TQM - CUSTOMER PERCEPTION - FINAL YEAR CS/IT - SRI SAIRAM INSTITUTE OF TECHNOLOGY - DR.K.BARANIDHARAN
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EE&FA - CUSTOMER PERCEPTION - FINAL YEAR CS/IT - SRI SAIRAM INSTITUTE OF TECHNOLOGY - DR.K.BARANIDHARAN
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Many foundational principles of quality were introduced and developed by Deming in 1986 (Wicks. A and Roethlein. C, 2009). They had quickly become essential factors in many companies’ operation. Consequently, quality management must be given more attention like an important strategy (Khaled Omar and Murgan, 2014). Many authors think that quality of products or services has a close relationship with customer satisfaction. In order to help companies control their product quality more efficiently, the concept of cost of quality (CoQ) was formed and developed continuously.
Quality cost philosophy was first described by Armand V. Feigenbaum (1956) in his book, “Total quality management”. After that, many modified definitions of CoQ had appeared. Chiadamrong (2003) said, “The cost of quality is a comprehensive system, not a piecemeal tool.” According to Chopra and Garg (2012), quality cost is the gap between actual cost and perfect cost of products or service. In general, quality cost is a useful methodology that helps companies to build trust with customers, ensure sustainable development and increase their profit.
Crandall and Julien (2010) said that The American Society of Quality (ASQ) define cost of quality as follows: “Quality costs are the total of the cost incurred by investing in the prevention of nonconformance to requirements, appraising a product or service for conformance to requirements, and failing to meet requirements. The sum of these costs represents the difference between the actual cost of a product or service and what the reduced cost would be if there were no possibility of substandard service, failure of products or defects in their manufacturing.”
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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,
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- ASQ certifications which recognize individuals demonstrating proficiency and knowledge in quality management areas like Six Sigma and quality engineering.
- The European Quality Award which promotes excellence through the EFQM model and recognizes organizations demonstrating strong performance.
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Lecture 1 (quality)
in this lecture i will discuss the basic concept of quality . it is very important in term of quality management and quality control purpose in any industrial applications.
customer relation management presentation roadmap what is known and
The document discusses various quality concepts including the eight dimensions of quality, lead indicators of quality, diagnostic tools for quality problems, and quality cost behavior models.
The eight dimensions of quality are performance, features, reliability, conformance, durability, serviceability, aesthetics, and perceived quality. Lead indicators of quality that detect poor quality include histograms, run charts, and control charts. Diagnostic tools to determine the cause of problems include cause-and-effect diagrams, scatter diagrams, flowcharts, and Pareto charts.
Quality cost behavior models include the economic of conformance model, zero defect model, and Taguchi model. The economic of conformance model classifies costs into preventive, appraisal, internal
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Many foundational principles of quality were introduced and developed by Deming in 1986 (Wicks. A and Roethlein. C, 2009). They had quickly become essential factors in many companies’ operation. Consequently, quality management must be given more attention like an important strategy (Khaled Omar and Murgan, 2014). Many authors think that quality of products or services has a close relationship with customer satisfaction. In order to help companies control their product quality more efficiently, the concept of cost of quality (CoQ) was formed and developed continuously.
Quality cost philosophy was first described by Armand V. Feigenbaum (1956) in his book, “Total quality management”. After that, many modified definitions of CoQ had appeared. Chiadamrong (2003) said, “The cost of quality is a comprehensive system, not a piecemeal tool.” According to Chopra and Garg (2012), quality cost is the gap between actual cost and perfect cost of products or service. In general, quality cost is a useful methodology that helps companies to build trust with customers, ensure sustainable development and increase their profit.
Crandall and Julien (2010) said that The American Society of Quality (ASQ) define cost of quality as follows: “Quality costs are the total of the cost incurred by investing in the prevention of nonconformance to requirements, appraising a product or service for conformance to requirements, and failing to meet requirements. The sum of these costs represents the difference between the actual cost of a product or service and what the reduced cost would be if there were no possibility of substandard service, failure of products or defects in their manufacturing.”
