Service management systems specification with guidance for application
Some standard content:
ICS03.080.01
Reservation number: 13991—2004
Commercial industry standard of the People's Republic of China
SB/T 103822004
Service management systems specification with guidance for application2004—06--17 IssuedwwW.bzxz.Net
2005—02-01 Implementation
Issued by the Ministry of Commerce of the People's Republic of China
SB/T103B2—2004
2 Normative references
3 Technical specifications and definitions
4: Service management system specifications
Appendix A (Normative references)
Implementation guide for service management system specifications
SB/F10382—2004
The service provision process is different from the production process of tangible products. The quality of service is as important as the quality of tangible products. It is necessary to provide a more applicable and targeted service management system specifications for organizations that mainly provide services on the basis of complying with the requirements of GB/T1900-2 customer service management system. This standard is formulated according to the relevant principles of ISO900 based on and drawing on the effective service management experience at home and abroad. The appendix of this standard is a normative appendix.
This standard is issued by the China General Chamber of Commerce and is owned by the manufacturer. The drafting units of this standard are: Industry Development Department of China General Chamber of Commerce, Beijing Solvis Enterprise Management Consulting Center, China New Era Quality Assurance System Certification Center, China General Office Quality Assurance Center, and Beijing Zhongren Huamai Certification Center. The drafters of this standard are: Zhang Lijun, Hai Le, Zhu Lizong, Qu Chun, Deng Zhoufei, and Ma Litian. This standard is a standardized standard. 1 Scope Service management system specification and implementation guide SB/T (0382-2004) 1. This standard specifies service organizations of different types and models and other organizations responsible for the contact processes reached by this standard. It is applicable to: a) implement, maintain and improve the service management system; b) make the organization confident that it can meet the service requirements; d) demonstrate conformity to the outside world; d) guide external organizations to test their service management system; e) make self-adjustments and self-introductions to the compliance with technical standards. 1.1 Enterprises that have already established a quality management system and applied this standard should incorporate the service management system specification into the quality improvement management system requirements. When the service management system specifications and risk management system requirements are the same, it is permitted to make deletions, but unless the deletions do not affect the ability of the company to provide quality services to its customers, failure to demonstrate compliance with this standard for service management is not evidence of compliance with the quality management system requirements, and vice versa. 1.4 For any application of this standard, its scope shall be clearly defined. 2 Normative references
The following documents, by virtue of their dated reference, constitute the terms of this standard: dated references, all amendments (excluding errors) or revisions thereof shall not apply. However, parties to an agreement based on this standard are encouraged to develop new versions of these documents. For undated references, the latest versions shall apply to this standard: GB/T 1.1-2000 Guide to standardization - Part 1, Structure and preparation of standards GB/T 19000-2000 Quality management system fundamentals (IDT 1500C6:2000) GB/T 19001-2000 Quality management system elements (IS09001:2000) 3 Terms and definitions
Terms and definitions defined in CB/10000 and the following The following definitions of terms apply to this overview: 3.1
contact
The activity by which an organization establishes and maintains a communication relationship with a customer. 3.2
contactpoint
The location where an organization comes into contact with a customer. Note: The location where a service provider comes into contact with a customer. The location where a service provider comes into contact with a customer is called an unmanned contact point. 3.3
contactprocess
A set of continuous contact activities that occur simultaneously or successively. Note: A contact process usually includes the stages before, during and after the provision of a service. 3,4
SB/T 10382—2004
Service service
Exists in the process of contact, and is the result of the interaction between the customer and the internal activities. Note 1: The process and the result are possible. Once the process is completed, the result will disappear. Note 2: Simultaneity, intangibility, non-immediateness, non-storability, and pervasiveness constitute the basic characteristics of services that are different from tangible products. 3. The supply and use of tangible products may become part of the service. 3.5
Service resourcesserviceresources
The sum of human resources and material resources used to provide services to customers. Note: Human resources refer to service personnel, and material resources refer to service facilities, service supplies, and service environment. 3.6
service resources neltvery
Service provision
The sum of contact activities and internal activities that transform the input of service resources into service output. Note: Service and service provision are the internal aspects of contact management, and the former is the result of process evaluation. 3.7
Service characteristicsservicecharacteristicThe tangible or intangible properties provided during the contact process that customers can observe, experience and evaluate. Note 1: Tangible characteristics refer to the inherent characteristics of service resources such as service personnel, service facilities, service supplies, and service environment. 2: Intangible characteristics refer to the inherent characteristics of service activities such as service scope, service process, service skills, and service etiquette. 3.7
