This document summarizes a research paper on implementing an automated customer satisfaction (CSat) evaluation process. It discusses how the organization currently uses both a manual and automated CSat process. The automated process used in Asia Pacific has advantages over the manual process used in Europe and North America such as higher customer response rates. The document outlines the objectives and scope of analyzing and implementing the automated process in Europe and North America. It also reviews relevant literature on CSat processes, questionnaire design, validation methods, and project management tools to support the implementation. Hypothesis testing is presented to validate the survey results from stakeholders in determining if the automated process would be effective.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It expresses an organization's goals, policies, processes, documented information and resources needed to implement and maintain quality management. Total quality management (TQM) is the art of managing the whole to achieve excellence, and ensures products and services satisfy customers at the appropriate time and price. It requires concepts like top management commitment, customer focus, continuous improvement, and teamwork. Six Sigma is a set of techniques and tools for process improvement that aims to reduce defects and variability in processes. It focuses on customer requirements, uses data to identify process variations, and involves people at different levels to continually improve processes and eliminate variations
Customer Experience Management for StartupsVishal Kumar
1. The document discusses best practices for customer experience management (CEM) programs, particularly for startups. It recommends that loyalty leaders build customer-centric cultures by using customer feedback to guide business strategy and goals, integrating feedback into business processes, communicating CEM program goals and results company-wide, and conducting in-depth customer research.
2. It also recommends that startups formalize customer feedback collection, share feedback results, and conduct a Customer Relationship Diagnostic survey to measure customer loyalty, experience, and competitive performance in order to identify improvement opportunities.
Customer Experience Management for StartupsTCELab LLC
Dr. Bob E Hayes: I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
For More, please visit http://www.tcelab.com
The document discusses various methods for assessing customer service quality and gathering customer satisfaction information. It describes informal surveys, comment cards, discussions with customers, and other sources that can provide customer intelligence. It then examines specific techniques in more depth, including general satisfaction surveys, planning targeted surveys, the SERVQUAL approach, using customer panels, and conducting service-specific or exit surveys of recent customers. For each method it provides details on how to design and implement the surveys effectively to gather useful feedback that can be used to improve customer service.
This document discusses improving contact center quality programs. It addresses common issues like not measuring financial return on quality investments and lack of linkage between quality metrics and customer satisfaction. The document provides recommendations in key areas: measuring quality program costs and ROI; correlating monitoring scores to customer feedback; and collaborating across departments to build value. It also highlights opportunities to strengthen quality program structure and reporting based on survey results. Overall, the document provides guidance on optimizing quality assurance to better meet customer expectations and organizational goals.
Weekly tasks or assignments (Individual or Group Projects) will be.docxphilipnelson29183
Weekly tasks or assignments (Individual or Group Projects) will be due by Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
The design of your research should now be completed, and you are ready for the execution phase. This is a key step in the research process and should result is meaningful, measurable, and useful information that you will use later for analysis purposes. Proper execution of your research plan will play a large role in the success of your project.
For this assignment, you will continue your work on the project with the execution of the research portion of the project. Research identified in Week 2 will be conducted, results will be gathered, and a summary of the research results will be presented as part of the submission for the week. You will also provide a summary of how well the research process achieved the desired goals for the project.
The project deliverables are the following:
· Update the Information Technology Problem Analysis document title page with a new date and project name.
· Update the previously completed sections based on your instructor's feedback.
· New Content: Project Research Execution
· Research Execution
· Conduct the research identified in the research plan, and document the process as it is performed.
· Gather the research results in an organized format that clearly identifies how the results relate to the identified problem(s) and the benefits that can be expected from solutions that have been found.
· Research Results Summary
· Summarize the results of the research.
· ? Include a discussion of specific project objectives that can now be stated based upon the research. Each objective should be unique and not overlap with other objectives and each objective should be supported by information and measures identified via the research. For example, a potential problem could be a trend of reduced customer satisfaction that is correlated with reduced sales. Research concerning what causes this type of problem and research about solutions, may reveal many issues and solutions. For example, customer service could be slow due to an IT system that has a slow response time when customer service representatives access information. The online sales portal that the customers utilize (if there is one) could be too slow – it could also be confusing. It could be that it is needed to consider using Social Media as part of a new customer relations campaign that will place our company more in touch with each specific customer and allow the identification of trends in what customers want and what they think about our company.
· ? Discuss how tangible and intangible measures are related to each objective and solution. For example, reductions in labor cost due to a proposed change accomplished via a specific IT project, is a tangible measure. An increase in customer satis.
1-Customer Service Operations ppt Material.pptxetebarkhmichale
o demonstrate why customer profiles matter, let’s look at a few examples:
For “Attitudes,” you might ask a customer whether they’re confident about financial matters. If their answer is “No,” that customer could potentially be a good candidate for financial advising services.
For “Personal Preferences,” you might ask a customer whether they prefer to handle customer service inquiries on their own, or if they appreciate a helping hand. If they prefer the former, you might recommend that they use your mobile banking application for self-service.
For “Milestones,” if your customer indicates that they were recently married, it might make sense to target them with a personalized marketing campaign offering low interest home loans.
You’ll notice that, in each of these examples, the customer’s preferences, values, and interests are treated as a top priority, and your bank is positioned to engage accordingly. That’s because a true customer-centric banking model not only helps financial institutions gain a 360-degree view of the customer and uncover valuable insights, it also represents a commitment to making customers feel as though their bank truly understands what they want and need.
