DIGITAL ASSIGNMENT – 2

SUBJECT CODE – BMT1022

SLOT: C2

SUBJECT NAME – TOTAL QUALITY MANAGEMENT

TOPIC – FAILURE MODE AND EFFECTS ANALYSIS (FMEA)

DATE: 6.11.2021

SUBMITTED TO:

PROFESSOR: RAJKUMAR P

DEPARTMENT: VITBS

SUBMITTED BY:

NAME: KALAIVANI

REG NO: 20BBA0133

SERVQUAL Model :

The SERVQUAL model, or Service Quality Model, is a research tool for capturing and analysing
customer expectations and perceptions of service. This sophisticated approach aids in the
reconciliation of customer expectations and demands. The SERVQUAL model's current five
dimensions are used to assess service quality. It was originally judged on eleven criteria:
timeliness, reliability, competence, access, courtesy, communication, trustworthiness, security,
customer understanding, and tangibles. All of these elements were eventually combined, and the
SERVQUAL model currently consists of five elements: Reliability, Assurance, Tangibles,
Empathy, and Responsiveness. As a result, it's often referred to as the RATER model.

5 RATER Dimensions of Service Quality :

While the SERVQUAL model had ten dimensions, the RATER model, which is a reduced
version of the SERVQUAL model, only has five parameters by which the customer evaluation is
measured. They are service quality parameters that are used to determine perceived service
quality on a multi-item scale. These dimensions provide an item scale for assessing service
quality based on client feedback. They also assist in getting to know the customer, which is why
they are important components of service marketing.

R - Reliability
A - Assurance
T - Tangibles
E - Empathy
R - Responsiveness

● Reliability: This refers to the firm's ability to provide the service efficiently and
precisely. It assesses if the company delivered on its commitments.
● Assurance: This dimension is determined by the firm's personnel. It is their ability to
instil confidence and credibility in the minds of customers. It necessitates thorough
knowledge and commitment.
● Tangibles: Physical facilities, equipment, employees, and communication materials are
all included in this category.
● Empathy: This dimension relates to the organization's attention and priority given to
consumers' demands and desires.
● Responsiveness: This dimension has to do with the company's capacity and willingness
to assist consumers and deliver on its promises.
5 Gaps Model of Service Quality :

Gap 1: Knowledge Gap

The knowledge gap is the discrepancy between the company's impression of what customers
anticipate from the industry and the customers' actual expectations. If management does not pay
close attention to the customer's expectations, the gap will widen. There are a variety of factors
that might contribute to the knowledge gap, including:

● Customers' expectations are not being met.

● There is a dearth of upward communication.
● Inadequate market research.
● Relationships receive less attention.
● Failure to comprehend client grievances.
● There is a lack of communication between management and the customer.

Example of the Knowledge Gap: A Netflix subscriber wants to see the trailers for upcoming
films on the website. As a result, if Netflix did not give the future movie list, it would suffer from
this void.

Gap 2: Policy Gap

The policy gap is the discrepancy between management's impressions of customer needs and
how those perceptions are translated into policies and standards for service delivery. This
disconnect emerges as a result of a misalignment between what customers demand and what
management offers. There are a variety of factors that might contribute to the widening of the
policy gap, including:

● First and foremost, there is a lack of dedication to service quality.

● Furthermore, there is a lack of work standardisation.
● Furthermore, there is a lack of goal-setting.
● Furthermore, customer service standards are too low.
● In addition, service levels were not sufficiently stated.
● Finally, there is a failure to update service level standards on a regular basis.

Example of the Policy Gap: If Netflix uploads forthcoming movie trailers after the film has
been released, it will be subject to the policy gap. People want to see the movie trailer before it is
released.

Gap 3: Delivery Gap

The delivery gap is the discrepancy between the company's standard service delivery policies
and the actual service delivery. This issue could arise as a result of the industry's communication
gap, insufficient technology, and ineffective supervisory on productions. This chasm exists for a
variety of causes in the sector, including:

● To begin with, there is a lack of collaboration to produce a service or product.