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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,
Customer satisfaction
this presentation introduces to the customer satisfaction. evaluates various factors for building customer satisfaction
Quality awards and certifications
The document discusses various quality management awards and certifications, including:
- The Deming Prize, one of the highest TQM awards established in Japan in 1950 to recognize companies demonstrating outstanding quality control.
- The Malcolm Baldrige National Quality Award, the highest honor for innovation and performance excellence in the US. It recognizes achievements across different industry categories.
- ASQ certifications which recognize individuals demonstrating proficiency and knowledge in quality management areas like Six Sigma and quality engineering.
- The European Quality Award which promotes excellence through the EFQM model and recognizes organizations demonstrating strong performance.
It also mentions several Indian awards that promote quality like the Rajiv Gandhi National Quality Award, CII-EX
Om quality dimensions process
The document discusses quality management and process improvement. It defines quality as meeting or exceeding customer expectations. It describes the evolution of quality management approaches over time from statistical process control to quality assurance and strategic quality management with a focus on customer satisfaction. Dimensions of quality for products and services are outlined including performance, aesthetics, reliability and more. Examples are given for quality dimensions in automobiles and auto repair services. Process improvement is defined as a systematic approach using tools like process mapping to analyze, redesign and improve processes. An example flow chart shows improving the process for self-serve gas purchases.
Quality Awareness Training
This document discusses quality awareness and defines quality in several ways. It begins by defining quality as how a recipient views a product or service before, during, and after use. It then discusses previous definitions of quality as meeting predetermined criteria and specifications at a given cost. The main portion defines modern views of quality as conforming to requirements, being fit for use, meeting and exceeding customer expectations, and comparing favorably to competitors. It lists quality characteristics for products and services and defines internal and external customers. It emphasizes that quality is everyone's responsibility in an organization.
Iso 9001 quality policy
The document discusses ISO 9001 quality policy and objectives. It states that the quality policy comes first and defines the organization's approach to quality, while objectives are then developed to support the policy. The quality policy is the true definition of quality for the organization and should be integrated with corporate objectives. Quality objectives must be established to support the policy and focus on meeting customer requirements and continual improvement. Objectives should be measurable, aligned with indicators, set by top management, and incorporated into reporting. They also need to be updated over time to reflect business changes and improvement activities.
fire_safety
This document outlines a fire safety training course covering various topics including fire science, fire safety inspections, evacuation plans, and fire extinguishers. The course defines the elements needed for a fire, different types of fires and fuels, and components of an evacuation plan. It also provides guidance on inspecting and maintaining fire extinguishers, other fire protection features such as sprinklers, alarms, and detectors. The goal is to educate about fire prevention and safety procedures.
Fire figting 1
The presentation discusses firefighting techniques. It explains the fire triangle and methods of extinguishing fire by cooling, smothering, or starving the fire of fuel. The success of firefighting depends on well-maintained equipment, training, and using the correct extinguisher for each class of fire. It provides details on different types of fire extinguishers, including CO2, AFFF foam, and DCP dry chemical powder extinguishers. Emergency procedures and contact numbers are also listed. Proper prevention, equipment knowledge, and evacuation drills are emphasized for fire safety.
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The document discusses fire protection systems in pharmaceutical facilities. It covers the fire triangle, sources of fire hazards like flammable liquids and electrical equipment, types of fires from classes A to F, and fire prevention methods. The key firefighting equipment discussed are standpipe and hose systems, fire alarms, sprinkler systems, and different types of fire extinguishers. Periodic inspection of all fire equipment and detection of hazards are emphasized for an effective fire protection program.
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The document discusses quality and quality assurance. It defines quality as conformance to requirements and notes that quality assurance aims to demonstrate that a product can satisfy users. Quality assurance, when implemented well, should improve usability, performance, and reduce defect rates. The document also discusses quality costs, including prevention, appraisal, internal failure, and external failure costs. It provides examples of large recalls that resulted from quality issues and their significant financial costs. Finally, it notes that poor quality can negatively impact an organization's finances, customer loyalty, reputation, and competitive positioning.
