PART I

INTRODUCTION

1.1 BACKGROUND
 Langon Bali Resort & Spa is conveniently located within the elevated area of
Nusa Dua. A stunning Ocean View Resort and surrounded by lush of green valley.
This four stars lodge district, approximately 20 minutes from the Worldwide Airport,
7 minutes from the calm seashore and from the worldwide Bali Nation Golf Course.
To keep the existence of the hotel, Langon Bali Resort & Spa always try to keep
their standard. One of the important thing that should to be keep as its standard is
the cleanliness of the hotel, including public area. Public area cleaning is a part of
housekeeping department. Housekeeping department a vital role today’s lodging
industry. Public area means that all guests have access to the area or areas that
using for public. Areas that include are the lobby, breakfast area, and the pool
area. Because of that the hotel need to keep the public area always clean because
public area is a first impression of how the hotel’s look overall. To make are look
clean there are something that the housekeeper need to do to make the area more
attractive.
To make the public area always clean the housekeeper need to organize how to
keep the public area clean, so the housekeeper need to make planning,
organizing, controlling the expenses and also controlling the quality of Public Area
section. In cleaning services, emphasis on the quality of the quality is a vital aspect
that it determines the level or the degree of customer satisfaction. To control the
quality we need to compare the plan or the standard that we have with the actual
performances that done by the housekeeper. In controlling quality we need to have
plan, do, check and action. On this paper we would like to explain about how to
controlling the quality of public area section in Langon Bali Resort and Spa.

1.2 RESEARCH PROBLEM

 1. How to control the quality of Public Area section in Langon Bali Resort &
Spa?
2. How is the comparison of the planning with the actual performance in Langon
Bali Resort & Spa?
3. How to guarantee a continuous quality performance in Langon Bali Resort &
Spa?

1.3 RESEARCH OBJECTIVES

2. To know how to control the quality of Public Area section in Langon Bali
Resort & Spa
3. To know the comparison of the planning with the actual performances in
Langon Bali Resort & Spa
4. To know how to guarantee a continuous quality performance in Langon Bali
Resort & Spa
 PART II
STUDY OF LITERATURES & BENCHMARKING

STUDY OF LITERATURES
A. PUBLIC AREA
Public area" means any enclosed indoor area open to and frequented by
the public and where, during a representative 24-hour period the number of
public occupants exceeds the number of employees, except private residences.
"Public area" includes a health care facility. ( source : www.oregonlaws.org)
Public areas consist of a property’s entrances lobbies, corridors, elevators,
restrooms, and health facilities. Other areas that the guest sees include dining
areas, banquet and meeting rooms, spas, and sometimes, administration and
sales office. Some properties engineer public areas to convey a particular mood
through such dramatic features as high ceilings, plan-laden balconies,
mezzanines, decorative fabric panels, textured walls and floors, lighting, and
ornate furniture and fixtures. But all levels of architecture and design aside,
nothing can make or break an impression more than cleanliness and condition of
a property’s public areas.

B. QUALITY AND ITS COMPONENTS

- Definiton Of Quality
Quality is subjective in nature and therefore, cannot be easily measured as it
is perceived differently by every individual. In most cases, quality signifies
excellence and reliability, but again this also offers from each customer’s
point of view.
The term quality exists in many definitions and many scholars have
endeavored to define quality as it is used in different contexts:
- In service operations: quality can be defined as “The right thing, at the right
place, at the right time” (Wright 1999, 169).
- In management quality is seen as : “meeting the customer requirements”
(Oakland 1993,5)
- In hospitality management, service quality is defined from two perspectives.
The notion of quality as the difference between what the customer expects
and what the customer perceives to have received. Here, the customer define
the quality. The second notion is a value-based approach where quality is
defined in costs and prices. Quality thus is service where the customers
focuses on perceiving value (Knowles 1998, 292)
- In the cleaning industry, cleaning service quality is the ability to meet the
customer’s expectations and needs. If the customer’s experiences of the
cleaning service correspond with his assumptions, then he considers the
overall the quality good.

