Quality Service - Individual Assignment

岗位工作流程英文缩写Job Workflow Abbreviations and Their Importance.In the fast-paced world of business, it's crucial to streamline processes and communicate efficiently. One way to achieve this is through the use of abbreviations and acronyms, which condense complex or lengthy terms into manageable snippets of text. This is particularly relevant when discussing job workflows, as they often involve multiple steps and cross-functional teams. Here, we explore some common abbreviations used in job workflow discussions and their significance.1. WF (Workflow): This abbreviation refers to a series of tasks that need to be completed to achieve a specific goal or outcome. Workflows are often visualized as flowcharts or diagrams to help teams understand the sequence of steps involved.2. KPI (Key Performance Indicator): A metric used tomeasure the success or progress of a workflow. KPIs help identify areas where improvements can be made and ensure that the workflow is aligned with overall business objectives.3. T&A (Task Assignment): This abbreviation refers to the process of assigning specific tasks to individual team members. Effective task assignment ensures that each team member knows their responsibilities and can work independently to complete their assigned tasks.4. SLA (Service Level Agreement): An agreement between two or more parties that specifies the level of service to be provided, including quality, availability, and other performance metrics. SLAs are often used in workflow management to ensure that service providers meet agreed-upon standards.5. BPM (Business Process Management): A discipline that focuses on improving the efficiency and effectiveness of business processes, including workflows. BPM methodologies help organizations identify bottlenecks, eliminate waste,and streamline operations.6. QA (Quality Assurance): The process of ensuring thata product or service meets specified quality standards. In the context of workflows, QA involves checking tasks for accuracy, completeness, and adherence to defined processes.7. RT (Response Time): The time taken to respond to a request or issue. In workflow management, response time is often used as a metric to measure the efficiency of task assignment and resolution.8. ESC (Escalation): The process of elevating an issue or request to a higher-level team or individual for resolution. Escalation is often necessary when a task cannot be completed by the assigned team member or when a problem requires additional expertise or resources.The use of these abbreviations not only saves time and space but also ensures that communication remains clear and concise. However, it's important to note that while abbreviations can enhance efficiency, they should be usedsparingly and only when they are well-understood by all parties involved. Otherwise, they can lead to confusion and miscommunication, which can have a negative impact on workflow efficiency and productivity.In conclusion, abbreviations play a crucial role in facilitating efficient communication and workflow management. By understanding and utilizing common abbreviations related to job workflows, teams can improve their productivity, reduce confusion, and ensure that tasks are completed accurately and on time.。

人员分工的英语好的，以下是关于“人员分工”的英语相关内容：**一、英语释义**The allocation or assignment of tasks and responsibilities to individual members of a team or group.**二、短语**1. Personnel division of labor（直译为“人员劳动分工”，可理解为“人员分工”）2. Staff assignment（“员工分配”，也可表示“人员分工”）3. Division of labor among personnel（“人员之间的劳动分工”，强调人员之间的分工）4. Allocation of personnel tasks（“人员任务的分配”）5. Staffing allocation（“人员配置”，在某些语境下可表示“人员分工”）6. Personnel task allocation（“人员任务分配”）7. Division of staff responsibilities（“员工职责分工”）8. Allocation of human resources（“人力资源分配”，可涵盖人员分工的意思）9. Staff role assignment（“员工角色分配”）10. Personnel job allocation（“人员工作分配”）**三、单词**1. **allocate** [ˈæləkeɪt] v. 分配；拨出；配置2. **assign** [əˈsaɪn] v. 分配；指派；指定3. **divide** [dɪˈvaɪd] v. （使）分开；分配；划分4. **distribute** [dɪˈstrɪbjuːt] v. 分配；分发；散布5. **allocate** [ˈæləkeɪt] v. 分配；拨出；配置6. **task** [tɑːsk] n. 任务；工作7. **responsibility** [rɪˌspɒnsəˈbɪləti] n. 责任；职责；义务8. **role** [rəʊl] n. 角色；作用9. **job** [dʒəʊb] n. 工作；职业10. **personnel** [ˌpɜːsəˈnel] n. 人员；员工；人事部门**四、用法**1. “allocate”和“assign”常用于表示将任务、资源或职责分配给特定的人或团体。

2004营销《服务营销》实验指导书实验一某服务行业的顾客满意度调查（4学时）一、实验目的及要求（一）实验目的(1)掌握服务业中顾客满意度的影响因素(2)掌握各种市场调研的方法(3)了解市场调研的内容（二）实验要求1．按“实验内容”完成实验的操作，并将相关数据记入实验报告；2．所有实验课程以小组为单位来进行，平均6人/组，组长负责小组成员的分工与管理，每个组员务必积极参与。

3.实验完成后，以组为单位提交调查问卷和调查报告（调查问卷必须是中英文各提交一份）。

问卷和报告采用电子文档和打印文档两种形式。

4. Individual Assignment:每个同学撰写实习日志，包括对调研过程的描述。

二、实验地点及设备实验采取“户外调查+实验室内收集资料”相结合的形式。

实验地点：商学院实验机房+校外问卷调查实验设备：PC机及其局域网。

三、实验内容及程序1.利用Internet检索有关服务行业的信息，决定要调研的服务企业，收集行业相关资料2.对该服务企业的营销环境进行调查分析3. 针对这一行业的营销环境与服务特征，选取顾客满意度的指标体系4. 设计顾客满意度调查问卷5. 对顾客满意度进行调查分析6. 撰写调研报告四、实验结果调查报告中要记录实验的有关数据以及企业背景情况，可以图片、文字等形式放在实验报告中，同时加以必要的文字说明。

