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Quality Management and Customer Service - Coggle Diagram
Quality Management and Customer Service
Topic 1 introduction to Quality
Concept of quality
Not the same as luxury :red_cross:
It means different things to different people
Characteric
Way of improvement (a qualitative approach) :star:
Requires a commpany's own definition :black_flag:
Garvin defined it in 5 ways 1988
Product based
Conforms
to the design
specifications
User based
Customer satisfaction is the outcome when expectations are matched by service experience
Manufacturing based
Value based
Price Quality ratio should be good
Higher perceived benefit then perceived sacrifice (then other products)
Transcendent
Nearly imossible to measure
:pencil2:beauty or love
Consumers use it to compare
Customer satisfaction is the outcome when expectations are matched by service experience
Leads to profitablity :goal_net:
Strategic importance of quality
8 Dimensions of Quality for a PRODUCT
Conformence
Does it not deviate from what it's supposed to do
Serviceability
The speed and courtesy that are used to fix problems
Aestetic
Very subjective
Perceived quality
repuation (A-merk vs Mercadona)
Uses
indirect measures
to compare brands
Features
Going beyond expected basics
Objective
Performance
Objective standards
Durability
Has a technical and Economic dimension
Reliability
Quality dimensions and positioning
Price
Product
Service
Acces
Experience
It's better to really excell in your Main and secondary element for which you stand out and remain avergage in the others :star::black_flag:
The new tourism and evolution
Out
Beds/services
Prodcut creators
Marketers
Managers of establishments
In
Sotry creators
Experiences
Emotional Intellegence skills
Empathy
Effective communication
Stress Management
Problem resolution
DISC model teaches us some emotional intelligence :unlock:
How to interact with people with a variety of behavior profiles
WOW effect
Remarkable and memorable experience that goes beyond their expectations
Crucial in a competitive industry like hospitality
Ways to implement
Personalized service
Unexepected amenities
Welcome gift :pencil2:
Exceptional custommer service
Unique experience
the tourism experience
Challenges of managing quality in the service sector
Dealing with people; there is never a perfect set of answers that works for everybody. This is what makes it complex and interesting
10 Dimensions of quality for a SERVICE
Reliablity
Competency
Skills and knowledge necessary to provide the service
Courtesy
Education, respect, coonsideration and kindness of personnel
Acces
Comprehension of user
Listens to the needs of customers
Tangibility
How does it appear
Responsiveness
Help with appropriate speed
Safety
Communication
Credibility
Honesty of provider
5 Dimensions of quality of a service (Parasuraman, Zeithaml & Berry, 1988)
Is it realistic to achieve high quality in all dimensions :question:
A company does not need to pursue all dimensions
simultaneously. In fact, that is seldom possible :black_flag:
• A product or service can rank high on one dimension of
quality and low on another. An improvement in one
may be achieved only at the expense of another. This
interplay makes strategic quality management possible.
Differences between product and service
Tangibility
Homogenity
A product can be copied in an identical way whereas a service is always unique
Services are 'produced'/provided and 'consumed' simultaneously whereas a product has to be produced first and then consumed
Storability
Services cannot be stored
Topic 2 - Quality of Service
Quality perceived and customer satisfaction
Value by effort =
Perceived value (Functional + experiental + symbolic)
Experiential
Sensory and emotional experience you encounter while deeling with a product or service
Ambiance of lobby or friendliness of staff :pencil2:
Symbolic
The meaning or status that is associated with the given product or service
Brand on a watch :pencil2:
Functional
Performance, conformance and reliability of everyday objects
Toilet :pencil2:
/ Perceived effort ($ + discomforts + insecurities)
Money
Discomforts
:pencil2: waiting in a hot room
physical discomfort
time and effort
emotional discomfort
Dealing with unfriendly staff or complex instructions :pencil2:
Insecurities
Does the customer take any risk?
For example when a firm hasn't established any status (no online reviews)
Risk of disappointment
Servqual model
A framwork that captures and measures customers' perception
Expose defficiencies
Quality failures are defined through gaps
Gap 1. Management perceptions
Manager misinterpreted the expectations of the customer
:red_flag:Insufficient marketing research inadequate upward communication
:unlock:solutions
Collect info about customers' expectations
Gap 2. Specifications
They fail to translate the managers' perceptions of customer expectations into service procedures
:unlock:turn it into specifications or service quality standards
Potential cause :red_flag:lack of management commitment, inadequate goal setting
Gap 3 Service provision
The way the service is delivered is not the same as how it is written down
:red_flag:lack of interest fro staff, poor training, capacity exceeded
Gap 4. Communication
The expectations for the customers aren't set properly (through media and advertising)
Cause :red_flag: sales and operations aren't aligned. poor communication across branches
Gap 5. Perception
I don't understand how it's different from gap 4
2.Quality perceived and quality dimensions
Expected vs Perceivved
Has to do with the image that is crreated
Technical quality - What?
