Hizmet sektöründe toplam kalite yönetimi
Başlık çevirisi mevcut değil.
- Tez No: 71798
- Danışmanlar: PROF. DR. İ. METE DOĞRUER
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: Marmara Üniversitesi
- Enstitü: Bankacılık ve Sigortacılık Enstitüsü
- Ana Bilim Dalı: Bankacılık Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 181
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Özet (Çeviri)
QUALITY : A GLOBAL CONCERN The world seems to shrink as global competition grows and jolts one solid firm after another. Informed customers are in a position to demand the best-quality goods and services offered by global companies. Low prices, short delivery lead times, and flexibility are in demand as well. In addition, consumers prowl the landscape seeking friendly, honest, and helpful services from service providers. As consumers step up their demands, providers of goods and services are forced to respond with tightened management of quality. THE QUALITY MANIFESTO In 1986, American Society for Quality Control (ASQC) issued“The Quality Manifesto.”It begins with a declaration of the proper role of quality in a world society and concludes with a call to action. The Manifesto is as follows:“High quality is the key to pride, productivity, and profitability. The quality objective must be products and services that provide customer satisfaction. To be successful, the quality activities must be management-led and consumer-oriented. Management, labor, and government support for quality improvement is essential for effective competition in the global marketplace. Control of quality is a strategic business imperative essential to product and service process leadership. Quality improvement, however, is more than a business strategy - it is a personal responsibility, part of our cultural heritage, and a key source of national pride. Quality commitment is an attitude, formulated in boardrooms and living rooms, visible on factory floors and service counters, expressed in concert halls and city halls, and demonstrated on playing fields and wheat fields. Quality demands a continuous improvement process with measurable individual, corporate, and national performance goals. Quality commitment must characterize the be^t of our relations with our fellow citizens and play a vital role in our researcher global cooperation.”The declaration states the core beliefs that characterize the quality awakining of the 1980s. Some of the declaration's main points are:. Quality is the key to pride, productivity, and profitability. By addressing quality first, the others logically follow.. Successful quality activities require managerial leadership, not just statements of commitment.. A consumer or customer orientation is basic, and customer satisfaction is the quality objective.. Management, labor, and government must all support quality improvement if a nation hopes to be an effective world competitor.. Quality control has strategic importance in achieving product and service leadership.. Quality improvement is a personal responsibility for all of us and is a continuous effort driven by measurable goals. QUALITY : WHAT IS IT? There is a diversity of ways that companies are making their push for quality. Part of the reason for such diversity is the realization that quality is a complex subject, not defined in one sentence. From simple views of what quality is - such as meeting specifications - we now have broad definitions. Lack of a universal definition is not all bad; rather it seems to make quality a more potent competitive weapon. Professor David Garvin is one of the chief advocates of a broader view of quality. He suggests that there have been at least five groups of quality definitions: transcendent, product based, user based, manufacturing based, and value based. Garvin notes that scholars in philosophy, economics, marketing, and operations management have considered the subject, each group from a different vantage point and, no doubt, using the research methods, procedures, and d||abases of their respective disciplines. ; -., >;The variety of definitions helps explain the often-competing quality goals and plans within the organization. Marketing, with a customer view of quality, will debate operations'“do-it-right-the-first-time”definition. The debate is over not goals but different expectations as to the effects of better quality. Operations is coming to expect that better quality will lower costs, while in some firms marketing continues to see improved quality as a cost-increasing but market- share-gaining entity. Perhaps, as Garvin notes, the definition of quality should shift as goods and services move through design and transformation processes and toward the point of delivery. Garvin identifies eight dimensions as a framework for considering quality. 1. Performance (grade of quality) - an award-wining drink, the sound quality of a stereo. 2. Features - remote controls of home electronics items, a restaurant that will have its customers driven home. 3. Reliability - mail that always arrives on time, fire crackers that always fire. 4. Conformance - things that meet specifications, such as a car achieving promised mileage per gallon. 5. Durability - things that will stand up to abuse. 6. Serviceability - things that are easy to fix. 7. Aesthetics - things that are attractive or artful. 8. Perceived quality - something that has a mystique about it. Garvins's eight dimensions were devised especially with manufacturing in mind, though by stretching meanings a bit, they can be made to apply to any service. QUALITY COMMITMENT : EVOLUTION OF AN IDEAL The commitment to quality is rooted in the experience, research, and writings of several pioneers and leaders of the quality movement. Five pioneering^ea^ersVof the quality movement warrant attention: W. Edwards Deming, Joseph^M. Juran, Armand V. Feigenbaum, Kaoru Ishikawa, and Philip Crosby. v*'.,,,.,.*'-1' V.W. Edwards Deming has been a Japanese hero for some 30 years with his contributions to quality management in Japan which named its top national prize for contributions to quality after Deming and first awarded the Deming Prize in 1951. His famous“14 Points”are as follows: 1. Create constancy of purpose toward improvement of product and service with a plan to become competitive and to stay in business. Decide whom top management is responsible to. 2. Adopt the new philosophy. We are in a new economic age. We can no longer live with commonly accepted levels of delays, mistakes, defective materials, and defective workmanship. 