调查报告要严格按照市场调查报告的内容与格式来进行。

Supplementary MaterialHere are the samples of the survey on CS. Try to design a survey on customer service satisfaction for a service company, such as bank, mobile company, retailers or other else.Customer Service Satisfaction Survey1. In your most recent customer service experience, how did you contact the representative?IN PERSONBY TELEPHONEINTERNETTHROUGH A DEALEROTHER2.If you received assistance through the Internet... Sufficient information was avail able tosolve my problem.STRONGLY AGREESOMEWHAT AGREENEITHER AGREE OR DISAGREESOMEWHAT DISAGREESTRONGLY DISAGREE3.Did our representative... (Select all that apply)QUICKLY IDENTIFY THE PROBLEMAPPEAR VERY KNOWLEDGEABLE AND COMPETENTHELP YOU UNDERSTAND THE CAUSES AND SOLUTION TO YOURPROBLEMHANDLE PROBLEMS WITH COURTESY AND PROFESSIONALISM4.About how long did you have to wait before speaking to a representative?I WAS TAKEN CARE OF IMMEDIATELYWITHIN 3 MINUTES3-5 MINUTES5-10 MINUTESMORE THAN 10 MINUTES5.About how long did it take to get this problem resolved?IMMEDIATE RESOLUTIONLESS THAN ONE DAYBETWEEN TWO AND THREE DAYSBETWEEN THREE AND FIVE DAYSMORE THAN ONE WEEKTHE PROBLEM IS STILL NOT RESOLVED6.How many times did you have to contact customer service before the problem wascorrected?ONCETWICETHREE TIMESMORE THAN THREE TIMESTHE PROBLEM IS STILL NOT RESOLVED7.Overall, how satisfied are you with your customer service experience?TOTALLYVERY SATISFIEDSOMEWHAT SATISFIEDSOMEWHAT DISSATISFIEDVERY DISSATISFIED8.If you were less than totally satisfied, what could have been done to serve you bet ter?Service Quality Evaluation1 In evaluating your most recent customer service experience, was the quality of service you received:Very poorSomewhat unsatisfactoryAbout averageVery satisfactorySuperior2. Would you please take a few minutes to describe what about the service experience stands out:3. Was the process for getting your problem resolved:Very poorSomewhat unsatisfactoryAbout averageVery satisfactorySuperior4. Would you please take a few minutes to describe what about the process of getting your problem resolved stand out:5. Would you please take a few minutes to evaluate the customer service representative. The customer service representative as very courteous.Strongly disagreeSomewhat disagreeNeutralSomewhat agreeStrongly agree6. Was there anything about the courteousness of the service that stands out as being superior?EnthusiasticListened carefullyFriendlyResponsiveOther7. What about the customer service could be improved? Was the representative:Not patientNot enthusiasticDidn't listen carefullyUnfriendlyUnresponsiveOtherNo improvement needed8. The customer service representative handled my call quickly.Strongly disagreeSomewhat disagreeNeutralSomewhat agreeStrongly agree9. What would best describe what happened:Kept me waiting on holdHad to explain several timesDidn't know how to handle problemHad to ask othersSpoke slowlyOtherNo improvement needed10. The customer service representative was very knowledgeable.Strongly disagreeSomewhat disagreeNeutralSomewhat agreeStrongly agree11. What would best describe what happened:Gave me the wrong informationThey didn't understand the questionGave unclear answersCouldn't solve problemDisorganizedOtherNo improvement needed12. The waiting time for having my question addressed was satisfactory.Strongly disagreeSomewhat disagreeNeutralSomewhat agreeStrongly agree13. My phone call was quickly transferred to the person who best could answer my question.Strongly disagreeSomewhat disagreeNeutralSomewhat agreeStrongly agree14. All things considred, over the next 12 months, how likely are you to replace your (product) with another (product or brand)?CertainHigh chanceEqual chanceLow chanceNever实验一Case Study of Customer Recovery （4学时）实验课程时间：学习完第5章“ FOCUS ON CUSTOMERS ”之后一、实验目的及要求(一) 实验目的(1) 了解服务补救对顾客满意度的影响(2) 掌握服务补救的相关原理与操作技巧（二）实验要求1.所有实验课程以小组为单位来进行，平均6-7人/组，组长负责小组成员的分工与管理，每个组员务必积极参与。

工作的质量的英语作文好The quality of work is a crucial aspect of any profession or task that an individual undertakes. It encompasses the level of excellence, accuracy, and attention to detail that is put into the execution of a particular job or assignment. The quality of work not only reflects the skills and competence of the individual but also has a significant impact on the overall success and productivity of an organization or a project.One of the primary reasons why the quality of work is so important is that it directly affects the end product or service that is being delivered to the customer or client. When an individual or a team puts forth their best effort and pays close attention to the details, the final result is often of a higher standard and more likely to meet or exceed the expectations of the recipient. This, in turn, can lead to increased customer satisfaction, repeat business, and a positive reputation for the organization or individual.Moreover, the quality of work is also closely tied to the level of professionalism and pride that an individual takes in their work.When an individual approaches their tasks with a sense of ownership and commitment, they are more likely to strive for excellence and take the necessary steps to ensure that their work is of the highest possible quality. This can include double-checking their work, seeking feedback from colleagues or supervisors, and continuously seeking to improve their skills and knowledge.Another important aspect of the quality of work is its impact on the overall efficiency and productivity of an organization. When employees consistently produce high-quality work, it can lead to a reduction in the need for rework, fewer errors or mistakes, and a more streamlined workflow. This, in turn, can result in cost savings, faster turnaround times, and a more positive work environment for everyone involved.However, achieving and maintaining a high level of work quality is not always an easy task. It requires a combination of skills, dedication, and a willingness to put in the necessary effort. Some of the key factors that can influence the quality of work include:1. Training and development: Employees who receive comprehensive training and have access to ongoing professional development opportunities are more likely to develop the skills and knowledge necessary to produce high-quality work.2. Organizational culture: The overall culture and values of an organization can have a significant impact on the quality of work. When an organization prioritizes excellence, encourages continuous improvement, and fosters a supportive and collaborative work environment, employees are more likely to strive for quality.3. Adequate resources: Providing employees with the necessary tools, equipment, and resources to complete their tasks effectively can greatly contribute to the quality of their work.4. Clear expectations and feedback: Clearly communicating expectations and providing regular feedback on the quality of work can help employees understand where they are excelling and where there is room for improvement.5. Motivation and job satisfaction: Employees who are motivated and find fulfillment in their work are more likely to take pride in their efforts and strive for excellence.In conclusion, the quality of work is a crucial factor in the success and productivity of any organization or individual. By prioritizing excellence, investing in employee development, and fostering a supportive work environment, organizations can encourage their employees to consistently produce high-quality work that meets or exceeds the expectations of their customers or clients. Ultimately, thequality of work is a reflection of an individual's skills, dedication, and commitment to their profession, and it is a key driver of success in any field.。

nice quality statements与指南的区别-回复"Nice quality statements"（良好的质量陈述）和"guidelines"（指南）是两个不同的概念，但它们在确保和维护质量方面扮演着重要角色。

从前者的角度出发，本文将分步阐述这两个概念之间的区别，并探讨它们如何为个人、团队和组织建立良好的质量标准。

第一步：理解"Nice quality statements"（良好的质量陈述）"Nice quality statements"是一个术语，用于描述能清晰、准确地表达质量标准的陈述或声明。

