The main purpose of this article is aimed at emphasizing that the human resource that is in direct contact with the client plays a transcendental role during the provision of the service, and to a greater degree compared to that of indirect contact. However, the client finally perceives it is the result of global management, that is, of the sum of the two interventions.
In this sense, all the organization's personnel must be aware of their commitment to the client. The ISO 9000 Standards are a tool for management. With the correct interpretation and application of the requirements established in ISO 9001 version 2000, within an organization, and taking into account that the central purpose of management is customer satisfaction; all efforts will be oriented towards continuous improvement of performance; which means that the organization that applies this philosophy will always be making a difference, that is, generating a competitive advantage. The human resource, currently called human talent, intellectual capital, human capital; All these ways of empowering people play a determining role for an organization to be competitive.
For this reason, the quality of management is closely linked to the human capital of an organization. There can be no quality if there is no quality in people. An organization with a competent human resource, and aware of its commitment to quality, can stand out as having a very significant and important competitive advantage.
Traditionally, the "service sector" is referred to, with reference to a sector or industry, whose result in the provision of the service is not easily measurable, and as such becomes an "intangible" (not palpable).
In many countries, services represent a fairly significant portion of economic activity; covering the following sectors:
- Transportation, communications and basic services. Wholesale and retail trade. Traditional services (such as accounting, engineering and law). Personal services (domestic service, hairdressing). Recreational services. Consulting and supervision services.
All of these activities represent "solutions" to people's needs (problems). From this perspective, services can be seen as "problem solving systems". In the daily routine of life, you are continuously involved in services, either as providers or as clients. Fund manufacturing activities involve service activities, such as marketing and distribution. The product itself can be seen as a "frozen service", since its real value is perceived or derived from its use when it is in the customer's possession.
Theodore Levitt of the Harvard Business School says: “There are no such things as service industries. There are only industries whose service components are larger or smaller compared to other industries. Everyone is in a service. " Having a well-defined focus on the customer and a focus on service is a challenge for any organization, regardless of the sector (public, private), to which it belongs, whether it is a supplier or manufacturer; and regardless of its nature.
Additionally, all those internal activities that lead to the production of consumer goods are essentially "internal services" that involve the transfer of data and information from one person to another, from one area to another.
The final quality of a product or service, as supplied to a customer, is derived or depends entirely on the "internal quality" with which it was generated. This means that quality is built through all the steps involved in providing the service. When one of the goals of an organization is to guarantee the quality of its products or services, it must ensure the work and commitment of personnel to achieve internal quality, which translates into maximum efficiency and effectiveness in all internal activities. When doing their work, each person works or acts as both a customer and a provider.
In this sense, the "awareness" in relation to how it affects and contributes what it does, in achieving the objectives and goals of the organization. Awareness of the role played within the organization makes it easier to define service requirements.
Providing what the internal customer really requires guarantees effectiveness. Receiving what has been agreed by the internal supplier guarantees efficiency.
THE CONCEPT OF THE SERVICE:
As defined in the ISO 9000 version 2000 standard “Quality management systems. Foundations and Vocabulary. A service is also the result of a process.
SERVICE FEATURES
- The service is intangible: The client receiving a service cannot handle anything tangible. The production and consumption of the service are carried out at the same time: It is not possible to create a service warehouse. The service cannot be seen before dispatch: The Client must trust the service provider. The initial stage plays a critical role. The buyer (client) also participates in the performance of the service. Since the service is the result of an interaction between seller and buyer, all errors being highly visible, it is always “official”, as a consequence, it is very important to be ready to apply corrective actions.
Not all of these features are present in every service, however a service provider must be aware of those that are relevant in their particular case.
THE SERVICE PACKAGE
It includes all the activities that represent both the response to the client's main need (technical component) and to his wishes (mainly based on behavioral aspects).
Richard Norman has defined the answer to the main need as
"Main services" and the response to the customer's wishes as " Peripheral services " .
The main services represent the central component of the service provision.
Peripheral services provide support and added value to core services.
