TQM & Service Industries
This is an excerpt from the paper...
Can the principles of total quality management (TQM) be applied to service industries? Originally developed for manufacturers, quality management has received much attention in recent years as a way for business to improve its productivity and profitability (Dobyns & Crawford-Mason, 1991, p. 4). This research examines TQM with an emphasis on its applicability to a service-oriented business segment, the hotel industry.At the heart of successful TQM programs is the requirement that all employees at all levels of the organization be committed to the TQM process. In small organizations, getting all employees to be involved in the process can be accomplished through internal communications and training programs. The process is essentially the same in larger organizations, but because large organizations are more complex and pose more logistical considerations, problems can arise when a TQM program is implemented. Any TQM program requires the commitment of the highest levels of the organization at the outset (Crosby, 1992, p. 13). Without this commitment, the organization cannot put the necessary resources into the TQM program, and the program will be destined for failure. Since TQM represents a major shift in the way that most companies do business, it is not an inexpensive process, nor is it a short-term program. Effective TQM programs will have a long-term effect on the way that the organization does business. Implementing a quality program in the hotel industry is ma
. . .
a resort property in order to play golf, for example, but would not require luxurious accommodations. Other guests, however, would expect the best rooms that the property has to offer.
Value-based definitions of quality are also important to the hotel industry since it is the perceived value of the room offering that is ultimately purchased. Guests who want a luxurious vacation make different value judgments than guests who are seeking a place to sleep on a cross-country road trip. What is an outrageous price to the one seems acceptable to the other. Even the same guest can make different judgments depending on whether the stay is for business or leisure.
In order to establish individual department quality measurements, it is necessary for the hotel to understand the various quality offerings that it has and how those can be measured. For example, yield management is of utmost importance to the owners and senior managers. Through effective yield management, a property can increase its occupancy and its revenue, so an appropriate measure of quality here would be a quantitative one.
Product-based and user-based definitions of quality have internal as well as external effects since there are internal and external customers,
. . .
Some common words found in the essay are:
Sheraton Hilton, Night Audit, Whithiam November, PDCA Deming, Brown March, Effective TQM, Wolff August, TQM Schmidt, Dobyns Crawford-Mason, Carper April, hotel industry, quality management, commitment quality, garvin 1988, quality program, level quality, tqm program, deming cycle, definitions quality, front office, total quality management, quality hotel industry, dobyns crawford-mason 1991, statistical process control, garvin 1988 42,
Approximate Word count = 5386
Approximate Pages = 22 (250 words per page)
More Essays on TQM & Service Industries
|