- Determinants of quality
The overall quality of the cleaning service (Bound 2002, 10) is determined by:
o Cost (price)
Quality does not come cheap. Cost has always been and continue to
be the first determinant of the quality. Cost bears heavily in a
customer’s mind as if it used to gauge the level of the quality that
required. The more the customer needs and expectations are clarified
the more the cost will be and vice versa. When defining the level of
quality, one should compare the effect of various quality levels with the
cost. For example spaces with a low frequency use and which collect
little dirt and employ sparse cleaning are not worth the most expansive
alternative. Thus they reduce the cost of cleaning
o Reliability of the service provider
Reliability of the service provider means that services are provided in a
continuous consistent way. Customers are assured of good quality and
delivery system, which is the cleaning company, offers guarantees to
that effect. It is important that things are made right at the first time.
That mean that all the information that given to the customers is trus
 and that is the same that they must expect (Kukkonen 1996 , 10).
When cleaning agreements have been reached and finalized, then is
up to the cleaning company to fulfill the cleaning obligations that stated
in the contract. Reliability will also include certain factors as flexibility,
fulfilling promises, quality assurances, responding to disasters and
resolving complaints.
o Responding to disasters and resolving complaints
Cleaning companies have an obligation to respond a crisis caused
during the process of cleaning and also unforeseen customer
emergencies.
o Customer needs and expectation
Quality is estimated from the point of view of those participants in
service. The quality is good when the users and the buyers of the
services are satisfied (Huilaja 1998, 20) .
o The organization’s principle and working mechanism (the efficient use
of using resources and technology, competition analysis etc)
The organization or the cleaning company take the full responsibility of
the quality once an agreement has been reached and the contract
signed with a client.
o Cleaning quality
The cleaning quality is the major concern that all customers requesting
cleaning services wish fulfilled. It is important that the cleaning quality
meets the requirements and expectations of the residents and
customers at an affordable price and that the process should always
remain clearly defined so as to provide satisfaction to both parties.
 The purpose of cleaning
In order for one to understand the quality of cleaning is, one must
first understand the purpose or the reason of cleaning. Both of two
factors comprehend each other, and none can function without the
other. Cleaning has a purpose and the five major reasons for
cleaning are stipulated as (Allen 1993, 198-199)
 -Prevention of the spread of infections and deseases.
-Dust Control
-Preservation of the fabric, fixtures, fittings and furnishings.
-Provision of a socially acceptable environment
-Safety.

- Quality Awareness
There are quality expectation that should be aware such as (Bound 2002, 12)
 Additional service
 Attention
 Being addressed by receptionist
 Speed of being called back
 Accessibility
 Communications / contact
 Flexibility
 Fulfilling promises
 Safety
 Staff
 Company dress code
 Legitimization
 Inspection, instruction and training
 Recruitment, selection, training and supervision
 Professionalism
 Empathy (having the customer’s interest at heart)
 Partnership or co-maker ship
 Responding to requirements
 Continuity
 Right price / quality ratio

C. QUALITY CONTROL
- Definition of Quality Control
Quality Control is a phenomenon that has come to play a significant role in the
cleaning industry. Cleaning companies and customers alike are now more than
ever, well informed of how important it is to maintain a healthy working
environment and the structural well being of the facility. The need for a clean
environment both indoors and outdoors is constantly and continuously being
emphasized by the need to improve cleaning methods and services.
Quality Control (QC) is a system of routine technical activities, to measure and
control the quality of the inventory as it is being developed. The QC system is
designed to:
(i) Provide routine and consistent checks to ensure data integrity,
correctness, and completeness;
(ii) Identify and address errors and omissions
(iii) Document and archive inventory material and record all QC activities. QC
activities include general methods such as accuracy checks on data
acquisition and calculations and the use of approved standard procedures
for emission calculations, measurements, estimating uncertainties,
archiving information and reporting.

- Quality Control and Inspections

Quality inspections relies on supervision as the most basic approach to
minimizes errors. Simply put, the mistakes are inspected and then corrected.
On the other hand, quality control is more detailed in nature and involves :
inspection, correction and investigation of problems to find cause and prevent
mistakes reoccurring.
Quality control takes places in the work place by inspecting:
- The work programs and how well it is carried
- The necessary activities, are they carried out properly?
- The frequencies listed in the cleaning programs and how they are met
- The methods applied and if they are the right ones.

