Services are a special type of "product". One thing that makes them special is the fact that once delivered, they cannot be tagged, repaired, reworked, or taken back.
Some of the planning that goes into preventing problems in products and designs can be applied to services too. There are systematic ways of reducing or eliminating problems in products, such as Failure Mode and Effects Analysis. This typically means that the person or group that generates the product or the service consider as many modes of failure as possible and use their experience, creativity and knowledge to reduce or eliminate the potential failures. In the case of services, similar processes can be applied. One major difference is that improvement from delivery to delivery may have current customers suffer until the problem is identified and solved.
For that reason consultants, trainers, artists, sports figures prepare for delivering their services usually by thoroughly training, practicing with experienced coaches and professors. They may take special courses, emulate the best in their fields, practice, practice, practice alone or with reviewers who accept imperfections as part of the learning process.
For complex service processes Prof. Jean Harvey wrote "Managing Service Delivery Processes: Linking Strategy to Operations" http://qualitypress.asq.org/chapters/H1265.pdf. It is especially valuable for organizations that offer services, covering the need for internal communication and coordination within the organization.
Some other aspects discussed by him are applicable specially to professionals who provide knowledge based services. Their service benefits from continuous training and codes of ethics as enforced in professional associations. At lower levels of complexity qualified workers typically go through apprenticeship programs after an introductory training. In all cases references based on earlier jobs provide the stamp of approval of happy customers and can be used to get new jobs or assignments.
When we repeat activities or groups of activities in our jobs or our lives we can look at them as processes. We can analyze these processes for effectiveness and efficiency. Service related processes often improve by the careful review of the results obtained in the delivery process and modification of the process in the next delivery cycle. Learning from mistakes is a skill that can be learned.
One basic requirement for success is related to the ability to distinguish facts from assumptions. Often what people describe as problems are only symptoms of more profound problems. Specially individuals who deliver services can benefit from the opinion of others in getting to the "root cause" of the problem. It is human nature to stop at the first apparent solution and consider it valid. Through training and checking with others one can learn to continue searching beyond the first apparent solution and verifying whether there is a more profound cause for the undesirable effect observed.
Many individuals have a tendency to blame others for the problems that occur in their lives or their business. A more careful analysis can usually find their own contribution to the problem. When that happens they can solve the problem in a more efficient way than if they sought the cause only outside of themselves.
Once the cause of the problem is found it is better to generate a number of potential solutions and then choosing the most appropriate one. The first solution that comes to mind is not necessarily the best.
Another special aspect of services is related to the fact that often quality measurement is subjective. When the service is delivered often enough there is the possibility of verifying quality by statistical analysis after the fact. In the case when each delivery stands on its own only the satisfaction of the customer may be a measure of quality. What individuals and small entrepreneurs may find is that it may be easier to change customers, partners or suppliers than trying to satisfy everyone. Adjustment to what the market needs may be a better solution.
Another means for ensuring service quality is the implementation of measures, standards and controls. Feedback to the service provider is one tool that can contribute to improvements at least in the following cycles of service delivery. It goes against human nature to intentionally expose oneself to criticism. However, requesting feedback from customers has proved to be a tool that not only contributes to learning but often also strengthens the relationship with the customer, raising it to a higher level. Many customers appreciate the extra care demonstrated by the service provider and take the time to provide feedback that often is constructive. Even negative feedback can be used as a tool for improvement and often as a source for new improved services.
Two other aspects of service quality are specially important. One is the degree to which customers are delighted, since there are few other means available for objectively compare similar services. The other one is the severity of the quality standards and the extent to which they are respected in the production and delivery of the service.
Especially the latter aspect is important for individuals who can be either too stringent in their desire for perfection about themselves and their services. Or they could be too lax and not observe to what extent this prevents them from achieving the success they desire. Direct customer feedback is the best tool available for improvement in these domains. Alternatives can be constructed by getting feedback from many prospects, e.g. using Internet techniques for exploring potential markets. Consultants who have knowledge in specific markets, coaches who can give independent feedback about the service or help interpret the feedback obtained from others (360 degree reviews) can help steer the standards toward optimal results. Many groups and individuals just keep testing alternatives until they reach an optimum. Some get discouraged as a result of failures and give up, or are forced out of markets (or relationships) as a result of inadequate services. Sometimes competition is just too strong or the perceived market is just not there, or not in the form envisaged. It helps to recognize early these situations and either find creative solutions or stop providing the specific service.
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