Now that we’ve covered the basics of customer segmentation in banking, let’s take a minute to talk technology — after all, customer profiles don’t just build themselves. A customer relationship management (CRM) system gives banks a centralized database in which they can store customer data and develop customer profiles. By granting your employees access to this repository, you enable them to regularly update profiles with new information after each interaction and to use the information contained within a customer’s profile to provide more personalized service. Figures show that adding this kind of human touch to the customer experience benefits customers and employees alike: Among employees who report that customer-centricity is a key priority within their organization, 73% find their work meaningful.
Be Proactive With Predictive Analytics
Another way to pair strategy and technology for greater customer-centricity in banking is with predictive analytics. When accumulated over time, the data within a CRM system can be used to identify behavioral patterns and build predictive models that reveal valuable customer insights or operational inefficiencies. For example, if a customer has a documented history of visiting branch locations in person, they’re likely to do so again in the future. Although this is a relatively simplistic example of predictive analytics in action, it gets the basic point across.
For a more complex understanding of how predictive analytics can help you develop a more customer-centric approach in banking, let’s say you want to proactively look for ways to optimize how your call center handles customer inquiries. After analyzing call history data sets across different customer demographics — for example, Baby Boomers, Gen X,
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It expresses an organization's goals, policies, processes, documented information and resources needed to implement and maintain quality management. Total quality management (TQM) is the art of managing the whole to achieve excellence, and ensures products and services satisfy customers at the appropriate time and price. It requires concepts like top management commitment, customer focus, continuous improvement, and teamwork. Six Sigma is a set of techniques and tools for process improvement that aims to reduce defects and variability in processes. It focuses on customer requirements, uses data to identify process variations, and involves people at different levels to continually improve processes and eliminate variations
Customer Experience Management for StartupsVishal Kumar
1. The document discusses best practices for customer experience management (CEM) programs, particularly for startups. It recommends that loyalty leaders build customer-centric cultures by using customer feedback to guide business strategy and goals, integrating feedback into business processes, communicating CEM program goals and results company-wide, and conducting in-depth customer research.
2. It also recommends that startups formalize customer feedback collection, share feedback results, and conduct a Customer Relationship Diagnostic survey to measure customer loyalty, experience, and competitive performance in order to identify improvement opportunities.
Customer Experience Management for StartupsTCELab LLC
Dr. Bob E Hayes: I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
For More, please visit http://www.tcelab.com
The document discusses various methods for assessing customer service quality and gathering customer satisfaction information. It describes informal surveys, comment cards, discussions with customers, and other sources that can provide customer intelligence. It then examines specific techniques in more depth, including general satisfaction surveys, planning targeted surveys, the SERVQUAL approach, using customer panels, and conducting service-specific or exit surveys of recent customers. For each method it provides details on how to design and implement the surveys effectively to gather useful feedback that can be used to improve customer service.
This document discusses improving contact center quality programs. It addresses common issues like not measuring financial return on quality investments and lack of linkage between quality metrics and customer satisfaction. The document provides recommendations in key areas: measuring quality program costs and ROI; correlating monitoring scores to customer feedback; and collaborating across departments to build value. It also highlights opportunities to strengthen quality program structure and reporting based on survey results. Overall, the document provides guidance on optimizing quality assurance to better meet customer expectations and organizational goals.
Weekly tasks or assignments (Individual or Group Projects) will be.docxphilipnelson29183
Weekly tasks or assignments (Individual or Group Projects) will be due by Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
The design of your research should now be completed, and you are ready for the execution phase. This is a key step in the research process and should result is meaningful, measurable, and useful information that you will use later for analysis purposes. Proper execution of your research plan will play a large role in the success of your project.
For this assignment, you will continue your work on the project with the execution of the research portion of the project. Research identified in Week 2 will be conducted, results will be gathered, and a summary of the research results will be presented as part of the submission for the week. You will also provide a summary of how well the research process achieved the desired goals for the project.
The project deliverables are the following:
· Update the Information Technology Problem Analysis document title page with a new date and project name.
· Update the previously completed sections based on your instructor's feedback.
· New Content: Project Research Execution
· Research Execution
· Conduct the research identified in the research plan, and document the process as it is performed.
· Gather the research results in an organized format that clearly identifies how the results relate to the identified problem(s) and the benefits that can be expected from solutions that have been found.
· Research Results Summary
· Summarize the results of the research.
· ? Include a discussion of specific project objectives that can now be stated based upon the research. Each objective should be unique and not overlap with other objectives and each objective should be supported by information and measures identified via the research. For example, a potential problem could be a trend of reduced customer satisfaction that is correlated with reduced sales. Research concerning what causes this type of problem and research about solutions, may reveal many issues and solutions. For example, customer service could be slow due to an IT system that has a slow response time when customer service representatives access information. The online sales portal that the customers utilize (if there is one) could be too slow – it could also be confusing. It could be that it is needed to consider using Social Media as part of a new customer relations campaign that will place our company more in touch with each specific customer and allow the identification of trends in what customers want and what they think about our company.
· ? Discuss how tangible and intangible measures are related to each objective and solution. For example, reductions in labor cost due to a proposed change accomplished via a specific IT project, is a tangible measure. An increase in customer satis.
1-Customer Service Operations ppt Material.pptxetebarkhmichale
o demonstrate why customer profiles matter, let’s look at a few examples:
For “Attitudes,” you might ask a customer whether they’re confident about financial matters. If their answer is “No,” that customer could potentially be a good candidate for financial advising services.
