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Chapter 17 Quality management 499 A customer’s view of quality is shaped by the gap between perception and expectation their perception of how it performs. This is not always straightforward; see the short case ‘Tea and Sympathy’. Also, if the product or service experience was better than expected then the customer is satisfied and quality is perceived to be high. If the product or service was less than his or her expectations then quality is low and the customer may be dissatisfied. If the product or service matches expectations then the perceived quality of the product or service is seen to be acceptable. These relationships are summarized in Figure 17.3. Short case Tea and Sympathy 6 5 These rules are strictly enforced. Any argument will Defining quality in terms of perception and expectation can sometimes reveal some surprising results. For example, Tea and Sympathy is a British restaurant and café in the heart of New York’s West Village. Over the last ten years it has become a fashionable landmark in a city with one of the broadest range of restaurants in the world. Yet it is tiny, around a dozen tables packed into an area little bigger than the average British sitting room. Not only expatriate Brits but also native New Yorkers and celebrities queue to get in. As the only British restaurant in New York, it has a novelty factor, but also it has become famous for the unusual nature of its service. ‘Everyone is treated in the same way’, says Nicky Perry, one of the two ex-Londoners who run it, ‘We have a firm policy that we don’t take any shit.’ This robust attitude to the treatment of customers is reinforced by ‘Nicky’s Rules’ which are printed on the menu. 1 Be pleasant to the waitresses – remember Tea and Sympathy girls are always right. 2 You will have to wait outside the restaurant until your entire party is present – no exceptions. 3 Occasionally, you may be asked to change tables so that we can accommodate all of you. 4 If we don’t need the table you may stay all day, but if people are waiting it’s time to naff off. incur Nicky’s wrath. You have been warned. Most of the waitresses are also British and enforce Nicky’s Rules strictly. If customers object they are thrown out. Nicky says that she has had to train ‘her girls’ to toughen up. ‘I’ve taught them that when people cross the line they can tear their throats out as far as I’m concerned. What we’ve discovered over the years is that if you are really sweet, people see it as a weakness. People get thrown out of the restaurant about twice a week and yet customers still queue for the genuine shepherd’s pie, a real cup of tea, and of course the service.’ Source: Corbis Both customers’ expectations and perceptions are influenced by a number of factors, some of which cannot be controlled by the operation and some of which, to a certain extent, can be managed. Figure 17.4 shows some of the factors that will influence the gap between expectations and perceptions. This model of customer-perceived quality can help us understand how operations can manage quality and identifies some of the problems in so doing. The bottom part of the diagram represents the operation’s ‘domain’ of quality and the top part the customer’s ‘domain’. These two domains meet in the actual product or service, which is provided by the organization and experienced by the customer. Within the operation’s domain, management is responsible for designing the product or service and providing a specification of the quality to which the product or service has to be created. Within the customer’s domain, his or her expectations are shaped by such factors as previous experiences with the particular product or service, the marketing image provided by the organization and word-of-mouth information from other users. These expectations are internalized as a set of quality characteristics.
500 Part Three Planning and control Figure 17.4 The customer’s domain and the operations domain in determining the perceived quality, showing how the gap between customers’ expectations and their perception of a product or service could be explained by one or more gaps elsewhere in the model Source: Adapted from Parasuraman, A. et al. (1985) A conceptual model of service quality and implications for future research, Journal of Marketing, vol. 49, Fall, pp. 41–50. Reproduced with permission from the American Marketing Association. Short case Quality at Magic Moments Magic Moments is a small, but successful wedding photography business. Its owner, Richard Webber, has seen plenty of changes over the last twenty years. ‘In the past, my job involved taking a few photos during the wedding ceremony and then formal group shots outside. I was rarely at a wedding for more than two hours. Clients would select around 30 photos to go in a standard wedding album. It was important to get the photos right, Source: Alamy Images
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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92 Part Two Design Figure 4.3 Diffe
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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114 Part Two Design hopeless lack o
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116 Part Two Design Core products a
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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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122 Part Two Design Critical commen
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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134 Part Two Design Summary answers
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136 Part Two Design similar. It was
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Chapter 6 Supply network design Key
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140 Part Two Design The supply netw
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142 Part Two Design a particularly
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144 Part Two Design and expanding o
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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152 Part Two Design product and fas
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154 Part Two Design Figure 6.7 Cent
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156 Part Two Design The blue dotted
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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166 Part Two Design of a failing Di
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170 Part Two Design Figure S6.2 Som
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172 Part Two Design Figure S6.3 Tim
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174 Part Two Design Table S6.3 Expo
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176 Part Two Design a comparative s
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178 Part Two Design Operations in p
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180 Part Two Design The basic layou
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182 Part Two Design In functional l
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184 Part Two Design Figure 7.5 The
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186 Part Two Design shown with thre
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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192 Part Two Design The general fun
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194 Part Two Design Heuristic proce
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196 Part Two Design Figure 7.16 (a)
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198 Part Two Design the total work
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200 Part Two Design Working from th
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202 Part Two Design ● ● ● Hig
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204 Part Two Design Table 7.4 Stand
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208 Part Two Design What is process
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210 Part Two Design be used where c
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212 Part Two Design Here we will ex
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214 Part Two Design E-business E-co
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216 Part Two Design Table 8.2 Examp
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218 Part Two Design Customer-proces
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220 Part Two Design ‘drive’ it.
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222 Part Two Design Figure 8.6 Diff
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224 Part Two Design Short case SVT
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226 Part Two Design Table 8.5 Prese
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228 Part Two Design Anticipating im
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230 Part Two Design Case study Roch
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232 Part Two Design Problems and ap
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234 Part Two Design Operations in p
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236 Part Two Design Human resource
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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244 Part Two Design ● ● ● ●
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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256 Part Two Design Case study Serv
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258 Part Two Design 3 4 5 Step 1 -
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260 Part Two Design them. This mean
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262 Part Two Design Work measuremen
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264 Part Two Design Figure S9.1 Tim
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Key operations questions Chapter 10
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Chapter 10 The nature of planning a
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Chapter 14 Enterprise resource plan
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Chapter 19 Risk management Key ques
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Risk mitigation actions Chapter 19
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Notes on chapters 653 3 Sources inc
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Notes on chapters 657 national Jour
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Glossary 659 Breakthrough improveme
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Glossary 667 Reliability: when appl
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Glossary 669 Transformation process
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cumulative representation 317-22 cu
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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precedence diagrams 197-9, 481 prec
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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