Urban, W., Leipzik 2009
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This document discusses service quality evaluation methods and their usage in the service industry in Poland. It examines how different methods are used and their significance. A survey of 230 service enterprises found that while perceived quality measurement by customers is most widely used, organizational processes measurement has the strongest correlation with key performance factors. However, the utilization of service quality evaluation methods is still insufficient. The document concludes that combining different evaluation methods from the customer, standards, and organizational perspectives into a clear model could help address this issue.
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This research project, which was implemented in an organization whose primary function is
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Organizations that are service providers place high importance on the quality of service and their
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services. The rapid growth of the modern markets, along with the growing demand for quality products
and services and the intense competition of our time, have led companies to design their service
strategies to achieve this goal. Growing demands for service quality, liability and efficiency became a major
consideration in the service strategy design and services operation provided to the costumer (Tervydisa &
Rindzevičius, 2006).
Roth & Van Der Velde (1991) present a service strategy paradigm which explicitly considers service
strategies as a competitive weapon, aimed to better one's company from its competitors. This is crucial, as stated
before, in competitive markets. As competition increases, companies strive to differentiate themselves trying to
stress their good qualities and uphold their stature as the best in their field.
Urban W. (2009), in his research.
According to a free-market model competition among suppliersd.docx
According to a free-market model competition among suppliers:
drives costs higher and quality lower
drives costs higher and quality higher
drives costs lower and quality lower
have no effect on cost and quality
drives costs lower and quality higher
Which of the following is not an example of a strategic content variable?
Quality costs
Time
Leadership
Planning
Generic strategies
Business cases, process mapping, voice of the customer, change management, and problem/objective statements are used in the ______ Six Sigma process.
defining
measuring
improving
analyzing
controlling
__________ is the process by which a leader influences a group to move toward the attainment of superordinate goals.
Leadership
Controlling
Organizing
Empowerment
Planning
External validation measures of quality programs such as the Baldrige criteria and ISO 9001:2000 are referred to as:
single-source measures
benchmarking measures
single-source filters
externally-directed filters
stretch validation measures
A term used to characterize the relationship between suppliers and customers when a high degree of linkages and interdependencies exist is __________.
customer partnering
supplier partnering
supplier/customer codependence
supplier linking
value partnering
There are two broad categories of quality costs, namely:
production costs and service costs
those costs due to quality inspection and those costs due to quality design
those costs due to poor quality and costs associated with improving quality
design costs and control costs
inspection costs and manufacturing costs
One of the difficulties in satisfying customer requirements is that in a dynamic environment, customer needs are:
constantly changing in manufacturing but remain fairly stable in services
constantly changing in services but remain fairly stable in manufacturing
relatively stable
not a priority for many firms
constantly changing
The major theoretical contribution of Kaoru Ishikawa was:
Pareto Analysis
the concept of benchmarking
his assertion that “quality is free”
his emphasis on total involvement of the operating employees in improving quality
his insight that organizational quality problems are largely the result of insufficient and ineffective planning for quality
__________ refers to the norms and beliefs that lead to decision-making patterns and actions in an organization.
Controlling
Organization
Leadership
Culture
Management
The model of reactive customer-driven quality shows:
a firm’s quality performance is increasing while customer’s expectations are also increasing
a firm’s quality performance is increasing while quality costs are also increasing
a firm’s quality performance is increasing while quality costs are decreasing
a firm’s quality performance is decreasing while customer’s expectations are also decreasing
a firm’s quality performance is increasing while customer’s expectations are decreasing
The supplier development program developed by a Chrysler/Ford/General Motors supplier .
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This research project, which was implemented in an organization whose primary function is
providing service (Telecommunication company), studies the scope of the correlation between the
quality of service from the customer’s point of view (customer survey) and the organization
(Telecommunication company systems). The research is important both for economic and
scientific reasons. It involves many organizational control units which require significant
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shed light on the asymmetrical point of view existing between customers and organizations.
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image as perceived by their customers. Quality of service is measured through internal control
processes and from there is passed on to the staff who are directly involved in customer service. In
this study, we focus on a large organization which implements control processes and then
provides service to customers. Therefore, the activities of this organization are judged first and
foremost on the basis of the service quality provided. The existing internal control processes of the
organization, which measure the standard of service provided on the basis of organizational
benchmarks are separate from those that measure customer satisfaction. In this project, we
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Quality
INTRODUCTION
ne of the most important goals of a company is to create disposition toward the company's products and
services. The rapid growth of the modern markets, along with the growing demand for quality products
and services and the intense competition of our time, have led companies to design their service
strategies to achieve this goal. Growing demands for service quality, liability and efficiency became a major
consideration in the service strategy design and services operation provided to the costumer (Tervydisa &
Rindzevičius, 2006).
