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SOM > continuation prelims > Flashcards

continuation prelims Flashcards

1
Q

where the customer is in physical proximity to and interacts with a human service provider.

A

MODE TECHNOLOGY-FREE SERVICE ENCOUNTER

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2
Q

only the service provider has access to the technology to facilitate the delivery of face-to-face service

A

MODE TECHNOLOGY-ASSISTED SERVICE ENCOUNTER

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3
Q

both the customer and service providers have access to the same technology

A

MODE IS CALLED TECHNOLOGY-FACILITATED SERVICE ENCOUNTER

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4
Q

the customer and human service provider are not
colocated physically and, thus, the service encounter
no longer is the traditional “face-to- face” contact

A

MODE TECHNOLOGY-MEDIATED SERVICE ENCOUNTER

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5
Q

the human service provider is replaced entirely with technology that allows the customer to self- serve (i.e., outsourcing the job to the customers).

A

MODE TECHNOLOGY-GENERATED SERVICE ENCOUNTER

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6
Q

is a pattern of beliefs and expectations that is
shared by the organization’s members and produces
norms that powerfully shape the behavior of individuals or groups in organizations.

A

culture

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7
Q

does not begin with delegation but by trusting the inherent power unconditionally within employees to evaluate choices and competently execute creative decisions.

A

empowerment

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8
Q

it should have personality attributes that include flexibility, tolerance for ambiguity, an ability to monitor and change behavior based on situational cues, and empathy for customers.

A

Customer contact personnel

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9
Q

Most training manuals and employee handbooks
for customer-contact personnel are devoted to explaining the technical skills that are needed to perform the jobs.

A

Training

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10
Q

A failure in the service delivery system places a communication burden on the contact personnel. Service failures, however, provide a unique opportunity for contact personnel to demonstrate innovation and flexibility in their recovery.

A

Service Failure

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11
Q

Every purchase is an event of some importance for the customer, whereas the same transaction usually is routine for the service provider.

true or false

A

true

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12
Q

This customer wants to maximize the value obtained
for his or her expenditures of time, effort, and money

A

ECONOMIZING CUSTOMER

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13
Q

This customer feels a moral obligation to patronize
socially responsible firms.

A

ETHICAL CUSTOMER

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14
Q

This customer wants interpersonal gratification, such as recognition and conversation, from the service
experience.

A

PERSONALIZING CUSTOMER

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15
Q

This customer has no interest in shopping for the service; convenience is the secret to attracting him or her. They are often are willing to pay extra for
personalized or hassle-free service, witness the success of Amazon Prime service.

A

CONVENIENCE CUSTOMER

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16
Q

This results in superior service practices and procedures that are observable by customers and, further, seem to fit employee views of the appropriate style for dealing with customers.

A

Creating a customer service orientation

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17
Q

The loyal customer values improved productivity and more personalized service. Both parties enjoy the satisfaction of a more human relationship.

true or false

A

true

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18
Q

This also suggests a lesson for management. The way management relates to the contact personnel (or internal customers) is reflected in how the external customers are treated.

A

satisfaction duality

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19
Q

This proposes a relationship that links profitability, customer loyalty, and service value to employee satisfaction, capability, and productivity.

A

service profit chain

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20
Q

also can be aided by facility designs that allow customers to see both into and through the
space.

A

orientation

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21
Q

The physical environment or ____ of the supporting facility influences both customer and employee behavior and should be designed with an image and feel that is congruent with the service concept.

A

servicescape

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22
Q

is the average time between completions of successive
units.

A

cycle time

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23
Q

is the operation that limits production, it is usually the slowest operation

A

bottleneck

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24
Q

is a measure of output per unit of time when fully busy (i.e., activity is never idle). The unconstrained capacity of any operation is measured as 1/CT

A

capacity

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25
Q

is a measure of how much actual output is achieved
relative to the process capacity when fully busy.

A

capacity utilization

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26
Q

is the time it takes to complete a process from time of arrival to time of exit. It is the sum of the critical path
operation times plus the average time spent waiting.

