In the specific context of queues associated with provision of a service, David Maister lists a number of `proportions':抄原文请+QQ3249.114 辣'文,论'文"网
（1）Unoccupied time feels longer than occupied time…
（2）Preprocess waits feel longer than in-process waits …
（3）Anxiety makes waits seem longer …
（4）Uncertain waits are longer than known, finite waits …
（5）Unexplained waits are longer than explained waits …
（6）Unfair waits are longer than equitable waits …
（7）The more valuable the service the longer the customer will wait …
（8）Solo waits feel longer than group waits …
The other measure, perhaps most immediately obvious to the customer, is the fault rate. This may be divided into two categories:
Involving the wrong `product', quantity or price, or delivery to the wrong address, should not happen; but they do—and far more frequently than you might expect.
Faulty or damaged goods - are usually what `quality' is seen to be about; and customers, understandably, expect 100 per cent performance in this area (but rarely get it, except in the standardized mass consumer markets).
In many markets, this means that in order to avoid delivery of out-of-date products, or goods beyond their expiry date, the distribution chain has to operate a rigorous FIFO (First In First Out) control system; whereas LIFO (Last In First Out) is more normal and natural—the latest addition to stock being loaded at the front of the shelf, pushing the older stock to the back.毕业论文
http://www.751com.cn/1.2.2 Customer Service Quality
The elements described so far largely relate to the narrow perspective of 'service levels' in the consumer goods market. In the other sectors, particularly that of industrial goods, `customer service' may be even more important; and certainly more complex. For example, it is often stated (not least by the company itself) that IBM's success—at its peak in the 1980s - as a marketing company as almost entirely due to its commitment to “customer service”.
In the service sector (particularly in the area of personal services), customer service is often, by definition, the “product” itself. The “quality” of the customer service represents the quality of the “product” the customer is buying. Indeed, in many service sectors the customer has to buy the service “on trust”; since it cannot be inspected before use. Monitoring such customer service, and maintaining standards, may be particularly difficult for some service providers; especially where there is a high content of personal service (for example, in hotels and catering in the private sector, and in hospitals in the public sector).
1.3 Cost
Cost is valuation in terms of money of effort, material, resources, time and utilities consumed, risks incurred, and opportunity forgone in production and delivery of a good or service.(Cost, 2011) All expenses are costs, but not all costs (such as those incurred in acquisition of an income-generating asset) are expenses.
In this case, money is the input that is gone in order to acquire the thing. This acquisition cost may be the sum of the cost of production as incurred by the original producer, and further costs of transaction as incurred by the acquirer over and above the price paid to the producer. Usually, the price also includes a mark-up for profit over the cost of production.Costs are often further described based on their timing or their applicability.
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