Presentation QSI

8/12/2019 Presentation QSI

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Vivek Kumar. R

Total Quality in Management

Quality Control inService Industries


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Meaning of Quality &Service

Quality

Degree of excellence of a thing

Service Service, is work performed for someone

else ( often called as a client)


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The recipient of the service (oftencalled the client) may be:

1. an individual user,e.g., the housewife (often called aconsumer)

2. an institution,e.g., a company occupying officespace under a lease

3. both,e.g., users of electrical energy from acentral source.


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Definitions for 'serviceindustries

Public transportation.

Public utilities (telephone, energy, sanitation services).

Restaurants, hotels and motels.

Marketing (retail food, apparel, automotive, wholesale

trade, department stores).

Finance (commercial banks, insurance, sales finance,

investment).

News media.

Personal services (amusements, laundry and cleaning,barber and beauty shops).

Professional services (physicians, lawyers).

Government (defense,


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Characteristics of aService Company

A service company is a system of special facilities andskills, organized to provide services to

clients. It sells the benefits of this system to its clients ina variety of ways, for example:

lease of facilities, eg: apartments, office space

use of facilities, eg: bus rides, telephone calls

professional advice, eg: medical, legal

health maintenance, eg: hospital service product maintenance, eg: automobile repairs

relief from self-service, eg: restaurant service


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Dimensions of ServiceQuality

Reliability: Perform promised service dependablyand accurately.

Example: receive mail at same time each day.

Responsiveness: Willingness to help customerspromptly.

Example: avoid keeping customers waiting for

no apparent reason.


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Dimensions of ServiceQuality (Cont)

Assurance: Ability to convey trust and confidence.Example: being polite and showing respect for

customer. Empathy: Ability to be approachable.

Example: being a good listener.

Tangibles: Physical facilities and facilitating goods.

Example: cleanliness.


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Design of Service Quality Madeto Order' Designs

1. Creating a range of choice for the client, e.g., therestaurant menu.

2. Providing a modular system design which permitsthe user to direct the system in accordance with hisspecial needs. The classic example is the automatedtelephone system which permits the consumer toreach millions of destinations, unaided by human

intervention.


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Technical Assistance

The consumer has extensive need for suchassistance. In some cases his technological ignorance

requires that qualified specialists be available to diagnosehis needs,

e.g.: human illness or a television set which is out ofservice.

In other cases, the need is mainly for explanation,

e.g. : complex contract provisions; train time tables. Simplicity

In offering a design of service to thousands ormillions of clients, the need for simplicity is absolute.Some consumers are unable to understand printed

instructions. Many more consumers are unwilling totake the time to learn, and their unwillingnesscreates trouble for them and the company as well.


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Time as a Parameter ofService Quality

Striking feature of the service industries is that the timerequired to provide service is regarded as an elementof 'quality.

In manufacturing companies, delivery time is certainly

regarded as a vital parameter of overall customerrelations.

However, delivery time is not regarded as a part of'quality'; it is a wholly separate parameter.

The organization setup reflects this. A separatedepartment is designated to establish standards(schedules), measure delivery performance andreport on accuracy to schedule.


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Subdivisions of time Access Time

This is the length of time which elapses from the client's

first effort to gain the service company'sattention until he has that attention. The standard forthis 'accessibility is expressed,

for example, in the form: 80% of the incoming phone

calls should be answered within 15 seconds after thefirst ring.


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Queuing Time

Some services involve a queuing of clients due to

variable loads or to considerations of economy.In such cases the consumer is concerned with:

1 : The length of the queue and therefore thewaiting time. The service company is in a position toplan this based on past history and probabilityconsiderations (queuing theory).

2: The integrity of the queue, i.e., adherence tothe principle of first come-first served. Somecompanies organize this by use of assigned serial

numbers. This also permits the clients to sit while theywait, and to occupy themselves with reading materialprovided for the purpose. This may be embellished byplay facilities for children.


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Action Time

This is commonly defined as the interval between takingthe customer's order and providing him with the servicerequested.

As a corollary of the critical nature of service time, theservice industries should:

1. Establish standards for the various components of

service time, and set up controls to enforce thesestandards.

2. Improve present service time by studying enough casesof service to find out just where the time is beingconsumed.

3 Make service time a major parameter in design of futuresystems. For example, an entire new industry of 'fast food'has arisen in the USA to meet the needs of many clientswho choose not to devote time either to food preparationor to waiting in restaurants.