A

THROUGHPUT TIME

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27
Q

is a measure of the percentage of time that workers
actually contribute value to a fully busy service organization.

A

DIRECT LABOR UTILIZATION

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28
Q

The ability to perform the promised service both dependably and accurately.

A

reliability

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29
Q

The willingness to help customers and to provide prompt service.

A

responsiveness

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30
Q

The knowledge and courtesy of employees as well as their ability to convey trust and confidence.

A

assurance

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31
Q

The appearance of physical facilities, equipment, personnel, and communication materials. The condition of the physical surroundings (e.g., cleanliness) is tangible evidence of the care and attention to detail that are exhibited by the service provider.

A

tangibles

32
Q

is the discrepancy between customer expectations
and management perceptions of these expectations

A

market research gap

33
Q

results from management’s inability to formulate a
service design that meets perceptions of customer
expectations and translates these into workable
service standards

A

design gap

34
Q

occurs because actual delivery of the service does not
meet the service standards set by management.

A

conformance gap

35
Q

results when customer perceptions are at odds with
the intended service delivery.

A

communication gap

36
Q

The multiple dimensions of service quality are captured in the _____ instrument, which is an effective tool for surveying customer satisfaction that is based on the service quality gap model.

A

SERVQUAL

37
Q

Customers are asked to record their level of agreement or disagreement with the statements using a ____-point Likert scale.

A

seven

38
Q

The ____ statements in the survey describe all aspects of the five dimensions of service quality.

A

22

39
Q

is an opportunity to evaluate the service
experience from a customer’s perspective, because customers often become aware of cues the employees and managers might overlook.

A

walk-through audit (WtA)

40
Q

summarizes the progressive steps in quality development.

A

service quality ladder

41
Q

is shown as the first rung because organizations usually begin here with their first attempts to address quality problems (e.g., checking hotel rooms after cleaning).

A

inspection

42
Q

______is shown as the top rung because quality should be recognized as a basic customer requirement that must be incorporated into the design of the service delivery process.

A

Quality function deployment

43
Q

quality assurance during service delivery

A

statistical process control

44
Q

employee empowerment and responsibility for quality

A

quality training programs

45
Q

quantifying the cost of poor quality

A

cost of quality

46
Q

focus operations and marketing on a service performance measure

A

unconditional service guarantee

47
Q

design service process for robustness and foolproof operation

A

quality service by design

48
Q

define voice of the customer in operational terms

A

quality function deployment

49
Q

This inexpensive approach is easy to implement, but it can be haphazard.

A

CASE-BY-CASE APPROACH

50
Q

uses a protocol to handle customer complaints. This technique is more reliable than the case-by-case approach because it is a
planned response based on identification of critical failure points and prior determination of appropriate recovery criteria

A

SYSTEMATIC-RESPONSE APPROACH

51
Q

adds another component to the systematic-response approach by attempting to intervene and fix service-process problems before they affect the customer.

A

EARLY INTERVENTION APPROACH

52
Q

An alternate approach capitalizes on the failure of a rival to win the competitor’s customer by providing a substitute service
recovery. At times the rival firm may support this approach.

A

SUBSTITUTE SERVICE RECOVERY

53
Q

Focusing on satisfying customers’ needs should be paramount in workers’ minds. This requires an attitude of putting the customer first and a belief that this principle is the object of one’s work.

A

CUSTOMER SATISFACTION

54
Q

To encourage scientific thinking, objective data must be collected and presented to management for decision making. This approach requires formal data gathering and statistical analysis of the data by the quality improvement teams.

A

MANAGEMENT BY FACTS

55
Q

A companywide quality-improvement program assumes that all employees have a capacity for self-motivation and for creative thought. Employees are given support, and their ideas are solicited in an environment of mutual respect.

A

respect for people

56
Q

begins with the selection of the problem. Problems will appear as changes to important customer indicators, such as rate of defections or complaints.