它们通常描述了期望达到的质量标准、客户需求和业务目标。

良好的质量陈述应当具备以下特征：1. 明确和具体：陈述应清楚地描述质量标准，并具备可被理解和评估的明确标准。

2. 可衡量性：良好的质量陈述不仅仅是一个虚构的理念，它们是可以被量化和测量的。

这样可以确保团队或组织对实际进展或达成目标进行监控。

3. 可验证性：质量陈述应该是可以核实的，并能够由相关方面进行验证。

这有助于确保陈述的准确性和可靠性。

4. 适用性：良好的质量陈述应该适用于指定的任务、项目或产品，并能够满足特定需求。

第二步：了解"guidelines"（指南）"Guidelines"是一组规则、建议或准则，旨在帮助个人、团队或组织在特定领域内取得优质的绩效。

它们可以是以书面形式呈现的，也可以是口头交流的。

指南的主要目的是提供一个框架，协助人们在相应领域作出决策和行动。

指南的特点如下：1. 方向性：指南提供明确的方向，使人们能够为特定任务或目标制定有效的计划。

2. 灵活性：指南通常是个性化和灵活的。

它们允许根据具体情况进行调整和修改，以适应特定的需求。

3. 最佳实践：指南是基于经验教训和最佳实践制定的。

它们提供建议和方法，以帮助人们避免常见的错误，并在实践中取得成功。

Service Quality, Customer Satisfaction and Customer Retention in the hospitality industry: Keys to achievetourism growth.S. Melisidou 1, N. Theocharis 21 Dpt. Of Tourism Administration, T.E.I. of Athens, Athens, Greece, Tel:+306974366280,Fax:+302103212276,E-mail:********************2 Dpt. Of Tourism Administration, T.E.I. of Athens, Athens, Greece,Tel:+306977746042,E-mail:*********************ABSTRACTThe increased significance of the services sector to the global economy has led to a heightened concern by practitioners as well as consumers regarding the quality of services being offered.The past few decades, “mass” tourism e merged as a forceful agent of change and created impacts which clearly affect the qualitative issues of tourist product.The concept of quality and its relationship with the service industries has become a major preoccupation for many within this sector, not least the hospitality industry. Hospitality operations have to serve an increasingly discerning public, who are nowadays more eager than ever to complain and transfer their allegiances to perceived providers of quality services.Applicable models and methods of service quality can protect and upgrade the operation of enterprises as well as the level of tourist demand satisfaction.This paper seeks to investigate the evaluation and conceptualization of service quality and its interactive impacts.The aims of this study are as follows: (1) to sustain that service quality, customer satisfaction and customer retention can be considered as the major tools to achieve development and enhance the hospitality industry, (2). to assess that perceived service quality is a crucial matter for the global tourism development and can bear socio-economic development.KEYWORDS: service quality, service value, customer satisfaction, retention, SERVQUAL, tourism development.1. IntroductionService industries play an important role in most economies. As competition increases in the market, tourism businesses and organizations need to develop effective methods for being more responsive to peoples’ needs and retaining more loyal participants since attracting new participants will cost more which involves more advertising and promoting.Like other fields, tourism involves both goods and services, but the service component is relatively high.It has been suggested that each of these determining constructs (perceived quality, perceived value, and satisfaction) should be measured to monitor hospitality operations performance and to understand more thoroughly the interrelationships between them (Baker and Crompton 2000; Getty and Thompson 1994; Petrick and Backman 2002a; Tam 2000). Enhanced understanding of the relationships among these constructs and their relative influence in determining behavioral intention to revisit, would better equip hospitality industry providers to adjust their services and marketing efforts to enhance positive behavioral intention. Quality attributes can be more useful than either satisfaction or perceived value items since hospitality industry managers can control and manipulate the items. Perceived quality and satisfaction have been shown to be good predictors of visitors’ future behavioral intentions (Baker and Crompton 2000; Tian-Cole et al. 2002).While perceived quality and perceived value are cognitive responses to a service offering, overall satisfaction is an emotional response based on a holistic view of phenomenon (Cronin et al. 2000). With a clear understanding of the relationship among these three constructs, hospitality businesses would know which of these evaluation measures have the stronger total effect on visitors’ behavioral intentions.There is widespread agreement in the general service management literature that the provision of service quality is concerned with generating customer satisfaction. Grönroos (1984), Parasuraman, Zeithaml and Berry (1985) and Johnston (1988) define service quality in terms of customer satisfaction, that is, the degree of fit between custom ers’ expectations and perceptions of service.2. Defining Service Quality – Notional approachesService quality is now of major concern to industries such as the tourism/hospitality industry, which are basically ‘peopleoriented’.In the service industry, definitions of service quality tend to focus on meeting customers’ needs and requirements and how well the service delivered meets their expectations (Lewis and Booms, 1983). In order to deliver and maintain service quality, an organization must first identify what it is that constitutes quality to those whom it serves (Gronross, 1984). Gronross (1984) classified service quality into two categories: technical quality, primarily focused on what consumers actually received from the service; and functional quality, focused on the process of service delivery.Service quality characterised by the following aspects:- is multidimensional,- has underlying quality dimensions, some of which change over time;- is intangible, although it is often assessed through tangible clues;- is the result of both service processes and service outcomes;- depends on the difference (gap) between customer expectations and perceptionsThe central link in most service strategies is quality, which has been a major issue for many years, dating back at least to Deming’s work in Japan in the ‘50s.Solomon et al. (1985) concluded that a customer assesses quality by his or her perception of the way in which the service is performed. As a result, service quality has been defined as the outcome of a comparison between expectations of a service and what is perceived to be received (Czepiel et al., 1985; Parasuraman et al., 1985). The gap between expectations and perceptions of performance determines the level of service quality from a consumer’s perspective.Johnston and Morris (1985) argue that service organisations tend to measure only what is easy to measure and quantify, and shy away from the use of soft, qualitative measures. Kaplan (1983) argues satisfaction. Whilst the measurement of customer service perceptions are now widespread in tourism/hospitality, an understanding of managements’ perception of guest expectations, as well as staff responses to such management expectations, are yet to be explored. Hochschild (1983) has described the work performed by service providers as ‘emotional labor’ that requires them to subsume their own feelings to the goals of their employer and the immediate needs of a paying customer.Indeed, she described service encounters as the commercialisation of human feeling, and warns of the individual and social effects that may engender. Klaus (1985) has described service encounters as interlocking behaviour composed of task and ‘ceremonial’ elements, in which the former are the economic exchange elements and the latter the psychological need satisfaction that provider and customer provide each other.Parasuraman et al. (1985) identify over 200 attributes of service quality. The pool of attributes was derived from an extensive series of interviews with customers in four different commercial services. Using factor analysis, five main dimensions of service quality were identified. They were: tangibles, reliability, responsiveness, assurance and empathy. The importance of the above dimensions in understanding service quality cannot be underestimated.However, comparing service expectations with service perceptions has offered a more insightful perspective. Perceptions of quality by those who provide services and those who consume them have often been reported to differ (Parasuraman et al., 1985).3. Experienced Service Quality ModelsThere have been numerous attempts to encapsulate the essential nature of the service quality construct in the form of theoretical models. One of the earliest models is that described by Gronroos (1983), which relates the level of experienced quality to both technical and functional dimensions of service provision:•Technical quality refers to the result of service and/ or the question, what has been provided?•Functional quality, on the other hand, refers to the way the service has been delivered and delivered and relates to the question, how has the service been provided?Technical quality refers to the relatively quantifiable aspects of the service that consumers experience during their interactions with a service firm. Because it can be easily measured by both consumer and supplier, it becomes an important basis for judging service quality (Palmer, 1998).According to Gronroos (1998,1990), however, these more technical aspects of a service are easily lost. Functional quality, in contrast, can be used to create a competitive edge by focusing on the more personal aspects of the service encounter.Service quality has become a major concern of service industries. Berry and Parasuraman (1991) stated that service is the essence of services marketing and hat service quality is its foundation. Perceived service quality is a user’s judgment about a service’s overall excellence or superiority (Berry et al. 1988). In tourism businesses and organizations, suppliers provide the same types of services, but they do not provide the same service. Wager (1966, p.12) observed, “Quality is a human concept based on highly subjective criteria … and seems to be a highly personal matter.” Due to the central importance of service quality, tourism businesses and organizations have commissioned research studies designed to identify, assess, or evaluate the phenomenon of service quality.In the private sector of tourism, the ultimate goal of businesses and organizations is to increase profits. Improving technical aspects of goods and services is not sufficient to retain participants. Tourism businesses and organizations are investing more effort in improving perceptions of service quality so visitors (participants) will become repeat visitors and spread positive word-of-mouth to their social group (Crompton and Lamb 1986). For public sector organizations, making a profit may not be an ultimate goal. Rather it may be to satisfy participants’ needs and wants (Crompton and Lamb 1986). In public tourism businesses and organizations, participants are most likely to find satisfaction through high quality service (MacKay and Crompton 1988).There is a plethora of measurement tools and techniques for assessing service quality and consumer satisfaction levels. The leading protagonists in the area of service measurement studies have been Parasuraman et al. (1985), with development and subsequent refinement in 1988 and 1991 of the SERVQUAL instrument (Parasuraman et al., 1991).4.1. The SERVQUAL ModelThe SERVQUAL instrument developed by Parasuraman et al. (1991) has proved popular, being used in many studies of service quality. This is because it has a generic service application and is a practical approach to the area. A number of researchers have applied the SERVQUAL model to measure service quality in the hospitality industry, with modified constructs to suit specific hospitality situations (Saleh and Ryan, 1992; Bojanic and Rosen, 1993; Getty and Thompson, 1994; Lam and Zhang, 1998; Tsang and Qu, 2000).The SERVQUAL instrument consists of 22 statements for assessing consumer perceptions and expectations regarding the quality of a service. Respondent are asked to rate their level of agreement or disagreement with the given statements on a 7-point Likert scale. Consumers’ perceptions are based on the ac tual service they receive, while consumers’ expectations are based on past experiences and information received. The statements represent the determinants or dimensions of service quality. Refinement of his work reduced the original service dimensions used by consumers to judge the quality of a service from ten to five.The five key dimensions (Parasuraman et al. 1991) that were identified are as follows:1. Assurance– the knowledge and courtesy of employees and their ability to convey trust and confidence.2. Empathy– the provision of caring, individualized attention to consumers.3. Reliability–the ability to perform the promised service dependably and accurately.4. Responsiveness–the willingness to help consumers and to provide prompt service.5. Tangibles–the appearance of physical facilities, equipment, personnel and communications materials.One of the purposes of the SERVQUAL instrument is to ascertain the level of service quality based on the five key dimensions and to identify where gaps in service exist and to what extent.The gaps are generally defined as:•Gap 1(positioning gap) –pertains to managers’ perceptions of consumers’ expectations and the relative importance consumers attach to the quality dimensions.