质量管理第六版英文教辅 chapter 8

ManagingQuality:IntegratingtheSupplyChain,6e(Foster)Chapter8DesigningQualityServices1)serviceattributescannotbeinventoriedorcarriedinstockoverlongperiodsoftime.ContinuousObjectiveTangibleDiscreteIntangibleAnswer:EDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptTheheterogeneousnatureofservicesmeansthat.notwoservicesareexactlythesametheycannotbeinventoriedcustomerscannotbeinvolvedintheproductionoftheserviceproductionandconsumptionofservicesoccursimultaneouslytheycannotbecarriedinstockoverlongperiodsoftimeAnswer:ADiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptCustomercontactleadstoadecreaseinvariabilityintheprocess.Answer:FALSEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptInservicesliabilityissuescenteraroundsafetyconcerns,whereasinmanufacturingliabilityissuesrelatetomalpractice.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptForbothmanufacturingandservicefirms,thecustomeristhecoreofthebusiness.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptServicesupplychainsarebidirectional,whichmeansthatservicecustomersactuallyprovideinputstothesupplychain.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptTheUnreliableSupplierDilemmaoccursbecauseservicecompaniesreceivemostoftheirsuppliesfromotherservicecompanies.Answer:FALSEDiff:3LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptCapriciouslaboroccursbecausemanyservicescustomersprovidethemselvesaslaborinputsintotheproductionprocess.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptDefinethetermcustomercoproduction.Provideanexampleanddescribetheimplicationsithasforserviceproviders.Answer:Customercoproductionreferstotheparticipationofthecustomerinthedeliveryofaserviceproduct.Forexample,inmanyrestaurantsitiscommonforthecustomerstofilltheirowndrinks.Becausecustomersareactivelyinvolvedinproducingtheservicestheyconsumer,theycreateproblemsforserviceproviders.Forexample,thetimerequiredtoservedifferentcustomerscanvarywidely,makingitdifficulttoplancapacity.Thevaryingdemandsofcustomersalsocontributetoprocessvariabilitythatmakesqualityproductofservicesdifficult.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ApplicationDifferentiatebetweeninternalservicesandexternalservicesandexplaintheroleofoutsourcingintheprovisionofinternalservices.Answer:Externalservicesarethosewhosecustomerspaythebills.Internalservicesarein-houseservicessuchasdataprocessing,printing,andmail.Typically,theseservicesareseparatefromtheexternalcustomer.However,customerservicetointernalcustomersisveryimportanttointernalservicebecausetheirservicesoftencanbeoutsourced.Thereisatrendincompaniestooutsourceinternalservices.Inasense,thispresentsacompetitivepressureoninternalservices.Althoughinternalandexternalservicesmaybeverydifferent,theydohavemanysimilarities.Inbothcases,competitivepressurescanresultinthepossiblelossofcustomers.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptDifferentiatebetweenvoluntaryandinvoluntaryserviceswithexamples.Answer:Voluntaryservicesareservicesthatweactivelyseekoutandemployofourownaccord.Generally,weresearchavoluntaryservice,suchasagasstation,arestaurant,orahotel,andhavecertainexpectationswhenweengageitsservices.Thequintessentialexampleofaninvoluntaryserviceisaprison.Otherinvoluntaryservicesincludehospitals,theIRS,thepolicedepartment,thefiredepartment,andotherservicesthatyoudonotchoose.Ifyouhavethechancetoengagethistypeofserviceatsomepoint,youlikelywillhavevagueexpectationsabouttheexperience.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ApplicationWhatarethethreemajorrealitiesinservicethataffecttheapproachesinqualityadoptedbyserviceproviders?Answer:Thethreemajorrealitiesinservicesthataffecttheapproachestoqualityadoptedbyserviceprovidersareintangibility,simultaneousproductionandconsumption,andcustomercontact.Becauseservices*attributescanbeintangible,itissometimesdifficulttoobtainharddatarelatingtoservices.Inmanufacturing,dimensionssuchasheight,weight,andwidthareavailableformeasurement.Simultaneousproductionandconsumptionofservicesmeansthatyouhavetodoitrightthefirsttime.Customercontactleadstoanincreaseinvariabilityintheprocess.Thisleadstoahighdegreeofcustomizationinservicesaswellasgreatvariabilityinthetimerequiredtoperformservices.Inmanufacturing,repetitivetasksareeasilymeasured,andcycletimesaregenerallyconsistent.