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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
The level or the ability to meet the goals and service commitments that the business makes.
Reliability
26
The level of or the expertise & experience of those directly involved in providing the service.
Assurance
27
It is the presence, including elements presented to customers such as facilities, personnel, and means of communication.
Tangibles
28
Professional ethics are expressed through dedication, enthusiasm, service attitude, service style, and responsible attitude
Empathy
29
It is reflected in the response speed of service providers to customer requests and inquires.
Responsiveness
30
Six (6) important strategies for enhancing the Quality of Service offered to customers
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
This was initially conceptualized in Japan over half a century ago by Shigeo Shingo who was employed as an engineer by Toyota.
Poka Yoke
32
Poka Yoke was conceptualized by
Shigeo Shingo
33
The term Poka Yoke means
mistake-proofing
34
Yoke literally translates to
to avoid
35
Poka literally translates to
Inadvertent (accidental) errors
36
It is a technique for building mechanisms into a process that prevents people from making mistakes.
Poka Yoke
37
It is ___ to expect that production staff can perform like machinery, with identical outcomes each time.
illogical
38
Main reason poka yoke was developed
helps with overall quality control
39
It is also referred to as the Robust Design Method
Taguchi Method
40
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.
Taguchi Method
41
He developed this Six Sigma strategy and statistical approach to cut down variability early in the manufacturing process.
Dr. Genichi Taguchi
42
A statistical approach that has been used for decades to cut down variability early in the manufacturing process.
Taguchi Method
43
Enumerate the Six Sigma- DMAIC
Define (the problem) Measure (size of the problem) Analyze (cause of the problem) Improve (verify solution) Control (maintain solution)
44
TRUE/ FALSE: Performance of quality implies to all areas of management.
FALSE (management- marketing)
45
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.
FALSE (service- quality)
46
TRUE/ FALSE: Some quantifiable standards called benchmarks are formed to be able to maintain a set quality service standards
TRUE
47
TRUE/ FALSE: Studying other companies an highlight what it takes to enhance the company's efficiency and become a bigger player in the industry.
TRUE
48
TRUE/ FALSE: The customer could not be lost temporarily or permanently
FALSE (not be lost- be lost)
49
Enumerate the five) (5) gaps in the SERVQUAL Model.
Gap 1 (Knowledge) Gap 2 (Standards) Gap 3 (Delivery) Gap 4 (Communication) Gap 5 (Expectation)
50
TRUE/ FALSE: If possible, a new service should be introduced in a few select places for test marketing.
TRUE
51
TRUE/ FALSE: In case customers report problems, the management can take corrective action.
TRUE
52
TRUE/ FALSE: Customers’ perception of quality service depends on the management's ability to resolve the problem immediately.
FALSE (management's- service provider’s)
53
How can one enable effective service recovery and regain customers' confidence?
Service provider- train employees- recovery techniques- empowering = resolve the problem immediately
54
TRUE/ FALSE: Employees that takes initiative to resolve problems quickly should be rewarded.
TRUE
55
TRUE/ FALSE: By having an effective service recovery system in place, service providers can assure customers that they care for them.
TRUE
56
TRUE/ FALSE: Trained employees will be prepared to face problems but cannot resolve them even before the customer can perceive the error.
FALSE (but cannot resolve- and can resolve)
57
TRUE/ FALSE: It is logical to expect production staff can perform like machinery, with identical outcomes each time.
FALSE (logical- illogical)
58
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.
FALSE (incomplete- complete)
59
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.
TRUE
60
A psychological effect/ concept and feeling of well-being
Customer Satisfaction
61
The most important factor for gaining a sustainable competitive advantage. It creates a COMPETITIVE DIFFERENTIATION for organizations.
Service Quality
62
Significance of Service Quality and Customer Satisfaction
Service is intangible and difficult to measure = inconsistencies.
63
Importance of Measuring SQ and CS/ Benchmarking?
Customer Loyalty Happier Environment Increased Sales Better prices
64
It is the basis of customers' opinion
Quality
65
Three (3) Attributes/ Characteristics of Quality Service- Concept
Search Qual (knowledge before purchase) Experience Qual (customer witnessed/ process) Credence Qual (service-focused & evaluation of the service)
66
These are important in order to avoid careless mistakes.
Control and Monitor

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

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