Quality is Customer Satisfaction

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Information about Quality is Customer Satisfaction
Business & Mgmt

Published on February 13, 2014

Author: zia_ak

Source: slideshare.net

Description

Total Quality Management Implementation Manual is brief guide to how to make Quality happened. It is step by implementation guide for TQM. Quality is all about customer satisfaction. It is all about Right Product at Right Price with Smiling Face. Sales and After Sales are equal importance.

ZIA AHMED DEVELOPMENTAL INITIATIVE wwww.ziaahmedhan.com Total Quality Management Implementation Manual Part 1 1 zia@milestonevision.com www.ziaahmedkhan.com

Objective Bring About a Common understanding of TQM concerns. Understand the integrated Model for TQM implementation.   2 zia@milestonevision.com www.ziaahmedkhan.com

Face of Today’s Reality Concern for Ecology Information Age and Global Market Emergence of New Economic Powers Human Spirit of Innovators Cause Political Realignment Concern for Human Rights Growing literate and Knowledge Oriented Society 3 zia@milestonevision.com www.ziaahmedkhan.com

How Chaos Impacts Society Changes in Environment Manifested in New Behavior of Innovators Observation/Experiencing by Masses/ Society No Impact/ Wait and see attitude Positive Restlessness+ Proactive State The Common Man Implementers 4 Anxiety + Reactive State The Blockers – High Resistance to Change The Leaders - Innovators zia@milestonevision.com www.ziaahmedkhan.com

Recognition of New Paradigms 5 Proactive State To Innovation Experiencing New Behaviour Questioning of Existing Paradigms Human Spirit Causes This New Learning Peak Experience “ Aha “ Creating a Vision Examining Today’s Reality Unlearning Dealing with Resistance zia@milestonevision.com www.ziaahmedkhan.com

Recognizing Need to Change Proactive State of a Learning Organization Change in External Environment 6 Evaluating The Depth of External Change Institutionalizing Change Identifying New Business Segment Competition Power Un –learning existing business practices & beliefs Challenging Assumptions of Internal Situation Re-aligning business towards new objectives Creating a Vision Realigning Business Objective zia@milestonevision.com www.ziaahmedkhan.com

Key Influences Effecting The Business New Entrants Buyers Rivals Your Business Suppliers Substitute 7 zia@milestonevision.com www.ziaahmedkhan.com

IDENTIFY NEW BUSINESS SEGMENTS EXISTING BUYERS/EXISTING PRODUCT  VOLUME RANGE VALUE ADDITION NEW PRODUCTS NEW BUYERS/EXISTING PRODUCT NEW BUYERS/NEW PRODUCT BACKWARD INTEGRATION FORWARD INTERSRATION STRATEGIC SOURCING 8 zia@milestonevision.com www.ziaahmedkhan.com

CHALLENGE TODAYS BUSINESS ASSUMPTION & PRACTICES Customer definition Technology Method Materials Org. structure      9 zia@milestonevision.com www.ziaahmedkhan.com

VISION CONCEPT  Vision is a dream created in our waking hours of how we would like the organization to be. It can be described as a living picture of a future. It is inspired by the values that we cherish. 10 zia@milestonevision.com www.ziaahmedkhan.com

Process of Creating a Shared Vision Top Team Critical Mass The Pyramid Top Team Critical Mass Other Employees The Pyramid with Critical Mass 11 zia@milestonevision.com www.ziaahmedkhan.com

Process of Creating a Shared Vision  Shared Vision Organization  Stakeholder The organization with shared vision enrolling other share holder and stake holder 12 zia@milestonevision.com www.ziaahmedkhan.com

Mission Statement  It is a statement of what business we are in and sometimes out ranking in that business as also the competitive advantage that we want to have over the others. The mission statement names the game we are going to play e.g.. To market health care products that have a demonstrable health benefit to the customer to be the leader in each product line, to return a fair profit to our stock holders and to provide good opportunities to our employed. Purpose of Organization It’s Reason for Existence 13 zia@milestonevision.com www.ziaahmedkhan.com

WHAT IS A STRATEGIC POSTURE?  STRATEGIC POSTURE IS THE UNIQUE STANCE THAT THE ORGANIZATION TAKES TO GAIN A CUTTING EDGE IN THE MARKET PLACE. Vision Mission Strategic Posture Reality 14 zia@milestonevision.com www.ziaahmedkhan.com

CRITICAL QUESTIONS FOR ARRIVING AT STRATEGIC POSTURE      What stance does your origination ‘s competitive advantage? What are your organization’s focus areas? What is your Organization’s unique selling point (USP) What is your approach to competition? What are the driving forces in your organization         15 Is it low cost… Is it the product offered… Is it based on market/customer needs… Is it technology/body of knowledge… Is it your production/delivery capabilities… Is it your method of sale… Is it your method of distribution… Is it natural resources… zia@milestonevision.com www.ziaahmedkhan.com