•Gap 2 (specification gap) – is concerned with the difference between what management believes the consumer wants and what the consumers expect the business to provide.•Gap 3 (delivery gap) –is concerned with the difference between the service provided by the employee of the business and the specifications set by management.•Gap 4 (communication gap) – exists when the promises communicated by the business to the consumer do not match the consumers’ expectations of those external promises.•Gap 5(perception gap) –is the differe nce between the consumers’ internal perceptions and expectations of the services (Zeithaml et al., 1990).5. Perceived Service ValuePerceived service value has been recognized in the past decade as one of the most salient determinants of purchase intention and repeat visitation (customer retention) (Chang and Wildt 1994; Bolton and Drew 1991a; Jayanti and Ghosh 1996). Although, considerable research has focused on perceived service quality as an important determinant of satisfaction and behavioral intentions (Parasuraman et al. 1988; Brown et al. 1993; Zeithaml et al. 1996), there has been relatively more empirical research conducted on perceived service value and its relationship to visitor satisfaction and behavioural intentions (Anderson et al. 1994; Cronin et al. 2000; Caruana, Money and Berthon 2000; Oh 1999; Sweeney et al. 1997). Chang and Wildt (1994) found that the purchase intention is strongly and positively influenced by perceived service value. Previous studies (Grewal, et al. 1998; Jayanti and Ghosh 1996; Oh 1999; Sweeney et al. 1997; Zeithaml 1988) suggested that the perceived service value mediates the influence of perceived price and perceived service quality.Figure.1.2.: Perceived Service Value as a mediating variable6. Customer Satisfaction and RetentionAs has already been noted, satisfaction has been concern for a number of years and is generally recognised as a post purchase construct that is related to how much a person likes or dislikes a product or a service after experiencing it.It can be defined as an evaluation that an “experience was at least as good as it was supposed to be” (Hunt, 1997). Satisfaction is a response to a perceived discrepancy between prior expectations and perceived performance after consumption. Consequently, managers need to understand how expectations are created and how these expectations are influenced by people’s consumption experiences.Customers are assumed to have developed expectations prior to use, and perceived performa nce is compared to these expectations on a “better than” or “worse than” model.Oliver (1981) defined satisfaction as a “summary psychological state resulting when the emotion surrounding disconfirmed expectations is coupled with the consumer’s prior feelings about the consumption experience” (p.27). Oliver (1997) pointed out that satisfaction encompasses more than mere fulfillment. It describes a consumer’s experiences, which is the end state of a psychological process.Satisfaction has become a central concept in modern marketing thought and practice (Yi 1990). Many studies have made significant contributions to better understanding this complex phenomenon (Bearden and Teel 1983; Oliver 1980, 1989; Spreng et al. 1996; Williams 1988). Achieving visitor satisfaction is one of important goals for most tourism service businesses and organizations today (Jones and Sasser 1995). Increasing customer satisfaction and customer retention generates more profits, positive word-of-mouth, and lower marketing expenditures (Reichheld 1996; Heskett et al. 1990).Satisfaction is a visitor’s affective and evaluative response to the overall product or service experience (Oliver 1997). What visitors received from the investment money, time and other resources on a trip or a visit) are psychological benefits. Thus, it is an experience that tourists receive from a visit with tangible goods (Mathieson and Wall 1982). It is also more likely that satisfied visitors will return and say positive things about a service (Tian-Cole et al. 2000).Improving the quality of service attributes as well as improving the emotional and psychological reactions that visitors obtain from service experiences are considered important to commercial and public tourism businesses and organizations. As Otto and Ritchie (1996) stated: the intimate, hands-on nature of the service encounter itself affords many opportunities for affective response… it has long been acknowledged that human interaction itself is an emotionally-charged process.7. Tools to achieve continuous tourism development by practisingservice qualityBerry and Parasuraman (1991) stated that service is the essence of services marketing and hat service quality is its foundation. Perceived service quality is a user’s judgment about a service’s overall excellence or superiority (Berry et al. 1988). In tourism businesses and organizations, suppliers provide the same types of services, but they do not provide the same service. Attempting to achieve sustained competitive advantage, hospitality organizations are now investing quite heavily in a host of service quality improvement initiatives.In the private sector of tourism, the ultimate goal of businesses and organizations is to increase profits. Improving technical aspects of goods and services is not sufficient to retain participants. Hospitality businesses are investing more effort in improving perceptions of service quality so consumers (participants) will become repeat consumers and spread positive word-of-mouth to their social group (Crompton and Lamb 1986).The requirement of an approach to quality improvement concentrates on the continual evaluation of service quality as perceived by the customer. Tools to achieve continuous improvement are listed below:•Customer satisfaction•Customer retention (external client)•Complaints and incidences•Audits reports•Auto-evaluations•Benchmarking method•Mystery guest / mystery shopper•Market evaluations•Claims8. Positive effects by practising service quality in the hospitalityindustryThe strategic planning and the application of service quality provide customer satisfaction and retention. Its efficient application enhances the hospitality industry, activates the effects of tourism development in socio-cultural issues and provides economic growth.The positive effects by practising service quality models are listed below: • A competitive differentiation that favors the enterprise•Chances of potential growth•Better employee morale•Customer Loyalty and Retention•Customer satisfaction•Economic growth & profits•Employee motivation and vision•Favorable advertising•Greater productivity•Minimization of loss for the customers8. ConclusionsThe hospitality enterprises operating have proven to be one of the key mechanisms in the economic transition. Economic reforms unleashed the potential for entrepreneurial development in a direction that assisted macro-economic stability and competitive market behaviour.Successful tourist businesses were found to be focusing on a particular product or niche market, developing a strong competitive advantage offering high quality, and superior service and products.Earning high satisfaction ratings from guests is an especially important strategy for hotel companies, because loyal customers are the principal driver of profits. Along with continuing to stay at a brand’s properties, satisfied customers also refer new business. Companies with satisfied, loyal customers enjoy higher margins—and, consequently, greater profits—than do businesses that fail to retain and satisfy their customers.The strategic planning and the application of service quality provide customer satisfaction and retention. Its efficient application enhances the hospitality industry, activates the effects of tourism development in socio-cultural issues and provides economic growth.References1. Bank, J. (1992). The essence of Total quality management, London: PrenticeHall2. Berry, L.L., Parasuraman A., V. A. Zeithaml (1985). Quality counts in servicestoo,. Business Horizons.3. Cronin J. J. and S. A. Taylor (1992). Measuring service quality: Areexamination and extension, Journal of Marketing, 56, 55-68.4. Czepiel J. A. and R. Gilmore (1987). Exploring the concept of loyalty inservices, in: J. A. Czepiel, C. A. Congram and J. Shanahan (Eds.), The services challenge: Integrating for competitive advantage, American Marketing Association, Chicago, 91-94.5. Dutka A. (1995). AMA Handbbok of customer satisfaction: A guide toresearch, planning, and implementation, NTC Publishing Group, Illinois.6. Getty J.M. and Thomson K.N. (1994). The relationship between quality ,satisfaction and recommending behaviour in lodging decisions. Journal of Hospitality and Leisure Marketing, 2(3):3-22.7. Grönroos, C. (1984). A service quality model and its marketing implications.Journal of Marketing, 18, 36-44.8. Grönroos, C. (1988). Service Quality: The six criteria of good perceivedservice quality. Review of Business, 9(3):10-139. Johnston, R. (1987). A Framework for Developing a Quality Strategy in aCustomer Processing Operation, University of Warwick working paper, March.10. Johnston, R., & Morris, B. (1985). Monitoring and control in service operations.International Journal of Operations and Production Management.11. Kandambully J. Connie M. Beverley S.(2001),”Ser vice quality management inhospitality, tourism and leisure, The Howarth Hospitality Press, NY.12. Naumann E. and K. Giel (1995). Customer satisfaction measurement andmanagement, Thomson Executive Press, Cincinnati.13. Oliver, R.L.(1996), Satisfaction: A behavioural Perspective on the consumer.London : McGraw-Hill14. Parasuraman A., V. A. Zeithaml and L. L. Berry (1988). SERVQUAL: Amultiple item scale for measuring consumer perceptions of service quality, Journal of Retailing, 64, (1), 14-40.15. Parasuraman A., V. A. Zeithaml and L. L. Berry (1994). Reassessment ofexpectations as a comparison standard in measuring service quality: Implications for future research, Journal of Marketing, 58, 111-124.16. Swanson R. (1995). The quality improvement handbook, Kogan Page Ltd.,London.17. Silvestro, R., Johnston, R., Fitzgerald, L., & Voss, C. (1990). Qualitymeasurement in service industries. International Journal of Service Industry Management, 1, 54-66.18. Smith, S. (1982). How to quantify quality. Management Today, October.19. Solomon & C.F. Suprenants (Eds), The service encounter: Managingemployee/customer interaction in service businesses (pp. 17-33).20. Zeithaml V. A., A. Parasuraman, and L. L. Berry (1992). Delivering qualityservices, The Free Press, New York.。