For example: for a flight, the main services are to move a person from one city to another. Peripheral services include drinks, newspapers, on-board movies, and transportation to and from the airport.
The difference between what two different companies offer lies in peripheral services, while the basic service is the same.
In practice, the client usually has little knowledge of the technical component and his evaluation has no real validity, but he will probably be able to evaluate the behavioral component, since it is related to his feelings.
THE BENEFITS
The buyer (client) of the service receives two types of benefits:
Explicit benefits: Those that are clearly requested (required) from the provider.
The implicit benefits: They are not mentioned during the negotiations, but they are required in the final evaluation. Generally implied means that it is customary or common practice for the service provider organization, its customers and other interested parties.
The ISO 9000: 2000 standard defines a requirement as “Necessity or established expectation, generally implicit or obligatory.
Therefore, in service planning it is very important to define those activities that are not directly related to the essence of the service, but that nevertheless make it much more precious, that is, they provide added value.
The service can be compared to a flower: The technical component is the Chalice or center, and the soft components are the petals. Although the beauty of the flower is derived from its petals, the main function is developed by the calyx. However, if only one petal is imperfect, it can cause the entire flower to be thrown away.
Often, the future buyer (customer) of the service does not fully communicate their expectations, leaving some implicit. Only at the end of the service will it mention these or those undeclared components, even more so if they have not been neglected. Therefore, it is very important that all needs, both stated (explicit) and implicit, are clearly defined from the beginning.
The ISO 9001: 2000 Standard in relation to the performance of the service and more specifically in relation to the determination of the requirements related to the product (service), numeral 7.2.1, sections (a) and (b) establishes:
"The organization must determine:
- The requirements specified by the customer, including the requirements for delivery activities and those subsequent to it. The requirements not established by the customer but necessary for the specified use or for the intended use, when known. ”
Therefore, these requirements must be reviewed between the organization and the customer, before the organization agrees to provide or provide customer service.
This is established by the same norm in numeral 7.2.2.
THE MOMENTS OF TRUTH
Service providers must change their views and look at the service from the customer's angle. The moment of truth refers to the many contacts between the client and the organization. It is during these moments that the client forms his impressions on the quality of that service.
Each moment of truth has the same effect as the imperfect petal of the flower, but each moment presents a good opportunity to get feedback on the quality of service
Most of the moments of truth are managed by the employees and not by the executive staff, each collaborator is responsible for a "set" of moments of truth.
Unpleasant or indifferent behavior results in opaque moments of truth, while pleasant and friendly responses to a client's needs produce moments of brilliance. Whatever the case, these will influence the final evaluation of the client on the provision of the service. According to Karl Albrecht "when the moments of truth are not attended, the quality of the service moves in the direction of mediocrity".
One of the principles of service management is "staying close to the customer". As established by the first quality principle "THE CUSTOMER APPROACH"
Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements, and strive to exceed customer expectations.
It is necessary to approach the client to know in detail their needs, their likes, and dislikes. As well as what he considers of value.
THE CUSTOMER'S ROLE
Services are a typical problem-solving activity in which the customer is always present before, during, and after they have been provided. When requesting a service, one person gives something to another to achieve some improvement… whatever the need, the client expects to see a substantial improvement.
During the provision of the service, the buyer (client) must cooperate with the seller (supplier). A good service is a co-production, the results of which depend substantially on both. The need for cooperation varies according to the nature of the service provided. The collaboration of the client is necessary on various occasions.
To cite examples: In a classroom, even if the teacher has extensive experience and is highly qualified, the educational service will fail if the students do not want to learn. In a financial advisory the results may be unsatisfactory if the client saves or hides information for himself.
In all situations, the customer is also an "actor" in the performance of the service, and needs to be educated for it. This is why communication represents such a crucial element in the service.
In this regard, the ISO 9001: 2000 Standard in section 7.2.3 "Communication with the client" establishes:
The organization must determine and implement effective provisions for communication with customers, related to:
- Information about the product (service) Inquiries, contracts or attention to orders, including modifications, and Customer feedback, including complaints.