For “Personal Preferences,” you might ask a customer whether they prefer to handle customer service inquiries on their own, or if they appreciate a helping hand. If they prefer the former, you might recommend that they use your mobile banking application for self-service.
For “Milestones,” if your customer indicates that they were recently married, it might make sense to target them with a personalized marketing campaign offering low interest home loans.
You’ll notice that, in each of these examples, the customer’s preferences, values, and interests are treated as a top priority, and your bank is positioned to engage accordingly. That’s because a true customer-centric banking model not only helps financial institutions gain a 360-degree view of the customer and uncover valuable insights, it also represents a commitment to making customers feel as though their bank truly understands what they want and need.
Now that we’ve covered the basics of customer segmentation in banking, let’s take a minute to talk technology — after all, customer profiles don’t just build themselves. A customer relationship management (CRM) system gives banks a centralized database in which they can store customer data and develop customer profiles. By granting your employees access to this repository, you enable them to regularly update profiles with new information after each interaction and to use the information contained within a customer’s profile to provide more personalized service. Figures show that adding this kind of human touch to the customer experience benefits customers and employees alike: Among employees who report that customer-centricity is a key priority within their organization, 73% find their work meaningful.
Be Proactive With Predictive Analytics
Another way to pair strategy and technology for greater customer-centricity in banking is with predictive analytics. When accumulated over time, the data within a CRM system can be used to identify behavioral patterns and build predictive models that reveal valuable customer insights or operational inefficiencies. For example, if a customer has a documented history of visiting branch locations in person, they’re likely to do so again in the future. Although this is a relatively simplistic example of predictive analytics in action, it gets the basic point across.
For a more complex understanding of how predictive analytics can help you develop a more customer-centric approach in banking, let’s say you want to proactively look for ways to optimize how your call center handles customer inquiries. After analyzing call history data sets across different customer demographics — for example, Baby Boomers, Gen X,
This document discusses developing a customer-centric research program to improve the customer experience and maximize customer loyalty. It outlines several key aspects of an effective customer research program including using customer satisfaction data to make business decisions and compensate employees, conducting customer feedback surveys, setting goals to enhance the customer experience and culture, analyzing customer data, and conducting applied research projects. Examples of applied research projects include validating customer feedback programs, creating executive dashboards using reliable metrics, quantifying the impact of loyalty on business outcomes, identifying drivers of loyalty, evaluating company-wide programs, and understanding how employee and partner satisfaction impact customer loyalty.
The document provides information about Baxter Healthcare Corporation's Shared Services division in Albuquerque. It summarizes Baxter's strengths as the market leader in its industry with a large global presence. However, it notes weaknesses in internal communication and rapid expansion. An internal customer survey found dissatisfaction with service quality and responsiveness. Three alternatives are identified to address these issues: clustering shared services regionally, improving processes with communication, and an integrated strategy with change management. The recommendation is to pursue the integrated strategy option to achieve synergies through a business process reengineering effort led by a change agent. Careful implementation is emphasized to ensure cultural fit.
Elements Of An Effective Quality Management Systemgauravdhupar
The document discusses key elements of an effective quality management system for customer service operations. It defines quality as meeting customer needs and expectations. Quality management principles focus on customers and involve getting customer feedback. Customer satisfaction is achieved through high-quality design that meets product features and avoiding deficiencies. Elements of good service quality include timeliness, completeness, courtesy, consistency, accessibility, accuracy, and responsiveness. Quality improvement initiatives include benchmarking, continuous improvement, quality circles, and Six Sigma. Quality tools help analyze problems and identify solutions. Standard procedures are important to maintain quality.
This document discusses planning, monitoring, and evaluating health services. It defines monitoring and evaluation as key functions to improve performance and determine whether programs are achieving their goals. Monitoring involves systematic observation of activities, while evaluation assesses achievement against criteria. Both use indicators and data collection to analyze inputs, processes, outputs, outcomes, and impacts. Evaluation can be conducted internally or externally. The evaluation process involves planning, method selection, data collection and analysis, reporting, and dissemination. Both qualitative and quantitative methods are used. The goal is to improve programs and determine their effectiveness, efficiency, and relevance in improving health.
The document discusses DataActiva's approach to measuring customer satisfaction and loyalty through a multi-phase program. It involves conducting qualitative and quantitative research with customers and management to understand needs, expectations, and drivers of loyalty. Metrics and objectives are then developed and tracked over time to provide actionable insights and recommendations to optimize customer value, engagement, and retention. A variety of methodologies are used to collect data on satisfaction with customer service, marketing activities, and overall performance versus competitors.
The document provides information on conducting the measure phase of a Six Sigma project. It discusses gathering data to understand the current process performance and identify problems. Tools that can be used in the measure phase like SIPOC diagrams, VOC, Kano analysis, flow diagrams, and Pareto charts are explained. The document also covers determining critical customer requirements and translating the VOC into measurable metrics using techniques like affinity diagrams, tree diagrams, and Quality Function Deployment matrices.
This document provides information about quality management system processes, including:
1) It discusses the process approach to quality management systems which focuses on improving customer satisfaction by meeting requirements. Key aspects include identifying processes, responsibilities, and performance measures.
2) A 7-step methodology is described for managing quality processes: establish responsibilities; define the process; identify customer requirements; establish performance measures; compare performance to requirements; identify improvement opportunities; and improve process performance.
3) Continuous improvement is a focus, with the goal of addressing gaps in performance to better meet customer needs. Quality tools can help analyze data and identify improvement projects.
