QUALITY SERVICE

MANAGEMENT IN
TOURISM AND
HOSPITALITY
Chapter 1
Introduction to Quality
Objectives:
At the end of the unit, students will be able to:
• Define quality, its perspectives, importance and level
• Recognize the Historical Philosophies of Quality
• Differentiate some of the leaders in Quality Revolution
Analyze the contemporary influences on Quality
• Deliberate on dimensions of Total Quality Management
• Discuss Quality in Services and components/models
Quality
Quality
Quality Perspectives
1. Perfection 6. Doing it right the first
2. Consistency time
3. Eliminating waste 7. Delighting or pleasing
customers
4. Speed of delivery
8. Total customer
5. Compliance with
satisfaction and
policies and
service
procedures
Importance of Quality
• Quality is uniquely positioned to accelerate
organizational growth through better execution
and alignment.

• Quality provides the voice of the customer

critical to developing innovative products and
services.
Importance of Quality
• Quality can provide an organization with a
competitive edge

• “No quality, no sales. No sales, no profit. No

profit, no jobs.”
Reasons for quality
becoming a cardinal
priority for most
organizations
Competition
•Today’s market demand high quality
products at low cost.
• Having `high quality’ reputation is not
enough. Internal cost of maintaining the
reputation should be less.
Changing customer
•The new customer is not only
commanding priority based on volume
but is more demanding about the
“quality system.”
Changing Product Mix
•The shift from low volume, high price to
high volume, low price have resulted in
a need to reduce the internal cost of
poor quality
Product complexity
• As systems have become more complex,
the reliability requirements for suppliers
of components have become more
stringent.
Higher levels of customer
satisfaction
• Higher customers expectations are
getting spawned by increasing
competition.
Quality
Levels
At organizational level, we need
to ask following questions:
• Which products and services meet your
expectations?
• Which products and services you need that
you are not currently receiving?
At process level, we need to ask

• What products and services are most important

to the external customer?
• What processes produce those products and
services?
• What are the key inputs to those processes?
• Which processes have most significant effects on
the organization’s performance standards?
Historical
Philosophies
of Quality
1920s
• 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.
1950s
• 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

• 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
01-14-2025
LEADERS IN
QUALITY
REVOLUTION
WALTER A. SHEWHART
• Statistician at Bell Laboratories
• an American physicist engineer and statistician,
sometimes known as the father of statistical
quality control.
• Developed the “plan-do-check-act” (PDCA) cycle that
emphasizes the need for continuous improvement
• Strongly influenced Deming and Juran
Dr. W. Edwards Deming
• Considered by many to be the master of continual
improvement of quality, as well as their overall operation,
• best known for his pioneering work in Japan.
• Beginning in the summer of 1950, he taught top managers
and engineers the methods for improving how they
worked and learned together.
• His focus was both internally, between departments, and
externally, with their suppliers and customers.
What are Deming's 14 points of
management?
•Deming's 14 points of management are a
set of practices that a management team
can use to help increase the company's
quality of output and productivity
•Companies typically benefit from focusing
their quality efforts on their production
processes.
What are Deming's 14 points of
management?
•Quality is important to a company's
success, and implementing total quality
management (TQM) in a company can
help build it at every level. This includes
everything from answering the phone to
assembling products and providing
service to customers.
1. Create constancy of purpose toward
improving products and services
• This is a long-term philosophy that can help
ensure the business's survival, as companies
require a farsighted approach.
• Short-term, reactive solutions have a short-term
effect. Increasing the effectiveness of tasks that
a company is already doing is good, but the
company can also innovate, conduct research,
and regularly improve product design.
2. Adopt a new philosophy
• It can be helpful to have a vision for the quality the
company seeks to deliver.
• Moving from a traditional management focus to a
leadership focus can change how a company
performs business.
• Adopting a new philosophy involves building a
quality culture with a commitment from everyone
involved.
2. Adopt a new philosophy
• Adopting a new philosophy involves building a
quality culture with a commitment from
everyone involved.
• Practical interventions, such as employee
training, full management support, proper
supervision, and management continuity
planning, can encourage companies to prioritize
quality management and fulfil customer needs.
3. Cease dependence on
inspections
• This proactive approach can save the
organization money as it allows it to discover
any costly defects much earlier than an
inspection.
• it also allows an organization to adjust
processes to avoid faults from reoccurring
instead of simply highlighting any areas of
improvements.
4. Use a single supplier for any
item
• It's important for a company to have a
mutually beneficial relationship with its
suppliers.
• If the company is more willing to pay for
quality, the supplier may be more likely to
meet quality requirements because it has
the resources to do so.
4. Use a single supplier for any
item

