Manajemen Jasa
Manajemen Jasa
Students
WELLCOME TO SERVICE
MANAGEMENT CLASS
w
FAKULTAS EKONOMI
UNIVERSITAS JAMBI
2008
I.
Primer (extractive),
pertanian,
pertambangan, perikanan, kehutanan.
Sekunder (goods production),
manufaktur,
dan pemrosesan.
Tersier (domestical service),
restoran
dan hotel, salon kecantikan, laundry & dry
cleaning, pemeliharaan dan reparasi.
Kuarter (trade),
transportasi,
perdagangan
eceran, komunikasi,
keuangan dan asuransi,
real estate, dan
pemerintahan.
Kuiner (perbaikan dan peningkatan kapasitas
manusia),
kesehatan, pendidikan, riset,
rekreasi, dan kesenian.
I.
Aspek-Aspek Khusus
Manajemen Bisnis Jasa
I.
2. What Is a Service?
A service is an act or performance offered by one
party to another.
Services are economic activities that create value and
provide benefits for customers at specific times and
place as a result of bringing about a desired change in
or on behalf of the recipient of the service
(Lovelock)
Setiap tindakan atau unjukkerja yg ditawarkan oleh
salah satu pihak kpd pihak lain yg prinsipnya bersifat
intangible dan tidak menyebabkan perpindahan
kepemilikan apapun.
Jasa sebagai deeds (tindakan, prosedur, aktivitas);
proses-proses, dan kinerja yang intangible.
I.
I.
Tangible Elements
Made-to-Measure Clothing
Furniture Rental
Fast-Food Restaurant
Plumbing Repair
Lawn care
Oil Change on Car
House Cleaning
Airline flight
Teaching
Investment Mgt
Low
Intangible Elements
High
I.
Aspek-Aspek Khusus
Manajemen Bisnis Jasa
I.
High in experience
qualities
High in credence
qualities
Difcult to evaluate
Medical
diagnosis
Auto repair
canal
Legal services
TV repair
Haircuts
Vacation
Restaurants
meals
Automobiles
Houses
Furniture
Jewelry
High in search
qualities
Child care
Most services
Most goods
Clothing
Easy to evaluate
I.
3. Karakteristik Jasa
Intangibility
Heterogeneity
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I.
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Supporting facility,
Sumberdaya/fasilitas fisik yg harus ada sebelum
suatu jasa ditawarkan kepada konsumen. Kriteria yg
digunakan pelanggan u/ menilai fasilitas fisik:
kesesuaian arsitektural, dekorasi interior, tata letak
fasilitas, dan peralatan pendukung lainnya.
contoh: rumah sakit, golf course, pesawat terbang.
Fasilitating goods,
Bahan-bahan yang dibeli atau dikonsumsi oleh
pembeli, atau item-item yg diberikan pelanggan.
Kriteria penilaian yg digunakan pelanggan u/ menilai:
konsistensi, kuantitas, dan variasi atau pilihan yang
tersedia.
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I.
Product Elements
Manajer harus memilih fitur dari core product (brg
atau jasa) dan serangkaian elemen jasa pelengkap yg
mengelilinginya, dg merujuk pd manfaat yg diinginkan
pelanggan dan seberapa baik pesaing menghasilkannya
dan menyajikannya kepada pelanggan
Place, Cyberspace, and Time
Penyampaian elemen produk kepada pelanggan
mencakup keputusan tempat dan waktu penyampaian,
apakah menggunakan saluran distribusi fisik atau
elektronik (atau keduanya), bergantung kpd sifat jasa
yg ditawarkan. Kecepatan dan kemudahan (place and
time) bagi pelanggan menjadi determinan penting
didalam strategi penyampaian jasa.
Process
Penciptaan dan penyampaian elemen produk kepada
pelanggan mem-butuhkan proses desain dan
implementasi yg menggambarkan metode dan urutan
tindakan dimana sistem operasi jasa bekerja.
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I.
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Physical Evidence
Tampilan gedung, keindahan taman, kendaraan,
desain interior, peralatan, staff/personel
perusahaan, signs, printed material, dan visible
cues lainnya menunjukkan bukti fisik kualitas
suatu perusahaan jasa. Pada jasa dg elemen fisik
yg sedikit (ch: Asuransi), periklanan penting untuk
menciptakan simbol-simbol yg bermakna bagi
pelanggan.
