Inhaltsangabe:Abstract: Increasing competition, deregulation, globalisation, and technological advancement continuously create new business realities for organisations in the marketplace. In order to cope with these structural changes, many organisations aim at improving and innovating their business processes within the implementation of a quality management System. In today's competitive environment however, it is not sufficient to implement internally oriented business process improvements. Instead, companies have to concentrate an externally focused process improvements which add value to customers and thus enhance customer relationships. Such customer value driven process improvements help to integrate marketing and operations strategies and thereby provide a significant competitive advantage. A quality management system enables organisations to achieve a competitive edge through customer satisfaction in today's highly competitive domestic and global markets. Customer satisfaction forms an integral part of a quality management system which focuses organisations an meeting or exceeding customer expectations through outstanding product and service performance. The integrative approach of a quality management system motivates everyone in an organisation to serve the customer. Customers include the end user (external customers) as well as all employees within an organisation (internal customers). As a result, external and internal customer expectations and requirements drive business processes. Moreover, quality and customer satisfaction are defined by customers and not by internal specifications. Therefore, an organisation has to focus an adding value to products and Services from the customers' perspective. Achieving customer satisfaction by exceeding customer requirements is a growing concern to organisations throughout the entire business world. Australian companies thus have to meet increasing international competition by providing customers with better quality products and services at lower prices than competitors. In this system, Total Quality Management represents the Overall organisational philosophy of the quality drive. Kaizen is the instrument to achieve a quality culture in an organisation, and Lean Management concentrates an the optimisation of time and cost in business processes, especially in production. A quality management System therefore aims at coordinating organisational improvement programs. This paper aims at identifying internal customer requirements regarding customer service at an Australian electrical manufacturer. Furthermore, it intends to illustrate ways to meet the identified customer requirements through business process improvements. The implementation of a quality management System at the company builds the framework for the entire quality improvement drive. Chapter 2 to 4 of this paper provide the theoretical background for this research project. Chapter 2 provides a general overview of quality management systems. As the project deals with customer service processes, chapter 3 discusses various service quality models and characteristics. Chapter 4 concentrates an business process improvements as the conceptual basis for the process analysis conducted at the company. The main part of this paper (chapter 5) discusses the research project carried out at the Australian electrical manufacturer. The first part of the project involves an internal customer service survey to identify internal customer requirements and determine areas of priority for performance improvement. The second part incorporates a process analysis in order to establish ways to meet the identified internal customer requirements through Business process improvements within the quality management framework. Finally, the paper draws conclusion from the internal customer service survey and the process analysis carried out et the Australian electrical manufacturer. Moreover, it establishes recommendations for business process improvements in order to satisfy internal and external customer requirements. Table of Contents: 1.Introduction1 2.Quality Management Systems4 2.1Necessity for Quality Management Systems4 2.2Quality Definitions5 2.3The Concept of Total Quality Management6 2.3.1The Development of Quality Management6 2.3.2Definitions and the Concept of Total Quality Management7 2.3.3Elements and Instruments of Total Quality Management9 3.Including the Service Quality Aspect into the Quality Management System12 3.1The Importance of Service Quality12 3.2The Concept of Service Management12 3.3Service Quality Models14 3.3.1Service Quality as Defined by Berry, Parasuraman and Zeithaml14 3.3.2The Gronroos Concept of Total Perceived Quality18 3.3.3Other Approaches to Service Quality20 3.4Customer Satisfaction and Customer Service21 3.5Internal Services23 3.5.1Characteristics and Determinants of Internal Services23 3.5.2Internal Service Operations26 4.Business Process Improvement28 4.1Linking Business Process Improvement to the External Customer28 4.2Process Management28 4.2.1Definitions and Elements of Processes29 4.2.2Process Analysis30 18.104.22.168The Concept of Process Analysis30 22.214.171.124Internal Customer-Supplier Relationships30 126.96.36.199Business Process Improvement33 188.8.131.52Process Improvement Tools35 4.3Service Processes38 4.3.1Service Processes as a Value Delivery System38 4.3.2A Just-in-Time-Approach to Service Processes40 4.3.3Service System Blueprinting41 4.4Measuring Service Quality and Controlling Service Processes44 4.4.1Methods to Measure Service Quality44 4.4.2Service Process Control47 5.Research Project at an Australian Electrical Manufacturer48 5.1Company Background48 5.2Objectives of the Research Study49 5.3Definition of Internal Customers and Internal Suppliers50 5.4Methodology51 5.5Internal Customer Service Survey53 5.5.1Survey Objectives53 5.5.2Survey Methodology54 184.108.40.206Determining Internal Customers to be Surveyed54 220.127.116.11Selecting the Method for the Survey54 18.104.22.168Determining Performance Attributes55 22.214.171.124Designing the Questionnaire56 126.96.36.199Pretesting the Survey and Analysing the Pilot Results57 188.8.131.52Conducting the Final Survey58 5.5.3Analysis of Survey Results58 184.108.40.206Gap Analysis59 220.127.116.11Frequency Histograms63 18.104.22.168Content Analysis63 22.214.171.124Correlation Analysis66 5.5.4Conclusions and Recommendations from the Internal Customer Service Survey67 5.6Business Process Analysis70 5.6.1The Framework for the Process Analysis70 5.6.2Mapping out of Existing Processes72 126.96.36.199Existing Processes in the Sales Department72 188.8.131.52.1General Sales Processes72 184.108.40.206.2Processes for Projects75 220.127.116.11Existing Processes in the Production Department77 5.6.3Analysis of Processes and Identification of Problems80 18.104.22.168Problem Points in the Processes in the Sales Department80 22.214.171.124Problem Points in the Processes in the Operations Department83 5.6.4Introduction of a New Customer Service System85 126.96.36.199Objectives of the New System85 188.8.131.52Modifications of the Existing System86 184.108.40.206The Customer Service Operators and Their Tasks87 220.127.116.11The Customer Service Manager88 18.104.22.168The Production Controllers89 22.214.171.124The Processes of the New Customer Service System89 126.96.36.199The Proactive Approach of the New Customer Service System and Elimination of Former Problem Points92 188.8.131.52New Customer Service Tasks to be Implemented in the Near Future97 5.6.5Conclusion and Recommendations from the Process Analysis98 AppendixVII BibliographyLVIIIABC should conduct regular internal . customer service surveys to measure customer satisfaction of internal customers with the customer service they receive from the operations department. Appendix LVII presents a questionnaire which ABCanbsp;...
|Title||:||Identification of Internal Customer Requirements and Meeting Those Requirements Through Business Process Improvement Within a Quality Management System at an Australian Electrical Manufacturer|
|Publisher||:||diplom.de - 2001-05-02|