Roth & Van Der Velde (1991) present a service strategy paradigm which explicitly considers service
strategies as a competitive weapon, aimed to better one's company from its competitors. This is crucial, as stated
before, in competitive markets. As competition increases, companies strive to differentiate themselves trying to
stress their good qualities and uphold their stature as the best in their field.
Urban W. (2009), in his research.
According to a free-market model competition among suppliersd.docx
According to a free-market model competition among suppliers:
drives costs higher and quality lower
drives costs higher and quality higher
drives costs lower and quality lower
have no effect on cost and quality
drives costs lower and quality higher
Which of the following is not an example of a strategic content variable?
Quality costs
Time
Leadership
Planning
Generic strategies
Business cases, process mapping, voice of the customer, change management, and problem/objective statements are used in the ______ Six Sigma process.
defining
measuring
improving
analyzing
controlling
__________ is the process by which a leader influences a group to move toward the attainment of superordinate goals.
Leadership
Controlling
Organizing
Empowerment
Planning
External validation measures of quality programs such as the Baldrige criteria and ISO 9001:2000 are referred to as:
single-source measures
benchmarking measures
single-source filters
externally-directed filters
stretch validation measures
A term used to characterize the relationship between suppliers and customers when a high degree of linkages and interdependencies exist is __________.
customer partnering
supplier partnering
supplier/customer codependence
supplier linking
value partnering
There are two broad categories of quality costs, namely:
production costs and service costs
those costs due to quality inspection and those costs due to quality design
those costs due to poor quality and costs associated with improving quality
design costs and control costs
inspection costs and manufacturing costs
One of the difficulties in satisfying customer requirements is that in a dynamic environment, customer needs are:
constantly changing in manufacturing but remain fairly stable in services
constantly changing in services but remain fairly stable in manufacturing
relatively stable
not a priority for many firms
constantly changing
The major theoretical contribution of Kaoru Ishikawa was:
Pareto Analysis
the concept of benchmarking
his assertion that “quality is free”
his emphasis on total involvement of the operating employees in improving quality
his insight that organizational quality problems are largely the result of insufficient and ineffective planning for quality
__________ refers to the norms and beliefs that lead to decision-making patterns and actions in an organization.
Controlling
Organization
Leadership
Culture
Management
The model of reactive customer-driven quality shows:
a firm’s quality performance is increasing while customer’s expectations are also increasing
a firm’s quality performance is increasing while quality costs are also increasing
a firm’s quality performance is increasing while quality costs are decreasing
a firm’s quality performance is decreasing while customer’s expectations are also decreasing
a firm’s quality performance is increasing while customer’s expectations are decreasing
The supplier development program developed by a Chrysler/Ford/General Motors supplier .
Consultancy 1
The document discusses total quality management (TQM) in consultancy. It provides an overview of different types of consultants, including internal, external, and those in specific fields like management, education, etc. It then discusses how TQM works by assessing customer requirements, delivering quality, and ensuring continuous improvement. TQM is used by companies to increase productivity, lower costs, improve reliability, and gain a competitive advantage. The document also discusses audit quality indicators and internal inspections for ensuring quality.
June2008 Hdi Quality Presentation
The document discusses components and best practices for establishing an effective quality management system for a global service desk. It outlines key elements such as defining objectives and metrics, measuring and analyzing performance data, implementing corrective actions for improvement, and controlling processes to ensure sustained quality. Examples of quality reports, scorecards, analysis techniques, and tracking systems are provided.
The Implementation of QMS in construction industry
The document summarizes a research study on quality management systems (QMS) implementation in the Indian construction industry. It includes an introduction outlining challenges in the industry and past QMS implementations. The objectives are to investigate current QMS status, problems with implementation, and factors for effective improvement. A literature review covers quality management history, definitions, total quality management, and implementation issues. The methodology section describes a questionnaire survey to examine QMS effectiveness, problems, and company performance among Indian construction companies. Key findings from the survey are presented on QMS development, implementation levels of ISO 9001 principles and elements, and barriers to effective implementation.
Manano 2
An organization can benefit from establishing an effective quality management system (QMS) to ensure customer requirements are consistently met. A QMS coordinates activities to continually improve performance by defining processes that produce quality products and services. Implementing a QMS involves designing, building, controlling, deploying, measuring, reviewing, and improving the system. Certification of a QMS by an independent third party can provide assurance to customers and improve an organization's competitiveness.
