Management customer satisfaction

Good management practice will hold inventories at the lowest possible levels consistent with customer satisfaction and efficient plant operation. Excessive inventories are unproductive and are an investment having httle or no rate of return. Excessive inventories should be maintained only when supphes are erratic or rising in price. Management should normally aim for a high inventoiy-turnover ratio, as given by ... 

We have only to look at the introductory clauses of ISO 9001 to find that the aim of the requirements is to achieve customer satisfaction by prevention of nonconformities. Hence quality management is a means for planning, organizing, and controlling the prevention of failure. All the tools and techniques that are used in quality management serve to improve our ability to succeed in our pursuit of excellence. 

There are two requirements addressing records of the management review which when combined require firstly that records of management review be maintained and secondly that these records provide as a minimum evidence of the achievement of objectives specified in the quality policy and the business plan and evidence of customer satisfaction with product supplied. 

In the service industries, you may need to install new information controls for management to determine whether the services are giving customer satisfaction. This may require new equipment to record, collect, and transmit the data. 

A management approach of an organization centered on quality, based on the participation of all its members, and aiming at longterm success through customer satisfaction and benefits to all members of the organization and to society (ISO 8402). 

A common concern expressed by managers is that PSM and ESH are costs to their operations that adds little or nothing to customer satisfaction. The use of quality management approaches should ensure that the new systems will be more efficient and so costs will actually fall. It may also be possible to demonstrate that facilities with excellent PSM and ESH records have good performance in other areas. You should look for such examples within your own organization. 

Key Performance Indicators (KPIs) in supply chain balanced scorecards and performance management are one example for analysis methods. Beamon (1998) and Chan (2003) distinguish qualitative performance measures such as customer satisfaction, on-time delivery, fill rate or flexibility as well as quantitative measures based on costs in distribution, manufacturing and inventory or warehousing. 

Heikkila J (2002) Form supply to demand chain management efficiency and customer satisfaction. Journal of Operations Management 20 747-767... 

The result is a parsimonious framework with intuitive appeal that supports investments in customer satisfaction programs and customer loyalty programs. To counter-balance the linkages discussed above, the cost impact of the vendor s customer management effort can be implicitly (e.g. Heskett, et al., 1994) or explicitly (e.g. Bowman Narayandas, 2004 Kamakura, Mittal, de Rose, Mazzon, 2002) accounted for. 

Third, simple approaches constrain the relationship to be the same for all contexts. Jones and Sasser (1995) find that the customer satisfaction-customer loyalty relationship varies by industry, possibly because of differences in competitive environment. Bowman and Narayandas (2001, 2004) find that customer-specific factors such as the competitive context at a given customer account can occasion differential responsiveness. Accounting for heterogeneity in customer relationships and customer response to a vendor s strategies and tactics is a key theme of much recent research in management science. 

It is the responsibihty of the laboratoiy management to ensure that the necessary resonrces essential to the implementation of strategy and laboratoiy objectives and the realization of customer satisfaction are identified and made available. Resonrces may be people, infrastractnre, work environment, information, snppliers and partners, natural resources and financial resources. The provision of resources... 

All laboratory persoimel, including the highest levels of management, should receive training and education. Such education will enable them to carry out more efficiently and more effectively their individual processes and functions, to be aware of the relationship of the various laboratory processes, to understand the importance of customer satisfaction and the corporate laboratory objectives and to be able to contribute effectively to the continuous improvement programme. 

Quality System (QS) Formalized business practices that define management responsibilities for organizational structure, processes, procedures, and resources needed to fulfill product/service requirements, customer satisfaction, and continual improvement. 

The revised and adopted module ISO 9001 2000 makes the quality system management requirements extremely clear. The review of Tables 1 and 2, under the heading Correspondence between ISO 9001 (1994) and ISO 9001 2000, reveals that the same processes are specified in both standards, even though they have different names and subheadings. The quality system requirements in ISO 9001 2000 are comprehensively grouped under clause 7 with additional emphasis on customer satisfaction and internal communication. Where exclusions are made, claims of conformity to this international standard are not acceptable unless these exclusions are limited to the requirements within clause 7. Such exclusions do not affect the organization s ability or responsibility to provide products that fulfill customer and applicable regulatory requirements. 

The proposed new version of the international standard encourages the adoption of the process approach for both the management of the organization and its processes and as a means of readily identifying and managing opportunities for customer satisfaction with continuous improvement. 

The ISO 9001 2000 international standard adopted by (company name) specifies requirements for a quality management system to demonstrate the ability to consistently provide products that meet customer satisfaction and applicable regulatory requirements. The objective is to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system. In this quality system manual, the term product applies only to the product intended for, or required by, a customer. It should be noted that no exclusion is permitted in the adopted model. 

Adequate resources are managed to achieve the management objectives, customer satisfaction, and product compliance. 

Our organization has determined and provided the necessary resources needed to implement and maintain the quality management system and continually improve its effectiveness, and to enhance customer satisfaction by meeting customer requirements. 

The management has ensured its commitment by providing availability of skilled resources and communication of quality policies and objectives to the employees to meet customer and regulatory requirements. Efforts are made for continual improvement to ensure customer satisfaction. 

This manual provides reference to the organizational quality management system to ensure consistency, reproduceability, and continuous improvement in the company s operations with a particular reference to customer satisfaction and to meet regulatory requirements as appropriate. The manual refers to the elements of international standard ISO 9001 2000 incorporated in the already existing ISO 9003 (1994) quality manual. 

It works best when everyone in the company is involved. Six Sigma is a management philosophy focused on eliminating mistakes, waste, and rework. It establishes a measurable status to achieve and embodies a strategic problemsolving method to increase customer satisfaction and dramatically enhance the bottom line. 

For example, at least one national pharmacy chain has a customer satisfaction training program for associates. Pharmacy managers are responsible for all new associates and for the experienced associates to participate in the training. There is a rewards program... 

Barsky, J.D. (1992) Customer satisfaction in the hotel industry Meaning and management. Hospitality Research Journal 16 (1), 51-73. 

For consequence analysis, we have developed a dynamic simulation model of the refinery SC, called Integrated Refinery In-Silico (IRIS) (Pitty et al., 2007). It is implemented in Matlab/Simulink (MathWorks, 1996). Four types of entities are incorporated in the model external SC entities (e.g. suppliers), refinery functional departments (e.g. procurement), refinery units (e.g. crude distillation), and refinery economics. Some of these entities, such as the refinery units, operate continuously while others embody discrete events such as arrival of a VLCC, delivery of products, etc. Both are considered here using a unified discrete-time model. The model explicitly considers the various SC activities such as crude oil supply and transportation, along with intra-refinery SC activities such as procurement planning, scheduling, and operations management. Stochastic variations in transportation, yields, prices, and operational problems are considered. The economics of the refinery SC includes consideration of different crude slates, product prices, operation costs, transportation, etc. The impact of any disruptions or risks such as demand uncertainties on the profit and customer satisfaction level of the refinery can be simulated through IRIS. 

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