If there is real and true communication between the parties, it is highly probable that the service will have the expected success in reaching the objective of effectiveness and efficiency.
Efficacy: If it satisfies the needs and desires of the client, both those stated explicitly and the implicit ones.
Efficiency: If it has been provided with the minimum resources and internal costs. In this aspect, it is important to be very careful not to fall into a detriment in the quality of service provision and the service received, by resorting to what is significantly less expensive. A balance must be managed keeping always in mind "winning winning". In this sense it is very good to take into account the eighth quality principle, one on which the 2000 version of the ISO 9000 standards is based.
"Mutually beneficial supplier relationships":
An organization and its suppliers are interdependent, and a mutually beneficial relationship increases the ability of both to create value
Efficiency also requires detailed knowledge of the service delivery process in order to achieve the best performance.
Stephen R Covey in his book "The Seven Habits of Highly Effective People, cites " Think Win Win Win " as the fourth principle .
To be really effective we must think WIN / WIN in all our interpersonal relationships, " there is enough for everyone ".
The victory of one is not always the defeat of the other, developing a fourth habit means that both parties to any agreement will always benefit
Good communication is a powerful aid in achieving a balanced relationship between the two parties, avoiding the risk of flattery on the one hand and arrogance on the other.
Former priest Gonzalo Gallo Gonzáles in his book "OASIS" refers to the 10 steps to communicate:
- Knowing how to listen Knowing how to express yourself Knowing how to keep quiet Knowing how to understand Understanding dialogue Knowing how to Trust Knowing how to laugh Knowing how to give in Knowing how to love.
SERVICE EVALUATION
The only judge of the service is the client. He sees "the big screen", while the provider sees only photographs. The client's evaluation is based on a comparison of their expectations with what they have received. This expectation is based on:
- The nature of the service Personal needs Previous experiences The image of the provider The information of other people Communication.
The NTC-ISO 9001 Standard version 2000 in chapter 8 "Measurement Analysis and
Improvement ”, section 8.2; As one of the monitoring and measurement requirements, it establishes the measurement of customer satisfaction.
In this sense, the organization must establish and implement the methods it deems appropriate to monitor its performance as a service provider for its clients. It is also important to remember that you can have more than one type of customer, and therefore different customers will have different perceptions of the service, and all of them will likely have different requirements. For your service to be successful, the organization must satisfy them all.
Regarding the forms or methods of monitoring, there are currently several options, the most used being telephone calls, questionnaires and surveys, working with specialists in market research, 9800 lines, etc. All of these have in themselves merits and disadvantages.
It is important to keep in mind in relation to the measurement results, that a particular customer can be satisfied and dissatisfied at the same time. For example, you might be satisfied with the service itself, but not the delivery. In this sense, it is important to evaluate or measure various aspects related to the provision of services, in which both the service itself and the fulfillment of customer expectations must be evaluated. Satisfaction in essence is the difference between the customer's perception and expectations of the service.
Currently tools (software) have been developed to measure customer satisfaction, and several specialized websites are available on the web, one of them is www.wilsoft–la.com
A QUALITY SYSTEM FOR SERVICE PROVIDERS.
Before the edition of the 2000 version of the ISO 9000 Standards, the ISO 9004 - 2 Standard offered a guide for the management of quality aspects in the activities of service provision. The concept of the “Service Quality Cycle” contained in section 5.4.2 indicated how the three processes (marketing, design, and service provision) are linked.
Marketing provides information about customer needs, complementary services, competition, updates on current legislation, and feedback on previous service projects.
The service scheme, as a set of requirements and instructions in response to customer needs, forms the basis for service design. In the design process, the service scheme becomes an effect on the specification of the service or the what of its provision or the how and its control, in accordance with the objectives, policies and economic factors of the organization.
The service specification is related to the clear description of the service characteristics subject to customer evaluation, as well as the definition of an acceptability standard for each service characteristic.
The specification of service provision has to do with the description of the resources, equipment and facilities, personnel, skills and services to be provided.