● Second, the employee's lack of expertise about the product or service.
● Finally, there are insufficient human resources.
● In addition, there is a performance gap in service.
● Furthermore, role ambiguity and conflict - not knowing what your responsibilities are or
how they relate to others.
● Furthermore, the ineffective staff or technology fit Is the incorrect person or system for
the job.
● Also, ineffective supervisory control or a perceived lack of control — too much or too
little control.

Example of Delivery Gap: If Netflix uploads a movie with lesser video quality, this gap may
appear.

Gap 4: Communication Gap

The communication gap is the difference between what a corporation promotes about its
products and what the client actually receives. It occurs when a corporation fails to deliver on its
promises of services or products. It's a crucial dimension because it might lead to client
dissatisfaction.

This communication gap exists in the sector for a variety of reasons, including:

● Over-commitment.
● There is a disconnect between the communication and production departments.
● There is a lack of communication between the advertising and operations departments.

Example of Communication Gap: Netflix may be forced to fill this void if it is unable to
broadcast the HD video it promised.

Gap 5: Customer Gap

The customer gap is the disparity between what customers think about their experience and what
they expect from the service. Many businesses are unaware of this gap, and as a result, they are
losing a significant number of clients overnight. Reliability, Assurance, Tangibles, Empathy, and
Responsiveness are the five dimensions of service quality. Finally, the Gap model, also known as
the 5 Gaps Model of Service Quality, was created to assess gaps and problems between
enterprises and customers. Finally, customer satisfaction will be reflected in the model, which is
a key aspect for both continuous improvement and commercial success.

SERVQUAL Model with examples

Zomato :

Zomato, created in 2008 by Deepinder Goyal and Pankaj Chaddah, is a restaurant search and
discovery website that now operates in 23 countries.
Rupali Khanna and Ankita Sang investigated the service quality of Tomato's information in a
2015 survey. As a result, the authors employed SERVQUAL to determine the various outcomes
in the following areas:

● Zomato's service quality was investigated.

● To find the discrepancies between users' expectations and perceptions.
● To investigate what users expect from Zomato.
● To identify the most critical aspects of service quality that influence user happiness
● To determine the level of satisfaction of current Zomato users in India.
● To provide some recommendations for ensuring the quality of Zomato's services.

Khanna and Sang discovered the following results after doing research and analysing data with
SERVQUAL:

● Users' perceptions of Zomato's service quality fall short of what an outstanding service in
the realm of restaurant search and discovery should be. As a result, Zomato cannot be
considered a strong participant in the service provider market.
● According to the results of the survey, Zomato is unable to exceed consumer expectations
in any of the SERVQUAL dimensions.

In this example, you can see how a corporation might use the SERVQUAL model to identify
potential improvement areas. In the instance of Zomato, it demonstrates places for improvement
in terms of providing customers with accurate and timely information as promised, as well as
paying closer attention to any particular user of the service.

SERVQUAL Model in Airline Industry

The concept of improving high-quality service has recently been deemed a deep company
strategy by many low-cost airlines. The companies were able to survive in this highly
competitive field by providing outstanding service to their passengers. The provision of
high-quality service in order to boost passenger happiness had become a must-do strategy.
Five dimensions of service quality that can be adapted to measure service quality in the airline
business were comprised of :

● Tangible
● Reliability
● Responsiveness
● Assurance
● Empathy

Tangible: The visible and touchable goods or equipment offered for passenger comfort on board
are referred to as tangible dimensions. This could include the size of passenger seats, the amount
of space available for passengers to stretch their legs comfortably, catering, such as food, food
quality, and onboard entertainment services like as magazines, newspapers, and games.

Reliability: The number of effective services provided to passengers could explain reliability.
Their services must always be completed correctly and on time. This dimension, for example, is
frequently used as a criterion for determining how well an airline can assist its clients, such as
when they want to check-in or purchase a ticket.