Service characteristicsservicecharacteristicThe tangible or intangible properties provided during the contact process that customers can observe, experience, and evaluate. Note 1: Tangible characteristics refer to the inherent characteristics of service resources such as service personnel, service facilities, service supplies, and service environment. 2: Intangible characteristics refer to the inherent characteristics of service activities such as service scope, service process, service skills, and service etiquette. guallty
Service quality is the degree to which a group of service characteristics delivered simultaneously or successively meet customer requirements one by one. It is a product that cannot be separated from tangible products, making it impossible for service characteristics to be solidified in a single material entity. However, they are divided into many tangible or intangible characteristics that cannot be centrally controlled. The control of these service characteristics may be the purpose of controlling the service quality. 3.9
Over-value service
over-valucd
That part of service characteristics that encourages frequent customers to make positive evaluations of service quality and exceeds customer value. Yang, Han Baixian reverse flow is the comparison between the cost of stock penetration and the value of customer assistance. The cost of customer service is usually composed of the time, effort, opportunity, life chain, etc. The customer value is usually composed of the efficiency, efficiency, learning, experience, brand and other factors. 3,10
Customer requirementscnstomerreqniremeutsconsulting program explicit, implicit, potential needs and expectations. Flower 1: The differences in customer requirements are usually manifested as the requirements of the customer in the contract or order and the requirements expressed in the customer's mouth. Note 2: The original requirements of customers are usually the requirements of relevant laws and regulations, as well as the social responsibilities or industry norms established by the customs. Note 3: The requirements of customers are usually the requirements that meet the unreasonable requirements of customers or the requirements that are inconsistent with the service level of the organization. The customer needs to meet his requirements. The customer's needs and implicit requirements constitute the customer's expectations of service supply. The potential requirements of customers constitute the necessity and possibility of exceeding customer expectations. Note 5: The above requirements may also change. 3.11 Customer satisfaction is a subjective feeling formed instantly and continuously on the degree to which the service quality meets his requirements. Note 1: The total customer satisfaction is not determined by the average feeling. The main feeling formed later may have an impact on the customer's psychological quality. 2. The instantaneous nature of the expectation makes it impossible for the organization to use the most comprehensive inspection method to control the service provision process. The organization may use the appropriate supplementary measures as a kind of effective control method to ensure the sustainability of customer satisfaction. Service management servictmanagemet
The management activities of directing and controlling the contact process with the goal of maintaining customer satisfaction. The service management system servikemanagemcntsystem takes maintaining customer satisfaction as the daily goal, directing and controlling the contact process. 4 Service management system specifications
4.1 Service management system requirements
4.1.1 Relationship with the quality management system
SB/T10382—2004
4.1.1.1 The organization shall follow the principles and methods of the quality management system, establish a service management system under the guidance of these principles and methods, and implement it legally and effectively.
4.1.1.2 In services involving tangible products, the organization shall define the requirements of the quality management system for tangible products as the requirements of the service management system for tangible products. The organization should not define the service requirements of the service management system as the requirements of the service management system. 4.1.2 Structure of the service management system
The organization should identify the service management system as a process consisting of service management responsibilities, service resource management, service realization and service measurement, analysis and improvement, and take the responsibility of controlling and improving this process as the core of the process. See service
and customer service
development and implementation
medical measurement
analysis and improvement
: representative operation representative: production line
Figure 1 Structure of the service management system
4.2 Service management responsibilities
4.2.1 Service management commitment
Business managers should use a series of activities and procedures to! Follow the commitments of the service management system to provide evidence: a) Communicate the importance of customer service requirements to the organization and meet customer needs during the service process: b) Develop service policies and service goals: d) Ensure that funding and investment limits are defined within the organization: d) Establish a mechanism to directly serve customers and listen to customer opinions: d) Ensure the availability of service resources: e) Conduct service management reviews, SE/T 10382—2004 4.2.2 Customer-focused managers should establish a first-in-charge or system to ensure that they respond quickly to customer requirements during the service process to achieve the goal of continuous customer satisfaction: 6) The organization is able to meet customer requirements and take immediate action to meet them and follow up on the relevant process: 7) The organization is able to meet customer requirements and communicate with customers immediately and ensure that customers are satisfied with the service results. 4.2.3 Service Plan and Service Objectives
Senior management shall formulate the organization's service plan and service objectives. 4.2.3.1 Service Policy
The service policy shall provide a framework for service objectives. Its requirements include: a) Adaptation to the service plan for the development and continuation of customer satisfaction; b) Determine the organization's service positioning, service performance and service level; c) Include requirements for service brand and organizational image; d) Conformity with customer contact needs.