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The document provides guidance on handling customer complaints. It discusses the importance of internal and external customers, rules for dealing with customer complaints like being punctual and focusing on resolving issues. It also covers why customers complain, how to listen to customers, agree on solutions and follow up on complaints. The document emphasizes treating customers with courtesy, making them feel important, being willing to help and smiling to improve the customer experience.
An introduction-to-quality
This document provides an introduction to quality standards and definitions. It discusses that there are different views of quality, including degree of fulfillment of requirements, fitness for use, and meeting customer expectations. It also summarizes that quality is not achieved by accident but requires understanding customer requirements and having a plan to meet them. Quality involves a continuous improvement cycle of plan, do, check, act. Finally, it notes that quality management systems, like ISO 9001, provide requirements for organizations to direct quality in a systematic way.
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This document discusses service quality and its key aspects. It defines service quality as a customer's judgment of the overall excellence of a service in relation to their expectations. It outlines five dimensions of service quality - reliability, responsiveness, assurance, empathy and tangibles. It also discusses the service quality gap model, which identifies five gaps between customer expectations and perceptions: marketing research, design, conformance, communication, and expectations-perceptions. The document provides solutions to minimize these gaps and improve overall service quality.
Training and Empowerment for Customer Satisfaction for Service Sector
This document discusses training and empowerment for customer satisfaction. It defines customer satisfaction and training. It outlines the aims and objectives of customer satisfaction such as ensuring customer satisfaction and delivering shareholder value. It discusses training for customer satisfaction through conceptual frameworks and customer service training. Empowerment is defined as giving power or authority to someone. Six best practices for empowering customer satisfaction are listed, such as customer knowledge and consistent customer experiences. Reasons for the importance of customer satisfaction are provided, such as being a leading indicator and increasing customer lifetime value. Methods for measuring satisfaction include surveys, customer loss rates, and mystery shoppers. BMW India was awarded for ranking highest in sales and customer satisfaction.
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Training and Empowerment for Customer Satisfaction for Service Sector
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Lecture 1 (quality)
in this lecture i will discuss the basic concept of quality . it is very important in term of quality management and quality control purpose in any industrial applications.
customer relation management presentation roadmap what is known and
The document discusses various quality concepts including the eight dimensions of quality, lead indicators of quality, diagnostic tools for quality problems, and quality cost behavior models.
The eight dimensions of quality are performance, features, reliability, conformance, durability, serviceability, aesthetics, and perceived quality. Lead indicators of quality that detect poor quality include histograms, run charts, and control charts. Diagnostic tools to determine the cause of problems include cause-and-effect diagrams, scatter diagrams, flowcharts, and Pareto charts.
Quality cost behavior models include the economic of conformance model, zero defect model, and Taguchi model. The economic of conformance model classifies costs into preventive, appraisal, internal
1.3. Determinants of quality of product.pdf
This document discusses the determinants of quality in products and services. It defines products as goods or services and outlines key differences between the two. It then discusses customers and the dimensions of quality for both products and services. Product quality is defined based on 9 dimensions: performance, features, conformance, reliability, durability, service, aesthetics, reputation, and response. Service quality is defined based on 5 dimensions: tangibles, reliability, responsiveness, assurance, and empathy. Finally, it distinguishes between quality and reliability, noting that reliability is a subset of quality that refers to consistent performance over time.
Customer Focus
Customers include anyone to which the organization supplies the products or services and they invest in terms of revenue.
Customer focus is defined as the degree to which an organization satisfy the customer demand and expectations.