Service quality improvementBo EdvardssonThe authorBo Edvardsson is Associate Professor and Director of the Service Research Centre, University of Karlstad, Sweden.AbstractThe topic for this article is quality improvement in service operations. Quality improvement is used as a collective expression for quality assurance, quality management and quality control. Service operations refer to private as well as to public service operations and to services in manufacturing companies. Although services play a predominant role as regards GDP and employment in the OECD countries, we still know very little about quality management in service operations. Concepts and models in organization theories, marketing and other fields are, to a great extent, based on studies of and experience from manufacturing companies. Quality is no exception, even though it has received some attention during the past 15 years, especially from researchers in Scandinavia.IntroductionDuring the past ten years I have devoted my time primarily to the field of quality in services, mainly as a researcher but also as a consultant. In order to understand how to manage and improve quality in service companies, we must first understand the partly unique characteristics and production logic of services. Therefore, I will begin by discussing the quality concept and the logic of service production, then go on to consider the quality concept in a service context and end with 13 propositions on quality improvement. I will also mention some trends in service quality. This study is based on recent research on and experiences from leading service companies. One important source is my research report “Service development with built-in quality” (1996, in Swedish).Service – a customer resultThe International Standardization Organization (ISO) defines a service as a part of the total production concept. A product is the result of a production process. To produce means to create added value, that is to say – the created value is larger than the sum of resources expended during the production process. This added valued is continuously assessed in a market economy, and customer choices play a key role.Services are often “invisible” and thus difficult for the supplier to explain and for the customer to assess. This places special demands on marketing to prevent wrong, often excessive expectations of the market. The expectations which are created by marketing affect the customer’s perception of the outcome.I believe that the concept of service should be approached from a customer perspective. It is the customer’s total perception of the outcome which is “the service”. It forms the perception of quality and determines whether he is satisfied or not. Customers have different values and different grounds for assessment; they may perceive one and the same service in different ways, but what they do not perceive does not exist – is not a customer outcome.Service – a customer processA service is generated by a process. The customer outcome is created in this process. Processes which generate services are different from those in which goods are manufactured. In the latter case the manufacturing process takes place at one time and in one place, the customer is not present, nor does he participate in the process. In the case of services, however, the customer does take part in the process as co producer. The customer is present and affects the result in terms of added value and quality. The role, participation and responsibility of the customer in service production must therefore be made clear. This is an important task in service development, as is the construction of customer-friendly, pedagogical customer processes.Viewing the customer as co-producer of services has far-reaching implications for organizing operations, marketing and monitoring quality. The behavior of the customer, what is logical and reasonable from the customer’s perspective, must be taken into account as the various processes are built up. How should we deal with the fact that customers have ideas, suggestions, feelings etc. which make it necessary to assume that different customers will behave differently and that one and the same customer may behave very differently on different occasions? How can we create the best prerequisites for a good customer outcome when we cannot control the whole process in which the service is produced?Service – the prerequisites for the serviceIn the two previous sections I have highlighted two sides of the concept of service based on the customer perspective: the customer outcome and the customer process. The customer as the recipient and judge of the service in terms of addedvalue and quality –the customer outcome, and the customer as co-producer of the service in his partially unique manner –the customer process. In quality terms we may speak of outcome quality and process quality. In this section I highlight a third aspect of the service concept. The customer’s total perception of a certain service is thus based on his perception of the outcome and the process. The customer outcome and the customer process are, in their turn, dependent on the prerequisites in the form of resources which have been built up to provide the service or, in other words, to make the service possible (see Figure 1).It is important to remember that service companies do not provide services but rather the prerequisites for various services. A company does not sell services but opportunities for services, which are generated in partially unique customer processes with partly different customer outcomes. A logical consequence of this reasoning is that the most central goal of service development is to provide the best and right prerequisites for well-functioning customer processes and attractive customer outcomes. By prerequisites for the service I mean, for instance, the technical resources, the administrative routines and procedures which customers must understand and use. By attractive customer outcomes I mean that, in the eyes of the customer, the service is associated with added value and quality. Naturally, all this has to be achieved with some profitability for the company and to the reasonable satisfaction of the employees.If we assume that customers are co producers, this means that they are either an asset or a “disruptive factor” in the set of resources providing the prerequisites for the service. It also means that some of the prerequisites exist outside the service company, with the customer or supplier/partner and therefore generally cannot be influenced or controlled. A “good” service is characterized by the fact that the prerequisites within the service company interact with the those of the partners and the customers. A strategic question is how the customer’s resources in various aspects should and could be utilized. An important and strategic task is to answer this question. The company provides the prerequisites for the service. The precondition for good services is provided by the prerequisites in the service company, at its partner/supplier and with the customer. Creating the right prerequisites for a good customer process and a good customer outcome is the main task of service development.Service qualityA common definition of service quality is that the service should correspond to the customers’ expectations and sa tisfy their needs and requirements. The definition iscustomer-oriented, but should not be interpreted as meaning that the service provider should always comply with the customer and his wishes. That it is the customer who decides what is good or bad quality does not mean that the customer is always right or that the customer can always fully articulate or verbalize his needs and wishes. In order to also detect and understand non-verbalized customer needs, a sense of insight, a functional dialog with the customer and an understanding of his situation are required.It is often appropriate to distinguish three groups of people whose expectations, needs and demands should be taken into account; apart from customers, these are employees and owners. We do not wa nt to play down the importance of customers’ perception of quality – on the contrary – but to be able to offer customers the right quality; the other two groups must also be satisfied. My definition of quality is that it satisfies needs and meets expectations; those of the customers, employees and owners. It is essential to fully understand the various needs and expectations of these groups, how they are formed and how they change. When developing services, it is crucial to build in the right quality by balancing these partly contradictory demands on the service.Satisfied customers spread the good news quickly, something which is satisfying for the employees and most likely also for the owners. Quality improvement can be regarded as a game where all participants are winners. This should be the point of departure for all quality development.Quality for whom and of what?Two central questions are: quality for whom – the subjects? and quality of what – the objects? My answer is: quality for customers, employees and owners and quality in the service concept, the service process and the service system. This can be illustrated in the form a quality matrix as shown in Figure 2.Quality concept and quality factorsA language is built on concepts that have meaning and content which can be interpreted differently by different actors. It is of the utmost importance to develop and adapt a quality language that can be understood within the company. Of course, this does not require a new language, but it is important to make sure that there is a common interpretation and understanding of the concepts.Below are some general quality concepts. Grönroos (1983) describes service quality as both technical and functional, the first meaning what the customer gets andthe latter how the customer receives the service. When a customer assesses service quality, the company’s profile or image acts a “filter”. If a company has a positive image, it is easier to overlook smaller mistakes in its service delivery; to regard them as temporary disturbances.Townsend and Gebhart (1986) speak of “quality in fact” and “quality in perception”. Quality in fact means that established specifications have been met. Quality in perception, on the other hand, means that the customer feels that he has received the quality he expected. Consequently, it does not suffice toattain quality in fact, if quality in perception is not achieved.On the basis of research carried out in manufacturing companies, Gummesson (1988a,b, 1991) has suggested the terms “construction quality”, that is to say quality built into the construction of a service, “production quality”, denoting how the service is produced, “delivery quality”, meaning the way in which the service is delivered, and finally, “relations quality”, desc ribing the quality in the interaction with the customer.Gummesson stresses that relations quality not only describes relations between customer and service producer. Each company exists in a network where relations to other actors such as suppliers, competitors, authorities etc. also are important. Nor should relations quality be underestimated internally. Good relations qualities can decrease the negative effects of shortcomings in the other three categories.Relations quality is related to the process, i.e. it has to do with how the service is produced and delivered, but I would like to stress that it can also be affected by the results, meaning what the customer gets. A much worse result than expected can dramatically change relations. A customer thus dissatisfied can break all contacts with the company regardless of how good the construction, production and delivery qualities are. A company’s relations must be constantly nourished and strengthened. Good relations are built on trust between two or more parties – a trust which can take a long time to build but which can be quickly destroyed. Good customer relations can be established and improved through customer care and complaint handling.Quality factorsQuality development requires a well defined quality concept, for instance in the form of quality factors. I have chosen to use “quality factors” as a summarizing concept for what some researchers call determinants, such