4.2.3.2 Service Objectives
Service quality should be an indicator that can measure and evaluate service quality and is consistent with the service policy. Its requirements include: 1) The overall objective and decomposed objectives should be based on customer satisfaction; b) The overall objective and decomposed objectives should constitute a comprehensive service quality evaluation system. 4.2.4 Responsibilities and rights of service management
4.2.4.1 Responsibilities and rights
Managers should have a clear sense of responsibility and authority within the group, and the specified duties and rights should be consistent with the internal activities. 4.2.4.2 Internal consultation
Managers should establish an effective internal consultation process. It should meet the requirements of GB/119001-2000 5.5.3: 4.2.4.3 Management representative
Managers should serve as management representatives: It is recommended to meet the requirements of GB/119001-2000 5.5.2. 4.2.5 Service management review
Managers should regularly review the service management system. It should meet the requirements of GB/119001-2000 5.6. 4.2.G Service Management System Planning
Business managers should plan the above activities. It is recommended to comply with the requirements of GB/T19001-2000 5.4.2. 4.3 Service Resource Management
4.3.1 People-oriented
Service resource management should be people-oriented: This includes: a) Human resources should be identified as the dominant factor in contact with customers; b) Material resources in contact with customers should meet the physiological and psychological needs of people. 4.3.2 Human Resources
The organization should effectively manage human resources and comply with the requirements of GB/T1900[2000 6.2. 4.3.3 Material Resources
The organization should effectively manage material resources: It should comply with the requirements of GB/T19001-2000 6.3 and 6.4. 4.4 Service Realization
4.4.1 Service Planning
The service planning should be integrated into: Develop the service provision process and specify the processes related to contact with customers: It is recommended to comply with the requirements of GB/T[90G1·2000 7.1.
a) The contact process before service provision should include activities such as identification and determination of customer requirements, customer feedback, service commitment, and service design.
b The contact process during service provision should include activities such as service characteristic control and customer integration control. The contact process after service provision also includes activities such as service quality management and feedback. 4.4.2 Identification and determination of customer requirements
The organization shall ensure that customer requirements are identified and determined before service provision. 4.4.2.1 Identification of customer requirements
Original requirements need to be identified in the following ways: 1) Requirements written into the contract or order; 2) Requirements expressed orally by the customer: 3) Requirements of relevant laws and regulations: 4) Social responsibilities or industry norms set by the company: 5) Requirements of the customer to achieve the price, which may change during the integration process. 4.4.2.2 Determination of service requirements
SB/F 103S2--2004
Before making a service commitment, the customer requirements should be reviewed to determine the ability to provide services that meet the requirements. Tangible characteristics of service resources such as service personnel, service facilities, service supplies, and service environment; 6) Intangible characteristics of service activities such as service scope, service procedures, service skills, and service etiquette. 4.43 Service Design
The organization shall design the service characteristics required by the requirements: preferably in accordance with the requirements of 7.3 of GB/T19001-2000. 4.4.3.1 Service specifications, service provision specifications and service control specifications shall be determined based on the service objectives and accounting standards. 4.4.3.2 Service specifications
Service specifications are the input requirements of the organization for service concepts, service procedures, service skills, service etiquette and other service activities. Among them: 1) Service specifications refer to the contact activities included in each contact point; 2) Service procedures refer to the contact process included in each contact point; 3) Service skills refer to the contact skills that should be mastered at each contact point; 4) Service etiquette refers to the contact etiquette that should be observed at each contact point. 4.4.3.3 Service provision specifications
Service provision specifications are the input requirements of the organization for service resources such as service personnel, service equipment, service products, and service environment. The requirements include: a) requirements for service personnel at each contact point; b) requirements for service facilities at each contact point; c) requirements for service supplies at each contact point; d) requirements for service environment at each contact point. 4.4.3.4 Service Control Specifications Service Control Specifications The process control requirements for the organization to transform the input of service resources into service output. The requirements include: a) requirements for visual inspection and measurement at each contact point; b) requirements for non-conformity control at each contact point; c) requirements for data analysis at each contact point; d) requirements for continuous improvement at each contact point. 4.4.4 Customer Communication Communicate with customers in the process of identifying and confirming customer requirements so that customers understand the services to be provided; provide necessary training and guidance to customers who need cooperation; establish good interpersonal relationships with customers; SBT 10382—2004 d) respond promptly to customer requirements; solicit customers' opinions and suggestions and obtain their opinions. 4.4.5 Service Commitment
The organization should identify and control service commitments. This includes contractual commitments, verbal commitments, advertising commitments, etc., to prevent the phenomenon of using promises for market development.