Quality Guru Deming Quoted:
“Quality may be defined as an excellent product or service that fulfills or exceed our expectations”
Case study of whirlpool quality management
Whirlpool is a leading home appliance manufacturer with a vision of pride, passion and performance in every home. It focuses on innovation, operational excellence and customer centricity. For quality management, Whirlpool uses tools like Six Sigma and the Kano model to understand customer needs and improve products and processes. It aims to satisfy customers through attributes like effective products, good service, reasonable prices and a strong reputation. Whirlpool seeks customer feedback to address issues and enhance the customer experience.
QMS overview
A quick overview on quality , QMS (quality management system) , definitions and parameters of quality with suitable and elaborated examples for the proper understanding of the concept.
Product Quality
This document discusses product quality. It begins by defining product quality as the features and characteristics of a product that determine its desirability and can be controlled by the manufacturer. It notes that product quality is a product's ability to meet the expectations of end users. The document then discusses important factors for product quality like raw materials, production technologies, and manpower skills. It also covers specifications and characteristics of products as well as the need for product quality testing to ensure products meet standards and customer expectations.
Product Quality
This document discusses product quality. It begins by defining product quality as the features and characteristics of a product that determine its desirability and can be controlled by a manufacturer. It notes that product quality is a product's ability to meet customer expectations and needs. The document then discusses important factors for product quality like raw materials, production technologies, and manpower skills. It also covers specifications and characteristics of products as well as the need for product quality testing to ensure products meet standards and customer satisfaction.
Quality Control Importance and Tools use for QC by Nitin Shekapure
This document discusses quality control and defines key terms related to quality. It provides several definitions of quality from quality experts like Joseph Juran and Philip Crosby that emphasize meeting customer requirements. The characteristics of quality are described, including durability, reliability, conformance, and others. Statistical quality control techniques are explained, such as control charts and their components like control limits. Different types of data for quality control like attributes and variables data are defined. The document provides an example of creating an X-bar control chart for variable data. Overall, the document serves as a comprehensive overview of quality control concepts, techniques, and terminology.
Differentiation
This document discusses product differentiation strategies. It explains that differentiation is a marketing strategy to distinguish a product from competitors. Products can be differentiated based on their form, features, customization options, quality, durability, reliability, reparability, and style. When differentiating a physical product is difficult, companies can focus on valued services like easy ordering, delivery, installation, training, consulting, maintenance, and returns policies. The document was created by Aditi Jain for a marketing internship under Professor Sameer Mathur.
Pengantar kualitas (hasmand)
This document discusses the principles of quality management and total quality. It begins by defining quality from different perspectives, such as meeting or exceeding customer expectations. It then covers key principles of total quality including customer focus, process orientation, continuous improvement, empowerment and teamwork, management by fact, and leadership and strategic planning. For each principle, it provides explanations and examples. It also discusses the differences between manufacturing and service quality. Overall, the document provides an introduction to quality management concepts.
Consumersatisfaction
Customer satisfaction is important for business success. Studies show that small increases in customer satisfaction can lead to large increases in revenues and profits. Highly satisfied customers are more loyal, purchase more, and provide positive word-of-mouth advertising. They are also less likely to switch to competitors. Meeting and exceeding customer expectations is key to developing customer loyalty and repeat business over time. Customer complaints should be addressed quickly and effectively to improve satisfaction and retain customers.
Quality dimensions for BMS
This document discusses various dimensions of quality from different perspectives. It defines quality as the degree to which products and services meet customer expectations. Quality can be measured according to factors like performance, features, reliability, and conformance. The document outlines several definitions of quality proposed by experts like Garvin and outlines dimensions of both product and service quality. It also discusses concepts like quality assurance, factors that affect quality, and quality management systems.
Quality control
Quality Definition by Joseph Juran, Philip Crosby, William Stevenson, David Bentley, Characteristics of Quality, Performance,Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived Quality, Quality Control, Statistical Quality control (SQC), Sampling Inspection, Consumer’s Risk, Producer’s risk,
Costofquality
The document discusses different definitions and dimensions of quality for both products and services. It outlines several ways that quality can be defined, such as through product components and customer satisfaction. For products, it specifically defines eight dimensions of quality including performance, features, and aesthetics. It also discusses how quality is more difficult to define for services due to high customer involvement, and outlines ten dimensions of service quality including tangibles, reliability, and empathy. Finally, it discusses the costs of quality, classifying them as external failure costs, internal failure costs, inspection costs, and prevention costs.
