EASTERN STAR ACADEMY, INC.

SENIOR HIGH SCHOOL DEPARTMENT

Name: __________________________________ Learning Modality: Modular Distance Learning

Grade Level and Section: Strand: _______________________________
Subject: Industrial Arts Subject Teacher: Engr. Mark Niño B. Javier

Most Essential Learning Competency: Inspect technical quality of work (ITQ)

Learning Objectives:
1. Gather information to carry out inspection.
2. Inspect and apply quality standards to work.
3. Achieve quality work outcomes.

Duration: September 24, 2021 and October 1, 2021

Definition of Terms:
This portion gives you a list of words and phrases that you will encounter as you go through with the
lesson here. This will help you understand more the concept of the topic that you will learn in this
module.
 Assurance - (noun) is a positive declaration intended to give confidence, a promise. Example:
“He gave an assurance that work would not recommence until Wednesday."
 Cordial treatment — means showing or marked by warm and often hearty friendliness, favour,
or approval.
 Customer satisfaction - is defined as a measurement that determines how happy customers
are with a company's products, services, and capabilities.
 Empathy- is the ability to understand and share the feelings of another.
 Marketing - refers to the action or business of promoting and selling products or services,
including market research and advertising.
 Products- is an article or substance that is manufactured or refined for sale.
 Quality - refers to the standard of something as measured against other things of a similar
kind; the degree of excellence of something.
 Reliability — means the quality of being trustworthy or of performing consistently well.
Example: "The car's background gives me every confidence in its reliability."
 Responsiveness - is the quality of reacting quickly and positively.
 Example: "A bank's responsiveness to customer problems engenders trust."
 Service - The action of helping or doing work for someone.
 Tangible- refers to a thing that is perceptible by touch.
 PRODUCT /SERVICES AND QUALITY
Products and Services that meet or exceed customer expectations result in customer satisfaction.
Quality is the expected product/service being realized. Before a customer makes a purchase
(exchanges money for a product/service) he or she does a mental calculation: “Is the worth of the
product/service (as I perceive and expect) equal to the money that I am about to exchange?”
Products/services that are produced and manufactured to specifications that are appropriate to the
price (money to be given in exchange by the customer) of the product/service is an operational or
manufacturing view of quality. Here, the customer receives the value that he or she expects since
operation has built quality standards into the product. An operations view of quality is a common view
of the concept of quality.
However, quality is a function of how the customer views the product/service that he or she receives.
The customer view always compares what they expect with what they actually receive regardless of
how operations conceive quality. How do customers arrive at their expectations?
Marketing, especially sales, has a major effect on how the customer views quality. As mentioned
earlier, customer satisfaction is based on receiving the actual product/service as expected. When
marketing and sales enthusiastically promises a product/service that manufacturing or operations (in
the case of a hospitality service) cannot deliver, then expectations are not met, the customer is
dissatisfied, and quality (in the customers’ eyes) is not realized.
Quality is not an absolute to be determined by operations or manufacturing. Variables that affect
quality are: (a) customer expectations (obtained from marketing and sales, as well as word of mouth
and previous experience), (b) actual product/service received (how a service is performed by
operational people and actual tangibles received (cold food for example). The following models
explain these basic concepts.

What is Quality?
Work quality is the value of work delivered by an individual, team or organization. This can include
the quality of task completion, interactions, and deliverables. Work quality is a common consideration
in managing the performance of programs, projects, vendors and individuals.
Service quality (SQ), in its contemporary conceptualization, is a comparison of perceived
expectations (E) of service with perceived performance (P), giving rise to the equation SQ=P-E. This
conceptualist ion of service quality has its origins in the expectancy-disconfirmation paradigm.
A business with high = service quality will meet or exceed customer expectations whilst remaining
economically competitive. Evidence from empirical studies suggests that improved service quality
increases. Profitability and long-term economic competitiveness. Improvements to service quality may
be achieved by improving operational processes; identifying problems quickly and systematically;
establishing valid and reliable service performance measures and measuring customer satisfaction
and other performance outcomes.
Dimensions of service quality
A customer's expectation of a service is determined by factors such as recommendations, personal
needs and past experiences. The expected service and the perceived service sometimes may not be
equal, thus leaving a gap. The service quality model or the ‘GAP model’ developed in 1985, highlights
the main requirements for delivering high service quality. It identifies five ‘gaps’ that cause
unsuccessful delivery. Customers generally tend to compare the service they ‘experience’ with the
service they ‘expect’. If the experience does not match the expectation, there arises a gap.] Given the
emphasis on expectations, this approach to measuring service quality is known as the expectancy-
disconfirmation paradigm and is the dominant model in the consumer behavior and marketing
literature. A model of service quality, based on the expectancy-disconfirmation paradigm, and
developed by A. Parasuraman, Valarie A. Zeithaml and Len Berry, identifies the principal dimensions
(or components) of service quality and proposes a scale for measuring service quality, known as
SERVQUAL. The model's developers originally identified ten dimensions of service quality that
influence customer's perceptions of service quality. However, after extensive testing and retesting,
some of the dimensions were found to be auto correlated and the total number of dimensions was
reduced to five, namely - reliability, assurance, tangibles, empathy and responsiveness. These five
dimensions are thought to represent the dimensions of service quality across a range of industries
and settings. Among students of marketing, the mnemonic, RATER, an acronym formed from the first
letter of each of the five dimensions, is often used as an aid to recall. Despite the dominance of the
expectancy-disconfirmation paradigm, scholars have questioned its validity. Scholars have pointed
out the expectancy-disconfirmation approach had its roots in consumer research and was
fundamentally concerned with measuring customer satisfaction rather than service quality. In other
words, questions surround the face validity of the model and whether service quality can be
conceptualized as a gap.
 Service Quality
It’s imperative that you provide excellent service to your customers. With a wealth of competition,
companies that don’t compete on customer experience will lose customers to those that are
continually delighting and providing a high quality of service.
However, even companies that understand the need to provide exemplary experiences have a hard
time measuring their service quality. Since it’s a qualitative measurement, rather than a quantitative
measurement, it can be challenging to assess. Even some researchers have struggled with the issue
of how to measure service quality and understand how you’re impacting your customers.