Designing a service system is a means of doing the right things in the right way and at the right time. Its main objective should be failure prevention. Indeed, prevention is less expensive than correction during the provision of the service.
For the stage of "Validation of service, service provision, and quality control specifications" the objective is to ensure that the service meets the needs of the client, meets the specifications and identifies potential improvements.
The service delivery process can be compared to a play in which the actors on stage and the spectators work according to a plan. In the provision of the service everything must be planned in advance, giving special attention to the education of the client, since their behavior is decisive for the success or failure of the service.
The external quality of a service as it is supplied or delivered to a client, is derived from the internal quality that operates among the collaborators who work or are part of the organization providing the service.
After this stage, it is necessary and convenient to carry out a double evaluation of what has happened with the provision of the service. The client is required to express his opinion about the service received, and the service provider organization must establish whether its resources have been well used (efficiency). Both results are submitted to the analysis of the marketing, design and provision functions in order to determine which elements of the service must be verified, improved, modified or canceled; which have added value and which do not.
Thus, the service quality cycle can be considered as completed and ready to start the next service provision again.
MANAGEMENT AND SUPPORT OF EXCLUSIONS.
Regarding the requirements of ISO 9001 version 2000, the exclusions for the requirements not applicable to the organization are only allowed those that have to do with some of the numerals of chapter 7.
For service provider companies, exclusions probably have basically to do with the following requirements.
7.3 Design and Development.
If the service as such is not designed. This aspect must be analyzed very well, in relation to the type of service provided.
7.5.3 Identification and Traceability.
If the organization cannot identify and track its service in each of the stages of service provision. This is unlikely, since the invoice delivered to the customer will have a transaction number, time, date, etc.
7.5.4 Customer property.
If the client does not supply materials, elements, facilities that are his property and are being used or incorporated into the provision of the service, this requirement does not apply. (Examples: A tailor to whom your client gives you the fabric to make a dress for you; An automotive left for maintenance or repair; Tools etc.).
7.5.5 preservation of the product.
It is excludable, when the provision of the service does not involve the manipulation, storage of products that are used for said purpose.
7.6 Control of monitoring and measurement devices.
It is excludable if the service provider does not use or employs specific measurement instruments to evaluate characteristics related to the provision of the service, and that these devices require calibration and / or verification.
In summary, exclusions are allowed as long as the non-incorporation or consideration of a requirement does not reduce or affect the capacity or responsibility of the service provider organization, to comply with the client's requirements and the applicable regulations. Then the exclusions must have the proper support.
CLAIMS MANAGEMENT
Although many companies or organizations proudly state and affirm that they do not receive complaints, this does not necessarily mean that all their customers are satisfied. In reality, these companies miss many important opportunities to improve their performance.
Customer satisfaction goes beyond meeting the minimum requirements established by him. It is also a fact that the complaining unsatisfied customer is not yet a lost customer. Studies conducted with dissatisfied customers have shown that:
91% of them do not present or make official their claims, but they do not return.
5% of them do not file claims, but they do return.
Only 4% file claims.
Clients who file complaints constitute a valuable treasure for the service provider organization, since they provide invaluable feedback on the quality of the service.
The identification of the causes that caused the dissatisfaction represents two important opportunities:
- In the first instance it marks the way for the solution of the problem, which will make the client regain confidence in the organization and return.
" Each problem carries within itself the seed of its own solution."
Stanley Arnold
- A customer's complaint will likely lead to improvements in service delivery.
Most clients do not file complaints for two key reasons:
- Lack of information Frustration due to difficulties in making or managing the claim.
The following figure shows schematically how customers deal with a dissatisfaction or complaint.
DECALOGUE OF TOTAL QUALITY
PROCESSES ORGANIZATION BY PROCESSES.