as quality criteria, quality dimensions or quality categories. A number of studies have mapped out the most significant factors which enable customers to form an opinion of service quality.Trust/dependability is a quality factor which a number of studies indicate to be the most important (Lewis and Entwistle, 1990; Thomasson, 1993; Zeithaml et al., 1990). Simplicity/availability is another factor stressed in service literature (Thomasson 1993). Recovery, i.e. the company’s ability to handle critical situations is yet another important factor (Albrecht and Zemke 1985; Grönroos, 1990). A fourth category consists of factors dealing with the employees’ actions/ roles in service production. Customer treatment is an example of this category.The customer’s picture of the service company’s employees, their experience, knowledge and competence combined with their commitment and willingness to serve, affects customer-perceived quality. It is a matter of both ability and willingness to serve – the latter not least important.Dependability and trust are central components of the quality concept from the perspective of the customer. He wants to rest assured that the service will be delivered as agreed, that what he gets conforms with what has been promised and meets with his expectations. The employees must inspire confidence and give him a feeling of credibility and trustworthiness. All in all, he must feel that the supplying company has the capacity and competence to deliver the service requested.Empathy is another factor which has to do with genuine interest in the customer. It entails personal attentiveness, an ability “to enter” into and identify with another person’s situation. Such an ability is an important quality factor for most customers.Yet another factor is the handling of critical incidents and customer complaints. By this I mean the ability to see that a customer is disappointed with the service and that one can master the situation and set things right. It is when the customer does not get what he expects that he becomes aware of what he actually gets. In such divergent situations the service provider has a golden opportunity to communicate and demonstrate his capacity. The professional handling of critical incidents and customer complaints has been shown to strengthen customer relations and lead to the customer’s improved opinion o f the quality. On the other hand, nonprofessional actions can lead to strong dissatisfaction or to a broken relation. Furthermore, they may lead to the spreading of negative rumors on the market, the effect of which can be very costly. (The handling of critical incidents and customer complaints will be discussed further below.)Quality researchBerry, Parasuraman and Zeithaml are among the best-known researchers on service quality. They have studied customer-perceived quality in four servicecategories: banks, stockbrokers, credit card companies, and companies selling household machinery. In this study, service quality was described by means of ten factors: dependability, willingness, competence, availability, courtesy, communication, thrustworthiness, assurance, empathy and tangibility. In a later study, the authors reduced the ten factors to five claiming that these are valid in general terms (Parasuraman et al., 1985):• Tangibility;• Dependability;• Willingness, readiness;• Assurance;• Empathy, insight.Tangibility refers to the physical environment in the service organization; premises, equipment, personnel and dress code, i.e. what it is easy for the customer to observe. Dependability is the company’s ability to fulfill its commitments. Price agreements and other conditions are to be fulfilled, time limits kept and the service is to be carried out correctly from the beginning. Willingness and readiness mean carrying out the service punctually and quickly, being there for the customer and being available when he needs assistance. Assurance refers to the employees’ knowledge and competence and their ability to inspire reliance and trust.Service quality is often highly dependent on the customer’s contacts and relations with the employees. His trust is often more related to a specific person than to the company (Thomasson, 1993). Trust between the actors is a prerequisite for good relations. Trust in a company and its personnel is also tied to their ability to solve problems and handle critical incidents.Personal attention has proved to be a central quality factor, and in his studies on quality evaluation Hornik (1992) found that purchasing behavior was positively affected by a light touch. In one of the studies of restaurant services, touch turned out to have a positive influence on the diner’s quality assessment as well as on the size of the tip he gave for the waiters. The biggest effect of touch was achieved in the meeting between male waiter and female restaurant guest.The cost or price factor will act as a cue or substitute for the quality of products and should therefore also be taken into consideration in connection with analyses of factors which form quality expectations and evaluations. In focus-group interviews at Florida Power and Light the customers pointed out that cost is a quality factor. Sweeney et al. (1992) explored what cues customers use when choosing a restaurantand found that price was a major factor which affected their expectations of quality and the choice of restaurant.Quality mapsGeneral quality factors constitute an important but insufficient foundation in service development. They must be given a more precise and context-defined content. One way is to describe quality in the form of a quality map made up of quality factors and definitions of these in the form of variables, and where the significance of the variables is indicated (see Figure 3).With the point of departure in relevant generic quality factors and data from various customer and quality studies in a service company, the quality concept in the specific service is given a content expressed in the customers’ own words. In focus group interviews (focus on quality in the specific service) the respondents are asked to verify the descriptions. After a number of interviews and data-saturation concerning quality factors (which reasonably describe what quality is in the specific service), these are specified in the form of variables and their meaning. This data collection can also be carried out in the form of focus group interviews. It is, of course, possible to generate data in other or complementary ways – but it is essential that the customers are given an opportunity to express their thoughts in their own words. In this way, the quality concept is filled with exact meaning, formulated and “accepted” by the customers themselves. Naturally, quality maps can be generated which mirror different customer groups as well as employees and owners. The same type of data generating technique should be used for the different partner groups.The quality map is a description or a reproduction of what quality means to the various partner groups. It often becomes apparent that the quality concept has different – perhaps very different meanings – to different groups. Proceeding from the variables in the quality map, a questionnaire can be designed to measure the present quality status according to evaluations made by customers and other partner groups. The questions or statements are based on the variables in the quality map. Thus, each variable will receive a mark. A socalled marking map is shown in Figure 4. Here, all the variables or only the quality factors can be recorded, the mark they are given being the mean value of the variables included. In order to make it sufficiently specific for guidance in service development, the variable level emerges as the most suitable.This description (these descriptions) – significance and mark – offers guidance for service development with built-in quality. It lays the foundation for adapting thenew service to customer needs. It can also be used as a resource in determining how customer expectations and perhaps also customer behavior should be directed.Figure 5 is an example from Florida Power and Light (FPL), known among other things for their way of measuring customer perceived quality. FPL is one of the few companies outside Japan (the others being Philips in Taiwan and a couple of American companies) who have received the Deming prize for high quality.Thirteen propositions on success in quality improvementIn this section I will present 13 propositions on service quality which can be regarded as “my attempt at a synthesis” as a guide to new service development with built-in quality. They are all underpinned by international service research. I do not claim them to be all encompassing but they cover central needs. My purpose has been to present what characterizes successful service companies and what can be learnt from them:(1) The Managing Director should be the foremost practitioner of leadership from the top designing and spreading a quality policy, formulating challenging goals, plans and routines for all parts of the business and dividing the responsibility within the organization.(2) Service quality has become a field for strategic development, an important ingredient in the business idea as well as a central management task at all levels. Quality should be placed at the center – it is a question of leadership and company culture.(3) Successful service companies are characterized by focus on the customers. They map and understand their customers’ articulated and unarticulated needs and the factors which steer the customers’ desired or adequate services respectively; much of this is done through dialog. They are sensitive to ideas and expectations of the customers without being governed in all respects by them.(4) Quality improvement is everybody’s responsibility. Each co-worker has knowledge, resources and authority to provide the right quality. Each person checks the quality in his own job mainly because the company is organized to produce a dialog with internal as well as external customers. In this forum the customer confirms his satisfaction or dissatisfaction.(5) Focus on new service development and service design. It is becoming more and more apparent that it is essential to build-in prerequisites for the right quality from the beginning when designing new services.(6) Stress on development of a process focus: continuous improvement andreengineering – moving from a focus on structure to a focus on processes with process owners – as a matter of prevention. This means developing an organization to prevent mistakes from happening as opposed to discovering mistakes through inspection and then taking measures to correct them. Continuous quality improvements in the process and “process re-engineering” complement each other.(7) Quality improvement drives productivity and profitability.(8) Benchmarking: comparing one’s own organization with others – also other lines of business – and learning from them, not copying but accepting what with some adaptation will support one’s own quality work.(9) Service guarantees of various kinds can make a service more distinct and help create realistic customer expectations. They have also proved a good tool in strengthening internal quality work.(10) Stress on complaint management as a tool for discovering customer dissatisfaction, learning how to handle the situation, compensating for the mistake and explaining why it happened. In such situations one has a golden opportunity to demonstrate good quality – a unique chance to correct a quality failing.(11) Stress on employee commitment and customer involvement for customer perceived total quality. This requires challenging and engaging tasks, good relations with the co-workers and the manager.(12) Increased stress on the systematic measuring of quality for customers, employees and owners. Such a holistic perspective is necessary when setting up realistic quality goals. One measures against the goals and follows up on quality and economy simultaneously and in the same group. When quality and economic results are integrated, company improvement is naturally and unmistakably placed at the center.(13) Rewarding quality improvement base d on facts is, according to Juran, “a prerequisite for successful quality work in the long run”.。

