CUSTOMER SERVICE

1
 INTRODUCTION

e their products, customer service is one of only very few ways to motivate custo

ther cases, they involve relationships with customers. Assignments to the traditio

etitors’ products.

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CONSIDERATIONS OF QUALITY IN CUSTOMER SERVICE

the product or service. A subset of the overall approach is the use of customer s

plement the strategy for customer service that was determined in the strategy for

are enabling technologies and training, process engineering and reengineering, le

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 CONSIDERATIONS OF QUALITY IN CUSTOMER SERVICE

r considerations not congruent with the design intent and implementation criteria

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 STRATEGIC INTENT

la Corporate Quality Council. Quality was the battleground of the 1980s, but the c

The task force began its work with customer and associate assessments using forma

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 STRATEGIC INTENT

which their performance was weakest). Further, the employees believed that service

ted action. The task force came up with 52 action items, of which the top 10 were

ental improvement goal.)

omer, and no partial shipments unless approved by the customer.
pplied measurements and goals.

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 DESIGN

human factors literature, the organization design literature, and elsewhere. Pyzde

stems and facilities. Techniques employing approaches from the fields of applied

ty involves knowing how the precise and measurable quality objectives for the fin

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DESIGN

. The accepted organizational types are functional, divisional, and matrix. They ar

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 DESIGN

l to design effective human-machine coupling. Second, modern technology is increasi

sy-to-use instructions for customers are very important.

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 STRUCTURE

on next slide). These are both outbound and inbound services, since they involve s

rstood broadly as referring to both personal calls, such as calls on a customer b

ly primarily inbound services, involving calls from the customer or from installe

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STRUCTURE

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 STRUCTURE

(a) is a traditional one, where each function is supported by its own work center.

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 STRUCTURE

customer service from the initiation of a request for service through the delive

ives.

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STRUCTURE

neering team for an enterprise that provides desktop computing services to busine

tegories: Promptness, Completion Estimates, Status, Access, and Communications. For

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STRUCTURE

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STRUCTURE

translated by the re-engineering team into a design concept, portrayed in Figure

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 OPERATIONS

an performance, process control, process capability, and process improvement. Perfo

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 PROCESSES AND SYSTEMS

taken without process definitions because no one has taken the time to think thro

ible to control and improve customer service operations without process descripti

look good rather than providing customer service that maximizes customer satisfa

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PROCESSES AND SYSTEMS

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 OUTSOURCING

heir traditional (legacy) processes and associated systems to modern, leading-edge

hat provide customer service functions on an outsourced basis are prominent in th

vice functions of many quality-award-winning companies are provided by outside com

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 MEASUREMENT AND METRICS

most commonly used statistical metric is the arithmetic average of a set of nume

y the requirements for metrics and to define the specific metrics that satisfy th

meet customer needs?

urces?

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 MEASUREMENT AND METRICS

anything that does not meet or exceed the requirements of the customer, the busi

eliably. The metrics team should think through the sources of the data, the likely

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 MEASUREMENT AND METRICS
stomer service quality measurements at IBM address four areas that affect custome
Customer requirements
1. Customer partnership
2. Quality assurance
3. Reliability
4. Empathy
5. Durability
6. Responsiveness
Task requirements
1. Supplier options
2. Vendor options
3. Operational options
4. Department options
5. Interfunctional options
6. Cross-functional options
7. Production options
8. Delivery options
9. Consumption options
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Organizational requirements
1. Management commitment
2. Education and training
3. Defined roles and responsibilities
4. Recognition and reward
5. Communications
6. Goal-setting process
Process control requirements
1. Measurement tools
2. Evaluation tools
3. Improvement tools
4. Information
5. Resource allocations
6. Planning
7. Feedback mechanisms
8. Environment-monitoring tools
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 CONTINUOUS IMPROVEMENT

he improvement process involves continual environmental scans in search of early

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