Responsiveness: The responsiveness factor measured how willing and ready airline employees
were to assist customers with their difficulties. For example, how the personnel may assist them
in cancelling their travel, delivering their belongings on time, assisting or responding to their
misplaced bags, or quickly assisting consumers in any emergency situations.

Assurance: The Assurance Dimension is related to how the airline might earn the trust of its
passengers and make them feel safe when travelling with them.

Empathy: The airline could demonstrate empathy by displaying tenderness and care for each
guest. Examples of services rated in this criteria include escorting passengers to their seats,
introducing passengers to the dishes they are eating, and online booking and frequent flyer
programmes.

Model of Service Quality Gap :

Gap 1: Customers' expectations vs. management perceptions: due to a lack of marketing

research orientation, insufficient upward communication, and too many levels of management.
Gap 2 : Management perceptions versus service specifications: due to a lack of commitment to
service quality, a sense of impossibility, insufficient task standardisation, and a lack of goal
setting.

Gap 3 : Role ambiguity and conflict, poor employee-job fit and bad technology-job fit,
ineffective supervisory control mechanisms, a lack of perceived control, and a lack of teamwork
all contribute to service specifications versus service delivery.

Gap 4 : As a result of insufficient horizontal communications and a proclivity to over-promise,

service delivery against external communication is at odds.

Gap 5 : The disparity between customer expectations and views of the service provided as a
result of consumer influences and service provider shortcomings (gaps). Customer expectations
are influenced in this situation by the scope of personal needs, word of mouth referrals, and
previous service experiences.

Gap 6 : As a result of differences in front-line service providers' knowledge of client

expectations, there is a disconnect between consumer expectations and staff perceptions.

Gap 7 : The gap between employee perceptions and management perceptions: as a result of
managers and service providers having different understandings of client expectations (Carman,
1990).

SERVQUAL Model in Healthcare:

The SERVQUAL—Service Quality Questionnaire is a tool for functional rather than technical
examination, development, and measurement of service quality. The gap between the intended
and perceived service was characterised by Parasuraman, Berry, and Zeithaml as the quality of
service. Despite the fact that the technique has been criticised by a number of academics, it is the
most often used scale for assessing service quality.

Gap Analysis of healthcare :

The SERVQUAL dimensions' gaps were computed by subtracting expectations from perceptions
[P-E], and their values were used to determine the overall quality of the health services as judged
by the participants. A negative gap value suggested that the provided services were of lower
quality than expected, whilst a positive gap value indicated that the services were of higher
quality. The biggest gap score was in the Tangibles dimension, followed by Assurance, Empathy,
and Responsiveness, while the last two were the aspects with the least difference between
perceptions and expectations.
Analysis of the Difference in Perceptions-Expectations :

The Wilcoxon matched-pairs signed-ranks test was performed to see if the patients' expectations
and perceptions of the five service quality dimensions differed significantly. For the pairs of
perceptions-expectations in all dimensions, the tests were significant (p 0.001). For all of the
aspects, this finding suggests that the median perceptions scores were statistically considerably
lower than the median expectations scores.

z-Value p-Value Median Perceptions Median Expectations

Tangibles: −18.098 <0.001 6.00 7.00

Perceptions-Expectations

Reliability: −12.129 6.20 7.00

Perceptions-Expectations <0.001

−14.065 6.00 6.75

Responsiveness: <0.001
Perceptions-Expectations

Assurance: −17.783 6.00

Perceptions-Expectations <0.001 7.00

−16.167 6.00
Empathy: <0.001 6.80
Perceptions-Expectations

Patients’ Prioritization of Quality Dimensions :

Patients were asked to assign a total of 100 points to the five quality characteristics based on how
significant each dimension was to them, as stated in the third section of the questionnaire. The
points had to be distributed in such a way that the highest score was assigned to the most
significant dimension, the lowest score was assigned to the least important dimension, and the
total of all scores was equal to 100. As indicated in Table 8 and in, patients ranked the five
quality aspects from most essential to least important as follows: (1) Assurance (23.48), (2)
Reliability (22.70), (3) Responsiveness (19.08), (4) Empathy (17.90), and (5) Tangibles (16.84).

