TUV Rheinland: Committed to Improving the Quality of the Service Industry in China
The TUV Rheinland SQS service is now available in China, and provides the Chinese service industry with a highly streamlined, effective, and direct quality control method.
- (1888PressRelease) August 01, 2016 - Two executives from SLC Management GmbH recently visited several football clubs in China to discuss the feasibility of cooperating on service quality system certification in the Chinese football industry. SLC and TUV Rheinland had previously collaborated on similar evaluations at a number of football clubs in Germany, including Munich, Leverkusen, and Cologne.
Dr. Alfons Madeja, executive director (ED) and chief executive officer (CEO) of SLC Management GmbH said that the visit to China was aimed at improving communication with Chinese football clubs in terms of technical capability and personnel training. They also met with experts in the Chinese sporting industry to learn more about the industry's service quality improvement requirements and to propose tailored solutions.
According to Dr. Madeja's introduction, the standard adopted for sports industry certification is based on management experience gained in the European Federal League (Fußball-Bundesliga) in Germany. It can effectively help the Chinese sporting industry and football clubs improve their management performance, boost sales and revenues, and enhance their brand value.
The TUV Rheinland Group has designed the first international service quality standard for the sports industry. The basis and principles in the certification model for football clubs cover several aspects: the certification method is based on the TUV Rheinland "Service Quality Standard" mechanism, which examines the organization's management performance in terms of service quality from the perspective of football fans and customers. At the same time, management benchmarks based on the management resources of Fußball-Bundesliga also help organizations identify potential opportunities for improvement as well as management risks. During the evaluation process, the organization's service content and process are analyzed. This provides the organization with more options for reducing its management burden and for improving sales.
Wei-min Fang, vice president of TUV Rheinland systems service, stated that the service quality certification of TUV Rheinland is a tailor-made enterprise assessment standard, and a performance management indicator system based on the ISO 9001 quality management standard, process audit requirements, and a customer's particular requirements. It enables effective, systematic, and continuous improvement of service quality by the company. The various management system certification services offered by TUV Rheinland are among the most authoritative quality management system certifications in the world today. The TUV Rheinland's service quality certification is broader in scope, and includes mystery shopping, service quality improvement, management process, and system validity review.
TUV Rheinland is already introducing service quality certification to the Chinese market, and has already issued a number of Service Quality System (SQS) certificates in the healthcare field. In 2014, Beijing Pinggu District Hospital invited experts from TUV Rheinland to carry out such preparations for service quality certification as personnel training, process design, and quality improvement. Guidance was also sought on personnel service, environmental service, and medical service, with numerous improvements carried out. After a year of secret visits and on-site audit , Beijing Pinggu District Hospital received formal TUV Rheinland SQS certification in March 2015. This makes it one of the few top public general hospitals in China to have international service quality certification. The constant improvements in service made by all hospital staff have increased patient satisfaction from 76% to 92%.
Fang believes that China's current "five-year plan" (2016-2020) will see the country accelerate its transition to the late industrialization stage, and the industrialization stage will be relegated to history. This process will see industry move beyond expansion of quantity into improvement of quality, promoting the "Made in China 2025" strategy that is to rapidly lift the manufacturing industry's added value and competitiveness in order to seize the high ground in the global industry chain. The production service industry will play an especially critical role in the service industry.
The TUV Rheinland Group and SLC Management GmbH are collaborating on the SQS service. It has extensive applications in transport (high speed rail and aviation), automotive dealers and after-sales 4S showrooms, the sports industry, luxury goods, telecoms/utilities, travel and accommodation, healthcare, financial services, and fast-consumption industries.
"The current trend driving the transformation and upgrading of the manufacturing industry is entailing developments in the service industry," said Fang. "TUV Rheinland is adapting to this trend by doing our best to serve all the service enterprises out there. We help these enterprises understand what customers really want, as well as the state of their own management and service quality, so they can effectively improve their service quality, continuously improve their management system and processes, enhance customer satisfaction and loyalty, and boost business profits and competitiveness. The Chinese service industry is now searching for innovation, upgrading, and transformation. Businesses should start by establishing a comprehensive service management system, then use market research, consultations, reviews, and certifications to introduce professional management techniques based around service quality."
Fang stated that the review process and the contents of service quality certification conducted by TUV Rheinland are a tailor-made enterprise assessment standard based on international standards modified to suit the local conditions in China as well as the requirements of individual companies. By having an independent and impartial partner monitor its service quality improvements, an organization can realize systematic and continuous improvements to service quality.
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