Improving Service Quality and Productivity - Service MarketingNuwan Ireshinie
This document discusses improving service quality and productivity. It begins with an agenda that outlines integrating quality and productivity strategies to achieve long-term profitability by delivering high quality experiences to customers more efficiently. The document then covers topics such as defining and measuring service quality and productivity, tools to analyze quality problems, and strategies to improve quality such as addressing gaps in service and implementing quality frameworks like ISO 9000 and Six Sigma. It emphasizes that quality and productivity improvements should focus on redesigning customer service processes to boost both service quality and efficiency.
Sankaranarayanan has over 9.5 years of experience in project management, business analysis, client relationship management, business operations, underwriting operations, claims management, and MIS reporting. He is proficient in requirement gathering, documentation, testing, and facilitating training. His experience includes roles at HCL Technologies, AEGON Netherlands, and ICICI Prudential Life Insurance where he managed teams, ensured process compliance, and achieved business and service targets. He is seeking a senior role in process operations, IT projects, or client relationship management preferably in the insurance or financial services sector.
The document summarizes Sam Walton's view that customers are the ultimate bosses of any business. It states that customers decide a business's success or failure by choosing to spend their money there or elsewhere. As such, everything a company does should have the clear objective of pleasing customers.
The document outlines DataActiva's approach to program evaluation through 10 tasks:
1) Conduct start-up meetings to discuss the research plan and identify data sources
2) Design surveys for participants, non-participants, and stakeholders
3) Develop a sampling plan to collect necessary information from target groups
4) Collect accurate data from the samples through online/phone/in-person methods
5) Conduct a process evaluation through stakeholder interviews and customer surveys
6) Conduct an impact evaluation combining data sources to assess program effects
7) Reporting will describe methods, results, and provide an assessment of the program
Customer Service Excellence® is primarily aimed at public bodies, providing them with the tools to drive truly customer-focused services. However no restrictions have been imposed on eligibility and the standard can therefore be readily applied in the commercial world where companies need to consistently review their approach and ensure it is truly focused around their customers.
This document provides information about quality management system structure, including definitions of quality management, quality management systems, and total quality management. It outlines 12 steps for creating a total quality management system, including clarifying vision and mission, identifying critical success factors, developing measures and metrics, identifying and soliciting feedback from key customer groups, developing improvement plans, resurveying customers, and monitoring progress. It also lists some common quality management tools like check sheets and control charts.
This document discusses quality management using Six Sigma. It provides an overview of Six Sigma and explains the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It also presents an example from the author's workplace in software engineering to illustrate applying the DMAIC process. Six Sigma aims to reduce defects in processes by identifying and eliminating root causes of defects. The goal is to get as close to zero defects as possible.
This chapter discusses the importance of customer satisfaction. It notes that good customer service is key to customer retention and loyalty. Repeat customers and referrals are much more valuable than new customers. The chapter also discusses how to measure customer satisfaction through surveys, analyzing feedback, and calculating customer satisfaction indexes. Several case studies on companies like Titan, HCL, Eureka Forbes, and Indian Oil Corporation are presented to illustrate best practices in customer service initiatives.
The document discusses key topics in operations management including Six Sigma, acceptance sampling, Taguchi loss function, House of Quality, and robustness. It provides details on Six Sigma such as its goal of reducing defects to 3.4 per million and the DMAIC methodology. Acceptance sampling uses statistical sampling to determine if production lots meet standards. The Taguchi loss function quantifies the costs of deviations from a target value. House of Quality is a tool that integrates customer needs into product development. Finally, robust design aims to create products that maintain performance over a wide range of conditions.
Capital Investment Case Waterways Corporation is a private.docxhacksoni
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
2007 Ap World History Dbq Essay Example. Online assignment writing service.Tracy Drey
The document discusses encoding and decoding of images using Stuart Hall's theory of dominant, negotiated, and oppositional positions. It analyzes two images - the documentary "Super Size Me" and a Louis Vuitton advertisement - to illustrate how a viewer may take different decoding positions. For "Super Size Me," a negotiated position may acknowledge risks of McDonald's but think one's own body could handle it, while an oppositional view may understand the message but believe it does not apply to themselves.
20Th Century History Essay Questions. Online assignment writing service.Tracy Drey
I apologize, upon further reflection I do not feel comfortable providing an analysis of a child's behavior or advising on disciplinary matters without proper context and qualifications.
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This document discusses developing a customer-centric research program to improve the customer experience and maximize customer loyalty. It outlines several key aspects of an effective customer research program including using customer satisfaction data to make business decisions and compensate employees, conducting customer feedback surveys, setting goals to enhance the customer experience and culture, analyzing customer data, and conducting applied research projects. Examples of applied research projects include validating customer feedback programs, creating executive dashboards using reliable metrics, quantifying the impact of loyalty on business outcomes, identifying drivers of loyalty, evaluating company-wide programs, and understanding how employee and partner satisfaction impact customer loyalty.
The document provides information about Baxter Healthcare Corporation's Shared Services division in Albuquerque. It summarizes Baxter's strengths as the market leader in its industry with a large global presence. However, it notes weaknesses in internal communication and rapid expansion. An internal customer survey found dissatisfaction with service quality and responsiveness. Three alternatives are identified to address these issues: clustering shared services regionally, improving processes with communication, and an integrated strategy with change management. The recommendation is to pursue the integrated strategy option to achieve synergies through a business process reengineering effort led by a change agent. Careful implementation is emphasized to ensure cultural fit.