How to measure service quality

In a general sense, measuring service quality depends entirely on the context and brand promise,
and service quality dimensions vary according to the industry. However, the industry standard and
most widely-used metric is SERVQUAL.
SERVQUAL
SERVQUAL is based on a set of five dimensions which have been consistently ranked by customers
to be most important for service quality, regardless of service industry. These dimensions defined by
the SERVQUAL measurement instrument are as follows:
 Tangibles: appearance of physical facilities, equipment, personnel, and communication
materials.
 Reliability: ability to perform the promised service dependably and accurately.
 Responsiveness: willingness to help customers and provide prompt service.
 Assurance: knowledge and courtesy of employees and their ability to convey trust and
confidence.
 Empathy: the caring, individualized attention the firm provides its customers.

These five SERVQUAL dimensions are used to measure the gap between customers’ expectations
for excellence and their perception of the actual service delivered. The SERVQUAL instrument, when
applied over time, can help you understand both customer expectations, perceptions of specific
services, and areas of needed quality improvements.
SERVQUAL has been used in many ways, such as identifying specific service elements that need
improvement, and targeting training opportunities for service staff.
Proper development of items used in the SERVQUAL instrument provides rich item-level information
that leads to practical implications for a service manager.
The service quality dimensions evaluated by SERVQUAL should be adjusted for optimal performance
in different industries, including public and private sector applications.
SERVQUAL scores are highly reliable, but when used in different industries may fail to produce a
clear delineation of the five basic dimensions. Other measures, such as the Six Sigma model should
be considered for applicability in quantifying the gap between service expectations and perceptions.
Service quality questionnaires
In order to improve service, you must understand customer satisfaction and customer expectations.
This can be done by asking for feedback from your customers using service quality questionnaires.
These are typically completed after the service with a follow-up email or paper survey. Following up
immediately is the best way to fix any mistakes or clear up misunderstandings before your customers
become detractors.

Service quality questions

There are many types of questions that can be asked in a Service Quality Questionnaire. They should
focus on the customer’s interaction with the customer service rep (positive and negative), the service
and experience overall, and if the customer would use your service again. It’s also good to have a
couple open text questions so your customers can write in their own feedback.

Sample questions include:

• The service rep was helpful (strongly agree to strongly disagree)

• Which of the qualities about the service did you like (include a list patient, friendly, attentive,
willing to help, empathetic, etc)
• Was there anything about our service that stood out to you? (open-text response)
• Over the next 12 months, how likely are you to use our product or service again (strongly
agree to strongly disagree)

Industry examples
As mentioned before, measuring service quality depends entirely on the context and brand promise,
and that varies by industry. To understand if you’re providing good service, you must know exactly
what your customers are looking for in terms of service quality.
Below are examples of how service quality is measured in different industries.
Restaurants
In restaurants, service quality tends to focus on timely service (not too rushed or too slow), server
attentiveness, and friendliness.
In fine dining restaurants with a fairly engaging experience, an expected part of service quality is the
ability to make relevant recommendations. This can be easily measured by a manager asking the
customer questions at the end of the meal, such as “how satisfied were you with the server's
recommendations?” The manager can also ask if the order placed was influenced by the
recommendation(s).
However, this is clearly not a measure that would be relevant in a quick-service restaurant, showing
the importance of context. In quick-service restaurants, things like order accuracy and speed of
delivery are more accurate measurements. To gather this data, you can put a link to a survey on a
receipt and giveaway a free menu item upon completion.

