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Service Management
4. Service Recovery
The systematic-response approach
Clean Sweep Overview
Tangible actions
Janitorial services
Intangible actions
Present CSIs Operations
Each crews working hours => 8.5 hour/shift
15 minutes paid rest breaks and 30-minute unpaid lunch break
The cleaning staffs is divided into 4 crews. Each crew are under the a supervisor of a
crew leader.
Individual staff costs are higher, but CSI management believes in greater
productivity levels in a smaller-than-average workforce.
4. Employee turnover has been fairly high but is still lower than many
other competitors.
Complains of Cleaning Crews
R
X
UCL = 6.16 + 0.308 (3.22) = 7.15
LCL = 6.16 0.308 (3.22) = 5.16
10
2. To obtain the average complains and ratings value per crew for each month
Observation :
1. Throughout 9 months, each of the 4 crews has 1 occurrence out of the control limit. Crew 1 = 1 occurrences ; Crew 2 =
2 occurrences ; Crew 3 = 4 occurrences and Crew 4 = 3 occurrences
2. During the 5th month and onwards, Crew 2 and Crew 3 complains are within control limit. While Crew 1 and Crew 4s are
out of control.
3. The number of complains for each crews is on a decreasing trend. This shows that the customer are complaining less as
they might be more satisfied with CSIs service quality.
Analysis / Recommendation :
1. Crew 3s number of complain could be higher due to more workload for each crew members as every individual in Crew 3
needs to clean more floor space as compared to the other 3 crews. Crew 3s supervisor has to communicate his / her
expectations and help to prioritize task for his / her crew members based on customers feedback and expectations. The
supervisor can also practice less micro managing to his / her crew members. 1
X-bar chart for average ratings for each crew during the nine-month period.
Observation :
1. Throughout 9 months, each of the 4 crews has 2 occurrence out of the control limit. Crew 1 = 2 occurrences ; Crew 2 = 2
occurrences ; Crew 3 = 6 occurrences and Crew 4 = 4 occurrences
2. During the 3trd months rating and beyond, Crew 2s ratings are within control limit. While the other crews are out of control
limit. Crew 4 needs attention from the management to increase the performance rating.
3. The performance ratings for each crews is on an increasing trend until the 7 th month. Only Crew 4 continued to improve the
performance rating from the 7th month and beyond.
4. The overall ratings for all 4 crews was above 5 starting 3rd month and beyond. This shows that the customers satisfaction
on CSIs service quality is improving.
Analysis / Recommendation :
1. CSI management has to investigate why the performance rating for Crew 1, 2 and 3 starts decrease after the 7th month.
There is a possibility that the crew members do not understand customers expectation.
2. CSI management needs to understand their customers expectations and explore how their customer rate the each
crews performance rating. 1
Q2: Discuss possible ways to improve service quality.
a) Achieving Service Quality
Statistical Process Control
Cost of Quality
Unconditional Service Guarantee Cost of Quality
Cost of Quality Definition CSI
Prevention Cost arise from efforts to keep 1. Training program for cleaning staff
defects from occurring at all Improve communication and cleaning skills
share best practices
standardize cleaning procedures
2. Recruitment and selection
Select experienced staff
3. Quality improvement projects
Deming PDCA
DMAIC
Detection Cost arise from detecting 1. Supervision
Costs of control (Costs of defects through inspection,
conformance) Standardize level of supervision / detection
test, audit Crew members treated equally across 4 crews
2. Third-party audit
Fresh ideas and other feedbacks
Walk-through-audit (Service managers lose sensitivity
due to familiarity)
3. Peer review (refereeing)
subject matter expert
4. Customer comment card
feedback to further improve service
understand customers requirement and expectations
Internal Failure Cost incurred from defects 1. Rework
caught internally and dealt Repeat cleaning process
Costs of failure of control with by discarding or repairing 2. Machine downtime
(Costs of non- the defective items
Cleaning machine failure
conformance)
External Failure Cost incurred from defects 1. Negative word-of-mouth
that actually reach customers 2. Loss of future business
Feigenbaum, Armand V. (1991), Total Quality Control (3 ed.), New York, New York: McGraw-Hill, p. 111, ISBN 9780071126120, OCLC 71640975
b) Service recovery Approach
- Systematic-response approach
1. Identify critical failure points (depends on urgency)
2. Ensure that the information obtained is the latest or updated
3. Determine appropriate recovery criteria
4. Plan type of response
reference from (T.C. Johnson and M.A. Hewa, Fixing Service Failures, Industrial Marketing Management 26, 1997,pp. 54-62)
Dimension CSI
Reliability Constantly perform the guaranteed level of services reliably and accurately
On time
Consistence
Without errors
Analysis
1. Crew 1 and Crew 4 has the least number of inequity complains and no advancement feedback.
2. Crew 1s and Crew 4s performance rating is one of the highest among the 4 crews.
3. While Crew 4s number of customer complains is among the lowest among the 4 crews.
Recommendation
1. The management can organize more trainings to enable Crew 1 and Crew 4 to share their best practice with Crew 2 and 3.
2. CSI management can deploy job rotations for each individuals to different buildings or different crews. This can help to
minimize the employees from getting bored of their present job and also experience different customers expectations.
3. The management has to standardize the level of supervision. It is reported that supervisor of Crew 1 and Crew 4 are the least
strict. This could be the reason why Crew 1 and 4 are performing better than Crew 2 and 3.
4. CSI management can promote the Best Employee of the Month award. The winner of the award can be given a one day
leave or be bestowed with cash incentives to further motivate their employees to be more hard-working and go beyond their
daily cleaning routine job.
Service Quality Gap Model
Gap 5
Customer Customer Cleaning Satisfaction Survey
Customer Satisfaction
GAP 5
Perceptions Expectations Gap 1
Walk through audit
Managing the Customer / Understanding
Evidence Marketing Research the Customer Gap 2
Communication
GAP 4 GAP 1 Poka-Yoke
Taguchi Method
Management
Service
Perceptions Gap 3
Delivery of Customer Cost of Quality
Expectations SPC
Unconditional Service Guarantee
Conformance
Design GAP 2
GAP 3
Gap 4
Conformance Service Design Service Recovery
Service
Standards
Conclusion
1. CSI management needs to be pro-active in improving the present service quality by
Understanding customers expectation and experience
explore how their customer rate the each crews performance rating (each
individuals experience and expectation are very subjective or different)
Motivate the crew members through incentives (monetary or a days leave)
Standardizing level of supervision all employees treated equally and with
respect
Measuring the quality of work through random audits or Walk-through-audit
2. CSI managements can arrange a meeting with the department that oversees
custodial service contracts to discuss on potential improvement plans. This approach
can reflect CSIs commitment for continually commitment and improvement in
providing the best custodial-janitorial service.
3. Besides creating a niche in the custodial-janitorial service, CSI can further diversify
their business portfolio to household cleaning.
Q&A
The End