4.4.6 Service Characteristics Control
The organization should ensure that service characteristics occurring simultaneously or successively can meet customer requirements one by one, and should comply with the requirements of 7.47.5 and 7.6 of GB/T19001--2000.
4.4.7 Customer Contact Control
The organization should ensure that customers are in a controlled state of contact service: a) Take effective measures to keep frequent customers in a good mental and physical state; b) The property brought by customers is effectively protected; d) The service resources that come into contact with customers should be marked; e) Identify customers and related customer property when necessary; 4.4.Maintenance and return visits to service quality lists
The organization shall ensure that the maintenance and return visits to service quality lists are under effective control: a) When service quality needs to be maintained after service provision: service characteristics and customers shall continue to be under control; b) When service quality needs to be improved after service provision, service characteristics and customers shall continue to be under control. 4.5 Quality, analysis and improvement of services
4.5.1 Monitoring and measurement
The organization shall monitor and measure the service provision process: specify internal evaluation methods for service quality, which should comply with the requirements of 8.2.3 to 8.2.4 of GB19001-2000; b) Specify external evaluation methods for service quality. It should meet the requirements of GB/T19001-2000 8.2.1: C) The audit method of the service management system should meet the requirements of GB/11900I-2000 B.2.2: 4.5.2 Non-conformity control
The organization should control non-conforming services: It should meet the requirements of GB/T19001-2000 8.3, 4.5.3 Data analysis
The organization should control data analysis. It should meet the requirements of GB/T19001--2000 8.4, 4.5.4 Service improvement
The organization should continuously improve the service supervision system:
a) Take corrective measures for non-conforming services. It should meet the requirements of 8.5.2 of GB/T19001-2000: 6) Plan and take preventive measures for unsatisfactory services: It should meet the requirements of 8.5.3 of GBT19001-2000: 7) Take remedial measures when necessary to ensure that unsatisfactory services are met. 4.6 Service management system documents
4.6.1 General
The organization should develop service management system documents based on the needs of customer contact: a) Have the ability to achieve continuous customer appreciation:
6) It is conducive to the formation of behavioral rules that all employees consciously abide by; ) It will not have an adverse impact on effective service management and service improvements; d) Develop and implement procedures to streamline functions and reduce the chances of recording, 4.62 Service management system documents
The service management system documents should include
a) Documented service policies and service standards, 6
Service manual:
Service specifications, service provision specifications and Quality control regulations, the organization shall ensure the effective planning, operation and control of service management documents: records required by this standard
Service manual
The organization shall prepare and maintain service manuals, which shall include: the model of the service management system, including the details and rationality of any additional provisions; the sequence of documents prepared for the service management system or their references: 6
The description of the interaction between the service management system processes; d) The description of the contact process between the organization and the customer, 4.6.4 Document control
SB/T103B2—2004
The organization shall exercise effective control over the service management system documents. It shall comply with the requirements of 4.2.3 of GB/T19001-20MM. 4.6.5 Record control
The organization shall exercise effective control over the records of the operation of the service management system. Should meet the requirements of 4.2.4 of GB15001-2000 SE/T103822004
Appendix
(Normative Appendix)
Guidelines for the Implementation of the Job Management System Specification
This document further explains the service management system specification to prevent deviations in understanding. The sections in this document do not completely correspond to the chapters of the service management system specification.
A.1 Service Management System Essentials
A.1.1 Relationship with the Quality Management System
The service management system is a supplement and enrichment of the service requirements of the quality management system. It is a management system based on the quality management system as a theoretical framework.
3) The service management system believes that the principles and methods of the quality management system are of primary importance. These principles and methods are not only applicable to the quality management system, but also to the service management system; the service management system believes that the quality management system's requirements for tangible products are also consistent with itself in some aspects. This consistency comes from the objective existence of tangible products and services. A.1. The structure of the service management system
The structure of the service management system also reflects the relationship between the two management systems. The service management system includes service management responsibilities, service resource management, service realization and service measurement, analysis and improvement. This is the difference between the two management systems. The service management system identifies the shrinking loop as the core of the process and the customer service as the core of the process. This is the difference between the two management systems.