3. Cease dependence on mass inspection. Require, instead, statistical evidence that quality is built in. (Prevent defects rather than detect defects.) 4. End the practice of awarding business on the basis of price tag. Instead, depend on meaningful measures of quality, along with price. Eliminate suppliers that cannot qualify with statistical evidence of quality. 5. Find problems. It is management's job to work continually on the system (design, mcoming materials, composition of material, maintenance, improvement of machine, training, supervision, retraining). 6. Institute modern methods of training on the job. 7. The responsibility of foremen must be changed from sheer numbers to quality... [which] will automatically improve productivity. Management must prepare to take immediate action on reports from foremen concerning barriers such as inherited defects, machines not maintained, poor tools, fuzzy operational definitions. 8. Drive out fear, so that everyone may work effectively for the company. 9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production that may be encountered with various materials and specifications. 10. Eliminate numerical goals, posters, and slogans for the work force, asking for new levels of productivity without providing methods.,: ^ '“. 1 1. Eliminate work standards that prescribe numerical quotas. /.f v' ”' ^^ml^-''5 12. Remove barriers that stand between the hourly worker and hi right to pride of workmanship. 13. Institute a vigorous program of education and retraining. 14. Create a structure in top management that will push every day on the above 13 points. Deming believes that while quality is everyone's job, management must lead the effort. Further, he states that his 14 points apply to both small and large organizations and in the service sector as well as in manufacturing. Like Deming, Joseph M. Juran was a pioneer of quality education in Japan. His research has shown that over 80 percent of quality defects are management controllable and it is therefore management that most needs change. His now- classic definition of quality is fitness for use. He intends those words to apply broadly, to include such properties as reliability, maintainability, and producibility; also, in certain situations, service response time, service availability, and price. Juran defines quality management in terms of the quality trilogy, which consists of:. Quality planning,. Quality control,. Quality improvement. Proper quality planning results in processes capable of meeting quality goals under certain operating conditions. Quality control consists of measuring actual quality performance, comparing it with a standard, and acting on any difference. Finally, quality improvement means finding ways to do better than standard and breaking through to unprecedented levels of performance. The desired end results are quality levels that are even higher than planned performance levels. r A.\Armand V. Feigenbaum is best known for originating the concept of Total Quality Control (TQC). According to him, control must start with identification of customer quality requirements and end only when the product has been placed in the hands of a customer who remains satisfied. Total quality control guides the coordinated actions of people, machines, and information to achieve this goal. Kaoru Ishikawa, the late Japanese quality authority, originated Quality Control Circles in both concept and practice. He also developed Ishikawa cause-effect charts, or“fishbone diagrams”, so named because of their structural resemblance to the skeleton of a fish. Another significant contribution of Ishikawa is his work on taking much of the mystery out of the statistical aspects of quality assurance. Conforming to the belief that without statistical analysis there can be no quality control, Ishikawa divided statistical methods into three categories according to level of difficulty. The intermediate methods (Theory of sampling surveys, Statistical sampling inspection, Various methods of statistical estimation and hypothesis testing, Methods of utilising sensory tests, Methods of experiment design) and advanced methods (Advanced experimental design, Multivariate analysis, Operations research methods) are for engineers and quality specialists. However, the elemental statistical methods, or the seven indispensible tools for quality control (Pareto analysis, Cause-and-effect diagram, Stratification, Check sheet, Histogram, Scatter diagram, Graph and Shewhart process control chart), are for everyone's use and should be mastered by all employees. His experience suggests that about 95 percent of all problems within a company can be solved with these tools. Philip B. Crosby is the developer of the Zero Defects concept. According to him quality is not a gift but is free. What costs money are all the things that prevent jobs from being done right the first time. When quality is made certain, an organisation avoids these expenses. VTOTAL QUALITY MANAGEMENT The underlying principle of Total Quality Management (TQM) is to produce products of high quality in the first place, rather than depend on detecting defective products later through inspection. The elements of TQM are: 1. Top Management Policies: Top management issues statements about how business strategy is tied to the superior quality of its products and services. Top management establishes programs to improve the quality of every product and service. Fundamental to TQM is this philosophy: To achieve first-in-class in product quality, every piece of the business must be done right the first time and every piece of the business must continue to improve. 2. Quality Control Training for Everyone: Toward implementing the TQM philosophy, all employees should participate in a comprehensive training program. These programs must aim not only at statistical quality control techniques, but also at the broader concepts of TQM. 3. Product or Service Design: Design is important to quality in several ways. First, functionality, maintainability, reliability, and reproducibility are key quality characteristics that must be built in at the product or service design stage. Next, more standardization facilities contribute to improved quality. 