STRATEGY PLAN IMPLEMENTATION      What should I do to plan? How should the plan be implemented? What resources do I have/need to implement the plan? What could be my measurable tangible results after implementation? What immediate/shorter – term opportunities exist to achieve early tangible results? 16 zia@milestonevision.com www.ziaahmedkhan.com

Vision External Environment • Macro Environment • Segment Attractiveness • Competitor Analysis Identification of Key Success Factors Internal Environment • Product Portfolio Analysis • Value Chain Analysis • Financial Analysis Mission Business Objective Identification of Core Competencies Consolidation & Gap Analysis Strategic Options Strategic Plan Formulation The Approach To Strategy Formulation 17 zia@milestonevision.com www.ziaahmedkhan.com

The Common Perception  It is often uneconomical to make quality improvement since it brings down productivity, increases cost and investment. 18 zia@milestonevision.com www.ziaahmedkhan.com

In Reality    It may be possible to improve quality continuously without reducing productivity and increasing cost. AS W.E. Deming says: “Productivity goes up and cost comes down as quality goes up. This fact is well known, but only to a selected few.” 19 zia@milestonevision.com www.ziaahmedkhan.com

What does it involve? Participants Response TOTAL QUALITY MANAGEMENT 20 zia@milestonevision.com www.ziaahmedkhan.com

Elements of TQM     People Appropriate Technology Problem Solving Tools/Procedures Continuous Improvement 21 zia@milestonevision.com www.ziaahmedkhan.com

22 zia@milestonevision.com www.ziaahmedkhan.com

TQM – A Definition  TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organization working on continuous improvement in all products, services and processes along with proper problem solving methodology. 23 zia@milestonevision.com www.ziaahmedkhan.com

Quality Target is 100%  Not Even 99.9% Because 99.9 % Might Mean For India      At least 1, 60,000 wrong prescriptions each year More than 1, 20,000 new born babies accidentally dropped by doctors each year Unsafe drinking water almost 1 hour each month 2 – 3 rail accidents every day The heart stopping for 8.76/year 24 zia@milestonevision.com www.ziaahmedkhan.com

What is quality 25 zia@milestonevision.com www.ziaahmedkhan.com

Quality Definition     THE OLD VIEW: CONVENTIONAL QUALITY Products and Services that are provided exactly to specifications. THE NEW VIEW: TOTAL QUALITY Products & Services that totally satisfy our customer need & expectations in very respect on a continuous basis. Products & Services that totally satisfy our customer need & expectations in very respect on a continuous basis. 26 zia@milestonevision.com www.ziaahmedkhan.com

It is in fact to delight customers Quality Then is to Satisfy Customer Need 27 zia@milestonevision.com www.ziaahmedkhan.com

Quality is not Expensive – It is Priceless “A customer is the most important visitor on our premises He is not dependent on us. We are dependent on him He is not an interruption to our work He is the purpose of it. He is not an outsider in our business. He is a part of it. We are not doing him a favor By serving him He is doing him a favor by giving us an Opportunity to do so.” Mohandas K. Gandhi 28 zia@milestonevision.com www.ziaahmedkhan.com

Kano’s Model of Customer satisfaction Expected Features     DEGREE OF ACHIEVEMENT EXPECTED FEATURES FUNDAMENTAL FUNCTIONS MUST BE PRESENT ABSENCE DISSATISFIES, PRESENCE DOES NOT SATISFY Performance Features  CREATED SATISFACTION IF CUSTOMER’S EXPECTATIONS ARE EXCEEDE (DISSATISFATION IF THEY FALL SHORT) EXCITEMENT FEATURES    INNOVATIONS BEYOUND CUSTOMER’S AWARENESS EVEN MINOR ITEMS. IF PERCEIVED BY CUSTOMERS AS SUPERIOR VALUE. CAN ENHANCE MARKET SHARE. MUST BE BASED ON INTIMATE KHOWLEDGE OF CUSTOMER PRODUCT FUNCTION & USAGE CONDITIONS TO BE SUCCESSFUL.` 29 zia@milestonevision.com www.ziaahmedkhan.com

Service Quality Internal Customer Orientation and Service    OBJECTIVES To understand Total Quality Service To understand internal Customer Orientation 30 zia@milestonevision.com www.ziaahmedkhan.com

Some ifs, And or Buts About Quality If the new laptop you ordered arrives defect free so that its quality is as good as can be, and the installer has skills irreproachable. So that 'service quality' is a matter un-broachable. But it arrives a bit late six months to the day- In a box that seems to have passed through Pompei, While the invoice, of course, has glided right through (It's the kind of thin,;] kid gloves handling can do) And the ,invoice numbers, though crisp and precise, Contain a slight defect: they don't match the price, At-least not the price you agreed to when you talked to the store And were treated like. a bother, and a nuisance, and a bore. So you call to flag the billing mistake and ask them to reconsider- it. And are told: Could you call back after lunch? Be a bit more considerate? Then you fuss and fume and wait to call back your question. Adjusting your schedule revising your plans to accommodate their digestion. Then you pick up the manual, triggering your fondest single wish, Not that it be shorter or simpler. but that at least it be in English. When such things happen. are you so discerning. viewing things with a jeweler eye? 31 zia@milestonevision.com www.ziaahmedkhan.com

