QSMTH M1 • Surveys of satisfaction (questionnaires)

QUALITY
• Mystery guest/Mystery Shopper - (a technique of
- is meeting or exceeding customer expectations. secretly visiting companies/organizations in
- the consistent delivery of products and guest question, to check the quality of the services
services according to expected standards. provided and to prepare and submit feedback
reports to the management).
QUALITY MANAGEMENT

- is closely linked to the concept of continuous • Market evaluations (market reports analysing
improvement, it does not take the form of capital critical issues, such as competition and pricing policy,
in the sense of an asset, but involves work to make useful for defining the company’s strategic policies
something evolve. and marketing).

QUALITY SERVICE
• Audit reports (inspection, correction and verification
- is a management tool that provides companies of business accounts audits, conducted by
with a means of monitoring service from the independent auditors).
customers perspective
• Complaints and incidences are oral or written
QUALITY ASSURANCE complaints in specific forms, indicating incidents in
- refers to any planned and systematic activity “moments of truth” that led to guest’s
directed towards providing consumers with goods dissatisfaction.
and services of appropriate quality, along with the
confidence that they meet consumers’ • Self-assessments are the moments that managers,
requirements. staff or other stakeholders evaluate the present
situation, taking into consideration the market
Quality Service Management in Tourism and Hospitality reports, complaint forms, “moments of truth” etc.,
- In the area of hospitality, quality service for identifying the main source of malfunction, in
management is a participatory process that order for a solution to be found (Reyad, 2005).
empowers all levels of employees to work in groups
in order to establish guest service expectations and • Benchmarking. It is a process of comparing and
determine the best way to meet or exceed these measuring an organization's business processes
expectations. against best-in-class operations to inspire
improvement in the organization’s performance.
Three (3) Tools Measuring Quality Service in Tourism
and Hospitality Industry M2

1. Perceived Quality Service Model by Gronroos’ QUALITY

(1990) - is a helpful tool to understand factors that - is meeting or exceeding customer expectations.
affect customer perceived quality in a company’s - the consistent delivery of products and guest
service. services according to expected standards.
2. The Five Gap Model by Parasuraman, Zeithaml &
Berry’s (1994) - is a helpful instrument to define the Dimensions of Quality by Garvin (1987)
objectives of quality management.
1. Performance: Will the product/service do the
3. Other Tools for Improvement - there are some
intended job?
other tools to monitor quality of products or
2. Reliability: How often does the product/service
services and achieve continuous improvement in
fail?
the tourism industry:
3. Durability: How long does the product/service
last?
 4. Serviceability: How easy to repair the product / planning, quality production, quality delivery, quality
to solve the problems in service? after-sale service etc.
5. Aesthetics: What does the product/service
Suppliers- Suppliers supply machines and raw material to
look/smell/sound/feel like?
the company.
6. Features: What does the product do/ service
give? Quality Planning- The first and foremost step in quality
7. Perceived Quality: What is the reputation of the planning is to plan and know who your customer is, and
company or its products/services? what are his needs and wants.
8. Conformance to Standards: Is the
product/service made exactly as the Quality Control- It is a very important step in quality
designer/standard intended? management. It requires extensive, proper and
consistent training of employees so that errors can be
M3 controlled.
Producer’s Perspective - Providing maximum quality M4
features while having minimum cost is the focus point for
producers or manufacturers. Quality Service Management Principles

Consumer’s perspective- Getting maximum quality • Customer Satisfaction

features while having price as the focus point is the • Employee Commitment: This creates
motto of maximum consumers. empowerment through training and suggestion
mechanisms.
Quality Service Management • Fact-Based Decision Making: Teams collect data
• Quality - Degree of Excellence a Product or Service and process statistics to ensure that work meets
provides specifications.
• Service – A valuable action, deed, or effort • Effective Communications: There should be an
performed to satisfy a need or to fulfill a demand open dialogue throughout an organization.
of guests/customers. • Strategic Thinking: Quality must be part of an
• Management- Act, art or manner of handling, organization’s long-term vision.
controlling, directing etc. • Integrated System: A shared vision, including
knowledge of and commitment to principles of
The 5 Principles of Quality Service Management quality, keep everyone in a company connected.
• Process-centered: You can deconstruct every
1. Concentrate on the customer - Be customer
activity into processes, and, therefore, locate and
focused
repeat the best process.
2. Do it right - Do it right first time / Constantly
improve / Quality is an attitude not an inspection Continuous Improvement: Every employee should
process. always be thinking about how to better perform their
3. Communicate and educate- Tell staff what is going job.
on / Educate and train
4. Measure and record- measure work The decision to implement TQM affects areas such as:
5. Do it together- top management must be involved 1. Product Design
Factors Affecting Quality 2. Process Management
3. Supply Chain Management
• Management- The concept of quality management
starts from the top management. It is the top
management which initiates the quality concept in
an organization.
• Dedicated Employees- Every employee is
responsible for the quality
Product Design M5