4. Control in Production: Production organizations must be totally committed to producing products and services of perfect quality. But more than this, there must be a commitment to strive relentlessly for improvement in quality. The idea of perfect quality should apply to every facet of the system, from every supplier to every employee. %8 QUALITY MANAGEMENT IN SERVICES Services are intangible performances, and by their very nature it is difficult to determine their quality. The things about an employee's performance affect the customer's perceptions of quality are difficult to identify and measure, and in most cases standards for measuring the performance do not exist. Rather, customers set their own standards, comparing the service they receive with the service they wished to receive. Another complicating factor is that the perceived quality of some services is affected by the surroundings. Quiet, soft music, pleasant decor, comfortable furniture, convenient parking, friendly servers, cleanliness of facilities, and other features can determine the perceived quality of services more than the actual quality of the service. Hospitals, banks, and restaurants, for example, all invest heavily in designing and maintaining facilities that develop particular feelings in their customers and leave them with specific impressions. Because services tend to be labor-intensive and workers tend to come in direct contact with customers, customers enter the“service factory”. In many services, therefore, the performance of service employees determine sin large part the quality of the services. Yet, because services tend to be highly decentralized and geographically dispersed, direct supervision of employees can be difficult. Recognizing this difficulty, many service organizations make an intensive continuing education and training program for their employees the cornerstone of quality management. The difficulties in establishing quality management programs for services are not insurmountable obstacles. Service organizations do develop sophisticated quality control programs, and some of their features are very much like those found in manufacturing. Other aspects of their programs, however, are dramatically different. The presence of quality control programs have broad and far-reaching impacts on the management of service firms. For most services, the competitive weapon of choice is perceived service quality, because price, flexibility j|nd speed of delivery may not be much different from the competition. Service quality thus becomes the primary focus of operations strategy.An important element of many quality programs in services is the use of customer surveys. This technique allows customers to fill out survey questionnaires or participate in interviews that are aimed at determining the customers' perceptions about several quality-related issues. Another way of gauging the quality of services is with the use of mystery shoppers, employees who pretend to be customers but who actually monitor the quality of services. Also, statistical control charts are used to monitor such things as the amount of time required to process a customer's application for a specific service. Similarly, statistical control charts, using data gathered from customer surveys are employed to keep track o several measures of customer satisfaction. The diversity of such measures emphasizes the flexibility of control charts in controlling the quality of services as well as the cost and other dimensions of organization performance. DIMENSIONS OF SERVICE QUALITY The answer of the question“what makes a service a quality service?”has been given by A. Parasuraman and Leonard L. Berry who identified the dimensions of service quality: 1. Reliability: Ability to perform the promised service dependably and accurately. 2. Responsiveness: Willingness to help customers and provide prompt service. 3. Competence: Possession of the required skills and knowledge to provide the required services. 4. Access: Approachability and ease of contract. 5. Courtesy: Sensitivity, not just a smile but humanity. 6. Communication: Keeping customers informed and listening to them. 7. Credibility: Trustworthiness, having customers' best interests at heart. 8. Security: Freedom from danger, risk, or doubt. The employees' ability to inspire trust and confidence.,,,« i; I10 9. Knowing and Understanding the Customer: Providing individualized attention, plunging beneath the surface to learn customers' real needs, recognizing the regular customer, empathy. 10. Tangibles: Appearance of physical facilities, equipment, personnel, and communication materials. Customers consistently rate reliability as most important and tangibles as least important. The message is clear: Look good, be responsive, be reassuring, be empathetic, but most of all, be reliable - do what you say you are going to do. Toward improving service quality, Parasuraman and Berry have identified some significant barriers to service quality: 1. Customer Expectation, Management Perception Gap: There is a gap between what managers think customers expect and what customers actually expect from the service company. 2. Management Perception, Service Quality Specification Gap: Managers set service quality specifications or standards that fall short of customers' expectations. 3. Service Quality Specifications, Service Delivery Gap: The service quality delivered falls short of the service specifications that managers set. 4. Service Delivery, External Communications Gap: Customers' expectations have been boosted by media advertising, sales presentations, and other communications to levels beyond the capabilities of the company. 5. Customer Expectation, Customer Perception Gap: There is a gap between what the customer expects and what the customer perceives that is received. This is the ultimate gap. Parasuraman and Berry have developed an approach to continual improvement of service quality. The quality improvement process begins with an external assessment of customer-perceived quality shortfalls (Gap 5), followed by an internal assessment of the underlying causes of organization shortfalls jg? '*' (Gaps 1-4). $:;*'11 As a result, quality of goods and services is a global concern. Customers demand satisfaction and increasingly willing to use worldwide shopping in order to obtain it. The quality emphasis shifted from defensive to offensive. The impetus was competition. A heavy amount of it came from Japan, where quality improvement has been spectacular. Thus, it appears that West has launched its own assault on poor quality. Responsibilities and practices changed in order to make the attack successful. Now, I believe it should be our turn to make the attempt to join the club of countries paying the first attention to quality in all aspects. T.C tÜftS^ÖXı MEBKEZİ
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