Functional Quality - how?
Customer support
Moment of truth
Any time a customer comes into contact with any aspect of a business: An opportunity to form an impression :unlock:
Includes online/phone contact
Customers
Are the purpose of our work, not an interruption to it
Is a human being with feelings and emotions
Barriers against customer service
Custommer service strategies
Take the extra step to exceed their expectations
5 ways to listen to your clients
Assessment
Feedback
Qualitative research
Information from operations
Participation in the comapny's strategy
ORM
Online reputation management
Reviews
Also helps with (omnichannel)
Automation
Improvement of guest experiences
Increase revenue through online sales
Guest data
Reputation
Teamwork and productivity
Customer loyalty
Effects of loyalty
Repurchases
Cross sales
References
Less Price sensitiviey
Less costs in acquiring (new) customers
Through marketing
Less costs of distributing the service
If you make direct sales
Loyalty programs
Economic benefit
Social benefit
Performance
Complaint management
Should be seen as a gift
Learning from complaints is the path of continous improvement
Never start discussions with the client :red_cross:
How to respond
Diligent response
The complaint must be recognized
and attended to immediately and courteously.
Diligent response:
Visibility
: Information on how and where to claim
should be known by all interested entities.
Confidentiality
: The claimant’s personal information
must be confidential in principle.
Topic 3 - Quality Management Systems
Structure of organization, responsibilities, procedures, processes and resources that are established to carry out QM
As economical as possible
Always satisfactory to the customer :goal_net:
3 different levels
Total Quality (level 3 - best level)
Quality is oriented to the client :fire:
It is the whole strategy of the company
Participation of alll members in the organization is needed
Personnel needs to be
Aware
Motivated
Particpating
6 pillars
Customer orientation
Total commitment
systematic supportmeasures
collaboration between supplieres
continuous improvement
Measures
Quality assurance (level 2)
Is 'better' because quality is not merely a tool, but now considered as a business strategy :fire:
Training operational personnel
learn to detect critical points
Processes ensure that predetirmined sepcifications are met :goal_net:
:lock: Needs of clients is not necessarily taken into account
Quality control (level 1 - worst level)
The company is aware of the importance of quality
A reactive system
Managements delegates responsibility to DQC = Data Quality Control
Reflecting on QM in the hotel industry
Quality can be achieved in multiple ways :black_flag:
A certification is not always required, nor is an external system
Maany hotels create define their own standards
internally
Get quality data :star:
Identify KPIs and pain points :stars:
Increase the hootel's Global Review Index
Topic 4 - ISO 9001
Topics
Overview on ISO
Used by more than 156 countries - headquarters in Switzerland :black_flag:
In 1927 the prequel to ISO: International Federation of the National Standardizing Associations (ISA) was founded. In 1947 ISO was founded :black_flag:
aim of ISO
to facilitate the international exchange of goods
and services, developing
cooperation
:star: in intellectual,
scientific, technological and
economic activities.
Certifications are done independently :black_flag:
Publication of more than 21.000 standards
ISO Standards
A standard offers guidelines in order to achieve certain optimal results in a given context
9000 and 14000 are known to be
generic
can be applied to any organization
ISO 9000 series of Standards
set of standards on
quality assurance
Not specific to any industry
Should be considered the first stpe or the base level of a quality system
9000 is a family of standards
9000: faundamentals and vocabulary
9001 Requirements
Minimal requirements have to be met for internal application, for implementing corrections, or for contractual purposes
9004 - Guidance to achieve sustained success
Continouus imprivement
19011: Guidelines to auditing management systems
systematic examination
Brief history
Started through NATO who used it for engines for aviation
Understanding ISO 9001: 2015
What it covers
General and universal requirements
Of any product or service
What it doesn't cover
levels or values for a product or service
Specify technologies or process
Definition
customers' requirements are observed
A standardization of the requirements is made
increase customers' satisfaction :goal_net:
Be consistent :star:
Promote continuous improvement
Demonstrate capability to coherently provide products and services
PDCA cycle
Plan
Act
Do
Check
Give a higher standard with every cycle that is implemented :star:
Revisions
Major revisions in
2000
2008
9 main changes
Risk-based thinking
An assessment of the internal and extaernal
problems of the organization
Risks and opportunities are considered
Fewer prescribed requirements
Less emphasis on documents
Increased emphasis on organizational context
Increased leadership requirements
Greater emphasis on the main goal; achieving desired outcomes to improve customer satisfaction
A requirement to define the boundaries of the QMS
10 clauses
The three first clauses can be accessed for free and
correspond to the (1) scope (2) normative references
and (3) terms and definitions.
context
Leadership
Planning
Support
Operations
Evaluation
Improvement
Process of getting the certification
Documentation and implementation have to be in order
Documentation will be checked on wheter it has implemented a formal QMS:
Communication of information
Evidence of conformity
Knowledge sharing
To disseminate and preserve the organization’s
experiences. Eg., a technical specification, which
can be used as a base for design and development
of a new product or service.