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The document discusses key elements of an effective quality management system for customer service operations. It defines quality as meeting customer needs and expectations. Quality management principles focus on customers and involve getting customer feedback. Customer satisfaction is achieved through high-quality design that meets product features and avoiding deficiencies. Elements of good service quality include timeliness, completeness, courtesy, consistency, accessibility, accuracy, and responsiveness. Quality improvement initiatives include benchmarking, continuous improvement, quality circles, and Six Sigma. Quality tools help analyze problems and identify solutions. Standard procedures are important to maintain quality.
This document discusses planning, monitoring, and evaluating health services. It defines monitoring and evaluation as key functions to improve performance and determine whether programs are achieving their goals. Monitoring involves systematic observation of activities, while evaluation assesses achievement against criteria. Both use indicators and data collection to analyze inputs, processes, outputs, outcomes, and impacts. Evaluation can be conducted internally or externally. The evaluation process involves planning, method selection, data collection and analysis, reporting, and dissemination. Both qualitative and quantitative methods are used. The goal is to improve programs and determine their effectiveness, efficiency, and relevance in improving health.
The document discusses DataActiva's approach to measuring customer satisfaction and loyalty through a multi-phase program. It involves conducting qualitative and quantitative research with customers and management to understand needs, expectations, and drivers of loyalty. Metrics and objectives are then developed and tracked over time to provide actionable insights and recommendations to optimize customer value, engagement, and retention. A variety of methodologies are used to collect data on satisfaction with customer service, marketing activities, and overall performance versus competitors.
The document provides information on conducting the measure phase of a Six Sigma project. It discusses gathering data to understand the current process performance and identify problems. Tools that can be used in the measure phase like SIPOC diagrams, VOC, Kano analysis, flow diagrams, and Pareto charts are explained. The document also covers determining critical customer requirements and translating the VOC into measurable metrics using techniques like affinity diagrams, tree diagrams, and Quality Function Deployment matrices.
This document provides information about quality management system processes, including:
1) It discusses the process approach to quality management systems which focuses on improving customer satisfaction by meeting requirements. Key aspects include identifying processes, responsibilities, and performance measures.
2) A 7-step methodology is described for managing quality processes: establish responsibilities; define the process; identify customer requirements; establish performance measures; compare performance to requirements; identify improvement opportunities; and improve process performance.
3) Continuous improvement is a focus, with the goal of addressing gaps in performance to better meet customer needs. Quality tools can help analyze data and identify improvement projects.
Improving Service Quality and Productivity - Service MarketingNuwan Ireshinie
This document discusses improving service quality and productivity. It begins with an agenda that outlines integrating quality and productivity strategies to achieve long-term profitability by delivering high quality experiences to customers more efficiently. The document then covers topics such as defining and measuring service quality and productivity, tools to analyze quality problems, and strategies to improve quality such as addressing gaps in service and implementing quality frameworks like ISO 9000 and Six Sigma. It emphasizes that quality and productivity improvements should focus on redesigning customer service processes to boost both service quality and efficiency.
Sankaranarayanan has over 9.5 years of experience in project management, business analysis, client relationship management, business operations, underwriting operations, claims management, and MIS reporting. He is proficient in requirement gathering, documentation, testing, and facilitating training. His experience includes roles at HCL Technologies, AEGON Netherlands, and ICICI Prudential Life Insurance where he managed teams, ensured process compliance, and achieved business and service targets. He is seeking a senior role in process operations, IT projects, or client relationship management preferably in the insurance or financial services sector.
The document summarizes Sam Walton's view that customers are the ultimate bosses of any business. It states that customers decide a business's success or failure by choosing to spend their money there or elsewhere. As such, everything a company does should have the clear objective of pleasing customers.
The document outlines DataActiva's approach to program evaluation through 10 tasks:
1) Conduct start-up meetings to discuss the research plan and identify data sources
2) Design surveys for participants, non-participants, and stakeholders
3) Develop a sampling plan to collect necessary information from target groups
4) Collect accurate data from the samples through online/phone/in-person methods
5) Conduct a process evaluation through stakeholder interviews and customer surveys
6) Conduct an impact evaluation combining data sources to assess program effects
7) Reporting will describe methods, results, and provide an assessment of the program
Customer Service Excellence® is primarily aimed at public bodies, providing them with the tools to drive truly customer-focused services. However no restrictions have been imposed on eligibility and the standard can therefore be readily applied in the commercial world where companies need to consistently review their approach and ensure it is truly focused around their customers.
This document provides information about quality management system structure, including definitions of quality management, quality management systems, and total quality management. It outlines 12 steps for creating a total quality management system, including clarifying vision and mission, identifying critical success factors, developing measures and metrics, identifying and soliciting feedback from key customer groups, developing improvement plans, resurveying customers, and monitoring progress. It also lists some common quality management tools like check sheets and control charts.
This document discusses quality management using Six Sigma. It provides an overview of Six Sigma and explains the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It also presents an example from the author's workplace in software engineering to illustrate applying the DMAIC process. Six Sigma aims to reduce defects in processes by identifying and eliminating root causes of defects. The goal is to get as close to zero defects as possible.
This chapter discusses the importance of customer satisfaction. It notes that good customer service is key to customer retention and loyalty. Repeat customers and referrals are much more valuable than new customers. The chapter also discusses how to measure customer satisfaction through surveys, analyzing feedback, and calculating customer satisfaction indexes. Several case studies on companies like Titan, HCL, Eureka Forbes, and Indian Oil Corporation are presented to illustrate best practices in customer service initiatives.