A process maturity model for requirements engineering
The REAIMS process maturity model provides a framework for assessing and improving an organization's requirements engineering processes. It consists of three levels - initial, repeatable, and defined - based on the extent to which basic, intermediate, and advanced good practices are used. The model was developed to address limitations of other models like CMM in assessing requirements engineering. Assessment involves scoring organizational usage of practices against a checklist to determine the current maturity level and identify areas for improvement.
LEAN LEVEL OF AN ORGANIZATION ASSESSED BASED ON FUZZY LOGIC
To determine the lean level of an organization a methodology was developed. It was based on a
qualitative assessment approach, including quantitative basis, whose development was
supported using fuzzy logic. Recourse to the use of fuzzy logic is justified by its ability to cope
with uncertainty and imprecision on the input data, as well as, could be applied to the analysis
of qualitative variables of a system, turning them into quantitative values. A major advantage of
the developed approach is that it can be adjusted to any organization regardless of their nature,
size, strategy and market positioning. Furthermore, the proposed methodology allows the
systematically identification of constraint factors existing in an organization and, thus, provide
the necessary information to the manager to develop a holistic plan for continuous
improvement. To assess the robustness of the proposed approach, the methodology was applied
to a maintenance and manufacturing aeronautical organization.
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BPR - Benchmarking, Process Analysis, Incentives, Motivation, Quality & Trends
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Journal of Business & Economics Research – August 2013 Volum.docx
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According to a free-market model competition among suppliersd.docx
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The Implementation of QMS in construction industry
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A process maturity model for requirements engineering
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Service design for coproduced service excellence
The document discusses factors that affect recognizing customer requirements for coproduced service quality. Research identified 11 key factors through interviews with 168 service representatives. The top factors were professional knowledge, consultancy, and listening. Service design needs to define how to continually recognize individual customer needs and service flows. It should also specify how knowledge assets will be provided to staff and allow for two-way communication between staff and customers. Integrating factors that support coproduced quality into the overall service climate and developing better tools to prepare flexible service processes are important implications for service design.
Urban, W., Verona 2009
This document discusses service quality gaps and proposes a service quality gaps management system. It summarizes existing literature that identifies various quality gaps in different service industries. The literature shows there is no universal set of gaps and each organization may find its own. The document then presents a case study analysis that identified 8 quality gaps in a particular organization. Finally, it proposes a quality gaps management concept and system that utilizes tools like standards, training, IT and monitoring to identify gaps, analyze causes, set improvement goals and integrate the system within the organization.
Servcie Orientation, Wieslaw Urban
This document summarizes a study examining organizational service orientation in Polish service sectors. The study found that organizational service orientation positively correlates with key service performance metrics like quality, customer satisfaction, and loyalty. Certain dimensions of service orientation, like human resource practices and service systems practices, were particularly important predictors of performance. Differences in service orientation were also found across sectors, with telecommunication, construction, and vehicle services exhibiting the greatest variations.
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- 1. Service quality evaluation methods, the state and outlook Wieslaw Urban [email_address]
- 5. Study aims and empirical research method To examine the usage of service quality evaluation methods (SQEM) in service industry in one post-transition economy What is the role of these methods in enterprises ’ key performances creation ? To explain the different usage and significance of SQEM, taking into consideration a particular economy background The research population enclosed 230 service enterprises operating in three regions of Poland Direct questionnaire interviews with managers To compare different approaches to service quality evaluation
- 6. SQEM usage and acquaintance Currently used Acquainted, but not used Unknown Those who use method versus acquaint Perceived quality measurement by own quality attributes 113 81 36 58.2 % Quality-based organi s ational processes measurement 74 103 53 41.8 % Mystery Shopping 37 109 84 25.3 % Critical Incident Technique 7 66 157 9.6 % Servqual 2 45 183 4.3 %
- 7. Correlation coefficients ISO 9001 system Team working on solving quality problems Number of employees The profitability change in the last three years The market share change in the last three years Perceived quality measurement by own quality attributes 0.519 0.410 0.420 Quality-based organi s ational processes measurement 0.421 0.336 0.230* 0.222 0.213* Mystery Shopping 0.334 0.348 0.317 0.248 Critical Incident Technique 0.532 0.511 0.382 Servqual 0.447 0.567 0.354 p<0.001 *p<0.01
- 10. Thank you!