Hizmet kalite yönetimi ve satış/alacak departmanında kalite geliştirme çalışmalarına yönelik bir uygulama
Service quality management and an application for improving quality in the sales/credit department
- Tez No: 66626
- Danışmanlar: PROF. DR. SITKI GÖZLÜ
- Tez Türü: Yüksek Lisans
- Konular: Enerji, Mühendislik Bilimleri, Energy, Engineering Sciences
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1997
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: İşletme Mühendisliği Ana Bilim Dalı
- Bilim Dalı: İşletme Mühendisliği Bilim Dalı
- Sayfa Sayısı: 80
Özet
ÖZET Hizmet sektörünün gelişmesi ve ulusal ekonomide önemli bir yer kazanması sonucunda hizmet kalitesinin kontrolü büyük önem kazanmıştır. Bu çalışmanın ilk bölümünde hizmet sektörünün tanımı, özellikleri ve hizmet kalitesini etkileyen faktörler irdelenmeye çalışılmıştır. Ardından hizmet sektöründe ISO 9000 serisinin nasıl kurulacağı anlatılmıştır. Üçüncü bölümde, bugüne kadar daha çok imalat sektöründe yoğun kullanım alam bulan kalite kontrol tekniklerinin, hizmet sektöründeki uygulamaları ve karşılaşılan sorunlar incelenmiştir. Hizmet sektörü içinde mali işlerin yeri ve önemi büyüktür. Bu sektörde kalitenin ne anlama geldiği anlatılmaya çalışılmıştır. Kalite geliştirme stratejilerinden departman görev analizi satış/alacak departmanı için uygulanmıştır. Satış/alacak departmanı içinde fatura sisteminin problemleri problem çözme teknikleriyle ortaya konulmuş ve çözülmeye çalışılmıştır. vıı
Özet (Çeviri)
SUMMARY Nowadays quality is one of the most important concepts,especially in the industrial life all over the world. Increasing competition and changing market conditions are putting pressure on all business areas to improve product and service quality. The resultants derive for better quality has gained momentum most noticeable in manufacturing and service sectors. Service sector has become as important as manufacturing since the beginning of 1980's. There exists a trend to fast consumption in the economy and this trend causes the development of service systems as a whole. Customers' expectation and the importance of service operations management increase. For that reason, scientific studies should be performed and applied to service systems. Services can be defined as activities that produce time, place, form, or psychological utilities. Service sectors include those in banking, insurance, financial service, transportation, hotels, retailing, real estate, legal and consulting, repair shops, and healthcare. Although no definition of service sector business is uniformly accepted, service businesses tend to have certain general characteristics in common. For example, manufacturing firms produce tangible products such as automobiles, television sets,etc. On the other hand, service firms provide intangible products. A second difference is that service is usually labor intensive whereas manufacturing is generally capital intensive. One result of this difference is that the employee and the customer interface are greater in a service business.There is more face to face interaction. Service produce variable,and non standard output, and service is perishable. It can not be carried in inventory but is consumed in production.In addition, high personal judgement is employed by the individual performing the service. The qualities of service represent the sum of all those individual characteristics that define the nature of the service. A minimal standard requires that the customer seeking service is being accommodated.The service time is thus an important quality characteristic. vmIt refers to the time required, form the origin of demand for service to its point of completion in terms of reasonably meeting the demand. The other service characteristics are personnel approach, a tasteful atmosphere, information, safety, care and nonabondenment. ISO 9000 Standards prescribe the minimum requirement for a quality system in manufacturing and service organizations. The demands of the customer on their suppliers and the developments in domestic and international trade are the major forces for the adaptation of the ISO 9000 quality systems series standards. The service firms use the standard of ISO 9004-2. The main goals of service that satisfy customer needs and expectations, to produce the required services effectively and to plan for quality control and quality improvement under operation conditions. Firms use three quality improvement strategies. These are process quality, departmental task analysis and problem solving method. Process quality improvement is the fundamental method for improving work process, giving necessary information on how to improve the effectiveness, efficiency and adaptability of these process. Effectiveness refers to delivery of the correct product or service, efficiency refers to performing in a cost effective manner and adaptability refers to ability to meet changing future needs. Departmental task analysis on entire organization defines its mission, customers and suppliers and their requirements, then establish on overall feedback system to make certain that these customer requirements are fully met. This is particularly necessary for organizations that do not produce a primary product or are mainly service oriented. The departmental task analysis is applied for the department of Sales/Credit. The department of Sales/Credit work together with the department of finance and the department of marketing. Firstly, the mission of department is defined. The department of Sales/Credit foceses on the agents' and company 's benefits through collecting the revenue and issuing them on the right orders. Once