The document discusses key topics in operations management including Six Sigma, acceptance sampling, Taguchi loss function, House of Quality, and robustness. It provides details on Six Sigma such as its goal of reducing defects to 3.4 per million and the DMAIC methodology. Acceptance sampling uses statistical sampling to determine if production lots meet standards. The Taguchi loss function quantifies the costs of deviations from a target value. House of Quality is a tool that integrates customer needs into product development. Finally, robust design aims to create products that maintain performance over a wide range of conditions.
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Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
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This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. A research paper on Customer Satisfaction Evaluation Process
*Corresponding Author: Dr.Madhuri Shete 35 | Page
The CS at is initiated every half yearly to get a fair idea of the performance of the projects. The flow chart
shown in Figure 1 explains the Automated CSat process.
Figure 1-Automated CS at Process
Some advantages of the system to stakeholders is highlighted below:
To Project Manager (PM):
• PM to save time through CS at automated process.
• PM will identify important criteria for acceptance of deliverables based on global standards.
• Improved morale and motivation in the project team.
• Continued Learning for the PM and project team.
To Customer:
• Periodic feedback provided to project team on noteworthy points, dissatisfaction and areas of
improvement.
• Better team working relationship with increased transparency in processes.
• Address aspiration to increase scope of collaboration.
To Organization:
• Better understanding of the customer expectations and areas of improvement.
• Help identify Strengths, Weaknesses and Opportunities.
• Improved customer satisfaction, customer retention and brand loyalty.
• Learn and Implement global practices across other business/project areas.
• Exposure to global delivery standards and practices.
3. A research paper on Customer Satisfaction Evaluation Process
*Corresponding Author: Dr.Madhuri Shete 36 | Page
1.1 Manual CSat Process
The manual CSat process when compared to automated CSat process is more cumbersome to use. The flowchart
of the process shown in Figure 2explains the process.
Some disadvantages of Manual CSat process is explained below,
• Customer details need to be manually entered into the CSat format (usually in excel).
• Customer Evaluation form exchanges many hands before it finally reaches customer, hence consumes a
lot of time.
• Evaluation form can be shared via many mediums like Excel formats, printed formats, etc.
• Need many follow-ups from stakeholders to return filled Csat forms to register entry into the system.
• Response rate (total CSat’s dispatched v/s CSat’s received from customer) is low.
• Process remains non-transparent, as responses can be manipulated.
• Issues arising at various levels cannot be tracked.
• Reduces customer confidence, attrition and low morale of project teams.
Figure 2-Manual CSat Process
Due to above disadvantages, the organization has decided to analyse and implement the Automated CSat
process in EU and NA region.
1.2 Major Objectives
The major objectives of this project are as follows,
• Identify importance and acceptance of Automated feedback system from stakeholders at EU and NA
locations.
• Identify risk and challenges in implementing the system.
4. A research paper on Customer Satisfaction Evaluation Process
*Corresponding Author: Dr.Madhuri Shete 37 | Page
• Use project management tools and identify quality management documents to effectively execute this
project.
• Implement Automated CSat process through software tool and eliminate manual CSat initiation.
• Analyse and compare process adoption after successful implementation.
1.3 Scope:
• To help improve customer relationship and better understanding of customer perception.
• To Increase customer retention, resulting into business growth and increased profitability.
• To accomplish common process adoption across various Line of Business (LoB), across different
geographies.
• Help project team identify priorities, increase morale and save time.
• Assist Customers in providing periodic feedback.
II. LITERATURE REVIEW
A study carried out by Leila Agha Kasiri, Kenny Teoh Guan Cheng, Murali Sambasivan and Samsinar
Md. Sidin, was to analyse the direct and indirect impacts of standardization and customization of process on
customer satisfaction and loyalty through service quality [4]. In this study, a questionnaire-based survey
collected data from 315 customers of three service industries: healthcare, hospitality, and education. The
findings showed that:
1. Integration of standardization and customization of service offerings is critical for improved service
quality;
2. Standardization has higher impact on service quality when compared to customization;
3. Functional quality has higher impact on customer satisfaction when compared to technical quality; and
4. Customer satisfaction has a significant effect on customer loyalty. This clearly identifies that a standard
process can help to achieve better customer satisfaction and customer loyalty.
Research is an important step in any project, which when carried out gives the report a strong foundation. Petra
Lietz, in her research paper mentions about the special context in which a questionnaire is developed, a number
of general recommendations that emerge from her review of research into questionnaire design are as follows
[5],
• Questions should be constructed to be as clear, simple, specific and relevant for the study’s research
aims as possible.
• Questions should focus on current attitude and very recent behaviour.
• More general questions should precede more specific questions.
• Vague quantifiers such as ‘frequently’, ‘usually’ and ‘regularly’ should
be avoided. Instead, carefully pre-tested response options should specify the number of times per appropriate
period (e g day, week, month, year) of an event or behaviour.
• A desirable Likert-type response scale length ranges from five to eight response options.
• The inclusion of a middle option increases the validity and reliability of a response scale slightly.
• The numerical scale should be unipolar with matching verbal labels as anchors at both ends of the
scale.
• Extremely’ and ‘not at all’ can serve as most effective verbal intensifiers.
• All numeric labels should be shown to respondents.
• Numeric and verbal anchors should be mentioned explicitly.
• 'Disagree' options should have lower numeric values attached to them than 'agree' options.
• A ‘don’t know’ option should be recorded if volunteered, whereby interview instructions should be
such that interviewers are not to encourage respondents to choose a substantive response option if they hesitate.