EXECUTIVE EXECUTIVES AND SUPPORT IN IMPROVING QUALITY
| PARTICIPATION | STAFF PARTICIPATION |
| CONTINUOUS IMPROVEMENT | REVIEW AND IMPROVEMENT OF PROCESSES |
| COMMUNICATION | IN TWO SENSES |
| COMPARISON | WITH REFERENCE ORGANIZATIONS |
| INTERNAL CUSTOMER | WE ARE ALL SUPPLIERS AND CUSTOMERS |
| RECOGNITION | RECOGNIZE EFFORTS AND ACHIEVEMENTS |
| EQUIPMENT | TEAMWORK |
| FACTS AND DATA | DECISIONS BASED ON FACTS AND DATA |
THE HUMAN FACTOR IN SERVICES
In several cases of the provision of a service, what makes and marks the difference between various alternatives, or between one offer and another is the level of service, both around the product / service offered, and the wealth of the constituent components of the service., whether the latter is related to personalized customer service, welcome, the sale process itself, or post-sale follow-up.
The service itself involves or involves people who deal with people. Among all the components involved in service activities, the human factor seems to be the most critical. Despite the wide variety of services with which we come into contact, the common denominator is the human factor. Our perception of the service is closely linked to the people who provided it, whether it is a transaction at a counter, a dinner in a restaurant, a clinical diagnosis, etc.
What the customer receives and the degree to which their needs and expectations are met, depend a lot on the supply (delivery) of the service. The ISO 9000 version 2000 standard defines "customer satisfaction" as: Customer perception of the degree to which their requirements have been met; defining in turn
“Requirement” as: established need or expectation, generally implicit or obligatory.
In essence, what the client perceives of an organization is nothing more than the result and reflection of what happens inside it. Two of the natural laws of correspondence establish: "what is inside is outside", "what is above is below". This leads us to affirm that customer satisfaction can only be ensured when there is harmony of interaction between management, staff, processes and resources. The staff plays a determining role, `since the behavior and performance of people directly affects the quality of the service, as well as the way in which the staff interacts with customers, and their ability to listen to the customer's voice.
THE COMPONENT OF HUMAN RELATIONS IN SERVICES.
Tangible aspects The conditions and terms.
Structure, equipment, number of
Employees, media.
Answer's capacity.
No problem..!!!! Questions are resolved.
Ability to give confidence, competence, courtesy, credibility, and the ability to inspire confidence.
Empathy that refers to communication, help and understanding.
Of these five aspects, four refer to personal attitude and behavior.
SPECIFIC NATURE OF SERVICES
Problem resolution:
A service is a tool for solving problems. To fulfill this role, it is key to have maximum skill to listen to the voice of the client, because only then can the needs and desires of the client be determined.
Service packages:
A service comprises several activities in response to the needs and wishes of the client. The essence of the service represents the response to the need and is usually technical in nature. The peripheral activities that represent the responses to the client's wishes gravitate around him and are, therefore, environmental and human-related in nature.
Moments of truth:
They are all contacts between the client and the service representative; in which the customer begins to form an opinion of the service. These experiences can be brief and in them the customer's satisfaction or disapproval attitude is formed, which then extends to the entire organization providing the service.
Subjectivity of the evaluation:
When an opinion is expressed about the service, the client compares between their expectations and what is actually received. This explains that, for the same service, different people (clients) can express different opinions regarding their expectations.
The foregoing means, then, that the administration of the service requires detailed planning of all its components, defining the specifications for each of them. It is important to pay special attention to the proportion and balance between the two basic components: the technical component and the human relations component, thus highlighting what is provided and how the service is provided.
This allows us to reaffirm that every organization is a technical partner entity, and therefore, these two ingredients coexist permanently; which means that the organization by itself is not productive, but it is the people who make an organization productive. An excellent human relations component, in fact can compensate for poor technical service. At the same time, in a valid technical service there may be a deficient component of human relations, which is by no means convenient and desirable.
In reality, when a service is offered, the primary product is staff. Management knows what is expected of its collaborators, the best and the best.
The client "lives" the service during the "moments of truth" with each individual collaborator, and not with the management.
When we receive a service, we meet the collaborator: the stewardess, the waiter, the cashier, the seller, etc. and not the manager. These are the contacts that will generate an opinion, either positive or negative.