Do you say 'Great product' too bad about your:       Delivery ... and packing .... and sales billing .. and scheduling . and telephone answering .... and documentation problems ... Or do you simply say, 'GOOD - BYE'? 32 zia@milestonevision.com www.ziaahmedkhan.com

PRODUCTS Vs. SERVICES   in delivering products, the quality is visible only when the products are made and sold ! In providing services, the customer joins the supplier in the production process! (e.g. Hair Cut). 33 zia@milestonevision.com www.ziaahmedkhan.com

OUTSTANDING SERVICE QUALITY IS A MUST FOR COMPETITIVE EDGE IN THE MARKET 34 zia@milestonevision.com www.ziaahmedkhan.com

OUTSTANDING SERVICE QUALITY IS POSSIBLE ONLY THROUGH AND ORGANISATION WIDE CONCERTED EFFORT TO MAKE IT CUSTOMER DRIVEN AND SERVICE ORIENTED 35 zia@milestonevision.com www.ziaahmedkhan.com

Consumer Research Continuous Improvement Through PDCA Vision, Mission, Strategy Total Quality Service Improvement Management through Empowerment Education , Training & Communication 36 Service Recovery & Service Guarantee Excellence in Service Encounters zia@milestonevision.com www.ziaahmedkhan.com

CHALLENGES OF HIGH QUALITY SERVICE     Understanding our customers and their expectation of us. Defining our strategy our mission or goal in terms of customer expectations Delivery systems accessible and approachable People selected, trained, empowered and rewarded for providing exceptional service to the customer.` 37 zia@milestonevision.com www.ziaahmedkhan.com

THE VOICE OF THE INTERNAL CUSTOMER  GET IT RIGHT INSIDE THE COMPANY FIRST - IF WE FAIL TO GET IT RIGHT WE CANNOT MEET THE NEEDS OF THE EXTERNAL CUSTOMER. 38 zia@milestonevision.com www.ziaahmedkhan.com

ATTENTION SHOULD BE PLACED ON THE INTERNAL CUSTOMER FIRST TQM IS DOING THE RIGHT JOB. 39 zia@milestonevision.com www.ziaahmedkhan.com

IS HE DELIGHTED? WHO IS YOUR CUSTOMER? 40 zia@milestonevision.com www.ziaahmedkhan.com

WHO IS THE CUSTOMER The next person (individual of function/group) in the work place; the receiver of output and the next to act on it. A customer may be either external or internal.   External customers are those who buy our products/services. Internal customers. are individuals/departments who use our output as their input and we become their suppliers. 41 zia@milestonevision.com www.ziaahmedkhan.com

Example of Internal Customers Supplier Department Purchase Customer Department Operations/ Manufacturing Manufacturing Product Management Finance Marketing Sales Manufacturing , Marketing, Sales etc. 42 zia@milestonevision.com www.ziaahmedkhan.com

THE QUALITY CHAIN   In an organization all of us are both supplier and customer to one another like a chain. Customer Orientation means keeping customer requirement in minds. Outside Organization External Customer Supplier - Customer Supplier - Customer Customer - Supplier External Supplier Outside Organization 43 zia@milestonevision.com www.ziaahmedkhan.com

The customer wants ………     Right Quality Right Quantity Right Time Right Cost 44 zia@milestonevision.com www.ziaahmedkhan.com

The Definition Customer  Anyone dependent on you for supply of goods or a service. 45 Supplier  People who supply you what you need in order for you to do your job. zia@milestonevision.com www.ziaahmedkhan.com

MEETING CUSTOMER REQUIREMENTS 46 zia@milestonevision.com www.ziaahmedkhan.com

Quality is Cooperation 47 zia@milestonevision.com www.ziaahmedkhan.com

Quality is Teamwork 48 zia@milestonevision.com www.ziaahmedkhan.com

TEAMWORK         All team members actively participate. Members communicate openly. Conflict is effectively managed. Domination by one or two members is avoided. Decisions are critically analyzed. All members share team leadership. Disruptive behavior is confronted by the team. Team membership is rewarding and enjoyable. 49 zia@milestonevision.com www.ziaahmedkhan.com

50 zia@milestonevision.com www.ziaahmedkhan.com

ZIA AHMED DEVELOPMENT INITIATIVE WWW.ZIAAHMEDKHAN.COM  zia@milestonevision.com  WE ARE JUST CLICK AWAY  Complete Solution for Small Business. Ideas and Dreams to Enterprises “ Journey of Entrepreneur”  Small Business , Big Opportunities         Development of Private Placement Memorandum • Fund Document • Shariah Compliant Structuring of Fund • Shariah Compliant Acquisition Structures • Feasibility Studies • All Your Corporate Finance Needs 51 zia@milestonevision.com www.ziaahmedkhan.com

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