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service providers perceived them to be. In short, while the earlier results suggest the absence of delightedness among customers with respect to their desired service, customers seem to generally consider the level of service they received as tolerable. The ability to tolerate the kind of service they receive, or rather the existence of "maintainers" which is the lower level of input to satisfaction as opposed to the higher "satisfiers" (Czepiel et. al. 1974) which is absent, perhaps partly explains why customers tend to be reluctant to formally voice their unhappiness concerning a service. In that regard, while maintaining the "Zero Complaints!" slogan may help RTD move toward achieving its quality objectives, it should not assume that the absence or lack of complaint suggests happiness or satisfaction with the service. On the other hand, it most probably only implies a tolerable situation rather than happy or delighted situation, or for that matter, satisfactory situation. Conversely, the existence of complaint might suggest an intolerable service level. CONCLUSION An interesting finding of this study was that, eventhough providers seem to understand and even overestimate customers' expectation, their performance in the eyes of customers still seems to be considerably below what was expected. This variation between understanding or knowledge and actual performance may be an indication that there is a gap between what providers know about the customers and what or how they do to meet what they know. Whatever the reason, the RTD may want to examine the causes, such as the organizational climate, to determine why such a gap exists if it wants to improve itself in reaching its quality objectives. This research result also suggests several implications for public policy and administration. First of all, it is of paramount importance to remind public organizations or employees that the reputation of public organizations and the government itself is greatly dependent upon understanding and meeting citizen-customers' perceptions and expectations. In order to inculcate and institutionalise that awareness and understanding, public organizations have to develop and conduct the appropriate training programs. Apart from equipping personnel with technological skills or knowhow, the training program should be tailored with additional emphasis given to the issues of human factors in service delivery, by which the required attitude and human relations skills could be inculcated among personnel of all levels and positions. 108
It could be real that government faces numerous kinds of legal, financial and other constraints to "blueprint" the specific kind of treatment for specific groups of citizens-customers. Nevertheless, the individual employees' awareness and recognition of the existence of the differences, their 'new' attitudinal and technological abilities to deal with them, coupled perhaps with the possibility of providing them reasonable flexibility in service delivery, may at least assist them to deliver better services. However, while the right kind of treatment due to customers is dependent on the right kind of information regarding those perceptual differences, organizations must realize that perceptions may change over time. In that regard, it is necessary to institute an appropriate research program to detect those possible changes in perception, and to keep personnel informed through periodic briefing or even training. 109
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PRODUKTIVm SUPPLIER DEVELOPMENT IN
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pRODUKnvm PENASIHAT Tuan Haji Ismai
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BIODATA OF RALIMOHD NOR Rali Mohd N
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The supplier development concept ha
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4. SCOPE AND LIMITATIONS OF THE STU
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Annual Master Plan (AMP) Long Range
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6.2 SELECTION OF SUPPLIERS The supp
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Cases/ Company Company A Company B
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Proton inherited the automobile tec
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such as of technical know-how, supp
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A point worth noting in the Malaysi
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finished products. In short, the JI
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Car Assembly Production © Reverse
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Appendix 1: Cost Breakdown of Proto
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Departments Procurement & Vendor De
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Average ration of share parts Produ
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Sako, M, (1992), "Prices, Quality a
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JUST-IN-TIME (JIT) PRINCIPLES AND S
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UJ UJ Figure 1.1: Existing Layout o
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At the University of Bradford (UOB)
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Presently, tools for all the machin
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2.3 Proposed Layout Improvement No.
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MC NO. Al A2 A4 A5 A6 47 A8 A9 A10
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Controller who plans the production
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Figure A4r i > \ 2 \l C c / ) 1.8 P
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Raw Mat. Store Tool Storage Area To
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above, the forklift is not required
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The remaining of the production los
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4.10 Set-up Time Reduction Saving T
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TABLE 2.2 Standard Price List for P
Page 61 and 62: 5.3 Project Achievements The propos
Page 63 and 64: REFERENCES 1. Alaya, S.E.B.H., Elim
Page 65 and 66: 27. Monden Y., Toyota Production Sy
Page 67 and 68: BIODATA OF ALIAS RADAM Alias Radam
Page 69 and 70: an investment-driven strategy towar
Page 71 and 72: country's dependence on chemical im
Page 73 and 74: distance ratio: OB/OF in order to m
Page 75 and 76: productivity growth in the context
Page 77 and 78: egistered the largest increase in m
Page 79 and 80: Productivity Growth Measurement Two
Page 81 and 82: CONCLUSION Chemical related industr
Page 83 and 84: Chambers, R. (1988) Applied Product
Page 85 and 86: Maisom, A. (1995) "Total Factor Pro
Page 87 and 88: TABLE 1 TYend in Production, Employ
Page 89 and 90: MIC Code 35111 35119 35120 35130 35
Page 91 and 92: Year 1983 1984 1985 1986 1987 1988
Page 93 and 94: TABLE 8 Malmquist Index, Technical
Page 95 and 96: FIGURE 2 Malmquist Index and Produc
Page 97 and 98: BIODATA OF DR. SHARIFUDDIN ZAINUDDI
Page 99 and 100: However, the extremely few existing
Page 101 and 102: SERVICE QUALITY MODEL According to
Page 103 and 104: Word of Mouth Communications CONSUM
Page 105 and 106: any point in the ZoT might be consi
Page 107 and 108: who pay a nominal fee and received
Page 109 and 110: RESEARCH FINDINGS Hypothesis la: Ac
Page 111: TABLE 2 Manova and Paired Sample T-
Page 115 and 116: REFERENCES Adam, E.E. Jr., J.C. Her
Page 117 and 118: McKinney, Jerome B., 1995. Understa
Page 119 and 120: SYMBOLISM AND BUSINESS EDGAR J. RID
Page 121 and 122: Once it is understood that we live
Page 123 and 124: must be eliminated because racism n
Page 125 and 126: which are people of color, out of t
Page 127 and 128: The productivity problems of Americ
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