Gap Analysis

1. Gap Analysis

2. What Is Gap Analysis? • Gap analysis is a survey instrument used to determine the gaps between a service offered and a customers expectations.

3. So Where Do We Start? • There are several ways to conduct Gap Analysis. • SURVQUAL Expectations Survey and Perceptions Survey • SAGA

4. The SURVQUAL Expectations Survey and Perceptions Survey • This tool was developed by Parasurman, Zeithamel, and Berry to assess services quality. • SURVQUAL instruments are a series of questions that deal with tangibles, reliability, responsiveness, assurance, and empathy.

5. What Do We Do With This Survey? • Administer the survey to customers, and management • Results will show the differences in perceptions between: • Customers • Managers • Employees • Managers and customers

6. Gap 1 - Tangibles • The first gap will show the difference between actual customer expectations, and what management perceives to be customer expectations

7. Gap 2 - Reliability • Gap 2 is the difference in managers expectations of service quality, and the actual service quality specifications.

8. Gap 3 – Responsiveness • Delivery of perfect services is not guaranteed, even if service specifications are defined, due to lack of training, preparations, and training.

9. Gap 4 – Assurance • This gap shows what the differences between services delivery and the external communications with the customer.

10. Gap 5 – Empathy • This is the gap that shows the differences in expected service and perceived service.

11. So Where Do We Begin? • We have to fix gaps 1, 2, 3, and 4, before we can fix gap 5. • You can accomplish this by having a thoughtful systems design, good communications, and well trained employees that can provide good, constant customer service.

12. SAGA – Self Assessment Gap Analysis • This method of Gap Analysis was designed by AMP Inc. • Rather then sending out a survey, SAGA is a process used to take a good, close look at an organization’s operations. • Much like a Baldrige assessment, it gives nearly everyone associated with an organization (employees, customers, partners and suppliers) an opportunity to participate.

13. Where Do We Start? • SAGA starts by looking at the first category of the Baldrige criteria. • Next, a company wants to address what a Baldrige like company would do in their situation. • Thirdly, you go over how your company is actually comparing with Baldrige.

14. 1.1 - Leadership • This category looks at how the leaders in the company set directions, establish clear values, communicate performance expectations, focus on customers and stakeholders and encourage continuous learning in the organization.

15. What Would a Baldrige-like Company Do? • Management will listen and talk with employees about: • Values • Directions • Customer Focus • Need for Continuous Learning

16. Continued… • Management will make it known that all important information will reach everyone. • Management will have a way to review performance and make adjustments to performance. • Management will involve suppliers, partners and customers when they develop goals.

17. How Does Your Company Measure up? • Do you have a mission and vision statement? • Who was involved in the development of these statements? • How are these statements communicated throughout the organization?

18. Continued… • Have clear values been established for company employees? Do employees know what is expected of them? • Does your organization leadership serve as a role model? • Does your organization leadership display a customer focus that is obvious in carrying out their day to day job duties?

19. Continued… • Does your organization encourage and promote the submission of ideas? • What indicators are used to determine how well the organization is doing overall? • Are the organization’s performance results shared and reviewed with the workforce? How? • Does the organization leadership use performance review findings and employee feedback to improve their leadership effectiveness?

20. 1.2 - Organizational Responsibility for Citizenship • This category examines how the organization demonstrates its awareness of its public responsibilities and makes those responsibilities part of everyday operations.

21. What Would a Baldrige Like Company Do? • Have strong policies reinforcing social responsibilities and good citizenship. • Regularly review its planned work and how it impacts the public. • Act proactively to minimize public impacts before they occur. • Have senior leaders who routinely promote, reinforce, train, and monitor legal and ethical behavior of employees.

22. How Does Your Company Measure up? • How do you anticipate public concerns with current and future projects? • Does the organization leadership encourage employees to become involved in, and support, employee events and outside activities? • What do you do for the community? • Are you a good neighbor?

23. Due to time limits, we have only covered two on the sections of the Baldrige Award Criteria. In order to truly assess your company, you have to go though each section of the criteria and ask questions geared towards your company. Content of this slide was from the interview with Alan Stambaugh.

24. Evaluation • Once you compare your organization with that of the Baldrige Criteria, you will see where your company has gaps, or areas that can be improved.

25. Bibliography • Foster, S. Thomas (2001). Managing Quality . Upper Saddle River, New Jersey: Prentice Hall. • Interview: Alan Stambaugh, Bureau of Maintenance and Operations, Pennsylvania Department of Transportation.