Price and Other User Costs
Komponen ini menunjukkan berbagai pengeluaran
dan biaya yg dibebankan kepada pelanggan dalam
mendapatkan manfaat jasa yg dibutuhkan.
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Operation
Management
Marketing
Management
Customers
Human
Resources
Management
Intangibility
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Strategi Mengatasi
Melakukan seleksi dan pelatihan thd public
contact personnel (frontliner employees yang
berhubungan langsung dg konsumen)
Mengelola konsumen
Menggunakan berbagai macam lokasi jasa
(multisite locations)
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Figure: Core Product and Supplementary Service for Luxury Hotel
Reservation
Valet
Parking
Cashier
Business
Center
Room
Service
Reception
A bed for
the night in an
Elegant Private
Room with
Bathroom
Baggage
Service
Wake-up
Call
Telephone
Coctail Bar
Restaurant
Entertainment/
Sports/Exercise
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Basis
Klasifikasi
Contoh
1. Segmen Pasar
Konsumen akhir
2. Tingkat
Keberwujudan
3. Keterampilan
Penyedia Jasa
Salon kecantikan
Supir taksi
Non-profit service
Yayasan sosial
5. Regulasi
Regulated service
Angkutan umum
6. Tingkat
Equipment-based
ATM
4. Tujuan
organisasi
Intensitas
Karyawan
7. Tingkat Kontak
Provider dg
Pelanggan
service
Bank
Pelatih sepakbola
People-based service
High-contact service Universitas
Low-contact service Bioskop
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Tingkat Intensitas
Tenaga Kerja
Rendah
Tinggi
Service factory:
Service shop:
Penerbangan
Rumah Sakit
Transportasi dg truk
Reparasi mobil
Hotel
Mass service:
Professional service:
Dokter
Tinggi Sekolah
Aspek ritel dari
Pengacara
Akuntan
Arsitek
perbankan
komersial
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Figure: Matriks Proses Jasa (Fitzsimmons, dkk)
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Tangible
Actions
Intangible
Actions
People
Possessions
People processing
Possession processing
passenger transportation
health care
lodging
beauty salons
Physical therapy
Fitness center
Restaurant/bars
barber
funeral service
recreation
freight transportation
repair and maintenance
warehousing/storage
ofce cleaning service
retail distribution
laundry and dry cleaning
refueling
landscaping/gardening
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Service Encounters: ?
A service encounter is a period of time during which
customers interact directly with a service (it describe
personal interactions between customers and
employees).
Differing Level of Customer Contact
Three levels of customer contact :
* High-contact service (pelanggan mendatangi
fasilitas jasa, secara aktif terlibat dalam proses
penyampaian jasa)
* Medium-contact service (pelanggan
mendatangi fasilitas jasa atau didatangi, tetapi tidak
terlibat secara fisik dalam proses penyampaiannya
* Low-contact service (sangat sedikit terjadi
kontak antara pelanggan dg provider)
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High
Emphasizes
Encounters with
Service Personnel
Nursing home
Haircut
Star Hotel
Good Restaurant
Airline Travel
Management Consulting
Retail Banking
Motel
Fast Food
Telephone Banking
Car Repair
Dry Cleaning
Insurance
Movie Theatre
Cable TV
City Bus
Emphasizes
Encounters
With Equipment
Home Banking
Mail-Based Repairs
Internet-Based Service
Low
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Physical Support
Technical
Technical
Core
Core
Other
Customer
Customers
Contact Pesonnel
Backstage
Front Stage
(invisible) (visible to Customer
Figure: The Service Busines as a System
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Service
Delivery
Customers
Consists of a series
of processes that
customers experiences as a performance
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Other
Customers
The
Equipment
Customer
Service
People
Other
Customers
Backstage
Advertising
Sales Calls
Market Research
Surveys
Billing/Statement
Miscelllaneous Mail
Phone Calls, Fax
Random exposures to
Facilities/ Vehicles
Chance Encounters
with Service Personnel
Word-of-Mouth
Frontstag
e
Figure: The Service Marketing System for High-Contact Service
Service Op.
