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Hospitality Operations Analysis Ch 08: Maintaining Quality

Hospitality Operations Analysis Ch 08: Maintaining Quality. Dr. Edward A. Merritt The Collins Endowed Chair of Management California State University (Cal Poly Pomona). CQI is Pro Active. TQM, Kaizen Problems are normal. See them as opportunities. Welcome complaints.

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Hospitality Operations Analysis Ch 08: Maintaining Quality

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  1. Hospitality Operations AnalysisCh 08: Maintaining Quality Dr. Edward A. Merritt The Collins Endowed Chair of Management California State University (Cal Poly Pomona)

  2. CQI is Pro Active • TQM, Kaizen • Problems are normal. • See them as opportunities. • Welcome complaints. • Use a conscientious, planned strategy of continuous customer service improvement.

  3. CQI Requires Teamwork (174) • Not a one person job. • Work together to identify problems. • Work together to improve service.

  4. CQI Helps Reduce Resistance to Change (174) • Make changes to solve problems. • Resistance in changing the work flow will occur among employees. • Anticipate and manage resistance. • Get everyone involved. • Create a supportive climate. • Total team responsibility.

  5. Roots of Resistance (175) • Differing perceptions of problem (or no problem). • Habits. • Personal weaknesses. • Insecurity. • Self-distrust. • Previous expectations. • Interests under attack (money, power, status).

  6. Responding to Resistance (178) • Allow managers and service providers to diagnose problems. • Involve managers and service providers in taking ownership. • Develop solutions that reduce burdens. • Produce solutions which are consistent with values and ideals of org. • Generate change which excites team.

  7. Continued • Respect job autonomy, meaningfulness, connection, and development. • Recognize objections. • Provide feedback. • Be open to strategy revision. • Promote acceptance, support, and trust.

  8. Using CQI Teams to ID Service Problems (180) • Service provider assessment scale. • Service team group analysis. • Group analysis. • Service management assessment scale. • Service team group analysis. • Group analysis for managers.

  9. Continued • Noisy brainstorming. • Quiet nominal group process (generating lists).

  10. Team Strengths and Weaknesses (182) • Use SPASS or SMAS. • Generate lists of deficiencies and strengths for specific groups being rated. • Ensure objective measures.

  11. Generating Solutions (183) • Establish strategy (strategies) to strengthen areas of weaknesses identified. • Analyze each area carefully. • Reach agreement. • Investigate options. • Examine what is really going on.

  12. Making the Choice (185) Brainstorming. • Pick the target problem. • Form subgroups. • Rule: Generate many solutions. • Begin process. • Discuss alternatives. • Choose a solution.

  13. Continued Nominal group process. • Pick target problem. • Develop individual lists of solutions. • Generate master list. • Rank order solutions. • Discuss merits. • Rank remaining alternatives.

  14. Desired Frequency (186) • To ensure a viable CQI atmosphere conduct these activities at least twice per year.

  15. Follow Through (186) • Ensure that these elements are implemented. • Inspect what you expect.

  16. Outcomes (187) • When these elements are implemented effectively, you will help create a positive organizational culture which maintains a quality environment. • Employees will have the power and responsibility. • You will have objective measures to reinforce and reward.

  17. End of Chapter 08

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