Set acceptance criteria and sampling for customer-perspective service quality on statistical grounds.
Designing Strategies to Measure Service Quality from the Customer's Perspective
Develop the judgement and the documentation needed to run customer-perspective service quality properly.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The cost of poor quality in customer-perspective service quality is rarely visible in any single budget line. Most defects in the quality and productivity management capability are designed in long before they are detected. It is appropriate for those preparing to take on wider responsibility for this area of quality and productivity management. They acquire practical criteria for judging when customer-perspective service quality is working and when it is only appearing to. Every module pairs a short input on the wider quality and productivity management agenda with structured practice on the participant's own material. The programme is built to be used, and every section of the quality and productivity management capability it covers ends in something applicable. The most reliable predictor of sound customer-perspective service quality is whether anyone reviews it when nothing has gone wrong. Plans for this area of quality and productivity management often fail at the handover point between functions. It ends with a prioritised list of changes to this strand of quality and productivity management that the participant is prepared to defend internally.
Expected Learning Outcomes
Link improvement in customer-perspective service quality to a financial outcome leadership recognises.
Establish escalation routes for customer-perspective service quality that work outside normal hours.
Design a practical operating method for customer-perspective service quality that fits the organisation's size and maturity.
Design control plans for customer-perspective service quality that detect deviation early.
Prepare the evidence required for external certification of customer-perspective service quality.
Verify that improvements to customer-perspective service quality have held six months after they were introduced.
Who Should Attend
Production and operations supervisors delivering customer-perspective service quality.
Certification and accreditation coordinators preparing evidence on customer-perspective service quality.
Inspection and testing staff verifying customer-perspective service quality.
Health, safety and environmental staff whose systems integrate with customer-perspective service quality.
Staff seconded into improvement work on customer-perspective service quality.
Those responsible for briefing external stakeholders on customer-perspective service quality.
Course Modules
Customer-perspective service quality: structured problem solving and root cause
2 sessions · 8 pointsSession 1The hard cases in customer-perspective service quality and how to reason about them
- Write down the assumptions underpinning the approach to customer-perspective service quality.
- Train the team handling customer-perspective service quality in the problem-solving method being used.
- Link the improvement in customer-perspective service quality to a financial figure leadership recognises.
- Build a control plan for customer-perspective service quality identifying what is checked, when and by whom.
Session 2The decisions in customer-perspective service quality that cannot be delegated
- Estimate the resource customer-perspective service quality requires to run as designed.
- Identify non-value-adding steps in customer-perspective service quality and remove them.
- Identify the data already collected that bears on customer-perspective service quality.
- Rank the weaknesses in customer-perspective service quality by consequence rather than by ease of fixing.
Customer-perspective service quality: internal audit and certification evidence
2 sessions · 8 pointsSession 1Agreeing what good actually means for customer-perspective service quality
- Prepare the response for the most likely failure in customer-perspective service quality.
- Identify the few causes responsible for most defects in customer-perspective service quality.
- Assign responsibility for keeping documentation of customer-perspective service quality current.
- Measure current variation in customer-perspective service quality before attempting improvement.
Session 2Mapping customer-perspective service quality as it is done, not as it is written
- Apply structured root cause analysis to the top defect in customer-perspective service quality.
- Decide what will be stopped to create capacity for customer-perspective service quality.
- Benchmark the organisation's customer-perspective service quality against comparable operations.
- Agree what will be standardised in customer-perspective service quality and what will not.
Customer-perspective service quality: waste, flow and productivity
2 sessions · 8 pointsSession 1Benchmarking customer-perspective service quality without flattering yourself
- Agree the indicators that will show whether customer-perspective service quality is improving.
- Set sampling for customer-perspective service quality on statistical grounds, not on habit.
- Record what was tried on customer-perspective service quality and did not work, and why.
- Check that records of customer-perspective service quality answer the questions likely to be asked.
Session 2Building the method for customer-perspective service quality step by step
- Benchmark customer-perspective service quality against a comparable operation and record the gap.
- Establish who is informed, consulted and accountable in customer-perspective service quality.
- Establish what evidence demonstrates customer-perspective service quality is under control.
- Map the process behind customer-perspective service quality by walking it, not by describing it.
Customer-perspective service quality: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Auditing customer-perspective service quality to improve it, not to pass
- Verify that improvements to customer-perspective service quality held six months later.
- Define supplier quality requirements affecting inputs to customer-perspective service quality.
- Choose productivity measures for customer-perspective service quality that do not reward shortcuts.
- Record what was learned when customer-perspective service quality did not go as planned.
Session 2Solving the defect in customer-perspective service quality that keeps returning
- Set the review cadence that sustains gains in customer-perspective service quality.
- Define acceptance criteria for customer-perspective service quality in advance.
- Prepare the summary of customer-perspective service quality that senior management will read.
- Define quality for customer-perspective service quality in terms the customer would recognise.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
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