System
Technical
Core
Self Service
The
Equipment Customer
Phone, Fax
Web Site
Backstage
Frontstage
Advertising
Market Research
Surveys
Billing/Statement
Random Exposure to
Facilities, Personnel
Word-of-Mouth
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Service Personnel
Contacts with customers may be face-to-face, by
telecommunication (telephone, fax, telegram, telex,
electronic mail and express delivery services.
This personnel may include:
- sales representatives
- customer service staff
- accounting/billing staff
- operations staff who do not normally provide
direct service to customers (e.g, engineers, janitor)
- designated intermediaries whom customer
perceive as directly representing the service firm
Nonpersonal communications
- form letters
- brochures/catalogs/instruction
manuals/web sites
- advertising
- signate
- news stories/editorials in the mass
media
Other people
- fellow customers encounterd during
service delivery
- word-of-mouth comments from friends,
acquintances, or even strangers
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Tugas manajer:
Menyiapkan service personnels yang memiliki:
Technical skill (technical aspects aspect of the job
quickly and accurately) and
Interpersonal skills (how to serve customer
respectively)
Service employees perlu diberi pelatihan, otoritas,
dan dukungan manajemen sehingga dapat memberikan pelayanan terbaik kepada pelanggan (in satisfactory outcomes.
Bentuk lain dari kontrol perilaku karyawan, manajer
harus mampu menjadi the role model bagaimana
memberikan pelayanan yang terbaik kepada
pelanggan.
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Memahami pandangan karyawan thd situasi yg dihadapi sangat penting, karena thoughtless or poorly
behave customers sering menyebabkan needless
problems bagi service personnel yang berusaha
keras melayani mereka dg baik.
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IV
IV
4 Basics Characteristics in
New Service Development
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IV
STOP
Business Analysis
STOP
Implementation
Market Testing
STOP
Commercialization
Postintroduction Evaluation
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IV
3. The Relationship of Design to
Marketing
and Production
Customer
Cutomer
Needs
Marketing
Performance
Spects
Product/service
designers
Design
Spects
Production or
service delivery
Product or
service
Marketing
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IV
4. Design Process
The design process is often controlled by a procedure known
as project management.
With project management, the design project is broken down
into a hierarchy of tasks for the design of subsystems and
components.
The major advantages of formal manag. of the design process:
1. Project purpose, tasks, and subtasks are clearly defined,
2. Responsibilities for the tasks are well defined
3. There is frequent and complete reporting for coordination
and performance/task/cost evaluation
4. The development time is shortened
5. The concentrated team effort produces higher morale
The major disadvantages:
1. It is difficult to find good project managers
2. Ornazational planning is a complex process and may result
in lower utilization of company personnel
3. Any snag that delays the coordinated design effort may
delay the entire project and cause snowballing
4. Time pressures may stifle creativity
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IV
The process of designing a service involve steps:
1. Accumulation of Information,
Informasi utama ttg desain jasa berupa
spesifikasi kinerja (the design
specifications) yang diperoleh dari
manajemen atau staf pemasaran. Informasi
lain yang diperlukan:
- state-of-the-art technology
- architectural input,
- the availability of human skills
- equipment options must be thoroughly
researched
Note: the Marriot Corporation is a good exp. of a company
that accumulates volumes of information, mostly
from its competitors, when designing new services.
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IV
Mail-order
Banking
Private
transportation
Taxi system
Jitney system (i.e, shared
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rides)
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IV
IV
Memisahkan operasi kontak tinggi dan operasi tanpa kontak
langsung dengan pelanggan.
Manfaat:
- perusahaan dapat menciptakan persepsi personalized service
bagi pelanggan
- perusahaan dapat mencapai skala ekonomis melalui pemrosesan volume kerja.
Keberhasilan pendekatan ini bergantung pada 2 faktor:
a.Tingkat kontak dengan pelanggan (tinggi, sedang, rendah).
- berkaitan dg kehadiran pelanggan secara fisik dalam sistem
jasa.
- Diukur berdasarkan %-tase atau perbandingan antara waktu
kehadiran pelanggan dalam sistem jasa dg waktu total penyampaian suatu jasa.
- Pada high-contact service, kehadiran dan partisipasi pelanggan sangat menentukan timing permintaan, sifat jasa, dan
kualitas jasa.
b. Pemisahan high-contact operation dan noncontact operation
lansung dg pelanggan, akan mempengaruhi desain sistem
jasa yg dibutuhkan.