• Demographic questions should be put at the end of the questionnaire. Adherence to these
recommendations for questionnaire design will only serve to go some way in the development of a questionnaire
that is of high quality.
After research, validation of results full proofs the study carried out. Lucienne Blessing and Amaresh
Chakrabarti in their book, has highlighted that by formulation and validation of research models and theories
about the phenomenon of design, as well as the development and validation of knowledge, help to improve the
design process. They mention that design research must be scientific in order for the results to have validity in
some generic, practical sense [6].
Sendil Mourougan & Dr. K. Sethuraman, in their research paper discusses the methods of working up a
good hypothesis and statistical concepts of hypothesis testing [7]. They have highlighted 7 steps to conduct a
hypothesis test which is listed as below,
1. The first step in hypothesis testing is to specify the null hypothesis (H0) and the alternative hypothesis
(H1). If the research concerns whether one method of presenting pictorial stimuli leads to better recognition than
5. A research paper on Customer Satisfaction Evaluation Process
*Corresponding Author: Dr.Madhuri Shete 38 | Page
another, the null hypothesis would be that there is no difference between methods (H0: μ1 - μ2 = 0). The
alternative hypothesis would be H1: μ1 μ2.
2. The next step is to select a significance level. Typically the 0.05 or the 0.01 level is used.
3. The third step is to calculate a statistic analogous to the parameter specified by the null hypothesis. If
the null hypothesis were defined by the parameter μ1- μ2, then the statistic M1 - M2 would be computed.
4. The fourth step is to calculate the probability value (often called the p value). The p value is the
probability of obtaining a statistic as different or more different from the parameter specified in the null
hypothesis as the statistic computed from the data. The calculations are made assuming that the null hypothesis
is true.
5. The probability value computed in Step 4 is compared with the significance level chosen in Step 2. If
the probability is less than or equal to the significance level, then the null hypothesis is rejected; if the
probability is greater than the significance level then the null hypothesis is not rejected. When the null
hypothesis is rejected, the outcome is said to be "statistically significant" when the null hypothesis is not
rejected then the outcome is said be "not statistically significant."
6. If the outcome is statistically significant, then the null hypothesis is rejected in favor of the alternative
hypothesis. If the rejected null hypothesis were that μ1- μ2 = 0, then the alternative hypothesis would be that
μ1 μ2. If M1 were greater than M2 then the researcher would naturally conclude that μ1 ≥ μ2.
7. The final step is to describe the result and the statistical conclusion in an understandable way. Be sure
to present the descriptive statistics as well as whether the effect was significant or not.
After successfully validating the results, next step would be to implement the learning's through
appropriate project methodology. K.G. Lockyer (1969), in his book, An Introduction to Critical Path Analysis,
presented the concept of critical path analysis, which helps to identify the alternate paths or plans that can be
undertaken to reduce the blockades that may arise during the execution of the project [8]. CP analysis thus
allows project team members to determine the best estimates of the time that is needed to complete the project.
Alternatively Ming Lu and Heng Li in their research paper, have tried to address the limitations of
CPM based resource scheduling [9]. Their findings on Resource-Activity Critical Path Method have proven
quite useful in the field of Project Management.
Professor Guy Le Roy and Peter Stelth in their research paper differentiates between two major project
scheduling techniques, the traditional Critical Path Method of project scheduling and the novel Critical Chain
Scheduling [10]. Both these project management techniques have been developed to ensure that projects are
completed on time and within the proposed budget. They have touched upon various issues such as the influence
of CPM and CCPM on project scheduling, the need for project tracking and monitoring, etc.
Quality has been considered one of the most important and competitive factors when executing a
project. Reviewing literature pertinent to quality management concepts and its application has formulated the
definition of "Quality Management" as meeting the owner's requirements or compliance with the set standards
and specifications. This definition can be realized through the application of quality management concepts
which are represented by "Total Quality Management" TQM as a higher management level which has been
achieved by quality management works.
The researchers Raji Al-Ani and Firas I. Al-Adhmawi, have recommended a proposed Quality
Management System for Construction Site aiming: firstly to raise the quality level of work in construction
projects, and secondly to improve the construction staff consciousness, in different managerial levels, about
quality management concepts and its importance for improving the quality of construction work [11].
Hypothesis testing will be performed for Question 4, 5 and 6 to confirm that the respondents view
represent the total population at large because only these questions give us a fair idea to decide if the New
Automated CSat will be effective.
Test Case study for Question 4
We will test the belief that the actual population will more likely find the current Manual CSat process not very
effective. To test this, a sample population of 12 respondents was surveyed and it was found that 66.7% of the
sample population finds the current CSat system not very effective.
Given:- n=12 (sample size),
Po=50% and
P=66.7% (as per survey)
Assumed Significance level, α 5%
We will follow the following procedure for testing the hypothesis.
Step 1: Setting up of Null Hypothesis (Ho)
6. A research paper on Customer Satisfaction Evaluation Process
*Corresponding Author: Dr.Madhuri Shete 39 | Page
Ho: P=Po=50% = 0.5, (Belief is that actual population is more likely to find the current Manual Csat
process not effective)
Step 2: Setting up Alternate Hypothesis (Ha)
Ha: P>Po, (Belief is true that actual population finds the CSat process not effective is
66.7%)
Step 3: Finding the Value of 'Z' from statistical tables. This is called Critical Value
For α = 5%, C.V = Ztable = 1.624
Step 4: To find Zcalculated value,
Zcal= 1.15
Step 5: Conclusion
Zcal = 1.15 < Ztable = 1.624, Hence we Accept Ho (Reject Ha).
