Customer expectations management

Project Management Cost and Price issues Customer expectations Management of cost, time and quality... 

In order to estabUsh this type of service, the maintenance management should meet often with their outside suppHer as weU as with their iaside customers to benefit the end user the external customers. During these meetings the foUowiag steps should be taken to assure nonstop quahty Hsten to the customers, work with customers to clarify expectations, identify measurable iadicators, exceed expectations, deUver products and services when customers need them, keep promises, design for ease of use, constandy improve, focus improvements on areas related to customer expectations, and respond quickly (5). 

Customer" Expectations. Keep in mind that the output of your PSM systems design must address the needs of a range of "customers," including senior management, facility and other operating personnel, and the PSM team itself. As you approach designing the PSM system, you may want to revisit their expectations. Systems will also have to reflect issues such as plant size, location, type of operation, and types and quantities of materials used. 

Continuous quality improvement (CQI) is aphilosophy of continual improvement of the processes associated with providing a good or service that meets or exceeds customer expectations (Shortell et al., 1998). CQI, which was first employed in the manufacturing field, was introduced into health care by Berwick and Leape (1999). [CQI has been referred to as quality improvement process, total quality management, and total quality control (Lohr, 1990b).]... 

In designing services for profit and to exceed customer expectations, a manager ought to consider the following issues ... 

Parasuraman A, Berry L, Zeithaml V. 1991. Understanding customer expectations for service. Sloan Manag Rev Spring 39. 

Marketing information gap (GAPl) the difference between actual customer expectations and management perception of customer expectations... 

Standards gap (GAPl) the cfiffeience between management perception of customer expectation and service quality specifications... 

Gap 2 denotes the discrepancy between management s conceptions of customers expectations... 

Maintenance information system The maintenance information system will support exceeding customer expectations. The information system wUl include the maintenance catalog system and the management of inventory. 

Tools such as specifications, standards, forecasts, and budgets ace useful for planning, pricing of product, and other functions of management. They are used to communicate what the customer or manager expects or wants from the process. It is important to keep in mind that they do not communicate reality, that is, they do not communicate how the process is doing or what it is capable of doing. 

Management s responsibilities also include the otganization and operation of the queility system. This responsibility includes the provision of aU necessary resources. Management is responsible for seeing that the quahty system functions in such a manner that the system is weU understood and effective, confidence is provided fhaf producfs or services satisfy requirements and customer expectations and that its emphasis is on prevention of problems rather than problem detection. 

In the scenario of non-renewing warranty with repair time (case 10), manufacturers must have effective warranty management due to the fact that on one hand customers expect a warranty program, and on the other hand, and in order to be successful in the marketplace, the manufacturer needs it (Stefanka Chukova... 

To deliver quality business-customer service encounters, the business s supply chain became an integral delivery tool forthe final upstream service provider. In addition this supply chain needed to be capable of delivering customer expectations. This required soimd supply chain integration and management, the integration of the above functional areas, and quality commrmications charmels throughout the supply chain network. 

Managing customer expectations Service performance based on customer requirements CRM software used Manage customer expectations CRM keeps customer informed Studies determine new customer expectations... 

Lead-time CGR Management Consolutants view is that lead-time is associated with a product or service delivered by the supply chain. It is imposed on the supply chain by the competitive environment. It is driven by customer expectations, supply chain innovations, and competitive pressure. All these factors are in constant motion, moving toward faster, cheaper, better. Competitors that cannot deliver products and services within the established lead-time will likely perish. Competitors that have the shortest lead-time have an advantage. 

In the new world of ever-developing technology and techniques, organizations must consider how to deal with the issues of increased competition, rising customer expectations, and increase in product variety. This chapter will discuss about various production systems, production planning in the apparel industry, supply chain and inventory management and various tools to improve the productivity in the apparel industry. 

Cold start performance needs to be carefully managed, because the customer expects the same service from the vehicle regardless of the weather conditions. The technical specifications for automobiles for such au application prescribe the capacity to start up in less than 30 seconds at -30°C. The simplest solution, which is totally accepted in Canada, for instance, for conventional vehicles, is to use a block heater , which includes electrical coverings or heating resistances that are plugged into the electrical grid. More transparent solutions from the customers point of view are under investigation to overcome this difficulty. 

Thanks to ease of travel, the media and the World Wide Web customers have never been more informed than they are today. Cnstomers know what they want and know what can be done, they understand the concept of world class and continuous improvement. This is especially true in service industries. As a result of the heightened expectations of customers, operations managers in service sectors have been forced to focus their attention on managing the complete value-adding systan using the principles of supply chain management. 

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