- high-contact operation, membutuhkan karyawan yg terampil
dalam melayani pelanggan
- noncontact operation, tidak harus secara fisik berhubungan
langsung dg pelanggan (operasi dapat dijadwalkan u/
mencapai kapasitas optimal). Contoh: back-stage operation.
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IV
Partisipasi Pelanggan
Berdasarkan tk. Keterlibatan pelanggan, sistem penyampaian
jasa dapat dipandang dari dua titik ekstrim.
Swalayan
(self-service)
Ketergantungan penuh
pada penyedia jasa
IV
Swalayan (self-service)
Pada pendekatan ini tk keterlibatan pelanggan sangat tinggi.
pelanggan berperan secara aktif dalam proses jasa, (Supermarket; pelanggan memilih sendiri produk yg diinginkan,
membawa sendiri brg belanjaannya).
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IV
Expectation of
End-and business-customer groups,
Experienced and inexperienced customers
Customers of pure and of product-related services
Had fundamentally the same nature and antecedents
Levels of Expectations
Desired service
The level of
service the
customer
hopes to
receive
Zone of
Tolerance
Adequate service
The level of
service the customer
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will accept
Desired service
Zone of
Tolerance
Desired service
Adequate service
Zone of
Tolerance
Adequate service
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High
Expectations
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Expected
Service
Desired service
Personal needs
Including physical,social, psychological, and functional needs
Zone
of
Tolerance
Transitory service
intensifiers
Desired service
Perceived service
alternatives
Self-perceived
service role
Zone
of
Tolerance
Adequate service
Situational
factors
Predicted
Service
Situational factors,
Kondisi kinerja jasa yg dipandang pelanggan sbg sesuatu yg
berada diluar kendali service provider. Semakin maklum pe-67
langgan dg faktor situasi, semakin tinggi tk toleransi pelanggan.
Expected
Service
Implicit service
promises
Desired Service
Word-of-mouth
Zone
of
Tolerance
Adequate Service
Past experience
Predicted Service
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Word-of-mouth communication,
Komunikasi dari mulut kemulut sangat penting dalam konteks
jasa yg sulit dievaluasi sebelum pembelian dan mengalami langsung proses jasa tersebut.
Past experience,
Pengalaman masa lalu konsumen didalam mengkonsumsi jasa
merupakan kekuatan lain didalam mempengaruhi desired and
predicted service.
(look at this statement, My expectations are definitely influenced by my
past experience . . . My expectations are more realistic because of the
knowledge Ive gained.)
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Enduring Service
Intensifiers
Advertising
Personal selling
Contracts
Other communications
Derived expectations
Personal service
philosophies
Personal Needs
Transitory Service
Intensifiers
Emergencies
Service problems
Perceived Service
Alternatives
Self-Perceived
Service Role
Situational Factors
Bad weather
Catastrophe
Random overdemand
Expected
Service
Desired Service
Zone
Of
Tolerance
Adequate
Service
Implicit Service
Promises
Tangibles
Price
Word-of Mouth
Personal
Expert (consumer reports, publicity, etc)
Past Experience
Predicted Service
Gap 5
Perceived Service
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1. Customer Perceptions
How customer perceive services, how they
asses/evaluate, whether they have experienced
quality service and whether they are satisfied.
Internal customer,
are employees within the firm
who in their jobs, depend on
others in the organization for
internally provided goods and
Services.
External customer,
individuals and business that
buy goods and services from
the organization.
vs Service quality
Service quality,
focuses on dimensions of service,
mrp komponen dari kepuasan
pelanggan (satisfaction),.
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Reliability
Responsiveness
Assurance
Service
Quality
Situational
Factors
Empathy
Tangibles
Product
Quality
Price
Customer
Satisfaction
Personal
Factors
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2. Customer Satisfaction
Adalah tingkat perasaan seseorang setelah membandingkan
kinerja produk/jasa yg ia rasakan dibandingkan dg harapannya.
Satisfaction is the consumers fulfilment response. It is a judgement that a product or service feature, or the product or service
it self, provides apleasurable level of consumption-related
fulfilment.
Product and Service Features,
kepuasan pelanggan dengan produk atau jasa, dipengaruhi secara signifikan oleh evaluasi pelanggan thd fitur produk atau jasa.