Dimension Question Points

Tangibles Visually appealing of physical 16.84

facilities, equipment and
hospital’s employees

Reliability
Ability of the hospital to 22.70
execute promising services
with reliability and accuracy

Responsiveness
Hospital staff willingness to 19.08
provide help to patients

Assurance
Hospital staff with 23.48
knowledge, good manners
and inspiring confidence

Empathy Provision of individual 17.90

interest and attention to
patients by hospital’s
employees
 Total
100

SERVQUAL model in Retail

One of the pillars of consumer happiness in a company network is service quality, which is
becoming increasingly diverse. In a competitive environment, a company's ability to meet
customer needs and delight is critical (Hoa Nguyen, Jeong, &Chung, 2018). A company's ability
to meet customer needs is influenced greatly by the level of quality and quality of services
provided to customers, which includes all quality entities in the form of product quality and
service. As a result, if there is a disconnect between the firm's level of quality and the actual
needs of the client, there will be a problem of customer discontent, which is a quality issue that
the company must address because it can result in the loss of consumers (Kim, 2013).

In 1985, Parasuraman and colleagues developed a five-dimensional model of service quality.

These dimensions are made up of

Tangibles: This factor encompasses anything physical that has an impact on customer service
quality. For example, customer waiting rooms that are clean and tidy, customer facilities,
physical staff and employee facilities, room ambiance, decoration, and interior, and so on.

Reliability: This factor encompasses anything physical that has an impact on customer service
quality. For example, customer waiting rooms that are clean and tidy, customer facilities,
physical staff and employee facilities, room ambiance, decoration, and interior, and so on.

Responsiveness: This factor refers to the company's ability to give accurate services to its
clients. Customers can now access the company's products and services at any time and from any
location. Customers are always welcome to contact the company. Cellular service providers, for
example, deliver signals in different areas where their clients are located.

Assurance: This component pertains to the company's actions in terms of rapidly reacting to
customers. This responsiveness can be measured by asking questions like how curious the
company is about the level of difficulty its customers are experiencing, how capable the
company is of assisting customers in resolving problems, how responsive the company is to
complaints and customer complaints, and so on.

Empathy: This component refers to the company's focus on its clients. Listening to consumers,
assisting customers in finding answers, understanding what constitutes fears and anxieties of
customers, solidarity with customers, not abandoning customers, and so on are all examples of
corporate understanding.

Gap Model of Retail :

The first gap in the Gap Model of Service Quality is the knowledge disparity, which reflects the
gap between customer expectations and management's comprehension of those expectations.
That is, management is unaware of client expectations. Ineffective transfer and interpretation of
accessible data are two common causes of this divergence. For example, if management fails to
collect and consider information and insights from front-line employees, field staff, and customer
surveys, this gap may emerge. This gap is sometimes referred to as a "listening" rather than a
"information" gap in a big data environment when customers have free access to rating platforms
and the desire to share their experiences. In many circumstances, the information is available.
Prioritizing information sources, making sense of it, and acting on it are the main challenges.

Gap 1: Customer Expectation vs. Management Perception

The gap between customer expectations and management perception occurs when management
or the service provider misunderstands what the customer wants or needs. For example, hotel
managers may believe that visitors desire greater food or in-house restaurant facilities, but guests
may be more interested with staff responsiveness or room cleanliness.

Factors that affect the size of the knowledge gap include:

➢ Market research: A corporation must do market research before releasing a new product
or service into the market to determine whether there is a demand for the product and
what features should be included. The less the information gap would be the better this
process is carried out. There are ways to ensure that client wishes are taken into account.
Comprehensive research, evaluating satisfaction following individual transactions
(surveys taken soon after a purchase), customer panels and interviews, and customer
complaints are some of the methods used.

