Prelim 1 – Module 3 Flashcards
Dimensions of Service Quality (5)
- Reliability: Perform promised service dependably and accurately (no defects!)
- Responsiveness: Willingness to help customers promptly
- Assurance: Ability to convey trust and confidence, e.g., being polite and showing respect for customer
- Empathy: Ability to be approachable, e.g., being a good listener
- Tangibles: Physical facilities and facilitating goods, e.g., cleanliness
What factors into expected service vs. perceived service?
- Word of mouth
- Personal needs
- Past experience
Service Quality Assessment
- Expectations exceed ES<PS (quality surprise)
- Expectations met ES ~ PS (satisfactory quality)
- Expectations not met ES>PS (unacceptable quality)
Service quality gap model
Gap 1: market research
Gap 2: design
Gap 3: conformance
Gap 4: communication
Gap 5: customer satisfaction
Lean service philosophy
- Satisfy the needs of the customer by performing only those activities that ADD VALUE in the eyes of the customer.
- Define the “VALUE STREAM” by flowcharting the process to identify both value-added and non-value-added activities. Scope out opportunities for improvement into Kaizen bursts, or small projects to make small incremental changes.
- Eliminate the waste. Waste in the value stream is any activity for which the customer is not willing to pay.
Lean ideas and illustrations
- continuous flow
- gemba walks (“real place”)
- 5S to organize work area
- automation
- kanban (pull not push)
- kaizen (continuous improvement)
- poka-yoke (“error proof”)
- value stream mapping
- standardization
- looking for mudas in services
- visual factory
- plan-do-check-act
Dig Inn
- never put the bowl down: continuous flow; kanban
- a manager going through employee training: gemba walk
- designing scoops to automatically portion: poka-yoke; standardization
- test squad: plan-do-check-act; kaizen
Lean’s 7 wastes
- transport
- inventory
- movement/motion
- waiting
- overproduction
- overprocessing
- defects
Transport waste
Moving inventory, people, or tools farther than necessary
Inventory waste
Storing products not needed at this time
Movement/motion waste
Unnecessary movement of people or items within a work centre
Waiting waste
When customers, patients, or parties sit idle
Overproduction waste
Producing more of a product than can be consumed at that time
Overprocessing waste
Doing more work than the customer values
Defects waste
Doing something of poor quality and then later fixing or scrapping
Example of waste: agents walk down jet bridge to confirm aircraft ready to board
Waiting, transportation
Example of waste: agents put “approved” takes on carry-ons
Overprocessing
Example of waste: using the same aircraft-turnover process for on-time and delayed flights
Overprocessing, waiting
Example of waste: flight attendants count passengers
Waiting, overprocessing
Key detail of value stream map and efficiency formula
Value-added time and non-value added time
Efficiency = value added time/throughput time
What is six sigma (6σ)?
- define
- measure
- analyze
- improve
- control
Normal distribution: below x, above x, out of specifications
Below: norm.dist
Above: 1-norm.dist
Out of specification: the above added together
Why is six sigma associated with 3.4 defects per million opportunities?
Consider a process with a mean μ, standard deviation σ, and lower/upper specification limits.
In stable processes, the mean naturally shifts by up to 1.5σ (let’s say μ=1.5σ)
When mean is centred between specification limits
𝐶𝑝=(𝑈𝑆𝐿−𝐿𝑆𝐿)/6𝜎 𝐶𝑝=(+15−(−15))/(6(2.5))=2.0
𝐶𝑝 ≥ 2.0 is acceptable level of process capability for Six Sigma standards
