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    History and Importance of Quality

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    Jamal
    The document discusses the history and evolution of total quality management (TQM) from the 1920s to present day. Some key developments include Walter Shewhart developing statistical quality control methods in the 1930s, W. Edwards Deming introducing these methods to Japanese companies in the 1950s which is considered the origin of TQM, and Philip Crosby promoting the concept of zero defects. By the 1960s, Japanese companies adopted a company-wide approach to quality control and standards like ISO 9000 were developed. Today, TQM focuses on a systemic approach to quality across an organization.

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    History and Importance of Quality

    Uploaded by

    Jamal
    323 views4 pages
    The document discusses the history and evolution of total quality management (TQM) from the 1920s to present day. Some key developments include Walter Shewhart developing statistical quality control methods in the 1930s, W. Edwards Deming introducing these methods to Japanese companies in the 1950s which is considered the origin of TQM, and Philip Crosby promoting the concept of zero defects. By the 1960s, Japanese companies adopted a company-wide approach to quality control and standards like ISO 9000 were developed. Today, TQM focuses on a systemic approach to quality across an organization.

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    The history and importance of Quality.

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    The document discusses the history and evolution of total quality management (TQM) from the 1920s to present day. Some key developments include Walter Shewhart developing statistical quality control methods in the 1930s, W. Edwards Deming introducing these methods to Japanese companies in the 1950s which is considered the origin of TQM, and Philip Crosby promoting the concept of zero defects. By the 1960s, Japanese companies adopted a company-wide approach to quality control and standards like ISO 9000 were developed. Today, TQM focuses on a systemic approach to quality across an organization.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    323 views4 pages

    History and Importance of Quality

    Uploaded by

    Jamal
    The document discusses the history and evolution of total quality management (TQM) from the 1920s to present day. Some key developments include Walter Shewhart developing statistical quality control methods in the 1930s, W. Edwards Deming introducing these methods to Japanese companies in the 1950s which is considered the origin of TQM, and Philip Crosby promoting the concept of zero defects. By the 1960s, Japanese companies adopted a company-wide approach to quality control and standards like ISO 9000 were developed. Today, TQM focuses on a systemic approach to quality across an organization.

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    History and Importance of Quality

    EVOLUTION OF TQM: TIMELINE & HISTORY

    1920s  Some of the first seeds of quality management were planted as the principles of scientific
    management swept through U.S. industry.

     Businesses clearly separated the processes of planning and carrying out the plan, and union
    opposition arose as workers were deprived of a voice in the conditions and functions of their
    work.

     The Hawthorne experiments in the late 1920s showed how worker productivity could be
    impacted by participation.

    1930s  Walter Shewhart developed the methods for statistical analysis and control of quality.

    1950s  W. Edwards Deming taught methods for statistical analysis and control of quality to
    Japanese engineers and executives. This can be considered the origin of TQM.

     Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.

     Armand V. Feigenbaum’s book Total Quality Control, a forerunner for the present
    understanding of TQM, was published.

     Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many
    companies.

    1968  The Japanese named their approach to total quality "companywide quality control." It is
    around this time that the term quality management systems arises.

     Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality
    leader.

    Today TQM is the name for the philosophy of a broad and systemic approach to managing
    organizational quality.

     Quality standards such as the ISO 9000 series and quality award programs such as the
    Deming Prize and the Malcolm Baldrige National Quality Award specify principles and
    processes that comprise TQM.

     TQM as a term to describe an organization's quality policy and procedure has fallen out of
    favor as international standards for quality management have been developed.

    Significance of Quality in Hospitality Industry

    Managing quality is critically important hospitality industry beside with other types of
    businesses. The importance of managing quality for tourism organizations has vividly
    augmented in the last years due to the high level of competition in the industry produced
    by the globalization and fewer obstacles for entering into the industry.
    The concept of quality is widely discussed in the hospitality management. Quality in
    the hospitality industry is defined as “the consistent delivery of products and guest
    services according to expected standards. (Hayes, Ninemeier & Miller, 2011).
    Creating value for the guest will lead to retain the guests successfully, and when we
    talk about guest retention managers must know the importance of it in this particular type
    of industry.

