BÀI TẬP QUẢN TRỊ CHẤT LƯỢNG DỊCH VỤ

(CHƯƠNG 1.1 VÀ 1.2)

CHƯƠNG 1.1 Tổng quan về dịch vụ, chất lượng và QTCLDV
1. Hãy kể ra 3 trải nghiệm thực tế khác nhau của Anh/Chị về các dịch vụ mà Anh/Chị đã
trải qua, trong đó có:
a. Mong đợi của Anh/Chị được đáp ứng.
b. Dịch vụ vượt quá sự mong đợi của Anh/Chị.
c. Dịch vụ không đáp ứng được mong đợi của Anh/Chị.

2. Một đại lý cho thuê xe khảo sát hàng của mình về các tiêu chí sau:
 Sự sạch sẽ của cơ sở cho thuê
 Phép lịch sự của nhân viên
 Hiệu quả của việc nhận/trả xe
 Sự sạch sẽ của xe
 Tính chuyên nghiệp của nhân viên trong việc giải thích hợp đồng và các lựa chọn
thuê xe
Anh/Chị hãy phân loại từng tiêu chí trên theo 5 khía cạnh chất lượng dịch vụ. Những khía
cạnh nào bị thiếu?

3. Ngày nay các công ty dịch vụ đều phụ thuộc rất lớn vào công nghện thông tin và Internet.
Theo Anh/Chị những điều nào sẽ là tiêu chí đánh giá chất lượng của một trang web của
các công ty cung cấp dịch vụ này?

CHƯƠNG 1.2 Hệ thống quản trị chất lượng dịch vụ

Mô tả hành động cụ thể của Poudre Valley Health System (PVHS) trong tình huống dưới đây đã
thể hiện tương ứng cho các nguyên tắc nào của Quản trị chất lượng?
(Đây là tình huống trong lĩnh vực y tế, nếu có thuật ngữ chuyên ngành thì các Anh/Chị có thể bỏ
qua, cần tập trung vào nội dung mang định hướng quản trị chất lượng).

Momentum Group, headquartered in Irvine, California, started in 1994 as one of the

smallest contract textile distributors in the United States. Today, the company is a recognized
leader in the commercial interiors industry, creating exclusive, design-focused fabrics for
customers that include architectural and design firms, and commercial furniture manufacturers.
In support of its core value of “bettering the world around us,” Momentum Group was the first in
its industry to offer a full textile product line of reduced environmental impact fabrics. The
company has been a forerunner in the research, testing, and introduction of innovative,
sustainable, and environmentally friendly materials in coated fabrics.
Momentum Group set the foundation for its Quality Process Improvement System
through initiatives such as forming a quality leadership team, developing problem-solving
groups, providing all employees with quality training, and benchmarking and implementing a
best-in-class recognition program. The firm has invested in process upgrades that have reduced
sample production time by 50 percent and improved sample yield per yard by 20 percent, and or
errors in manufacturing. Other quality measures include random inspections, high-intensity
lighting to inspect piece-dyed products on incoming supply materials, and an automated system
that prevents an incorrect product or color to be shipped out.
 Momentum Group integrates consideration of societal well-being and sustainability into
its strategic planning process and operations. The company uses solar panels for energy at its
headquarters, maintains a green car policy for its remote sales work group, and provides green
car incentives to its entire workforce.
In just over two decades, sales have grown more than 400 percent and have outperformed
the industry for 19 years out of the 22 that the firm has been in business.
Poudre Valley Health System (PVHS) is a locally owned and private, not-for-profit
health care organiza- tion serving residents of northern Colorado, Nebraska, and Wyoming.
PVHS designs new services using the Voice-of-the-Customer (VOC) approach. During the
planning of the system’s newest hospital, the Medical Center of the Rockies (MCR), community
VOC data led to improved emergency room layout, private patient rooms with spectacular
mountain views and windows that open, healing gardens, and installation of family amenities
such as showers and kitchens.
Partnering relationships help PVHS focus on the future and turn competitors into allies.
After first establishing relationships with physicians, PVHS expand- ed its partner base to
include entities such as home health agencies, a long-term care provider, community health
organizations, and a health plan administrator—a partnership that saves local employers $5
million each year. A partnership with a community hospital in Scottsbluff, NE, led to the
building of MCR, which opened in February 2007. PVHS’s partners are driving innovation by
designing and testing innovative systems and technologies to meet health care needs. For
example, PVHS was among the first health systems in the nation to use a robotic-assisted surgery
system in four medical specialty areas and among the first 24 health systems in the world to
integrate medical imaging systems across service lines.
From design of new services to bedside care, PVHS uses interdisciplinary teams to meet
patient needs. These teams demonstrate “the best collabo- ration of nurses and doctors, relative
to any trauma program in the United States,” according to a recent survey team by the American
College of Surgeons. In 2008, the system’s overall staff voluntary turno- ver rate decreased to 8
percent, well below that of competitors, and reached the Healthcare Human Re- sources
Administration’s top 10 percent performance level. The system’s overall employee satisfaction
ranks at the 97th percentile nationally, and Modern Health- care magazine named PVHS as one
of “America’s 100 Best Places to Work in Healthcare” in 2008. PVH has been recognized as the
nation’s number one hospi- tal for sustained nursing excellence by the American Nurses
Association and the National Database of Nursing Quality Indicators (NDNQI). For five
consecu- tive years, PVH has been one of seven U.S. hospitals to be named a Thomson 100 Top
Hospital (for superior outcomes, patient safety, and operational and financial performance).

Source: Adapted from Malcolm Baldrige National Quality Award, Profiles of Winners, National
Institute of Standards and Technology, Department of Commerce.