Automotive
Service quality is especially important in automotive because the customer’s car must be fixed and
completed on time. This is mostly focused on the service itself, and less about the interactions with
the technician or front desk attendant, except when it comes to trust (because they must trust the
professionals' recommendations).
You can ask questions like “how would you rate the quality of the service you received” or “is your car
now running like you expected after it was serviced?” You can also ask an NPS question like, “How
likely are you to recommend our service to a friend or colleague?”

Retail
In retail, you typically ask things about staff product knowledge (think Adidas and knowing what type
of running shoe best suits your use) and recommendations. You can also assess merchandise
knowledge (what goes with what), friendliness, and availability (were team members on the shop floor
easy to engage).
While there are all very straightforward questions to ask, they can be conditional based on the text
comments or score provided on that element.
These questions help to identify both the frequency with which it happens and the customer's
satisfaction with the experience.
You can then regress that against the outcome measure and see how big an impact that makes on
the overall experience. This provides direction on what to focus on in your store (or restaurant), and
what action you should take. For example, if shoe recommendations are a significant part of the
experience and guests are not satisfied - you can provide better merchandise training, and if they are
knowledgeable but not making relevant suggestions, retrain to better read guests' interests.
How to take action on your findings
After you’ve defined and measured your service quality, it’s time to take action and create a better
service experience. This can be done on an individual or team level.
Analyze team-wide data
By analyzing data across your team, you’ll get a big picture into where the knowledge gaps are as a
whole. For instance, maybe the team lacks product knowledge or customers don’t find them friendly
and helpful. Once you understand the collective feedback, you can implement training programs in
those specific areas. This will also ensure new employees don’t make the same mistakes.
Analyze individual data
Every service rep has their weakness and developing an individualized service improvement plan can
help strengthen every service rep. It’s important to go over the feedback in a positive way and
emphasize the positive qualities, but you can also highlight areas of improvement. Individual service
reps might be one quality away from exceptional, and it’s the manager's goal to get them there.
Creating great customer service takes time and effort. You must be intentional about collecting
feedback, putting that feedback into action, and creating exceptional experiences for your customers.
Activity
Direction: Before you start studying this module, answer the following questions to find out how much
you already know about the topics in this module. Multiple choice: Carefully read each question about
5S and select the best answer. Write only the letter in your activity notebook.
1. What are the phases of 5’s?
A. Sort, Sustain, Sushi, Shine, Standardize
B. Sustain, Sort, Standardize, Sushi mi, Shine
C. SHINE, Shut Up, Sustain, Sort, Standardize
D. Standardize, Sort, Sustain, Shine, Set-in-Order
E. Shine, Standardize, Sustain, Set-In-Order, Salami
2. Which of the following is not a benefit of shine?
A. Improved quality
B. Happier employees
C. Inventory reduction
D. Customer satisfaction
E. Less production downtime

3. Which phase of 5S are you in when you clean machines, windows, floors, etc.?
A. Sort
B. Shine
C. Sustain
D. Standardize
E. Set-In-Order

4. Which of the following is not a benefit of Sort?

A. Improved safety
B. Reduced set-up times
C. Increased productivity
D. Reduce the waste of searching.
E. Improved machine dependability
5. Which of the following items is not part of the SORT phase?
A. 48-hour rule
B. Clear the area.
C. Use of red tags
D. Disposition red tag items
E. Putting tools at point of use
Odd Man Out
Select the word or Phrases which does not belong to SERVQUAL Main Factors.
1. Tangibles.
a) Up-to-date equipment
b) Employee’s well-dressed/neat
c) Appearance of the physical facilities are consistent with the type of service industry
d) They keep accurate records

2. Reliability.
a) Employee’s well-dressed/neat
b) The firm meets their promised time-frames for response
c) They are dependable
d) They keep accurate records

3. Responsiveness
a) It is not reasonable to expect prompt service from employees
b) They are dependable
c) It’s OK to be too busy to respond promptly to customer requests
d) They shouldn’t be expected to tell customers exactly when the service will be performed

4. Assurance
a) They keep accurate records
b) Employees should be trustworthy
c) Employees should be polite
d) Employees should get adequate support from the firm to do their job well

5. Empathy
a) Employees should be polite
b) Firms should not be expected to give each customer individualized attention
c) It is unrealistic to expect employees to fully understand the needs of the customer
d) Firms should not necessarily have to operate at hours convenient to all customers

Essay.
Make a situation in the industry that shows the importance of customer service quality. Why we
should know the side of the customers? Express your thoughts to at least 3-5 sentences.
 JOURNAL

Name: ________________________________________ Subject: _________________________

Grade Level and Section: _________________________ Strand: _________________________

Write your realizations, understandings and all the things that you’ve learned and experienced
in accomplishing the module. You can add pictures and other illustrations. Write legibly.
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Parent’s/Guardian’s Signature: ____________________________________

Teacher’s Feedback:
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