Quality Function Deployment DR. WILLIAM EDWARDS DEMING

- A useful tool for translating the voice of the - He is often referred to as the “Father of Quality
customer into specific technical requirements is Control.”
quality function deployment (QFD).
Deming’s 14 Point Methodology
- QFD enables us to view the relationships among
the variables involved in the design of a product, 1. Constancy of purpose
such as technical versus customer requirements. 2. The new philosophy
3. Cease dependence on inspection
QFD STEPS
4. End lowest tender contacts
1. Identification of important customer requirements. 5. Improve every process
2. Making Competitive Evaluation (How the product 6. Institute training on the job
compares with its main competitors relative to the 7. Institute leadership
identified characteristics?) 8. Drive out fear
3. Product Characteristics. 9. Break down barriers
4. The Relationship Matrix- the strength of the 10. Eliminate exhortations
relationship between customer requirements and 11. Eliminate arbitrary numerical targets
product characteristics. 12. Permit pride of workmanship
5. The Trade-off Matrix - how each product 13. Encourage education
characteristic is related to the others and thus allows 14. Top management’s commitment
us to see what tradeoffs need to make.
The Deming Cycle
6. Setting Targets –evaluate competitors’ products
relative to the specific product characteristics and to - Known as the Deming Plan-Do-Check-Act (PDCA)
set targets for our own product. Cycle, this concept was invented by Shewhart and
popularized by Deming.
RELIABILITY
PHILIP CROSBY
- The probability that a product, service, or part will
perform as intended for a specified period of time - Philip Crosby came to the national prominence
under normal conditions. with the publication of his book Quality is Free in
1979. He established the absolutes of quality
Process Management
management
- The belief that it is far better to uncover the source
Crosby's Cost Of Quality
of quality problems and correct it than to discard
defective items after production. - In his book Quality Is Free, Crosby makes the point
- It exemplifies the difference between the old and that it costs money to achieve quality, but it costs
new concepts of quality. more money when quality is not achieved.
Managing Supplier Quality Crosby's Four Absolutes of Quality
- Extends the concept of quality to a company’s - Crosby espoused his basic theories about quality in
suppliers. four Absolutes of Quality Management as follows:
- Traditionally, companies tended to have 1. The Definition - Quality means conformance to
numerous suppliers that engaged in competitive requirements, not goodness.
price bidding. 2. The system for causing quality is prevention, not
- When materials arrived, an inspection was appraisal.
performed to check their quality. 3. The performance standard must be zero
defects, not "that's close enough."
4. The measurement of quality is the price of
nonconformance, not indexes.
DR. JOSEPH MOSES JURAN

- Dr. Joseph Juran assisted the Japanese in their

reconstruction processes after WWII.

Quality Planning – this involves identifying the

customers’ needs and expectations,

Quality Control- this concerns creating standards,

naming measurements and methods thereof,
contrasting results with actual standards and
constructing the differences and taking actions on
differences.

Quality Improvement- this is about the use of structured

annual improvements, projects, and plans, need of
improvement.

DR. WALTER ANDREW SHEWHART

- Dr. Walter Andrew Shewhart the “Grandfather of

Quality Control” was a giant among giants in the
quality movement during the first half of 20th
century.

DR. ARMAND FEIGENBAUM

- Armand Feigenbaum is given the credit to the

formation of idea of total quality control in his book
Quality-control Principles, Practice and
Administration (1961) and in his article Total
Quality Control (1956).

Quality Leadership- this is apparent when the

management stresses on the sound planning rather than
reacting to failures.

Modern Quality Technology- the traditional quality

development processes cannot resolve 80-90% of quality
problems.

Organizational Commitment- continuous training and

motivation of the whole workforce as well as
combination of quality business planning stage