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When dealing with customers, all interactions cannot be standardized. Similarly, the requirements of customers can differ significantly based on the type of product and the extent of usage of the product by the customer. Short- and long-term training courses are often used to increase worker knowledge of the product or the services being sold to the customer. As product life cycles become shorter, the training needs of the individuals dealing with the customer are also higher. It is observed often, especially with call center-based customer service, that the "interaction between the agent and the customer is divided into "talk, wrap and idle time" is suggestive of task individualization and specialization." (Mulholland, 2002) in this environment, it is difficult to explicitly state if all the needs of the customer have been satisfied based on the format on which the worker is trained.

As with any other quality improvement process in an organization all effort must be made to motivate and nurture the individuals dealing with the change and improvement process. (Harry, 1998)

Conclusion

Six-sigma focused not on purely maintaining standards to that of a competitor but rather on improving the process constantly and effectively to obtain the highest level of perfection. (Douglas and Erwin, 2000) the article reviewed is valuable in the fact that it offers valuable insight to an individual new in the area of six-sigma implementation and customer service. Achieving zero defects in any operation is hard. The task of achieving this level in customer service can challenge even the most effective process.

Bibliography

Aguayo, R. (1990) Dr. Deming: the American who taught the Japanese about quality,...

Group, Secaucus, NJ.
Antony, J. And Banuelas, R. (2002) Key ingredients for the effective implementation of Six Sigma program Measuring Business Excellence, 6, 20-27,

Behara, R.S., Fontenot, G.F. And Gresham, a. (1995) Customer Satisfaction measurement and analysis using six-sigma International Journal of Quality & Reliability Management, 12, 9-18,

Crosby, P.B. (1996) Quality is still free: making quality certain in uncertain times, McGraw-Hill, New York.

Douglas, P.C. And Erwin, J. (2000) Six Sigma's focus on total customer satisfaction the Journal for Quality and Participation, 23, 45-49,

Elliott, G. (2003) the race to Six Sigma Industrial Engineer, 35, 30,

Fortenot, G., Behara, R. And Gresham, a. (1994) Six sigma in customer satisfaction Quality Progress, 27, 73-76,

Gordon, P.J. (1993) Customer satisfaction research reaps rewards Quality Congress. ASQ's... Annual Quality Congress Proceedings., 32, 39-40,

Harry, M.J. (1998) Six sigma: A breakthrough strategy for profitability Quality Progress, 31, 60-64,

Heuring, L. (2004) Six Sigma in Sight HRMagazine, 49, 76-80,

McClusky, R. (2000) the rise, fall and revival of Six Sigma quality Focus, 4, 6-17,

Mulholland, K. (2002) Gender, emotional labour and teamworking in a call centre Personnel Review., 31, 283-303,

Rothacker, R. (2004) in Charlotte, N.C., expo provides a peek at Bank of America's training strategiesWashington, pp. 1.

Rucker, R. (2000) Citibank increases customer loyalty with defect-free processes the Journal for Quality and Participation, 23, 32-36,

Trojniak, D.J. (2003) Ways to evaluate voice of the…

Sources used in this document:
Bibliography

Aguayo, R. (1990) Dr. Deming: the American who taught the Japanese about quality, Carol Pub. Group, Secaucus, NJ.

Antony, J. And Banuelas, R. (2002) Key ingredients for the effective implementation of Six Sigma program Measuring Business Excellence, 6, 20-27,

Behara, R.S., Fontenot, G.F. And Gresham, a. (1995) Customer Satisfaction measurement and analysis using six-sigma International Journal of Quality & Reliability Management, 12, 9-18,

Crosby, P.B. (1996) Quality is still free: making quality certain in uncertain times, McGraw-Hill, New York.
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