ADAPTING THE QFD APPROACH TO EXTENDED SERVICE TRANSACTIONS

Laurette Dubé · Don Bosco Adarsh Johnson · Leo M. Renaghan

95 citations0/0 files storedProduction and Operations Management

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Quality Function Deployment in Product Design Customer Service Quality and Loyalty Service and Product Innovation

Abstract

This paper proposes an adaptation of quality function deployment (qfd) for services, more specifically extended service transactions. We propose two modifications to service applications of Qfd. One is the inclusion of higher‐level customer needs (consequences, benefits, experiences, and personal values) to incorporate the experiential and personal nature of extended service transactions into the process. The second modification is to use customers' knowledge and expertise regarding service production and delivery as input beyond the house of quality. An interviewing method is proposed for a comprehensive assessment of customer needs at multiple levels. Results from an empirical application of this technique to luxury business hotels support the proposed modifications to Qfd to increase its potential for application to services.

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References

1973The nature of human values 2010THE PSYCHOLOGY OF PERSONAL CONSTRUCTS 2007The Sources of Innovation 1993River Magic: Extraordinary Experience and the Extended Service Encounter 1988The House of Quality 1982A Means-End Chain Model Based on Consumer Categorization Processes 1993The Voice of the Customer 2001Laddering theory, method, analysis, and interpretation.

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2001The impact of quality practices on customer satisfaction and business results: product versus service organizations 2006Empirical Research Published in Production and Operations Management (1992–2005): Trends and Future Research Directions 2004Managing Quality in the E‐Service System: Development and Application of a Process Model 2008Unifying Service Marketing and Operations With Service Experience Management 2005Evolution of Quality: First Fifty Issues of Production and Operations Management 2003Clarifying “fuzzy” hospitality-management problems with Depth interviews and qualitative analysis

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