质量管理体系术语（中英文对照）receipt （入厂）接受，验收，进货handling 搬运packaging 包装storage 保存protection 保护comparison 比较identification 标识replacement of identification mark标识标志更换maintenance of identification 标识的保持records of identification control标识控制记录tender 标书normative document 标准文件reference standard 参照标准supplemental 补充nonconforming product 不合格品control of nonconforming product 不合格品控制control procedure of nonconforming products tendencyof nonconformance 不合格倾向 purchasing 采购verification of purchased product 采购的产品验证purchasing process 采购过程【三】purchasing control procedure采购控制程序purchasing information 采购信息不合格品控制程序reference instructions 参照细则stockhouse 仓库measurement, analysis and improvement 测量，分析和改进measurement result 测量结果control procedure of monitoring and measuring devices 测量设备控制程序planning 策划preservation of product 产品保护【四】control procedure for maintenance, replacement and records ofproduct identification产品标识的保持, 更换及记录控制程序procedure for product identification and traceability 产品标识和可追溯性程序conformity of product 产品的符合性monitoring and measurement of product产品的监督和测量product plan 产品方案control procedure for product preservation method of product release 产品放行方法 conformity ofproduct,product conformity product realization 产品实现 planning of product realization 产品实现策划【五】product characteristics 产品特性input to product requirements 产品要求的输入product status 产品状态final acceptance of product 产品最后验收procedure 程序program documents 程序文件continual improvement 持续改进procedure for continual improvement of quality management system 持续改进质量体系程序 adequacy 充分性 storage location 存放地点【六】agency personnel 代理人员 submission of tenders 递交标书 adjustment 调整，产品防护控制程序 产品符合性调节statutory and regulatory requirements 法律法规要求rework, vt 返工repair, vt 返修subcontractor 分承包方annex 附录improvement 改进mprovement actions 改进措施【七】on-the-job training 岗位技能培训responsibility of individual department and post 各部门, 各岗位职责change identification 更改标记change order number 更改单编号process sheets 工艺单process specification 工艺规程procedure(process card) 工艺规程( 工艺卡)process characteristics 工艺特性Job Description Format 工种描述单work environment 工作环境【八】impartiality 公正性functional requirements 功能要求supplier 供方supplier evaluation procedure供方评价程序supplier provided special processes 供方提供的特殊过程verification at supplier's premises 供方现场验证supply chain 供应链criteria for supplier selection, evaluation and re-evaluation 供应商选择、评估和再评估准则communication 沟通customer 顾客【九】customer property 顾客财产control procedure for customer property 顾客财产控制程序customer feedback 顾客反馈Customer Service Contact Form顾客服务联系表customer cummunications 顾客沟通customer satisfaction 顾客满意statistical analysis of customer satisfaction顾客满意度统计分析customer complaint 顾客投诉identificaion ofcustomer requirements 顾客要求的识别management review 管理评审【十】records from management review管理评审记录management review control procedure 管理评审控制程序management representative 管理者代表management responsibility 管理职责specified limits of acceptability规定的可接受界限specified use 规定的用途process 过程complexity of processes 过程的复杂性monitoring and measurement of processes operation过程的监视和测量of process 过程的运行status of processes 过程的状态process approach 过程方法process controls 过程控制process control documents 过程控制文件process performance 过程业绩appropriateness 合适性changes to contractor 合同的更改contract review control procedure合同评审控制程序internet sales 互联网销售environmental conditions 环境条件【十二】monogram pragram requirements 会标纲要要求type of activities 活动类型infrastructure 基础建设infrastructure 基础设施fundamentals and vocabulary 基础与词汇control of records 记录控制technical specificaion 技术规范process trace sheet 加工跟踪单monitoring and measurement 监视和测量monitoring and measuring device监视和测量装置十三】control of monitoring and measuring devices制check method 检查方法frequency of checks 检查频次calibration status 检定状态inspection and test control procedure 检验和试验控制程序identification procedure for inspection and test status 验状态标识程序inspection witness point 检验见证点inspection hold point 检验停止点buildings 建筑物delivery 交付【十四】post-delivery activities 交付后的活动监视和测量装置控检验和试delivery activities 交付活动interface 接口acceptance of contract or orders 接受合同或定单type of medium 介质类型experience 经验correction action 纠正措施Corrective action response time 纠正措施答复时间，纠正措施响应时间management procedure for corrective actions corrective action response times 纠正措施响应时间【十五】development activity 开发活动traceability mark 可追溯性标志objectivity 客观性Customer Service Log 客户服务记录簿control feature 控制特性，控制细节control features 控制细则periodic纠正措施管理程序assessment of stock 库存定期评估justification 理由routine 例程，惯例，常规internal communication 内部沟通【十六】internal audit 内部审核internal audit procedure 内部审核程序internally controlled standard 内控标准internal audit 内审results of internal and external audits 内外部审核结果competence 能力training 培训training needs 培训需要evaluate 评价records of the results of the review评审结果的记录【十七】review output 评审输出review input 评审输入Purchase Requisition 请购单authority 权限validation 确认concession 让步human resources 人力资源job training of personnel 人员岗位培训qualification of personnel 人员资格equipment control procedure 设备控制程序【十八】device type 设备类型order of design changes 设计更改通知单design and development control procedure设计和开发控制程序design and development 设计开发design and development planning 设计开发策划control of design and development changes 设计开发更改控制design and development review 设计开发评审design and development validation设计开发确认design and development outputs设计开发输出design and development inputs设计开发输入【十九】design and development verification 设计开发验证design validation 设计确认design documentation 设计文件编制design acceptance criteria 设计验收准则design verification 设计验证audit program 审核大纲conduct of audits 审核行为audit criteria 审核准则production process control 生产过程控制production process control procedure 生产过程控制程序二十】production and service provision生产和服务提供control of production and service provision 生产和服务提供的控制validation of processes for production and service provision 生产和服务提供过程的确认production order 生产令identification and traceability识别和可追溯性identification and traceability maintenance and replacement 识别和可追溯性维护与替换invalidate 使失效market survey 市场调研suitability 适宜性scope 适用范围【二十一】controlled condition 受控状态terms and definitions 术语与定义analysis of data 数据分析sequence 顺序transfer of ownership 所有权转移system document 体系文件statistical technique 统计方法outsource(vt) a process 外包过程external source 外部来源documents of external origin 外来文件【二十二】outsource, vt 外协unique identification 唯一的标识maintenance 维护Document Change Control 文件更改控制Request For Document Change (RDC)文件更改需求单control of documents 文件控制documentation requirements 文件要求enquiry 问询，询价field nonconformity analysis 现场不符合分析relevance 相关性【二十三】interaction 相互作用detail design 详细设计，详图设计，零件设计，施工设计sales department 销售部sales contract 销售合同checklist 校验表，一览表，检查一览表calibration 校准submission of action plans行动计划的递交documented procedures 形成文件的程序documented statement 形成文件的声明performance requirements 性能要求【二十四】licensee responsibilities 许可证持有者责任acceptance criteria 验收准则verification arrangement 验证安排verification results 验证结果customer focus 以客户为关注点，以客户为焦点awareness 意识introduction 引言，概述，介绍normative references 引用标准application 应用visit to user 用户访问二十五】review of requirements related to the product 有关产品的要求评审competent 有能力的effectiveness 有效性determination of requirements related to the product 与产品有关的要求的确定customer-related processes 与顾客有关的过程preventive action 预防措施management procedure for preventive actions 预防措施管理程序planned results 预期的结果intended use 预期的用途procedure for competence, knowledge and training of personnel 员工能力, 知识和培训程序二十六】personnel training procedure员工培训程序supporting services 支持性服务functions 职能部门responsibility 职责assignment of responsibility 职责分工workmanship 制造工艺manufacturing acceptance criteria 制造验收准则quality policy 质量方针quality programs 质量纲领quality management system 质量管理体系【二十七】quality management system planning质量管理体系策划performance of the quality management system quality plan 质量计划quality records 质量记录quality objectives 质量目标quality audit 质量审核quality manual 质量手册quality problem handling form 质量问题处理单 quality requirements 质量要求 allocation table of quality responsibilities 【二十八】resource management 资源管理allocation of resources 资源配置constituent part 组成部件general requirements 总要求，一般要求 质量管理体系业 质量职能分配表organization 组织continual improvement of the organization size of组织的持续改进organization 组织的规模Organizational Diagram组织机构图final acceptance 最终验收workinstructions 作业指导书。