Ch: important features for a resort hotel : the pool area, access to golf
facilities, restaurants, room comfort and privacy, helpfulness and
courtesy of staff, room price, and so forth.
Consumer Emotions,
Emosi pelanggan dapat mempengaruhi persepsi pelanggan terhadap kepuasan thd produk dan jasa yg dikonsumsi. Specific emotion
bisa dipicu oleh pengalaman konsumsi itu sendiri, ia akan mempengaruhi kepuasan konsumen thd jasa.
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loyalty
(repetition) (%)
Figure:
Relationship between customer
satisfaction
and loyalty
in competitive
industries
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3. Service Quality
Lima perspektif terhadap kualitas menurut Garvin:
1.Transcendent view of quality,
Memandang kualitas sbg innate excellence, artinya, kualitas
dapat dirasakan atau diketahui, tetapi sulit didefinisikan dan di
operasionalkan. Biasanya diterapkan didunia seni.
2.The Product-based approach,
Memandang bahwa kualitas merupakan merupakan karakteristik atau atribut yg dapat dikuantitatifkan dan dapat diukur. Perbedaan dlm kualitas mencerminkan perbedaan dalam jumlah
beberapa unsur (atribute) yg dimiliki produk. Bersifat objektif,
karenanya tidak dapat menjelaskan perbedaan dalam selera,
kebutuhan, dan preferensi individu.
3. User-based definition,
Berpendapat bahwa kualitas bergantung pada orang yg memandangnya (bersifat subjektif dan demand oriented). Suatu
produk dianggap berkualitas tinggi jika mampu memuaskan
preferensi individu yg bersangkutan.
4. The manufacturing-based approach,
Bersifat supply-based terutama memperhatikan praktek-praktek engineering and manufacturing, dan mendefinisikan kualitas sbg. kesesuaian dg. persyaratan (conformance to require75
ment). In service, we would say that quality was operations driven.
5. Value-based definitions,
Memandang kualitas dari segi value and price. Dengan mempertimbangkan trade-off antara kinerja (or conformance) dan
harga, kualitas didefinisikan sbg affordable excellence.
Kualitas dipandang bersifat relatif, produk dg kualitas tertinggi
belum tentu paling bernilai (yg paling bernilai adalah brg/jasa
yg paling tepat dibeli.
So, Service quality ?
2 factors of servqual:
expected service,
perceived service
Tingkat keunggulan yg
diharapkan dan pengendalian
atas tingkat keunggulan tersebut
untuk memenuhi keinginan
pelanggan.
Market Share
Customer
Value
Productivity
&
Growth
Customer Atribute
& Design
Specification
Productivity
Quality
Specification
Lower Cost
Lower
Quality Cost
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Parasuraman, dkk
Menurut Gronroos:
Tiga kriteria pokok kualitas
Jasa:
1. outcome-related criteria,
2. Process-related criteria
3. Image-related criteria
Di
ja
bar
kan
men
ja
di
6 Unsur:
Profesionalism and skills,
Attitudes and behavior
Accessibility and flexibility
Reliability and trustworthiness
Recovery
Reputation and credibility
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Kebutuhan
Personal
Pengalaman
Yang Lalu
Jasa Yang
Diharapkan
Gap 5
Jasa Yang
dirasakan
Service
Provider
Penyampaian
Jasa
Gap 4
Komunikasi
Eksternal
Gap 3
Penjabaran
Spesifikasi
Gap 1
Source: A.Parasuraman, at al
Gap 2
Persepsi
manajemen
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Employee
Employee
Satisfacretention
tion
External
Service
quality
Customer
Satisfaction
Customer
retention
Profit
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Bagaimana Mengukurnya?
berkaitan dengan instrumen/formula yang bagaimana yang
dapat digunakan untuk mengukur kualitas jasa.
Alternatif Pengukuran Kualitas Jasa
(Skor Kinerja)
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Hard
5. Develop feedback
mechanisms
soft
Measure by
TransactionBased Surveys
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The standards are based on behaviors and actions that are very
important to customers. (Customer-defined standards need to focus
on what is very important to customer)
only if they understand, accept, and have control over the behaviors
and actions specified in the standards).
The standards are accepted by employees (Employees will
perform to standard consistently only if they understand and accept
the standards).
