Re-engineering the semiconductors business process to focus on Total Service Quality development through people in the Customer Responsiveness Center : executive summary
Ng Wai Kwan, Stephen (1998) Re-engineering the semiconductors business process to focus on Total Service Quality development through people in the Customer Responsiveness Center : executive summary. EngD thesis, University of Warwick.
WRAP_THESIS_Kwan_1998.pdf - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
Official URL: http://webcat.warwick.ac.uk/record=b1782113~S15
The research work illustrates the setup of a new and unique cross-functional unit
called "The Customer Responsiveness Center" or "the CRC". The objective of this
center is to improve total service quality management through individual employees
and teamwork. The ultimate objectives are employee satisfaction and customer
loyalty. Forming the CRC in this way is an innovative approach for a traditionally
technology focused organization where the fundamental objective is Total Customer
Satisfaction. Before, not much work has been done in the organization to understand
total service quality, to explore the power of people, and to demonstrate results from
real teamwork. The author accepts this challenge.
The Customer Responsiveness Center is a vehicle for promoting Total Service Quality
and people involvement. It is crucial to making the company's Total Customer
Satisfaction objective possible. The concept that employee satisfaction precedes
customer satisfaction is expanded through this literature research. This is a different
belief from the common saying: The customer always comes first. There is no doubt
in the author's mind that when employees come first, they will develop happy
customers. The author proves his belief correct with his own Total Service Quality
Management (TSQM) model in the CRC.
The Quality and Speed Team (QuST) process initiated by the author creates a positive
environment for the CRC team to promote total service quality concepts. "QuST" is
an innovative culture development process focusing on Total Quality, Speed of
Execution and Teamwork. "QuST" is also a unique process derived from the Total
Quality Management concept.
The CRC team also attempts to break the traditional business cycle barriers to re-engineer
for better results. This includes: making possible the shipment of China
manufactured semiconductors to Taiwan; reducing the total logistics and distribution
cycle time; and closing down the customer service department in Hong Kong (headquarters) for better synergy and productivity.
While promoting the total service quality concept, the CRC team enhanced employee
satisfaction and customer satisfaction. The team has started the total service quality
drive for the Asia Pacific semiconductor products group in Motorola. However, these
are the areas that also need additional attention and require further study.
Times have changed. We no longer live in a manufacturing environment. Total
service quality is critical to all service providers. Customers today demand a total-service-
quality package and consider that the service quality component is as critical
as if not more important than the physical product. We are literally customer-driven.
We are moving into the 21st century. Organizations that fail to master the skill of
total service quality management will face difficult times. The CRC TSQM is a
change model that can be applied to other industries to benchmark and to master the
skills and resources that give an organization competitive advantage in the 21st
|Item Type:||Thesis or Dissertation (EngD)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor|
|Library of Congress Subject Headings (LCSH):||Motorola Semiconductor Products Inc., Customer services, Industrial management, Electronic industries -- Hong Kong (China), Electronic industry workers|
|Official Date:||May 1998|
|Institution:||University of Warwick|
|Theses Department:||School of Engineering|
|Extent:||vi, 87 p.|
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