mission statement is complete,the next task is to define the organization's responsibilities.The department of Sales/Credit has a lot of task. For example, controlling all payment, making invoice, determining all the agents of depth.etc. In the next step, the customer of the Sales/Credit are defined. The Sales/Credit department has two kinds of customers. These are internal customers and external customers. Internal customers are agents which are classified in two groups. Internal customers are the department of finance and the department of marketing.External customers are agents which are classified into two groups. These are west area agents and east area agents. IXAfter identifying customers, customer requirements are defined. To adequately meet customer requirements, customer needs are fully determined and tracked completely how those needs are being met. It is useful to rank each one according to common requirements by relative importance All customer recommendations and requirements are compiled and prioritized on the basis of justification. After customer requirements have been determined and prioritized, necessary activities are determined to meet customer requirements.These activities may be either existing or proposed. The Sales/Credit department has many internal suppliers. Suppliers provide service or products to help the department of Sales / Credit. For example, marketing, finance, manufacturing departments, storehouse management, and data processing center provide information and service to the Sales/Credit department. In some cases, the departments of marketing and finance are the customers of Sales/Credit, and in some cases, they are suppliers. This relationship is not clear. Once a full suppliers list is determined, the requirements for suppliers are determined. If these requirements are not met by the suppliers,the Sales/ Credit department will not meet the customers' need. Developing an effective feedback mechanism is the key to a continued successful relationship with customers and suppliers.There are a lot of reports to provide feedback mechanism in the Sales/Credit department. If the requirements of customers and the requirements of suppliers are fully defined and feedback has been established, problem areas can be identified. Invoice system has some problems. Problem solving method is applied to improve the quality. Problem solving method uses a variety of tools to achieve quality improvement. They may be classified into four general categories :. flow charting. idea generating. problem analysis techniques. statistical techniques Invoice system has some resources of defect. Statistical process control is a useful way to observe the invoice process. The number of wrong invoices is determined and a (p) control diagram is drawn. (p) control diagram illustrates the points of defect. The three points are out of the control limit which shows that the invoice process is not under control.Wrong pricing is the biggest problem resource in the invoice process. The marketing manager determines the order price. After determining the price, orders are opened by the marketing expert. If the marketing expert opens orders with a wrong price, the information of invoice will be wrong. A cause and effect diagram helps to show the problem resources. The other problem resources are ;. customers code. the kind of payment. insufficient information from agents to marketing expert. special orders conditions It will be necessary to develop quality characteristics or standards and their corresponding measures for the products or service that are already being delivered to customers. Once standards are set and understood, the next step is to maintain performance through proper measurement, appraisal and corrective action. Statistical techniques are used extensively in manufacturing to measure and control product quality. Since service are more intangible and depend largely upon human interactions, many of these techniques are inappropriate except in a few areas service operations. In a service business, quality is measured primarily by certain methods. These are ;. customers surveys. customer complaints. observation. information from customers. input from employee who directly interact with customers. the attitude of customers. quality audits. XIGenerally, formal methods for measuring service quality exist. A few service business such as hotels, motels, banks, department stores, restaurants and airlines do, however often rely upon a form to solicit voluntary service information. Measuring service quality is more difficult than measuring a product quality, because the quality determining characteristics of many services may be numerous and changes or variation in a particular characteristics may be large.Thus, measuring the quality dimension properly can be as important in the determination of real output as measuring the number of basic service units. In conclusion, the total service quality control system is quite different from manufacturing quality control. It uses market research techniques to evaluate the outputs. Quality managers in service organizations are less apt to deal with sophisticated statistical techniques and more apt to deal with evasive data such as the emotions shown by customers complaints or the degree of empathy shown by an employee. Quality is never a coincidence. It is the result of intelligent efforts built on experience. It will require every manager to provide the necessary leadership to ensure constancy of purpose in creating the company culture that will fully meet the needs of the future. xu
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