The standards are predictive rather than reactive (Customerdefined standard should not be established on the basis of complaints
or other forms of reactive feedback).
The standards are challenging but realistic
(If standards are not
challenging, employees get little reinforcement for mastering them)
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Types of Complainers
Passives, this group of customers is least likely to take any action
Voicers, this customers actively complain to the service provider,
but they are less likely to spread negative word-of-mouth, to
switch patronage, or to go to third parties with their complaint.
Irates, this customers are more likely to engage in negative
word-of-mouth to friends and relatives and to switch providers than
are others.
Activists, these customers are characterized by above average
propensity to complain on all dimension. They will complain to the
provider, they will tell others, and they are more likely than any
other group to complain to third parties
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Service failure
Do nothing
Take action
Switch
providers
Complain to
provider
Complain to
family and friends
Switch
Providers
Stay with
provider
Complain to
third party
Stay with
Provider
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Effective
+ Complaint
Handling
Identify
Service
complaints
Increased satisfaction
And loyalty
conduct research
monitor complaints
develop complaint as
opportunity culture
Resolve
Complaints
Effectively
Developed effective
Systems and training
in complaint handling
Learn from
The recovery
experience
Conduct
Root-Cause Analaysis
Feedback
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4. Service Guarantees
Service guarantees are powerful tools for promotion
and achieving service quality for the reasons:
a. Guarantees force firms to focus on what their
customers want and expect in each element of the
service
b. Guarantees set clear standards, telling customers
and employees alike what the company stand for.
c. Guarantees require the development of the systems
for generating meaningfull customer feedback and
acting on it
d. Guarantees force service organizations to
understand why they fail and encourage them to
identify and overcome potential fail points
e. Guarantees build marketing muscle by reducing the
risk of the purchase decision and building long-term
loyalty
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Unconditional,
the guarantee should make its promise
unconditionally
Meaningfull (that are important to customer),
- berikan garansi atas elemen-elemen jasa yg
penting bagi pelanggan
- ganti rugi sebaiknya sepenuhnya dapat menutupi
ketidakpuasan pelanggan
Easy to understand and communicate,
- bagi pelangganmereka perlu memahami apa
sebenarnya yang mereka harapkan
- bagi employeesmereka perlu memahami apa
yang harus dilakukan
easy to invoke and collect,
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Employee Selection,
- harus berdasarkan kriteria for performance of the job
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Penerapan model,
model yg telah diuji diterapkan u/ peramalan masa yad sesuai dg
jangka waktu yang diinginkan.
Revisi dan Evaluasi secara kontinu,
- revisi dilakukan berkaitan dg adanya perubahan baik internal
maupun eksternal (harga, biaya promosi, peraturan pemerintah,
teknologi, dll).
- evaluasi dilakukan dg membandingkan ramalan yg telah dibuat
dg hasil aktualnya, u/ menilai tepat tidaknya metode ramalan yg
digunakan dan u/ meningkatkan kualitas ramalan.
Volume demanded
Maximum available
capacity
(servqual decline)
Optimum capacity
Utilization (balanCed demand and
Supply)
Excess cap
(wasted resources)
Low utilization
(many send bad
Signals)
Time Cycle 1
Time Cycle 2
Measuring Capacity
Mencakup the number of hours (atau persentase total waktu yg
tersedia) dimana fasilitas, tenaga kerja, dan peralatan secara
produktif digunakan didalam revenue operation, dan persentase ruang yg tersedia (spt: seats, cubic freight capacity, or telecommucations bandwidth) yg secara aktual digunakan didalam
revenue operation.
Stretching and Shrinking the Level of Capacity
Stretching capacity (memperlonggar kapasitas),
biasanya dilakukan pada saat-saat permintaan tinggi (spt pada
jam-jam/periode sibuk).
Stretching capacity dapat diterapkan didalam bisnis jasa yang
mempunyai kapasitas elastis (mampu menyerap extra demand
seperti kereta api), maupun tetap (angkutan udara)
Ch: angkutan bus pada jam normal, penumpang sesuai dg jumlah tempat duduk, ttp pada jam sibuk allow standing floor
space untuk penumpang.
Shrinking capacity,
biasanya dilakukan untuk meminimalkan slack time
Ch: menawarkan menu yang lebih sederhana (jumlah menu
yang ditawarkan dikurangi) pada periode sibuk.