Internal evaluation should be done
Followed by an external audit
China has the most ISO 9001:2015 certifications, both in absolute and relative terms
However, the credibility is not so high (corruption) :warning:
Certified organizations
You can recognize the green and white logo
Procedures to be documented
There is no restriction on the number of quality procedures (QPs), but if you want a ISO certification yes :!:
For ISO there are 6 mandatory ones
Control of documents (clause 4.2.3)
Control of records (clause 4.2.4)
Internal audit (clause 8.2.2)
Control of nonconforming product (clause 8.3)
Corrective action (clause 8.5.2)
Preventive action (clause 8.5.3)
What is the next? What is the next step to continue improving quality after implementing ISO 9001: 2015?
Excellent management
Relates to management systems that have always improved over time
ISO 9004 can be considered the natural step after 9001
ISO
= International Organization for Standardization
Benefits
Work more efficient and organized
Identify risks and opportunity
Expand into new markets
Meet the necessary statutory and regulatory requirements.
Topic 5 - Tourist Quality models in Spain
Context
They try to market the Spanish Tourism Destination in a proper way :goal_net:
It has long been known for it's
Affordable price
Package tours
Sun, sea and beach
But it's losing it's competitiveness to other cheap destinatins (in Northern Africa for example) :warning:
New Spanish tourism Policy
Future I (1992 – 1995) and Future II (1996-1999) were
central Government plans to
improve the competitiveness
of the Spanish- tourism industry.
The Spanish Tourism Quality Plan
= a quality system specifically for every sub-sector orf the tourism industry
Firms can obtain a quality brand system :star:
Developed by public and private sector :unlock:
Better cooperation within the industry :fire:
25 hotels implemented the quality brand system
The Spanish Tourism Quality Q mark
ICTE = Institute for Spanish Tourism Quality
Connected to
Hotels
Campings
restaurants
travel agencies
skiing
Rural tourism
Just one brand for promotional purposes :check:
Objectives
Avoid risks
Compliance with standards
Increase number of (loyal) clients
Motivate personnel
Optimize resources and reduce costs
Better financial results
(self)Assessment
are complementary to legal regulations
Dynamic system that adapts
Conntinuous research on customer expectations
Benefits are the same as any other certification
Differences with ISO
National vs international
ICTE is more specific on quality standardss and also elaborates different levels of conformity
Integrated System for Spanish Tourist Quality
SICTED
Sistema Integral de Calidad Turística en Destinos
(Integrated System for Spanish Tourist Quality)
Contribution
Its key contribution is the integral awareness of destination
and the identification of common objectives by and for all
agents involved.
Objective
Consistent level of quality
Generate vvalue and customer lloyalty :star:
Special features
Manual of good practices
Requirements to obtain the certificate
Mandatory
Score of 3 or higher is required
1 more item...
Recommendable
Good actions to improve the tourism firm/service
Sectorial vs intersectorial
Topic 6 - EFQM Excellence model
The European Foundation for Quality Management
Facts
Founded in 1988
composed of 500 organizations
Objective to obtain a competitive advantage through total quality
Introducing the EFQM Model
Helps to improve performance
Applicable to any organization, size doesn't matter
Measure where you are on the path to excellence
Project review
Consider the needs of the stakeholders :star:
Principles of the EFQM Model
UN - SDGs
The EFQM Model concept
It's part of a larger complex ecosystem
The EFQM Model structure
Three simple questions that are asked to organizations
Why
What
How
Conncetion between
Purpose&Strategy
Execution
Results
The RADAR tool
Results
Approaches
Deploy
Assess and Refine
Do you see similarity to other Quality Management Systems?
Scoring using the RADAR Matrix Charts
You get a score out of a 1000 point scale
Opportunity to compare :star:
Measure progress from this point on
Recognized by EFQM
People who want an external perspective
Once you are Recognised by EFQM, your organisation will be given a 3-7 star rating based on the overall score you receive
The EFQM Global Award