Management of quality
This document discusses quality management and defines quality as meeting or exceeding customer requirements. It outlines dimensions of quality for products and services, including performance, aesthetics, reliability, and responsiveness. The key determinants of quality are design, conformance to design, ease of use, and after-delivery service. Poor quality can result in lost business, liability, reduced productivity, and higher costs. The document then introduces total quality management (TQM) and six sigma as philosophies for continual quality improvement involving all employees and focusing on customer satisfaction.
Tqm ch 07
This document discusses customer and market focus as examined in the Baldrige criteria. It covers determining customer requirements and expectations, building customer relationships, and factors that lead to customer satisfaction and retention. It also discusses measuring customer satisfaction, the role of marketing and sales in gathering customer input, and the importance of customer retention for profitability.
Quality For Service Organizations
ISO 9001 provides standards for quality management systems that can be applied to service organizations. It aims to achieve customer satisfaction by meeting requirements and continually improving processes. Key aspects of a quality management system include management responsibility, resource management, developing and delivering services, and monitoring and improving processes. Implementing such a system helps organizations improve quality, consistency and customer satisfaction.
CX Service and Quality Mgt. Credits to the rightful owners of the information...
Here are 3 key ways that businesses can motivate staff to maintain high quality standards:
1. Implement quality circles where staff meet regularly to discuss quality issues and improvement ideas. Seeing their ideas succeed is motivating.
2. Use total quality management (TQM) which trains all employees to achieve the highest standards and continuously improve the product. This gives employees pride and ownership.
3. Offer incentives like bonuses or rewards for meeting quality targets. Publicly recognizing quality work also boosts morale. Motivated staff are more likely to focus on quality.
Marketing 2.06 power pt.
Here is a summary of a product recall article I found:
Title: Fisher-Price Rock 'n Play Sleeper Recalled After Infant Deaths
Author: unknown
Publication: USA Today, April 12, 2019
The article discusses how Fisher-Price is recalling nearly 5 million Rock 'n Play Sleepers after over 30 infant deaths occurred while using the product. The American Academy of Pediatrics had warned against using inclined sleepers like the Rock 'n Play, citing the risk of suffocation and death. This recall was likely not covered under the product's warranty as deaths occurred from normal use of the product, not defects. The recall was issued due to safety concerns rather than warranty issues.
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customer relation management presentation roadmap what is known and
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Quality Control Importance and Tools use for QC by Nitin Shekapure
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Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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- 5. CUSTOMER PERCEPTION OF QUALITY AMERICAN SOCIETY FOR QUALITY (ASQ) SURVEY SHOWS THAT IMPORTANT FACTORS THAT INFLUENCE PURCHASING ARE 1. PERFORMANCE 2. FEATURES 3. SERVICE 4. WARRANTY 5. PRICE 6. REPUTATION 5
- 6. PERFORMANCE • Fitness for use • It indicates that the product and services is ready for the customers’ use at the time of sale. • Other consideration: • Availability: it is the probability that a product will operate when needed • Reliability: it is freedom from failure over time • Maintainability: it is the case of keeping the product operable 6
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- 8. SERVICE • Customer service is an intangible in nature. • Intangible characteristics are those trains that are not quantifiable, but it contributes greatly to customer satisfaction. • The customer at the right time, even though the customers are not complaining about their service 8
- 9. WARRANTY • Company or organization to give public promise of the quality product. • It represents a public commitment to guarantee a level of service sufficient to satisfy the customer. • A warranty forces the organization to focus on the customers’ • The warranty attracts and builds the market. • It encourages customers to buy a service by reducing the risk of the purchase decisions 9
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