Kano’s Model for Clinical Laboratory

Authors: Khaled N. El-Hashmi, Omar K.Gnieber

Abstract:

The clinical laboratory has received considerable recognition globally due to the rapid development of advanced technology, economic demands and its role in a patient’s treatment cycle. Although various cross-domain experiments and practices with respect to clinical laboratory projects are ready for the full swing, the customer needs are still ambiguous and debatable. The purpose of this study is to apply Kano’s model and customer satisfaction matrix to categorize service quality attributes in order to see how well these attributes are able to satisfy customer needs. The result reveals that ten of the 26 service quality attributes have greater impacts on highly increasing customer’s satisfaction and should be taken in consideration firstly.

Keywords: Clinical laboratory, Customer satisfaction matrix, Kano’s Model, Quality Attributes, Voice of Customer.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1088400

References:

[1] A. Coskun, T. Inal, I. Unsal, and M. Serteser, "Six Sigma as a quality management tool: Evaluation of performance in laboratory medicine", in A. Coskun, Ed.,Quality Management and Six Sigma, SCIYO, 2010, pp. 247-261.
[2] B. Busacca, and G. Padula, ‘‘Understanding the relationship between attribute performance and overall satisfaction: theory, measurement and implications’’, Marketing Intelligence and Planning, Vol. 23, No. 6, pp. 543-61, 2005.
[3] C. Berger, Blauth, C. Bolster, G. Burchill, W. DuMouchel, F. Pouliot, R. Richter, A. Rubinoff, D. Shen, M. Timko, and D. Walden, ‘‘Kano’s methods for understanding customerdefined quality’’, The Center for Quality Management Journal, Vol. 2, No. 4, pp. 3-36, 1993.
[4] J. Huiskonen, and T. Pirttila, ‘‘Sharpening logistics customer service strategy planning by applying Kano’s quality element classification’’, International Journal of ProductionEconomics, Vol. 56-57, pp. 253-60, 1998.
[5] K. Matzler, and H.H. Hinterhuber, ‘‘How to make product development projects more successful by integrating Kano’s model of customer satisfaction into quality functiondeployment’’, Technovation, Vol. 18, No. 1, pp. 25-38, 1998.
[6] N. Kano, K. Seraku, F. Takahaski, and S. Tsuji, ‘‘Attractive quality and must-be quality’’, Hinshitsu (Quality, The Journal of The Japanese Society for Quality Control), Vol. 14, No. 2, pp. 39-48, 1984.
[7] P.K. Zingheim, and J.R. Schuster, "Measuring and Rewarding Customer Satisfaction, Innovation, and Work Engagement", WorldatWork Journal, Vol. 16, No. 4, pp.8-22, 2007.
[8] Q. Xu, R. J. Jiao, X. Yang, M. Helander, H. M. Khalid, and A. Opperud, “An analytical Kano model for customer need analysis”, Design Studies, Vol. 30, No. 1, pp. 87-110, 2009.
[9] R.W. Forsman, "Why is the laboratory an afterthought for managed care organizations", Clinical Chemisty, Vol. 42, No. 5, pp. 813-16, 1996.
[10] S. P. Lin, C. L. Yang, Y. H. Chan, and C. Sheu, “Refining Kano's quality attributes–satisfaction' model: A moderated regression approach”, International Journal of Production Economics, Vol. 126, No. 2, pp. 255-263, 2010.
[11] T.A. Pawitra, and K.C. Tan, ‘‘Tourist satisfaction in Singapore- a perspective from Indonesian tourists’’, Managing Service Quality, Vol. 13, No. 5, pp. 339-411, 2003
[12] X.X. Shen, K.C. Tan, and M. Xie, ‘‘An integrated approach to innovative product development using Kano’s model and QFD’’, European Journal of Innovation Management,Vol. 3, No. 2, pp. 91-9, 2000.
[13] Y.H. Chen, and C.T. Su, ‘‘A Kano-CKM model for customer knowledge discovery’’, Total Quality Management, Vol. 17, No. 5, pp. 589-608, 2006.