A

Plan

57
Q

Implement the solution or process change perhaps on a trial basis. Monitor the
implementation plan by collecting data on performance measures and noting progress
against milestones.

A

Do

58
Q

Review and evaluate the result of the change. Check that the solution is having the intended effect and note any unforeseen consequences.

A

Check

59
Q

Reflect and act on learning from the experience. If successful, the process
changes are standardized and communicated to all involved workers with training in new methods as needed

A

Act

60
Q

The measure of the quality of a firm’s performance can be made by comparison with the performance of other companies which is a process known as

A

benchmarking

61
Q

W. Edwards Deming generally is credited with
initiating the highly successful Japanese quality
revolution. In Deming’s view, management was
responsible for 85 percent of all quality
problems and, therefore, had to provide the
leadership in changing the systems and processes that created them. Management
needed to refocus attention on meeting customer needs and on continuous
improvement to stay ahead of the competition

A

DEMING’S 14-POINT PROGRAM

62
Q

series of quality management system standards has become a de facto requirement for doing business in many industries, despite the fact that it is a voluntary standard.

A

ISO 9001

63
Q

ISO (derived from the Greek word for “___”)
is a series of quality standards defined
by the International Organization for
Standardization, which is a consortium of
the world’s industrialized nations.

A

same

64
Q

is a rigorous and disciplined methodology that
uses data and statistical analysis to measure and improve a company’s operational
performance by identifying and eliminating defects to enhance customer satisfaction

A

SIX SIGMA

65
Q

is an extension of lean principles pioneered by the Toyota Production System (TPS) with as focus on waste elimination, continuous flow, and customer demand pull, and is referred to in manufacturing as Just-in-Time production. Its objective is a continuous rapid flow of value-adding activities to satisfy customer needs.

A

Lean Service

66
Q

is a tool central to Lean Service that maps out a process to uncover opportunities for improvement by using lean management concepts.

A

Value-stream mapping (VSM)

67
Q

Tools such as Service Blueprinting reveal
potential sources for process improvement.

A

PROCESS FLOW IMPROVEMENTS

68
Q

Small continuous-improvement teams,
formed with colleagues who meet on a
weekly basis to identify local problems, evaluate solution alternatives, and implement solutions, can generate significant savings.
Typical names given to such teams are
Lean Team, Kaizen Team, or Quality
Circle.

A

INTERNAL GROUPS FOR QUALITY IMPROVEMENTS

69
Q

Services that are sensitive to cleanliness, such as restaurants and hospitals, can enhance
customers’ perceptions of quality by achieving superior housekeeping

A

BETTER HOUSEKEEPING

70
Q

Food chains such as McDonald’s and hotel chains such as Marriott aim at consistency as a quality measure by standardizing the service delivery process across the chain. The
subsequent predictability results in service offerings and resource efficiencies that make the firm much leaner

A

QUALITY IMPROVEMENT IN
SERVICE DELIVERY

71
Q

Flexibility in resource usage gives a firm the ability to utilize a common resource for multiple operations. The challenge lies in quick
changeovers between operations to avoid delay.

A

RESOURCE FLEXIBILITY

72
Q

A lean service firm can adopt a customer-driven demand pull- system. For example, the kitchens of some Wendy’s restaurants face the
parking entry, so that the cooks can start processing fresh beef patties on the grill as cars enter the parking lot

A

PULL-SYSTEM IMPLEMENTATION

73
Q

Service firms can level resource utilization by managing supply and demand appropriately.

A

LINE BALANCING

74
Q

Flexibility in resource usage gives a fLean implementations in services typically lead to better space management.

A

LAYOUT IMPROVEMENTS

75
Q

Muda is a Japanese term for wastes of different types.

A

LOOKING FOR MUDAS IN SERVICES

76
Q

A service firm vendor could be a supplier of human resources with the necessary skills to perform a particular operation.

A

SUPERIOR VENDOR MANAGEMENT

SOM (2 decks)

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