The head of the US Veterans Affairs, Robert McDonald, demonstrated a phenomenal lack of understanding of the nature of a service product and measurements relevant to those service products when he said that VA wait times was not an important measure.
VA Wait Times in McDonald’s View of Service Measurement
“The days to an appointment [wait time] is really not what we should be measuring. What we should be measuring is the veteran’s satisfaction… When you go to Disney, do they measure the number of hours you wait in line? Or what’s important? What’s important is, what’s your satisfaction with the experience?… And what I would like to move to, eventually, is that kind of measure,” as reported by the Christian Science Monitor at one of its events on May 23, 2016.
Really? He thinks Disney doesn’t measure wait times? Of course it does! Why? Because wait time is part of the customer experience, it’s part of the product-service bundle they sell to their customers.
McDonald’s bona fides for the VA job was his military background and that he was CEO of Proctor & Gamble. How can Mr. McDonald run a service operation when he lacks such basic understanding of services? There are no wait times in the production of Tide.
Let’s put the issue into a context that Mr. McDonald would understand. Let’s say customers love the cleaning power of Tide, but the box they hate — no carrying handle or it was flimsy and would break into smithereens if it were dropped. Would Mr. McDonald say, “Yea, but we should focus on the cleaning power of the detergent”? Of course not. Look at the whole package, which customers do.
Service Quality Dimensions
A well-accepted academic model of service quality posits that there are five dimensions to service quality:
- Responsiveness — prompt delivery of service
- Reliability — delivering service with good outcomes
- Assurance — having confidence in the service provider
- Empathy — showing concern for the customer
- Tangibles — leaving the customer with more knowledge of the situation
People evaluate their overall experience based on all five of these factors. The core service could be reliable and of high quality. But if you have to wait a long time for it, or you are treated badly, or you lack confidence in the abilities of the service provider, your opinion of the service will be impaired.
Interestingly, Mr. McDonald’s comments about the lack of importance of responsiveness demonstrates a lack of empathy and could probably reduce the assurance veterans will feel about their VA health services.
Professor David Maister has a highly cited Harvard Business Review article on the “Psychology of Waiting Lines.” He discusses in his book ways that the perception of wait times can be managed, but the actually wait times still need to be managed. Just ask the TSA.
Yes, Mr. McDonald, Disney does measure and manage wait times and wait perception. And they’re only delivering entertainment. In your service world of health care delivery, treating wait times that can affect clinical outcomes as unimportant is truly mind boggling.
TSA (US airport security screeners) frequently tell us during busy times to arrive at the airport extra early. Early arrival does NOT increase capacity. If everyone arrives 2 hours early, then you are no more likely to make your plane than if everyone arrives 1 hour early. Arriving early just creates more congestion, but now TSA can turn the blame to you for missing your flight. Airport capacity management is the issue!! If only journalists would ask the right questions…