Discusses internal benchmarking – what it means and what it can do forcompanies in the way of improving the quality of their product. Showsthat benchmarking needs to be regularly…
Abstract
Discusses internal benchmarking – what it means and what it can do for companies in the way of improving the quality of their product. Shows that benchmarking needs to be regularly repeated to maintain and progress company quality. Concludes that, though internal benchmarking is thought of as inferior to external benchmarking, its benefits can be substantial in obtaining continuous improvement.
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Discusses the work of a research group set up to explore an aspect of Dr. Deming′s philosophy, that being to end the practice of awarding business on the basis of price tag and…
Abstract
Discusses the work of a research group set up to explore an aspect of Dr. Deming′s philosophy, that being to end the practice of awarding business on the basis of price tag and instead, minimize total cost and move towards a single supplier for any one item, on a long‐term relationship of loyalty and trust. Considers customer/supplier relationships based on four major interrelated areas: management style; communication; alternative customer/supplier; measurement, with “win‐win” between the parties concerned being the ultimate aim and concludes that, because of the interdependence of the four areas, there is a driving force from the improvement process to work on all of them at the same time.
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Brian Jacobs and Steven Suckling
A critical problem for managers in South Staffordshire Council's one‐stop‐shop customer contact centre, known as South Staffordshire Solutions, was how to assess the achievement…
Abstract
Purpose
A critical problem for managers in South Staffordshire Council's one‐stop‐shop customer contact centre, known as South Staffordshire Solutions, was how to assess the achievement of “customer focus” in local services. The purpose of the paper is to view how managers adopted a model of self‐assessment to address the problem.
Design/methodology/approach
The paper shows how the EFQM Excellence Model enabled managers to effectively self‐assess critical performance issues relating to customer focus. It also shows how the assessors used the fundamental concepts of the European Foundation for Quality Management (EFQM) Excellence Model to identify a range of service interrelationships affecting customers.
Findings
The paper finds that the assessors need to take account of the interrelationships between customer focus, results and learning to assess delivery of value to external customers. The EFQM Excellence Model provided South Staffordshire Council with an effective way of self‐assessing customer‐related issues.
Practical implications
The paper shows that self‐assessment enabled managers in the customer contact centre to assess customer focus within the broader context of the Council's Balanced Scorecard commitment to enhancing performance under the Comprehensive Performance Assessment (CPA).
Originality/value
In this paper the assessors used the EFQM model to develop a narrative about sustained customer value creation by combining the fundamental concepts of the model with thinking about the unique value proposition offered to customers by the service.