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An Overview of Managing for Quality

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Chapter One An Overview of Managing for QualityStrategic Quality PlanLearning ObjectivesLearning Objectives (cont.)Managing for Quality ParadigmTotal Quality ManagementTQM Philosophy States:Personal Definition of QualityCustomersInternal CustomersExternal CustomersA Model for Doing the Right ThingsBenchmarkingBenchmarking AdvantagesThinking Outside the BoxLearning OrganizationsLearning Organizations (cont.)Five Positive Results from the Process of Managing for QualityFive Positive Results from the Process of Managing for Quality (cont.)The Results of Improving QualitySummaryKey TermsKey Terms (cont.)Slide 24Slide 25Slide 26Slide 27Relevant Web SitesManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Chapter One An Overview of Managing for QualityManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Strategic Quality Plan“Quality is the standard of measurement – it is the measurement of excellence. Quality is clean, fresh, and well appointed. Managing for quality looks at issues of safety and presentation from the perspectives of the customers.”Susan K. SmithPresidentFood Concepts, Inc.Denver, ColoradoManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Learning Objectives•Develop a personal definition of quality•Understand the two categories of customers in an organization•Discuss the three criteria for “doing things right”Managing for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Learning Objectives (cont.)•Describe the process and advantages of benchmarking •Define a learning organization•Understand five positive results from the process of managing for qualityManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Managing for Quality ParadigmMeeting customer expectations +Reducing problems =Managing QualityManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Total Quality Management•The concept of management for quality is an outgrowth of the Total Quality Management (TQM) philosophy of management.Managing for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458TQM Philosophy States:•Bottom line performance will take care of itself IF•Customer requirements identified •Deficiencies minimizedManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Personal Definition of Quality•Not solely based on appearance and financial success•Organizational culture of a company makes it happen•Doing the right things•Balancing the three sets of expectations in an organization•Dynamic, fluid, and evolutionaryManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Customers•Two categories: Internal and External •They determine the levels of improvements needed in an organization•They must be asked sincerely for feedbackManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Internal Customers•Staff members and managers•Advocates for external customers •Should be motivated by quality requirements of the external customersManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458External Customers•Those who purchase the organization’s products and services •They expect and deserve value in exchange for their money and timeManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458A Model for Doing the Right Things Managing for QualityInternal Customers’ Expectations Financial Expectations External Customers’ ExpectationsManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Benchmarking•Study another organization’s process•Adapt, modify, and apply the process to your organization•Demands time and commitment from key internal customers•Raises the quality levels of your products and servicesManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Benchmarking Advantages•Stimulates rapid innovation among competitors•Creates Partnering •Goals that require the organization to leave its comfort zone can create dramatic improvementsManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Thinking Outside the BoxThink HereThink HereThink HereThink HereThink HereThink HereThink HereManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Learning Organizations•The way an organization recreates itself•A place with organizational memory•One of shared knowledge, insights, and goals•The sum of the whole is greater than its individual componentsManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Learning Organizations (cont.)•Process of managing for quality exists and flourishes •Examination of critical system processes•Get suppliers involved in some key decision-making processesManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Five Positive Results from the Process of Managing for Quality1. Organization stays competitive by concentrating on customer requirements rather than the bottom line2. Internal customers are empowered and satisfied3. External customers find value and will be repeat consumersManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458Five Positive Results from the Process of Managing for Quality (cont.)4. Leaders are more likely to accept the ideas for improvement from those on the front line 5. Benchmarking keeps the organization competitive and innovativeManaging for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458The Results of Improving Quality Costs


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