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptHowaretheproductliabilityissuesinservicesdifferentfromthoseinmanufacturing?Answer:Productliabilityissuesinservicesareverydifferentfrommanufacturing.Whereasinmanufacturing,liabilityissuescenteraroundsafetyconcerns,inservices,liabilityissuesoftenrelatetomalpractice,whichreferstotheprofessionalismoftheserviceproviderandwhetherreasonablemeasuresweretakentoensurethecustomer'swell-being.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ApplicationWhichofthefollowingisnotaqualitydimensionrelatingtoservices?A)empathyB)assuranceC)durabilityD)tangiblesE)responsivenessAnswer:CDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.2Discussthedimensionsofservicequalitytobetterdefinecustomerneeds.AACSB:ApplicationofKnowledgeManagerswhoviewservicequalityasaforceofunderlyingprofitabilityandbusinesssuccesspossess.highstandardsaservicevisionalaissez-faireleadershipstyleresponsivenessanin-the-fieldleadershipstyleAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.2Discussthedimensionsofservicequalitytobetterdefinecustomerneeds.AACSB:ApplicationofKnowledgeType:ConceptManagerswhoarefocusedondetailsandarehighlyorganizedwithbetterequippedfirmsexemplifywhichofthefollowingattributesofleaderservice?highstandardsaservicevisionalaissez-faireleadershipstyleresponsivenessanin-the-fieldleadershipstyleAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.2Discussthedimensionsofservicequalitytobetterdefinecustomerneeds.AACSB:ApplicationofKnowledgeType:ConceptManagerswhostopbyandvisittheirservicelocationsdemonstrate.highstandardsaservicevisionalaissez-faireleadershipstyleassuranceanin-the-fieldleadershipstyleAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.2Discussthedimensionsofservicequalitytobetterdefinecustomerneeds.AACSB:ApplicationofKnowledgeType:ConceptResponsiveness,assurance,andintangiblesarethreeofthedimensionsofservicequality.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.2Discussthedimensionsofservicequalitytobetterdefinecustomerneeds.AACSB:ApplicationofKnowledgeType:ConceptLeaderswithservicevisionviewservicequalityastheforceunderlyingprofitabilityandbusinesssuccess.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.2Discussthedimensionsofservicequalitytobetterdefinecustomerneeds.AACSB:ApplicationofKnowledgeType:ConceptAccordingtoParasuraman,Zeithamel,andBerry,whatarethekeyattributesofservicesleaders?Answer:Thekeyattributesofaservicesleaderaregivenbelow:First,aleaderhasaservicevision.Suchleadersreallyviewservicequalityastheforceunderlyingprofitabilityandbusinesssuccess.Whenselectingstrategiesforimprovement,leadersseequalityasthewinningstrategy.Suchavisioncanbetranslatedintoactionandexcitementforothersinthecompany.Servicesleadershavehighstandards.Inservices,youwillnoticethatsomefirmsarebetterequippedandmaintainedthanothers.Outstandingservicesleadershaveanin-the-fieldstyleofleadership.Becausethereissomuchcontactwiththecustomerinaservicesystem,thefieldiswheretheactionis.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.2Discussthedimensionsofservicequalitytobetterdefinecustomerneeds.AACSB:ApplicationofKnowledgeType:ConceptTheSERVQUALtoolforassessingservicesqualitywasdevelopedby.HammerandChampyJuran,Deming,andShewhartIshikawaandTaguchiFeigenbaum,Crosby,andPetersParasuraman,Zeithamel,andBerryAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptThetwopartsoftheSERVQUALsurveyare.customerexpectationsandcustomerperceptionsservicequalityandproductqualityproductintegrityandcustomerserviceservicesliabilityandmanufacturingliabilityservicevisionandhighstandardsAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:Concept47)showsthedifferencebetweenactualcustomerexpectationsandmanagement'sideaorperceptionofcustomerexpectations.Gap1Gap2G叩3Gap4Gap5Answer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptGap2showsthedifferencebetween.servicedeliveryandexternalcommunicationstocustomersmanagementperceptionsofcustomerexpectationsandexpectedserviceservicedeliveryandservicequalityspecificationsexpectedserviceandperceivedserviceservicequalityspecificationsandmanagementperceptionsofcustomerexpectationsAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:Concept49)showsthedifferencebetweenservicedeliveryandservicequalityspecifications.Gap1Gap2Gap3Gap4Gap5Answer:CDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptGap4showsthedifferencebetween.servicedeliveryandexternalcommunicationstocustomersmanagementperceptionsofcustomerexpectationsandexpectedserviceservicedeliveryandservicequalityspecificationsexpectedserviceandperceivedserviceservicequalityspecificationsandmanagementperceptionsofcustomerexpectationsAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:Concept51)showsthedifferencebetweenexpectedserviceandperceivedservice.Gap1Gap2Gap3Gap4Gap5Answer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptAuniversityadministeredtheSERVQUALsurveytoitscustomersasawaytoassessitscurrentpositioninthemarket.Onthebasisof80responses,thefollowingaverageswerecomputedforthetangiblesconstruct.Item#Avg.PerceptionAvg.Expectation6.06.5Whatisthedifferenceforthetangiblesdimension?A)-1.50-0.5751.500.575notenoughdatatodeterminetheanswerAnswer:DDiff:3LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:AnalyticalThinkingType:ApplicationAuniversityadministeredtheSERVQUALsurveytoitscustomersasawaytoassessitscurrentpositioninthemarket.Onthebasisof80responses,thefollowingaverageswerecomputedforthereliabilityconstruct.Item#Avg.PerceptionAvg.Expectation16.26.66.746.96.5Whatisthedifferenceforthereliabilitydimension?-0.2-0.0250.0250.2notenoughdatatodeterminetheanswerAnswer:BDiff:3LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:AnalyticalThinkingType:ApplicationWhichofthefollowingisnotoneoftheadvantagesoftheSERVQUALinstrument?Ithasbeenshowntobevalidforanumberofservicesituations.Ithasbeenacceptedasastandard.Ithasastandardizedanalysisprocedure.Itismorewidelyusedthatstatisticalqualitycontrol.Itcanbefilledoutquicklybycustomersandemployees.Answer:DDiff:3LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:AnalyticalThinkingType:ApplicationW.EdwardsDemingdevelopedtheSERVQUALsurveyforassessingservicesquality.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.Whichofthefollowingstatementsistrue?Tangibleserviceattributescannotbeinventoriedorcarriedinstockoverlongperiodsoftime.Thehomogeneousnatureofservicesmeansthatnotwoservicesareexactlythesame.Productionandconsumptionofservicesoftenoccursimultaneously.Customerscannotexertcontrolovertheserviceprovidertoachievecustomization.Customerstendtobemoreinvolvedintheproductionofgoodsthanintheproductionofservices.Answer:CDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptTheparticipationofacustomerinthedeliveryofaserviceproductiscalled.customerinteractioncustomercoproductioncustomerconformitycustomerproactivitycustomercomplianceAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ConceptInmanyrestaurants,itiscommonforcustomerstofilltheirowndrinks.Thisactivityisanexampleof.customercompliancecustomerinteractioncustomercoproductioncustomerproactivitycustomerconformityAnswer:CDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.1Discusshowservicesarecategorizedandwhatimplicationsthosecategorizationshaveforquality.AACSB:ApplicationofKnowledgeType:ApplicationAACSB:ApplicationofKnowledgeType:ConceptTheSERVQUALinstrumentisacceptedasastandardforassessingdifferentdimensionsofservicesquality.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptThetwopartsofaSERVQUALsurveyareservicesliabilityandmanufacturingliability.Answer:FALSEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptThegreaterpotentialforincreasingcustomersatisfactionliesinaddressingtangiblesfirst.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptTheSERVQUALinstrumentisusefulforperforminggapanalysis.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptWhenaretailerincorrectlyfeelsthatthemajorityofhiscustomersaremenshoppingfortoolswheninfactmostcustomersarewomenshoppingforlinens,theyareexperiencinggap3.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ApplicationGap1showsthattherecanbeadifferencebetweenactualcustomerexpectationsandmanagement'sideaorperceptionofcustomerexpectations.