Dual Role of Criminal Justice Services:

• Allen and Sawhney (2019) explain that criminal justice services have a dual role:
  • Public Safety: Protecting the community from crime and ensuring order.
  • Service Delivery: Providing services to victims, offenders, and the community, which may include support, rehabilitation, and information.
  • This dual role creates a complex challenge, as organizations must balance enforcement and control with support and service.  

4. Internal and External Performance Measures:

• Internal Performance Measures:
  • These assess the efficiency and effectiveness of internal processes.
  • Examples: Response times, case processing times, staff productivity, budget adherence.
• External Performance Measures:
  • These assess the impact of services on the community and customers.
  • Examples: Crime rates, victim satisfaction, recidivism rates, community trust in the justice system.

5. Three Service Matrices and Their Interlink:

• Allen and Sawhney (2019) discuss three service matrices in QFD:
  • Matrix 1 (House of Quality): Links customer requirements to service attributes.  

  • Matrix 2: Links service attributes to process requirements.
  • Matrix 3: Links process requirements to operational actions.
• These matrices are interlinked, with information flowing from one to the next, ensuring that customer needs are translated into concrete actions.  

6. Six Stages of a Matrices:

• Allen and Sawhney (2019) outline six stages within these matrices:
  • Identifying customer requirements.
  • Determining the importance of those requirements.
  • Identifying service attributes.
  • Assessing the relationship between requirements and attributes.
  • Developing process requirements.
  • Establishing operational actions.

7. Using QFD to Incorporate the Voice of the Customer:

• Allen and Sawhney (2019) explain that QFD uses surveys, focus groups, and other methods to gather customer feedback.  

• This feedback is then translated into specific customer requirements, which are used to drive service improvement.
• The House of Quality (Matrix 1) is a key tool for visualizing the relationship between customer needs and service attributes.  

8. Information Carried from Matrix 1 to Matrix 2:

• According to Allen and Sawhney (2019), the “service attributes” (the “hows”) are carried from Matrix 1 (House of Quality) to Matrix 2. These attributes become the “whats” for Matrix 2, which then links them to process requirements.

9. Information Carried from Matrix 2 to Matrix 3:

• Allen and Sawhney (2019) state that the “process requirements” (the “hows”) are carried from Matrix 2 to Matrix 3. These requirements become the “whats” for Matrix 3, which then links them to operational actions.

10. Difference Between the Front Office and Back Office:

• According to Allen and Sawhney (2019):
  • Front Office: Refers to the parts of the organization that directly interact with customers (e.g., police officers, victim advocates, court clerks).
  • Back Office: Refers to the parts of the organization that support the front office but do not directly interact with customers (e.g., data analysis, administrative support, IT).  

  • The front office is more focused on service delivery and customer satisfaction, while the back office focuses on efficiency and internal processes.