SERVICES MARKETING

SERVICE BLUEPRINTING

MEASURING AND IMPROVING

SERVICE QUALITY

SOFT MEASURES (Ongoing survey, Employee Survey, Mystery Shopping

Tools for analysing Service

Quality

1.ROOT CAUSE ANALYSIS-FISH BONE

2. THE PARETO ANALYSIS
3.BLUE PRINTING
4.RETURN ON QUALITY
5.CONTROL CHART

Cause-and-Effect Chart for

Flight Departure Delays (ig 14.5)
Facilities,
Equipment
Arrive late
Oversized
bags

Customers
Customers

Other
Causes
Weather

Air traffic

Frontstag
Front-Stage
ePersonnel
Personnel

Procedure
Procedures
s

Delayed check-in
Aircraft late Gate agents
procedure
cannot
to gate
process
Mechanical
Acceptance of late
fast enough
Failures
passengers
Late/unavailable
Late pushback airline crew

Late food
service

Late cabin
cleaners

Late baggage

Poor announcement
of departures

Weight and balance

sheet late

Late fuel
Materials,
Materials,
Supplies
Supplies

Delayed
Departur
es

Backstage
Personnel

Informatio
n

Pareto Chart
Pareto Chart
Separating the trivial from the
important. Often, a majority of
problems is caused by a minority of
causes (i.e. the 80/20 rule)

Blueprinting
Depicts sequence of front-stage interactions
experienced by customers plus supporting
backstage activities
Used to identify potential fall pointswhere
failures are most likely to appear
Shows how failures at one point may have a
ripple effect later
Managers can identify points which need
urgent attention
Important first step in preventing service quality
problems

Return On Quality (ROQ)

Assess costs and benefits of quality initiatives
ROQ approach is based on four assumptions:

Quality is an investment
Quality efforts must be financially accountable
Its possible to spend too much on quality
Not all quality expenditures are equally valid

Implication: Quality improvement efforts may benefit from

being related to productivity improvement programs
To determine feasibility of new quality improvement efforts,
determine costs and then relate to anticipated customer
response

Determine optimal level of reliability

Diminishing returns set in as improvements require higher
investments
Know when improving service reliability becomes
uneconomical

Control Chart for Departure Delays

(Fig 14.4)

Flights Departing Within

5 Minutes of Schedule

100%
90%
80%
70%
60%
J

Month

Six Sigma Methodology to

Improve and Redesign Service Processes
Process Improvement

Process Design/Redesign

Define

Identify the problem

Define requirements
Set goals

Identify specific or broad problems

Define goal/change vision
Clarify scope and customer requirements

Measure

Validate problem/process
Refine problem/goal
Measure key steps/inputs

Measure performance to requirements

Gather process efficiency data

Analyze

Develop causal hypothesis

Identify root causes
Validate hypothesis

Identify best practices

Assess process design
Refine requirements

Improve

Develop ideas to measure root Design new process

Implement new process, structures, and
causes
Test solutions
systems
Measure results

Control

Establish measures to
maintain performance
Correct problems as needed

Establish measures and reviews to

maintain performance
Correct problems as needed