品质管理常用英文术语在当今全球化的商业环境中，品质管理对于企业的成功至关重要。

无论是制造业、服务业还是其他行业，都需要遵循一系列的品质管理原则和标准，而这些原则和标准往往涉及到许多英文术语。

了解和掌握这些术语，对于从事品质管理工作的人员以及与国际企业合作的人员来说，是必不可少的。

下面，我们就来介绍一些品质管理中常见的英文术语。

一、品质管理基础术语1、 Quality（质量）“Quality”是品质管理中最核心的概念之一，指产品或服务满足规定或潜在需要的特征和特性的总和。

2、 Quality Assurance（质量保证）简称 QA，指为使人们确信产品或服务能满足质量要求，在质量管理体系中实施并根据需要进行证实的全部有计划和有系统的活动。

3、 Quality Control（质量控制）简称 QC，指为达到质量要求所采取的作业技术和活动。

4、 Inspection（检验）对产品或服务的一种或多种特性进行测量、检查、试验、度量，并将结果与规定的要求进行比较，以确定每项特性合格情况的活动。

5、 Defect（缺陷）产品或服务中不符合规定要求的部分。

6、 Nonconformance（不合格）未满足要求。

二、统计过程控制术语1、 Statistical Process Control（统计过程控制）简称 SPC，是利用统计技术对过程中的各个阶段进行监控，从而达到改进与保证产品质量的目的。

2、 Control Chart（控制图）用于分析和判断过程是否处于稳定状态的一种统计工具。

3、 Mean（均值）一组数据的算术平均值。

4、 Standard Deviation（标准差）反映数据离散程度的一个统计量。

5、 Variance（方差）标准差的平方。

6、 Capability Index（过程能力指数）衡量过程能力满足规格要求的程度。

三、六西格玛管理术语1、 Six Sigma（六西格玛）一种以数据为基础，追求几乎完美的质量管理方法。