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2nd Year (1st Sem) > Quality Service > Flashcards

Quality Service Flashcards

1
Q

The five (5) Service Quality Dimensions

A

Tangibles
Assurance
Responsiveness
Service Reliability
Empathy

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2
Q

These were developed in the context of production and manufacturing initially.

A

Quality Standards

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3
Q

The main reason for Quality Standards

A

Improve product quality and conformance

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4
Q

Aim of Quality Standards

A

Reinforce performance

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5
Q

The aim of Quality Systems is to reinforce performance with a major focus on

A

procedures and processes

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6
Q

Quantifiable standards

A

Benchmarks

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7
Q

Why are benchmarks formed in Quality Standards?

A

To maintain a set quality service standards

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8
Q

A process to measure the company’s success against other similar companies.

A

Benchmarking

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9
Q

Use of benchmarking

A
  • discover if there is a gap in performance (which can be closed by improving their performance)
  • highlight what it takes to enhance a company’s efficiency
  • become a bigger player in the industry
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10
Q

Enumerate the Quality Process

A
  1. Define quality
  2. Market research (internally and externally)
  3. Competitive Analysis
  4. Benchmarking
  5. Judge performance with the benchmark quality standards.
  6. Develop Quality standards to remove gaps.
  7. Proper quality standards implementation
  8. Control and monitor the quality service performance
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11
Q

It has led to a drastic redesign of service standards due to a competitive and dynamic world.

A

Technology

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12
Q

Meaning of solicitation

A

The process of seeking information from someone.

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13
Q

Difference between Complaint from Grievance

A

Complaint- spoken or written dissatisfaction or accusation. For example, complaining about cleanliness in the bathroom.

Grievance- a formal complaint that is presented to the management. An example is a company violating government policy like anti-discrimination law

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14
Q

Purpose of Solicitation of Complaints

A
  • convinces customers that the service provider values individual customers (fundamental level)
  • positive influence on the service delivery employees
  • nature of complaints + frequency enables the provider to note frequent service failures
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15
Q

This is a customer who has used the service before but decided to shift or shifted to another service provider in preference to the original provider.

A

Lost Customer

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16
Q

Two (2) Quality Service Models

A

Gap Model and SERVQUAL Model

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17
Q

It is a model of measuring quality service based on the work of Parasuraman, Zeithmal, and Berry.

A

SERVQUAL Model

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18
Q

The model talks about a way customer distinguishes the quality service by comparing the expected services with the perceived service.

Service = Service Expectations - Service perceptions

A

SERVQUAL Model

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19
Q

The outcome of making comparisons (Service = Service Expectations - Service perceptions) has three (3) forms:

A

Confirmed expectations
Unmet expectations
Exceeded expectations

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20
Q

Quality service is perceived to be:

A

Satisfactory
Poor
Surplus

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21
Q

The Service delivery is the expected service. The customer is happy and there is no surplus or deficit.

A

Satisfactory

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22
Q

Customer expectations are not met. The perceived service falls short of the expected service.

A

Poor

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23
Q

Customer expectations are exceeded, then the quality of service is good. The KEY building block of SERVQUAL Model.

A

Surplus

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24
Q

The five (5) RATER framework

A

Reliability
Assurance
Tangibles
Empathy
Responsiveness

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25
Q

The level or the ability to meet the goals and service commitments that the business makes.

A

Reliability

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26
Q

The level of or the expertise & experience of those directly involved in providing the service.

A

Assurance

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27
Q

It is the presence, including elements presented to customers such as facilities, personnel, and means of communication.

A

Tangibles

28
Q

Professional ethics are expressed through dedication, enthusiasm, service attitude, service style, and responsible attitude

A

Empathy

29
Q

It is reflected in the response speed of service providers to customer requests and inquires.

A

Responsiveness

30
Q

Six (6) important strategies for enhancing the Quality of Service offered to customers

A
  1. Service providers should aim to achieve 0 defects/ error-free service.
  2. Internal communication among employees + organizations should be equipped with modern training and techniques to simulate a real work environment.
  3. Providers should always test a service prior to launching.
  4. Train employees in recovery techniques and empower them to resolve it immediately.
  5. Management should extend support to employees by setting up an information system and infrastructure that enables employees to identify and correct error with ease.
  6. Trained employees will be prepared to face problems = fast to resolve
31
Q

This was initially conceptualized in Japan over half a century ago by Shigeo Shingo who was employed as an engineer by Toyota.