Here, we can conclude that 50% of total population is likely to find the current Manual CSat process not
effective.
Test Case study for Question 5
We will test the belief that the actual population will more likely be interested in participating in
Customer Satisfaction Survey conducted by the organization. To test this a sample population of 12 respondents
was surveyed and it was found that 80.3% of the sample population was interested in the survey by the
organization.
Given:- n=12,
Po = 50% and
P = 80.3% (as per survey)
Assumed Significance level, α = 5%
We will follow the following procedure for testing the hypothesis.
Step 1: Setting up of Null Hypothesis (Ho)
Ho: P = Po = 50% = 0.5, (Belief is that actual population is more likely be interested in
participating in Customer Satisfaction Survey conducted by the organization)
Step 2: Setting up Alternate Hypothesis (Ha)
Ha: P > Po, (Belief is true that actual population interested in customer feedback from the
organization is 80.3%)
Step 3: Find the Value of 'Z' from statistical tables. This is called Critical Value
For α = 5%, C.V = Ztable= 1.624
Step 4: To find Zcalculated value,
Zcal = 2.10
Step 5: Conclusion
Zcal = 2.10 >Ztable = 1.624, Hence we Reject Ho (Accept Ha).
Hence, we can conclude that 80.3% of total population will participate in customer satisfaction survey by the
Organization.
Test Case study for Question 6
We will test the belief that the actual population will more likely be comfortable providing feedback
using online survey method. To test this, a sample population of 12 respondents was surveyed and it was found
that 80% of the sample population was comfortable providing feedback using online survey method.
Given:- n=12,
Po = 50% and
P = 80% (as per survey)
Assumed Significance level, α = 5%
We will follow the following procedure for testing the hypothesis.
Step 1: Setting up of Null Hypothesis (Ho)
Ho: P = Po = 50% = 0.5, (Belief is that actual population is more likely to be interested in
participating in Customer Satisfaction Survey conducted by the organization)
7. A research paper on Customer Satisfaction Evaluation Process
*Corresponding Author: Dr.Madhuri Shete 40 | Page
Step 2: Setting up Alternate Hypothesis (Ha)
Ha: P > Po, (Belief is true that actual population interested in customer feedback from the
organization is 80%)
Step 3: Find the Value of 'Z' from statistical tables. This is called Critical Value
For α = 5%, C.V = Ztable= 1.624
Step 4: To find Zcalculated value,
Zcal= 2.07
Step 5: Conclusion
Zcal = 2.07>Ztable= 1.624, Hence we Reject Ho (Accept Ha).
Hence, we can conclude that 80% of total population will be comfortable providing feedback using online
survey method.
III. FINDINGS & CONCLUSION
100% of the respondents to the questionnaire had participated in a CSat process, which meant they all
have been part of the process in some form or the other.
More than 66% respondents believe that the current CSat Evaluation process is not effective. The
reason could be that the current process is manual and due to long process of returning the feedback form to the
process owner, it was causing customer dissatisfaction.
80% of the respondent have agreed to accept online feedback process which means they are okay for
implementation of Automated CSat process.
70% respondents are comfortable with English language as feedback medium. It can be inferred that
maximum respondents have chosen English as the primary language which means the risk of conducting the
survey in any other language is eliminated. Even if other language was chosen, CSat forms could be
accommodated with a translation script to convert the feedback to their local language for convenience.
Hypothesis testing done to validate the responses of the sample population against the entire
population, resulted into acceptance of the fact that facts highlighted in points 13 and 14 holds true.
Response rate for Manual CSat process is only 55% for EU and 58% for NA region. This indicates that
due to process inability, the responses to feedback have dropped which validates the responses from
questionnaire highlighted in point 12 of this chapter.
After process automation, the feedback response rate increased to 77% for EU and 79% for NA. This
validates the responses from questionnaire highlighted in point 13 and 14 of this chapter as the results are very
close to the percentage acceptance of the system
It was found that 80% of respondents have opted for half yearly feedback cycle. This input was helpful
for the project manager to fix the feedback cycle in the System to trigger when the cycle commences. Also the
current system need not be tweaked to deploy the process globally which saved costs.
IV. CONCLUSION:-
The organization was immense as support was provided in implementing the project by performing the
following activities:
• Implementation of project scheduling methodology like CPM and network diagram.
• Providing information on questionnaire creation, sampling and selecting target population before
proceeding with project implementation.
• Performing hypothesis testing, explaining the benefits and successfully implementing in research
methodology stage.
• Creation of Gantt chart and tracking project progress.
• Creation of project presentation to share with ELT team.
• Project documentation creation like Internal MoM, RASE chart and Risk analysis.
• Support with regards to identifying the number of resources required to execute the project.
ISO 9001:2015(E), Quality management systems-Requirements.
Tata Technologies. [Online]. https://www.tatatechnologies.com/in/
Quest Global. [Online]. https://www.quest-global.com/emerging-trends-in-engineering-services-in-india/
Kenny Teoh Guan Cheng, Murali Sambasivan, Samsinar Md.Sidin Leila Agha Kasiri, "Integration of
standardization and customization: Impact on service quality, customer satisfaction, and loyalty.".
8. A research paper on Customer Satisfaction Evaluation Process
*Corresponding Author: Dr.Madhuri Shete 41 | Page
Petra Lietz, "Research into Questionnaire Design," International Journal of Market Research, vol. 52, Issue 2.
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