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptGap3isthedifferencebetweenservicedeliveryandservicequalityspecifications.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptGap4isthedifferencebetweenexpectedandperceivedservices.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptStatetheadvantagesoftheSERVQUALinstrument.Answer:AnimportanttooldevelopedbyParasuraman,Zeithamel,andBerryforassessingservicesqualityisSERVQUAL.TheSERVQUALsurveyhasbeenusedbymanyfirmsandisanoff-the-shelfapproachthatcanbeusedinmanyservicessituations.TheSERVQUALinstrument,asurvey,hasmanyadvantages.Amongthesearethefollowing:Itisacceptedasastandardforassessingdifferentdimensionsofservicesquality.Ithasbeenshowntobevalidforanumberofservicesituations.Ithasbeendemonstratedtobereliable,meaningthatdifferentreadersinterpretthequestionssimilarly.Eachinstrumentisparsimoniousinthattheyhaveonly22items.Thismeansthatitcanbefilledoutquicklybycustomersandemployees.Ithasastandardizedanalysisproceduretoaidbothinterpretationandresults.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptExplainthedifferentgapsincommunicationthatariseduetointangibleservices.Answer:TheSERVQUALinstrumentisusefulforperforminggapanalysis.Becauseservicesareoftenintangible,gapsincommunicationandunderstandingbetweenemployeesandcustomershaveaseriousnegativeeffectontheperceptionsofservicesquality.Gap1showsthattherecanbeadifferencebetweenactualcustomerexpectationsandmanagementsideaorperceptionofcustomerexpectations.Managers*expectationsofservicequalitymaynotmatchservicequalityspecifications.Thismismatchisdemonstratedingap2.Onceservicesspecificationshavebeenestablished,thedeliveryofperfectservicesqualityisstillnotguaranteed.Inadequatetraining,communication,andpreparationofemployeeswhointeractwiththecustomer,referredtoascontactpersonnel,canlowerthequalityofservicedelivered.Thismismatchisgap3.Gap4showsthedifferencesbetweenservicesdeliveryandexternalcommunicationswiththecustomer.Gap5isthedifferencebetweenperceivedandexpectedservices.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.3PerformSERVQUALanalysis,includingtwo-dimensionaldifferencing.AACSB:ApplicationofKnowledgeType:ConceptAisaflowchartthatisolatespotentialfailpointsinaprocess.servicesstatementservicesdraftservicesplanservicesblueprintservicesdatatableAnswer:DDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:ConceptWhatisthefirststepinthedevelopmentofaserviceblueprint?Identifyprocesses.Isolatefailpoints.Establishatimeframe.Eliminatehighestrisks.Analyzeprofits.Answer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:ConceptWhichofthefollowingbestdefinesthefrontofficeinaserviceblueprint?theportionofthefirm!sactivitiesthatthecustomercanseetheareainthefirmwherethemajorityoftheworkisdonetheportionofthefirm'sactivitiesthatthecustomercannotseebutisnecessarytoperformtheareainthefirmwherethemajorityoftheprofitabilityisgeneratedtheareainthefirmwheretheemployeesplanqualityinitiativesAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:ConceptWhichofthefollowingbestdefinesthebackofficeinaserviceblueprint?theareainthefirmwherethemajorityoftheworkisdonetheportionofthefirm'sactivitiesthatthecustomercannotseebutarenecessarytoperformtheportionofthefirm'sactivitiesthatthecustomercanseetheareainthefirmwherethemajorityoftheprofitabilityisgeneratedtheareainthefirmwheretheemployeesplanqualityinitiativesAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:Concept70)shouldbekeptoneveryprocessinaserviceandavailableonacomputernetworkforalltoview.ServiceblueprintsSTAsheetsCBPsSERVQUALsGapanalysesAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:ConceptAservicesblueprintisaflowchartthatisolatespotentialfailpointsinaprocess.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:ConceptThefirststepinthedevelopmentofaservicesblueprintistoisolatefailpoints.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:ConceptInaservicesblueprint,theareaabovethelineofvisibilityisreferredtoasthebackoffice.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservicesblueprinting.AACSB:ApplicationofKnowledgeType:ConceptServicesprocessblueprintingplacesthefocusonfront-officeactivities.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:8.4Performservice