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Design for ConsumerWell-Being

A further parameter of service quality is consumer'well-being'. This parameter is difficult to define, buteasy to exemplify.

For instance, a serviceman repairs a householdappliance. He does so promptly and withcompetence. His charges are fair. What thehousewife remembers is that he tracked mudinto her kitchen and was rude.

The service industries recognize that there arepositive and negative aspects which affectconsumer well-being


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Atmosphere

Feeling of Importance

Information

Safety

Continuity of Service


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Conformance to Design

Internal Conformance

Internal conformance relates to those aspects of theservice company's operations which cannot be

sensed by the clientele.

External Conformance

Any other aspects of service company operation canbe sensed by the consumer


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Measures of ServiceQuality

For internal conformance, the measures of quality

have much in common with the well-knownmeasures widely used in control of manufacturingprocesses.

Measure of external conformance is more complex

due to the abstract nature of some of the qualitiesand due to the subjective reactions of consumers


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An obvious source of data on externalconformance is the cross-section of consumer

complaints and claims, although many annoyedconsumers will not take the trouble to complain.However, the complaints received do represent asample of the types of annoyance to which allconsumers are subject.

A second method of measure of externalperformance is through solicitation of consumercomments. A typical form of this is the appraisalcard made available to consumers in hotel rooms

and restaurants. Some companies use thesummaries of these cards as the basis for a regularmanagement report.


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some companies design special surveys ofcustomer reaction, through letter questionnaires,telephone contacts and personal interview. The

techniques used follow conventional marketresearch practice

Some service companies supplement their regularmeasures of quality by use of periodic audits. These

audits are all-pervasive, covering both internal andexternal aspects of quality. As is common in formalaudit plans, the service industry audit covers manyincidents, observations, documents, etc. To reduce

these findings to a simple score suitable formanagement reports (or for motivation plans)requires systems of summary, weighting, demeritvalues, ratings, etc


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Organization for Quality

Service industry organization for quality differsconsiderably from that used by manufacturingindustries. There are also extensive differencesamong the service industries themselves. However,in general, the service industry organization exhibitsthe following features


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The day to day regulation and decision making onconformance to standards are largely in the handsof the line departments, without the presence of

independent inspection and test personnel whohave powers to hold up the delivery of non-conforming 'product

The concept of a separate staff of specialists inquality control has only a minority acceptance

The concept of a high level manager devoting fulltime to the quality function likewise has only minority

acceptance. Where this organization form is used,the title of this manager is usually something otherthan Quality Manager.


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The organization forms do not appear to bewell suited for programs of qualityimprovement, since:

The concept of an organized approach to

quality improvement has not been fullygrasped

Their basic training in the nature of thequality function has been limited

There is a lack of trained specialists to carryout the details of diagnosis for qualityimprovement.


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Seven Quality Control Tools

Pareto Analysis Flow Chart

Check Sheet

Histogram

Copyright 2006 John Wiley & Sons,Inc.

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Scatter Diagram

SPC Chart

Cause-and-EffectDiagram


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Pareto AnalysisNUMBER OF

CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %Wrong part dimensions 16 13Defective parts 12 10Incorrect machine calibration 7 6Operator errors 4 3

Defective material 3 2Surface abrasions 3 2

125 100 %


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Pareto Chart

Percentfromeachcause

Causes of poor quality

0

10

20

30

40

50

60

70 (64)

(13)(10)

(6)(3) (2) (2)


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Flow Chart

Operation DecisionStart/Finish

Start/Finish

Operation

OperationOperation

Operation

Decision


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Check Sheet

COMPONENTS REPLACED BY LABTIME PERIOD: 22 Feb to 27 Feb 2002REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||Capacitors |||| |||| |||| |||| |||| ||Resistors ||Transformers ||||CommandsCRT |


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Histogram

0

5

10

15

20

1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1


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Scatter Diagram

Y

X


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Control Chart

18

12

6

3

9

15

21

24

2 4 6 8 10 12 14 16

Sample number

Numberofdefects

UCL = 23.35

LCL = 1.99

c= 12.67

Cause and Effect


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Cause-and-EffectDiagram

QualityProblem

Out of adjustment

Tooling problems

Old / worn

Machines

Faultytesting equipment

Incorrect specifications

Improper methods

Measurement

Poor supervision

Lack of concentration

Inadequate training

Human

Deficienciesin product design

Ineffective quality

management

Poor process design

Process

Inaccuratetemperaturecontrol

Dust and Dirt

Environment

Defective from vendor

Not to specifications

Material-handling problems

Materials


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