A.2 Service management responsibilities
A2.1 Service management commitment
Service management commitment is a requirement for senior management. These requirements actually reflect the service management function of the service market. A.2.2 Continuous Customer Satisfaction
The thorough implementation of the customer-focused principle depends to a certain extent on an effective incentive mechanism. A.2.3 Service policy and service objectives
Service policy and service objectives are applied to the service management system to identify and define the needs of customer contact and become the basis for formulating service policy and service objectives:
A2.4 Service management positions and authorities
The relevance and importance of customer contact refers to whether it is real contact with customers or contact with customers. The relationship between direct contact and return contact is the relationship between communication activities and internal activities. A.3 Service resource management
Service resources are different from production resources. Production resources basically do not contact customers, while a large part of service resources must contact customers. Therefore, the supply and use of service resources must be based on the needs of customer contact. Contact with customers is contact with people. Although this contact may be represented by objects, it ultimately reflects people's needs. A.4 Service realization
A,4,1 Processes related to customer contact
SB/T10382—20B4
From the perspective of the service provision process, the contact process includes a stage before, during and after service provision. From the perspective of the service management system, the contact process includes four aspects: service management functions, service resource management, service realization, and service measurement, analysis and improvement. The relationship between the three aspects is actually the relationship between service strategy and service management system planning. A,42 Identification and determination of customer requirements
A.42.1 Customers may raise some requirements that are inconsistent with the organization's service level. The organization should identify the improvement opportunities behind these requirements, make rational suggestions to customers in a timely manner and persuade customers to accept the suggestions, rather than irresponsibly affirm or reject customer requirements. A.4,2.2 After meeting the service characteristics required, the customer will evaluate whether the service characteristics meet their psychological indicators. a) Customers usually use psychological indicators such as matching facilities, reasonable price, pleasant environment, and comfortable feeling to evaluate the service environment characteristics; customers usually use psychological indicators such as safe and reliable, clean and tidy, easy to use, and value for money to evaluate the characteristics of service facilities; b) Customers usually use psychological indicators such as complete supplies, safe and reliable, beautiful appearance, and easy to use to evaluate the characteristics of service supplies; c) Customers usually use psychological indicators such as clean and tidy, civilized and polite, and well-behaved to evaluate the characteristics of service supplies. 1. Customers usually use psychological indicators such as full service, differentiation, responsiveness, and reasonable charges to evaluate the characteristics of service scope. Customers usually use psychological indicators such as keeping promises, paying attention to details, being efficient, and ensuring coordination to evaluate the characteristics of service procedures. 2. Customers usually use psychological indicators such as compliance with laws, sincerity, good communication, and just right to evaluate the characteristics of service skills. 3. Customers usually use psychological indicators such as people-oriented, emotion-oriented, intimacy, and experience and care to evaluate the characteristics of service etiquette. A.4.3 Customer communication
) Service provision requires customer cooperation in many situations. Necessary training and guidance for customers is an important factor to ensure service quality. 4. Customers' service personnel who have direct contact with customers have an important influence on customers' thinking. In order to make customers cooperate with the service effectively, it is necessary to establish good interpersonal relationships with them.
A.4,4 Service Commitment
The process of service realization: the organization first provides commitment, the customer decides to buy trust, the organization's commitment affects the service realization, and the trust of the customer leads to the selection of service. This forms the interaction between the organization's "commitment-fulfillment" behavior and the customer's "trust-selection" behavior in the service realization process. The characteristics of this interaction are: a) the organization's commitment to the customer and the customer's trust in the organization are the starting point of service realization; b) the fulfillment behavior caused by the organization's commitment behavior and the selection behavior caused by the customer's trust behavior are the end point of service realization: service realization is completed under the interaction of the organization's "commitment-fulfillment" behavior and the customer's "trust-selection" behavior.
The importance of service commitment lies in: it can not only generate behavioral interaction and emotional communication in the process of contact between the organization and the customer, but also help enhance the customer's trust in the organization and the organization's sense of responsibility to the customer, and encourage a member of the organization to take the fulfillment of service commitment as his own voluntary action:
Service commitment has the dual role of providing commitment and developing the market. The organization should identify different forms of service commitments, such as contractual commitments, verbal commitments, advertising commitments, etc., and control them. Prevent the fraud of using commitments before entering the market. A.4.5 Customer contact control
Service provision must be carried out under the condition of customer contact. Customers are not only the objects of service provision, but also an important factor affecting service quality. The service provision process should not only keep the organization's internal resources (service personnel, service facilities, service supplies, service environment, etc.) and external resources (such as the packaging process of service resources) under control, but also keep the quality and customer contact period under control at the same time. This control requirement for customer contact is an important feature of the service management system's control method. A.4.6 Maintenance and return visits of service quality
Maintenance and return visits of service quality will lead to the continuation of the service provision process. The difference between the two is that the former is the continuation of the service provision process required by the customer, while the latter is the continuation of the service provision process recognized by the organization. 4.5 Measurement, analysis and improvement of service
A.5.1 The organization can refer to the following methods for evaluation:
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