These contacts, which can be very brief, and in some cases only by phone, are of great value and in some cases are crucial. For this reason, managing the “moments of truth” must become a commitment, especially for the top management of an organization.
Understanding the organization as a system, in which personnel, processes, infrastructure, responsibilities interact openly; the result of said combination must be oriented to satisfy the needs of the client, the common and primary objective, for which the organization exists. To operate effectively and efficiently, that is, with effectiveness, each person needs to be aware of their role, commitment and responsibility to contribute to the construction of service quality.
In relation to personnel, they must meet various characteristics, and in essence must be competent, based on criteria of education, training
(training), skills and experience. In this sense, it is convenient to distinguish that the avant-garde personnel, that is to say, the one who has the most contact with the client, requires different skills in relation to the support for the interior (offices). While the avant-garde staff requires much more skill in interpersonal contact, the office staff must above all be systematic and consistent.
In addition to having the necessary technical skills, personnel who come into direct contact with the client must know how to listen; know how to deal with and solve customer problems; never get upset, speak clearly and always act correctly; friendly and open body language; with ability to give convincing answers; to have initiative; Be flexible; know how to put yourself in the client's place. In essence apply in practice, the 7 habits of highly effective people.
For their part, indirect contact personnel (offices) must be orderly, methodical, and always be ready to support line personnel.
Similarly, skills in handling internal communications and teamwork skills are essential for both direct and indirect contact personnel. In this sense, the selection of personnel should give consideration not only to technical skills and knowledge, but also the human aspects and the potential for growth.
The training (training) on the other hand should be oriented to strengthen the skills (abilities) and knowledge. Social competences or skills, largely associated with attitudes and emotions, are subject to change, but cannot always be acquired or learned. It is not enough to learn to smile and show signs of gentleness and courtesy. Personnel must be trained to be autonomous, they must learn to solve technical problems in harmony with the strategies and objectives of the organization, they must learn to maintain control in all critical situations.
People who have direct contact with the customer, should avoid certain negative attitudes, which will lead to customer dissatisfaction: apathy, lack of interest, impatience with the customer, coldness towards the customer, inflexibility and indifference.
The validation of skills and knowledge is done through the determination of competencies. In other words, the competences must be verified and / or demonstrated.
The final evaluation by the client will allow to determine both the strong aspects of the performance, as well as the weak or critical ones, which will allow identifying opportunities for improvement in the provision of the service.
To reflect ……………….
OASIS
When you love what you do, you do it well and you feel good. Loving what we do gives us a salary more valuable than money: it gives us satisfaction.
He gives it to ourselves and to all who benefit from our service.
Those are the fruits of love: Service and satisfaction.
To love what we do we need to have four angels by our side and we must exorcise four demons.
The four angels are called commitment, collaboration, care, and consistency. The four demons are: repetitions, delays, returns, and rejections. Demons that appear when we do things out of obligation, carelessly without enthusiasm and without quality.
Then we have to start again, delay deliveries, suffer with the products that people return and verify that what we do is rejected. So the best we can do is commit ourselves deeply, work as a team, focus on what we do and be consistent in our work.
Thus, the gain is for everyone and the satisfaction obtained gives us happiness and fills our lives with meaning. Thus we discover that the mission of life is to serve and that it is only served with love.
Gonzalo Gallo G.
INFORMATION SOURCES.
Guide for the implementation of ISO 9000 in service companies - ICONTEC publication - Colombia.
Stephen R Covey. Seven habits to achieve effectiveness.
www.inteligenciaemocional.org
NTC- ISO 9000, NTC - ISO 9001, NTC - ISO 9004 version 2000 standards. - ICONTEC - COLOMBIA. Dec 2000.
ISO 9000 News, No. 4, August 1997. www.qfdlat.com www.qualityvalues.com
Rubén Darío Palacio G. Competitive strategies for the services sector-
"Customer service techniques". 3rd edition. nineteen ninety six.
www.go.to/gonzalogallo
QUALITY MANAGEMENT IN SERVICES
PROVIDED BY: HECTOR FABIO ALBAN
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