showing the Histogram: A distribution showing the frequency of occurrences of a variablefrequency of occurrences of a variable
Figure 6.6Figure 6.6
DistributionDistribution
Repair time (minutes)Repair time (minutes)
Fre
qu
en
cyF
req
ue
ncy
6 – 40Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Seven Tools of TQMSeven Tools of TQM
(g)(g) Statistical Process Control Chart: A chart with Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a time on the horizontal axis to plot values of a statisticstatistic
Figure 6.6Figure 6.6
Upper control limitUpper control limit
Target valueTarget value
Lower control limitLower control limit
TimeTime
6 – 41Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Cause-and-Effect DiagramsCause-and-Effect DiagramsMaterialMaterial
(ball)(ball)MethodMethod
(shooting process)(shooting process)
MachineMachine(hoop &(hoop &
backboard)backboard)
ManpowerManpower(shooter)(shooter)
Missed Missed free-throwsfree-throws
Figure 6.7Figure 6.7
Rim alignmentRim alignment
Rim sizeRim size
Backboard Backboard stabilitystability
Rim heightRim height
Follow-throughFollow-through
Hand positionHand position
Aiming pointAiming point
Bend kneesBend knees
BalanceBalance
Size of ballSize of ball
LopsidednessLopsidedness
Grain/Feel Grain/Feel (grip)(grip)
Air pressureAir pressure
TrainingTraining
ConditioningConditioning MotivationMotivation
ConcentrationConcentration
ConsistencyConsistency
6 – 42Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Pareto ChartsPareto Charts
Number of Number of occurrencesoccurrences
Room svcRoom svc Check-inCheck-in Pool hoursPool hours MinibarMinibar Misc.Misc.72%72% 16%16% 5%5% 4%4% 3%3%
1212
44 33 22
5454
– 100100– 9393– 8888
– 7272
70 70 –
60 60 –
50 50 –
40 40 –
30 30 –
20 20 –
10 10 –
0 0 –
Fre
qu
ency
(n
um
ber
)F
req
uen
cy (
nu
mb
er)
Causes and percent of the totalCauses and percent of the total
Cu
mu
lati
ve p
erce
nt
Cu
mu
lati
ve p
erce
nt
Data for OctoberData for October
6 – 43Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Flow ChartsFlow Charts
MRI FlowchartMRI Flowchart1.1. Physician schedules MRIPhysician schedules MRI2.2. Patient taken to MRIPatient taken to MRI3.3. Patient signs inPatient signs in4.4. Patient is preppedPatient is prepped5.5. Technician carries out MRITechnician carries out MRI6.6. Technician inspects filmTechnician inspects film
7.7. If unsatisfactory, repeatIf unsatisfactory, repeat8.8. Patient taken back to roomPatient taken back to room9.9. MRI read by radiologistMRI read by radiologist10.10. MRI report transferred to MRI report transferred to
physicianphysician11.11. Patient and physician discussPatient and physician discuss
1111
1010
20%20%
99
8880%80%
11 22 33 44 55 66 77
6 – 44Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Statistical Process Control Statistical Process Control (SPC)(SPC)
Uses statistics and control charts to Uses statistics and control charts to tell when to take corrective actiontell when to take corrective action
Drives process improvementDrives process improvement
Four key stepsFour key steps Measure the processMeasure the process
When a change is indicated, find the When a change is indicated, find the assignable causeassignable cause
Eliminate or incorporate the causeEliminate or incorporate the cause
Restart the revised processRestart the revised process
6 – 45Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
An SPC ChartAn SPC Chart
Upper control limitUpper control limit
Coach’s target valueCoach’s target value
Lower control limitLower control limit
Game numberGame number
| | | | | | | | |
11 22 33 44 55 66 77 88 99
20%20%
10%10%
0%0%
Plots the percent of free throws missedPlots the percent of free throws missed
Figure 6.8Figure 6.8
6 – 46Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
InspectionInspection
Involves examining items to see if Involves examining items to see if an item is good or defectivean item is good or defective
Detect a defective productDetect a defective product Does not correct deficiencies in Does not correct deficiencies in
process or productprocess or product It is expensiveIt is expensive
IssuesIssues When to inspectWhen to inspect Where in process to inspectWhere in process to inspect
6 – 47Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
When and Where to InspectWhen and Where to Inspect
1.1. At the supplier’s plant while the supplier is At the supplier’s plant while the supplier is producingproducing
2.2. At your facility upon receipt of goods from At your facility upon receipt of goods from the supplierthe supplier
3.3. Before costly or irreversible processesBefore costly or irreversible processes
4.4. During the step-by-step production During the step-by-step production processprocess
5.5. When production or service is completeWhen production or service is complete
6.6. Before delivery to your customerBefore delivery to your customer
7.7. At the point of customer contactAt the point of customer contact
6 – 48Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
InspectionInspection
Many problemsMany problems Worker fatigueWorker fatigue
Measurement errorMeasurement error
Process variabilityProcess variability
Cannot inspect quality into a Cannot inspect quality into a productproduct
Robust design, empowered Robust design, empowered employees, and sound processes employees, and sound processes are better solutionsare better solutions
6 – 49Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Source InspectionSource Inspection
Also known as source controlAlso known as source control
The next step in the process is The next step in the process is your customeryour customer