➢ Customer preferences are more likely to be incorporated into higher-level decision

making on the product if there are fewer levels between management and customer
contact staff.
Gap 2: Management Perception vs. Quality Specifications
The first chasm reveals a misalignment between management's perceptions of consumer
expectations and real customer service requirements. For example, hospital officials may instruct
a nurse to react to a request 'quickly,' but without specifying 'how quickly.' Policies should be
designed using the SMART – Specific, Measurable, Actionable, Relevant, and Timely –
goal-setting acronym for clarity and operational effectiveness.
Companies should define, train on, measure, and reward performance in relation to customer
service standards in order to close the policy-practice gap. To be more precise:

➢ Define service levels and business (i.e. budget) assumptions clearly.

➢ Customer service standards should be developed, communicated, and trained on.
➢ Incorporate service level performance into all connected personnel's assessments.
➢ To reach service level targets, measure performance and change resources as needed.
➢ Keep an eye on industry service level standards and make changes to the policy as
needed.

Gap 3: Quality Specifications vs. Service Delivery

The performance gap represents the disparity between service quality specifications and delivery.
It could arise as a result of insufficient training, incapability, or a refusal to reach the service
standard. A variety of elements, including training, ability, attitude, and health and cultural
issues, can influence service quality. Customer changes have an impact on a representative's
capacity to perform to a set level, as does the interactive character of the customer service
situation. Financial and operating assumptions should be reviewed to ensure that service criteria
are met. Human Resources tasks such as job analysis and job descriptions, as well as candidate
screening, selection, training, and evaluation, should all be examined. New service personnel
may get up to speed by creating a well-structured onboarding process, giving product/service
training, and building a customer-centric team environment. And, while we're on the subject of
retention, recognising and rewarding high performers is an important approach to close the
performance gap.

Gap 4: Service Delivery vs. External Communications :

Statements made by company officials and marketing have a significant impact on consumer
expectations. The gap occurs when these presumed expectations are not met when the service is
delivered. For example, a hospital may appear to have clean and furnished rooms on its brochure,
but it may be poorly kept in reality. A variety of communications, such as promotional
advertising, website material, and photos, shape consumer expectations. The communication gap
represents the discrepancy between what has been promised and what has been delivered. This
chasm is frequently caused by over-promising or, in the worst-case scenario, misleading
advertising (i.e., bait and switch). The old adage of "under promise and over deliver" can help
you avoid this pitfall.
Specific steps to close the gap include:

➢ To ensure accuracy and consistency, review communications across all touchpoints,

including digital (email, website, social media, and partner sites), print, and on-premise
materials.
➢ Implement a review and approval procedure for new campaigns and changes that
includes a "reality check."
➢ To ensure that services are being portrayed realistically, conduct simulated customer
encounters and listen in on point-of-contact talks and provide coaching.
➢ To make advertising more realistic, include employee participation and customer
feedback. Similarly, using real employees and customers in advertising gives the
company a human face.

Gap 5: Actual Performance vs. Perceived Service Gap

The gap between expected and real service occurs when the customer misunderstands the service
quality. The doctor may continue to see the patient to demonstrate and ensure care, but the
patient may see this as a sign that something is seriously wrong. The fifth gap, referred to as the
customer gap, refers to the disparity between the customer's expectations and perceptions of the
level of service offered. This gap can emerge as a result of service issues from gaps 1–4 or as a
result of a customer's incorrect assessment of the service received. A variety of elements
influence a customer's perspective, including personal experience and needs, advertising, and
word of mouth. A consumer may have received wonderful service during a dinner, but inaccurate
charges on the bill or rowdy customers at the next table may taint the experience and leave the
customer disappointed overall. The important thing to remember is that the fifth gap cannot be
closed directly; instead, a shop must close gaps 1–4 before closing the client gap. The key to
discovering the root cause(s)—that is, the underlying service gap(s)—and, eventually, fixing the
Customer gap is to obtain customer feedback.
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