    Quality Components in Hospitality Industry

    Hospitality Industry

    Companies’ ability to sustain its competitive lead is vital for the stability of the
    business in today’s highly competitive market, and quality is one of the important factors
    for keeping the company in a competitive advantage. It is the extent of how well a service
    provider can meet or exceed its customers’ needs and expectations.
    In the free market competition tends to be high to achieve customer satisfaction
    which is very important because of the following reasons:
    1.The offered products or services are similar if not identical
    2. Prices are not easy to change
    3. The cost to change to another service is measured as low; therefore, customers have
    stronger negotiating power.
    Due to the above; we can say that Quality Management and continuous
    improvement are closely associated concepts, so customer satisfaction and recalling
    loyalty are very important to any hospitality organization because of the strong market
    competition within this industry.
    Organization Structure in Hospitality Industry Firms
    This section will describe the optimal way of structuring Hospitality industry firm and in
    specific Hotels.
    Organizational objectives require the organization to structure the human functions
    and physical resources through breaking down the tasks into roles; each role has to be
    placed under a specific department, and each department has to have an identified role.
    This way will ease achieving the organizational objectives.
    A good practice in structuring hotels is classifying the department in accordance to its
    contact with customers (in this case is the guest is the customer), so will end with a two
    main categories; front departments and back departments, where front
    departments perform the activities with direct contact to the guest, and back
    departments perform other supporting tasks.
    In the figures shown below we can see a typical structure of both limited and full
    services hotel types, while the number of employees of 500 is the boundary line between
    the two types.
    Structure of Limited service Hotel (A. Stutts,J. Wortman, 2006)

    Structure of Full-service Hotel (A. Stutts, J.Wortman, 2006)

    Factors Relating to Expected Quality


    1. Market communication-includes all that a marketing department can do to reach the customer
    and persuade them to purchase their product or services, which includes advertising, direct mail,
    public relations and sales campaigns which are fully controlled by the company itself. This
    indicates that a part of what the customer expects is created by the company itself.
    2. Word of mouth-is a factor which is highly influenced by what previous consumers of the
    service or products being sold have said or are saying, which can either be good or bad depending
    on whether the expectations of these previous customers have been met or not. This then means
    that a company has partial influence on what is being said about it, in the sense that whether, the
    expectations of their customers are met or not directly influences the positivity or negativity of
    what their customers are saying. This is the same for Image.
    3. Customer needs-is based on the gravity of the need itself, meaning how important is the need
    of a customer. For example, if a customer is looking for a hotel, in this case the service which is
    needed is a room to stay in, the higher the need, the more is expected and vice versa.

    Factors Relating to Experienced Quality


    Service quality is an achievement in customer service. It reflects at each service
    encounter. Customers form service expectations from past experiences, word of
    mouth and marketing communications. In general, customers compare perceived
    service with expected service, and which if the former falls short of the latter the
    customers are disappointed.
    Service quality can be related to service potential (for example, worker's
    qualifications); service process (for example, the quickness of service) and service
    result (customer satisfaction).
    One of the earliest attempts to grapple with the service quality concept came from the
    so-called Nordic School. In this approach, service quality was seen as having two basic
    dimensions.
    Technical quality: What the customer receives as a result of interactions with the
    service firm (e.g. a meal in a restaurant, a bed in a hotel)
    Functional quality: How the customer receives the service; the expressive nature of
    the service delivery (e.g. courtesy, attentiveness, promptness)

    Six Criteria of Good Perceived Service Quality


    − Professionalism and Skills: The knowledge and skills employees possess to solve problems in
    a professional way as well as having the right operational systems and physical resources to resolve
    issues or provide a service (technical quality related)
    − Attitudes and Behaviour: The concern and interest service employees possess in solving
    problems in a friendly and spontaneous way (functional quality related)
    − Accessibility and Flexibility: Location, operating hours, employees, systems, design and
    operation itself are structured in such a way which deem it easy for the customer to access a service
    or product are as well prepared to adjust to the demand of a customer (functional quality related)
    − Reliability and Trustworthiness: The ability to keep promises and perform with the best
    interest of the customer at heart.
    − Recovery: The ability to effectively respond to unpredictable and unexpected events and
    actively take actions to keep a situation under control and find the best solution (functional quality
    related)
    − Reputation and Credibility: The belief of being trusted as well as providing the adequate value
    for money for good performances and values shared by the customer and the service provided
    (technical quality related)

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