• Instead of reducing the price of supplies

while still expecting them to provide the
highest quality, the company can develop a
long-term relationship with the supplier.
4. Use a single supplier for any
item
• Focusing on one supplier for each input can
create greater motivation from the supplier
to meet the company's requirements.
• A trusting relationship with a supplier can
create an increase in the focus on
improvement with a higher level of
consistency.
5. Constantly improve processes

• This point encourages companies to analyze

and improve their processes continuously.
• Improving employee productivity and
training to help them deliver their best
usually improves company profits.
5. Constantly improve processes

• When a company works on permanently fixing

any flaws in its processes, it can move on to the
remaining processes and have confidence that
the previous issues aren't going to be a problem
anymore.
• Companies can use business process
management software to help adjust to any
changes.
6. Use on-the-job training

•Companies can use on-the-job training

to focus on quality improvement to get
predictable and consistent results.
•It's also important to share process
knowledge among everyone who has a
role within it.
6. Use on-the-job training
• Managers can let employees determine how
they fit in a process instead of assigning them
work.
• There are various ways a company can do this,
starting with an employee onboarding process.
• If employees can see where they fit into a team
and how a team's results can depend on their
efforts, they are likely to care about their results.
7. Institute leadership
• t's important for supervisors and managers to focus
on leadership, which encourages collaboration,
understanding, and a coaching approach.
• Supervision is a requirement for every company, but
working as a team to help everyone deliver their best
can significantly help a company see results.
• A team with good leadership can become an
important part of a quality management team.
7. Institute leadership

• Team members can make suggestions, ask

for help, and discuss any issues
management didn't notice.
• Leaders can help empower their team to
meet targets by creating an environment
where team members can reach their
potential.
8. Reduce fear
• When management and supervisors share the
requirement to reduce any fear, employees are
likely to acknowledge any mistakes without
asking.
• They're also more open to reporting problems
and understanding they're there to improve
processes.
8. Reduce fear
• Managers can address the issues and not
the person, work with employees to
develop solutions, and share quality goals
so everyone understands what the company
wants to achieve.
• This can help management discover the
best process and quality management
suggestions.
9. Reduce departmental barriers
• A company can reach its potential when its
departments work together. For example, the
company's product design, production, and sales
departments can share input about a new product to
help the company reach its potential.
• It's important for the various departments to
communicate with people that receive their work,
while also focusing on the end users of the service or
product.
10. Eliminate slogans and
communicate with individuals
• When a company seeks to improve its quality or
productivity, it may use slogans, catchphrases, or
encouragement
• Instead, it's important to look at improving
business processes.
• If these processes work well, then the company
has a better chance of delivering excellent
quality and working effectively.
11. Eliminate quotas and
numerical targets
• Sometimes setting a numerical target
replaces good leadership, and having high
production targets can reduce quality.
• For example, if a company pays an
employee on a per-piece basis, the
employee may try to finish as many pieces
as possible instead of prioritizing the quality
of their work.
12. Remove barriers to pride of
workmanship
•Having pride in one's work is important
to improving quality and processes.
•When employees love what they do,
they are likely to do it better and feel
great about their results.
12. Remove barriers to pride of
workmanship
• It's natural for some employees to gain skills
faster than their colleagues.
• Employees who aren't delivering top results
may be experiencing issues with a process.
• These processes require assessment and
modification, so every employee has the tools to
perform effectively.
13. Encourage education and
self-improvement
• When an employee receives training that's relevant to
their job, they strengthen their skills.
• It's often beneficial for a company to determine ways
to support their employees who want to improve
themselves in other areas.
• Doing so can help the company have high-quality
skills at their disposal to help improve its products and
services.
14. Make transformation
everyone's job
• It's important for a company to receive as much input
as possible from employees in this process to improve
quality.
• Companies can use a flowchart to demonstrate their
processes and ask team members for input on ways to
change the processes to enhance output quality.
• This helps the team prepare when the time comes to
implement any changes.