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Chasing Demand
Melakukan penyesuaian kapasitas untuk menyeimbangkan variasi
permintaan. Cara yg mungkin to adjust capacity:
Shcedule downtime during periods of low demand.
Untuk menjamin bahwa 100% kapasitas tersedia selama periode sibuk,
perbaikan dan renovasi perlu dilakukan ketika permintaan diperikirakan rendah, dan karyawan diberi kesempatan untuk cuti.
Cross-train employees,
perusahaan perlu memiliki karyawan yg terlatih dalam banyak hal, agar
dapat menghandel pekerjaan diluar bidangnya sewaktu-waktu diperlukan, sehingga dapat meningkatkan total system capacity.
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122
123
Insufficient Capacity
(Excess Demand)
Sufficient Capacity
Excess Capacity
(Satisfactory Demand) (Insufficient Capacity)
Capacity is fully
utilized. (But is this
the most profitable
mix of business
Capacity is wasted
(Customers may ha-ve
a dissappointing
experience for services like theatre)
Reduce
Demand
Take no action
(but see above)
Increase
demand
Take no action
unless opportuni-ties
exist to stimula-te
(and give priority to)
more profitable
segments.
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Sure appropriate
trade-offs are
made between
profitabi-lity and
usage levels)
Inventory
demand by
reservation
system
Clarify that
space is
available and
that no
reservation are
needed
Inventory
demand by
formalized
queuing
1. Pengantar
TQM
vs
TQS
Prinsip-prinsip manajemen
kualitas yg diterapkan pada
bisnis jasa, merupakan
derivasi dari TQM
2. Fokus TQS
Menganalisis bgmana
Menyempurnakan rencana
Mengukur apa yg
sedang dilaksanakan
129
Dukungan sistematis
manajemen bertanggung jawab dalam mengelola proses
pelayanan yg berkualitas melelui:
- membangun infrastruktur kualitas yg dikaitkan dg
struktur manajemen internal
- menghubungkan kualitas dg sistem manajemen yg
ada, spt: manajemen strategis, pengakuan,
penghargaan dan promosi karyawan, serta komunikasi.
Perbaikan berkesinambungan
- memandang semua pekerjaan sbg suatu proses
- mengantisipasi perubahan kebutuhan,keinginan dan
harapan pelanggan,
- melakukan perbaikan incremental
- mengurangi waktu siklus
- mendorong dan dg senang hati menerima umpan balik
tanpa rasa takut atau khawatir
130
3. Ensuring Quality
CEOs, managers, and all levels of employees must
concentrate on maintaining and monitoring qualitu
every day in every transaction, proposal, or plan
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4. Manfaat TQS
Meningkatkan indeksn kepuasan kualitas
pelayanan
Meningkatkan produktivitas dan efisiensi
perusahaan
Meningkatkan laba
Meningkatkan pangsa pasar
Meningkatkan moral dan semangat keryawan
Meningkatkan loyalitas pelanggan
132
5. Model Penyempurnaan
Berkesinambungan
Dikenal sebagai pendekatan enam langkah
133
pelanggan
pelanggan
cocok
cocok untuk
untuk digunakan
digunakan
Memproses
Memproses integritas
integritas
variants
variants minimum
minimum
peniadaan
peniadaan pemborosan
pemborosan
penyempurnaan
penyempurnaan yg
yg kontinu
kontinu
dukungan
dukungan pelanggan
pelanggan
Layanan
Layanan produk
produk
dukungan
dukungan produk
produk
flesibilitas
flesibilitas unt.memenuhi
unt.memenuhi perpermintaan
mintaan pelanggan
pelanggan
fleksibilitas
fleksibilitas untuk
untuk menggapi
menggapi
perubahan
perubahan pasar
pasar
Kualitas
Layanan
Biaya
Waktu
Kualitas =
desain
desain dan
dan rekayasa
rekayasa
konversi
konversi
jaminan
jaminan
distribusi
distribusi
administrasi
administrasi
persediaan
persediaan
material
material
waktu
waktu unt.
unt. Memasarkan
Memasarkan
reaksi
reaksi thd
thd kekuatan
kekuatan pasar
pasar
waktu
waktu tenggang
tenggang
material
material
persediaan
persediaan
134