Ensure perfect product Ensure perfect product to your customerto your customer
Poka-yoke is the concept of foolproof devices or techniques designed to pass only
acceptable product
6 – 50Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Service Industry InspectionService Industry Inspection
OrganizationOrganization What is What is InspectedInspected StandardStandard
Jones Law OfficeJones Law Office Receptionist Receptionist performanceperformance
BillingBilling
AttorneyAttorney
Is phone answered by the Is phone answered by the second ringsecond ring
Accurate, timely, and Accurate, timely, and correct formatcorrect format
Promptness in returning Promptness in returning callscalls
Table 6.5Table 6.5
6 – 51Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Service Industry InspectionService Industry Inspection
OrganizationOrganization What is What is InspectedInspected StandardStandard
Hard Rock HotelHard Rock Hotel Reception Reception deskdesk
DoormanDoorman
RoomRoom
MinibarMinibar
Use customer’s nameUse customer’s name
Greet guest in less than 30 Greet guest in less than 30 secondsseconds
All lights working, spotless All lights working, spotless bathroombathroom
Restocked and charges Restocked and charges accurately posted to billaccurately posted to bill
Table 6.5Table 6.5
6 – 52Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Service Industry InspectionService Industry Inspection
OrganizationOrganization What is What is InspectedInspected StandardStandard
Arnold Palmer Arnold Palmer HospitalHospital
BillingBilling
PharmacyPharmacy
LabLab
NursesNurses
AdmissionsAdmissions
Accurate, timely, and Accurate, timely, and correct formatcorrect format
Prescription accuracy, Prescription accuracy, inventory accuracyinventory accuracy
Audit for lab-test accuracyAudit for lab-test accuracy
Charts immediately Charts immediately updatedupdated
Data entered correctly and Data entered correctly and completelycompletely
Table 6.5Table 6.5
6 – 53Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Service Industry InspectionService Industry Inspection
OrganizationOrganization What is What is InspectedInspected StandardStandard
Olive Garden Olive Garden RestaurantRestaurant
BusboyBusboy
BusboyBusboy
WaiterWaiter
Serves water and bread Serves water and bread within 1 minutewithin 1 minute
Clears all entrée items and Clears all entrée items and crumbs prior to dessertcrumbs prior to dessert
Knows and suggest Knows and suggest specials, dessertsspecials, desserts
Table 6.5Table 6.5
6 – 54Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Service Industry InspectionService Industry Inspection
OrganizationOrganization What is What is InspectedInspected StandardStandard
Nordstrom Nordstrom Department Department StoreStore
Display areasDisplay areas
StockroomsStockrooms
SalesclerksSalesclerks
Attractive, well-organized, Attractive, well-organized, stocked, good lightingstocked, good lighting
Rotation of goods, Rotation of goods, organized, cleanorganized, clean
Neat, courteous, very Neat, courteous, very knowledgeableknowledgeable
Table 6.5Table 6.5
6 – 55Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Attributes Versus VariablesAttributes Versus Variables
AttributesAttributes Items are either good or bad, Items are either good or bad,
acceptable or unacceptableacceptable or unacceptable Does not address degree of failureDoes not address degree of failure
VariablesVariables Measures dimensions such as weight, Measures dimensions such as weight,
speed, height, or strengthspeed, height, or strength Falls within an acceptable rangeFalls within an acceptable range
Use different statistical techniquesUse different statistical techniques
6 – 56Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
TQM In ServicesTQM In Services
Service quality is more difficult to Service quality is more difficult to measure than the quality of goodsmeasure than the quality of goods
Service quality perceptions depend Service quality perceptions depend on on Intangible differences between Intangible differences between
productsproducts
Intangible expectations customers Intangible expectations customers have of those productshave of those products
6 – 57Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Service QualityService Quality
The Operations Manager must The Operations Manager must recognize:recognize:
1.1. The tangible component of The tangible component of services is importantservices is important
2.2. The service process is importantThe service process is important
3.3. The service is judged against the The service is judged against the customer’s expectationscustomer’s expectations
4.4. Exceptions will occurExceptions will occur
6 – 58Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
ServiceServiceSpecificationsSpecifications
at UPSat UPS
6 – 59Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Determinants of Service Determinants of Service QualityQuality
ReliabilityReliability
ResponsivenessResponsiveness
CompetenceCompetence
AccessAccess
CourtesyCourtesy
CommunicationCommunication
CredibilityCredibility
SecuritySecurity
Understanding/ Understanding/ knowing the knowing the customercustomer
TangiblesTangibles
6 – 60Departament d’Economia de l’Empresa /
Department of Business Economics & Administration
Service Recovery StrategyService Recovery Strategy
Managers should have a plan for Managers should have a plan for when services failwhen services fail
Marriott’s LEARN routineMarriott’s LEARN routine ListenListen
EmpathizeEmpathize
ApologizeApologize
ReactReact
NotifyNotify