A

Poka Yoke

32
Q

Poka Yoke was conceptualized by

A

Shigeo Shingo

33
Q

The term Poka Yoke means

A

mistake-proofing

34
Q

Yoke literally translates to

A

to avoid

35
Q

Poka literally translates to

A

Inadvertent (accidental) errors

36
Q

It is a technique for building mechanisms into a process that prevents people from making mistakes.

A

Poka Yoke

37
Q

It is ___ to expect that production staff can perform like machinery, with identical outcomes each time.

A

illogical

38
Q

Main reason poka yoke was developed

A

helps with overall quality control

39
Q

It is also referred to as the Robust Design Method

A

Taguchi Method

40
Q

This is a Six Sigma strategy designed to improve the output of a process by removing causes of defects and reducing variability in the process.

A

Taguchi Method

41
Q

He developed this Six Sigma strategy and statistical approach to cut down variability early in the manufacturing process.

A

Dr. Genichi Taguchi

42
Q

A statistical approach that has been used for decades to cut down variability early in the manufacturing process.

A

Taguchi Method

43
Q

Enumerate the Six Sigma- DMAIC

A

Define (the problem)
Measure (size of the problem)
Analyze (cause of the problem)
Improve (verify solution)
Control (maintain solution)

44
Q

TRUE/ FALSE: Performance of quality implies to all areas of management.

A

FALSE (management- marketing)

45
Q

TRUE/ FALSE: The performance of service implies all areas of marketing because all the functional areas together impact the organization’s performance and customer satisfaction levels.

A

FALSE (service- quality)

46
Q

TRUE/ FALSE: Some quantifiable standards called benchmarks are formed to be able to maintain a set quality service standards

A

TRUE

47
Q

TRUE/ FALSE: Studying other companies an highlight what it takes to enhance the company’s efficiency and become a bigger player in the industry.

A

TRUE

48
Q

TRUE/ FALSE: The customer could not be lost temporarily or permanently

A

FALSE (not be lost- be lost)

49
Q

Enumerate the five) (5) gaps in the SERVQUAL Model.

A

Gap 1 (Knowledge)
Gap 2 (Standards)
Gap 3 (Delivery)
Gap 4 (Communication)
Gap 5 (Expectation)

50
Q

TRUE/ FALSE: If possible, a new service should be introduced in a few select places for test marketing.

A

TRUE

51
Q

TRUE/ FALSE: In case customers report problems, the management can take corrective action.

A

TRUE

52
Q

TRUE/ FALSE: Customers’ perception of quality service depends on the management’s ability to resolve the problem immediately.

A

FALSE (management’s- service provider’s)

53
Q

How can one enable effective service recovery and regain customers’ confidence?

A

Service provider- train employees- recovery techniques- empowering = resolve the problem immediately

54
Q

TRUE/ FALSE: Employees that takes initiative to resolve problems quickly should be rewarded.

A

TRUE

55
Q

TRUE/ FALSE: By having an effective service recovery system in place, service providers can assure customers that they care for them.

A

TRUE

56
Q

TRUE/ FALSE: Trained employees will be prepared to face problems but cannot resolve them even before the customer can perceive the error.

A

FALSE (but cannot resolve- and can resolve)

57
Q

TRUE/ FALSE: It is logical to expect production staff can perform like machinery, with identical outcomes each time.

A

FALSE (logical- illogical)

58
Q

TRUE/ FALSE: When a business checks quality only once a product is incomplete, it’s not a simple fix to go back to rework a defective product.

A

FALSE (incomplete- complete)

59
Q

TRUE/ FALSE: When a business checks quality only once a product is complete, it’s not a simple fix to go back to rework a defective product.

A

TRUE

60
Q

A psychological effect/ concept and feeling of well-being

A

Customer Satisfaction

61
Q

The most important factor for gaining a sustainable competitive advantage. It creates a COMPETITIVE DIFFERENTIATION for organizations.

A

Service Quality

62
Q

Significance of Service Quality and Customer Satisfaction

A

Service is intangible and difficult to measure = inconsistencies.

63
Q

Importance of Measuring SQ and CS/ Benchmarking?

A

Customer Loyalty
Happier Environment
Increased Sales
Better prices

64
Q

It is the basis of customers’ opinion

A

Quality

65
Q

Three (3) Attributes/ Characteristics of Quality Service- Concept

A

Search Qual (knowledge before purchase)
Experience Qual (customer witnessed/ process)
Credence Qual (service-focused & evaluation of the service)

66
Q

These are important in order to avoid careless mistakes.

A

Control and Monitor

2nd Year (1st Sem) (16 decks)

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