Analysis on Waiting Lines in the Context of Service Encounter: Waiting Lines
Keywords:Service Encounter, Waiting Lines, Service Recovery, Moment of Truth, Culture
It is quite often that a customer comes in contact with a service provider. Often we call each this contact as moments of truth. It is quite true that each of these moments of truth need the qualification as a satisfying one for enhancing the customer prospects. At times it may be possible that these encounters which turn out to be not satisfying leaves a void between the customer and the service provider. To obviate widening of such a gap service provider undertakes the process of service recovery. Cycle of service would be satisfying when the moments of truth become acceptable. Unexpected failures in service encounter would be seen from the point of frequent bottle necks or the waiting lines. Waiting line is generally seen when more than one customer wait for a service. So, if we understand in economics it is a case of imbalance between demand and supply or we say demand for service and the capacity of the service provider to satisfy the customer within the acceptable time. Service provider can influence the acceptable time by various methods. Waiting line is definitely related to the arrival rate, so the point in consideration is variability. E-commerce has taken a step in support of reducing the waiting line in certain cases of services. In this paper analysis is being carried out to understand the impact of waiting lines in service encounter. The research design adopted is survey method.
ASQ/AIAG Task Force. (1991). Fundamental Statistical Process Control Troy, MI: Automobile Industry Action Group,
ASQ Quality Cost Committee. (1987). Guide for reducing quality costs, 2nd ed. Milwaukee, WI: American Society for Quality, Inc.,
Bester field Dale, H. (2001). Quality Control, 6th ed. Upper Saddle River, NJ: Prentice Hall.
Bossert, James, L. (1991). Quality Function Deployment: A Practitioners Approach. Milwaukee, WI: ASQ Quality Press.
Camp Robert, C. (1989). Benchmarking: The Search for Industrial Best Practices that led to superior practice. Milwauke, WI: ASQ Quality Press.
Chase, G. W. (1993). Implementing TQM in a construction company. Washington D. C: Associated General Contractors of America,
Chrysler/Ford/General Motors Task Force. (1995). Potential Failure Mode Effects Analysis (FMEA) Troy, MI: Automobile Industry Action Group.
Deming, W. Edwards. (1982). Quality, Productivity, and Competitive position. Cambridge, MA: Massachusetts Institute of Technology.
Donald, J. Bowersox, David, J. Closs & Cooper, M. Bixby. (2008). Supply Chain Logistics Management. Mc Graw Hill Education, 2nd Edition.
Feigenbaum, A. V. (1961). Total Quality Control. New York: McGraw-Hill Book Company.
Ishikawa, K. (1985). What is Total Quality Control? Englewood Cliffs, NJ: Prentice Hall, Inc.,
John A. Czepiel, Michael R. Solomon, Carol F. Surprenant. (2019). The Service encounter: Determinants of Successful Service Encounters, IGI Global Publisher of timely Knowledge.
Kenneth A. Shaw. (2015). Operations Methods: Waiting Line Applications, Second Edition, Business Expert Press.
Knouse, Stephan B. (1996). Editor Human Resources management perspectives on TQM concepts and Practices. Milwaukee, WI: ASQ Quality Press,
Maria da Graça Batista, Miguel Pina e Cunha & Armenio Rego. (2012). Structuring the Service Encounter: A Test of Alternatives, IGI Global Publisher of timely Knowledge.
Nakajima, Seichi. (1988). Total Productive Maintenance, Portland, OR: Productivity Press Inc.,
Neeti Gupta & Anjali Gupta. (2017). Operations management, Kalyani Publishers, New Delhi.
Oreilly. (2022). Waiting Line Models: Operations management an integrated approach, 5th Edition.
Peace, Stuart Glen. (1992). Taguchi Methods: A Hands-On Approach. New York: Addison-Wesley Publishing Company, Inc.,
Taguchi, G. (1986). Introduction to Quality Engineering. Tokyo: Asian Productivity Organization,
Winchell, William. (1992). TQM: Getting Started and Achieving Results with Total Quality Management. Dearborn, MI: Society of Manufacturing Engineers.