Quality control involves the process of

 - Quality analysis
Quality analysis tackles the aspect of restricting ourselves to the absence of
dirt, visible contamination and disorder.
- Quality assessment
Quality assessment on the other hand tends to measure the extent of
departures from “clean “ after the analysis has been carried out and
compared to the quality specifications for example, in buildings.
- Quality measuring systems
Quality measuring systems are tools by which cleaning companies can or
employ to ensure that the overall quality of cleaning services is maintained to
acceptable standards.

D. HOW TO GUARANTEE A CONTINUOUS QUALITY PERFORMANCE

The success of any quality maintenance program require that guidelines be
developed for continuous success. These guidelines are based on five key
elements: staffing, training, scheduling budgeting and records (Brown, Facility
maintenance, 1996, 213). The mechanism for developing the guidelines are
founded in quality control, quality assurance, continuous quality improvement
and total quality. Using Edward Deming’s (Brown, 1996, 214) fourteen points of
improving quality, facility managers can pinpoint most of the quality problems and
plausible solutions in order to successfully satisfy customer needs and compete
in business.
Simply put, quality is achieved when cleaning companies:
a. Create a consistency of purpose toward improvement of product and service
with the aim of becoming competitive, to stay in business and to provide jobs.
Cleaning companies’ end product is to provide cleaning services. The
companies to prepare and maintain all company assets in order for them to
be in top class condition such that they can use them at any time when are
needed. The assets to acquire and maintain are staff, training, scheduling,
budgets, records, and support of peers and subordinates. Success will be a
team and all members are part of the team.
b. Adapt new philosophies and technologies. In this case, new missions and
goal statements must be written down carefully so that authority is achieved
as well as the support to enable maintenance management program and
recovery tasks carried out. With responsibilities and authorities properly
established, management is in a position to exercise the leadership
necessary to carry out activities in their proper inclusion.
c. Cease dependence on inspection to achieve quality. This is done by building
quality into the production from the first instance. This is an example whereby
inspection is on a continuous basis and everyone must be satisfied with their
own work and perform always to achieve quality.
d. End the practice of awarding business on the basis of a price tag alone.
Instead, minimize total cost. Total cost is minimized by avoiding quick, easy
and cheap methods of application. Under pricing the service in order to win
cleaning contracts mean that eventually, the costs for maintaining the facility
have to be pushed to rock bottom material and labour prices as the company
strives to cut down costs by slashing working hours and buying cheap
materials.
e. Improve constantly and forever the system of production and service to
improve quality and productivity and this constantly decrease costs. By
applying consistency in improving quality in the products, service and
attitudes, the long term effect is a decrease in maintenance operating budget.
The result of quality at all times ensures reduces material and systems
breakdown creating efficiency of all system in the long run.
f. Institute training on the job. The greatest responsibilities for managers is to
help employees reach far beyond their imaginations. A strong on the job
training, guarantees that employee can perform more and better. Employers
should encourage more quality output by recognizing jobs well done and also
by encouraging training and taking opportunities.
g. Institute leadership. The aim of leadership should be to help people and
machines and gadgets to do a better job. Management should recognize the
need to train managers and supervisors into leadership roles. Leadership is
 empowerment comes with added responsibilities with the aim of achieving
quality results.
h. Drive out fear so that everyone may work effectively for the company. One
overcomes job fear through self confidence, confidence in leaders and
managers, confidence in department and also the confidence of the company.
Open communication policy encourages positive partnerships that allow for
teamwork.
i. Break down barriers between departments. All of the people must work as a
team, so as to oversee problems of providing the service. All efforts of
teamwork should be based on company missions and goals.
j. Apply quality improvement programs to the system and not to bits and pieces
of the assigned work. When employees are empowered and the training
program takes hold, then employees will in a matter of natural progress to
adapt to providing quality service to the whole system. That means, they also
address issues and offer suggestions as how to address the needs of the
service system.
k. Eliminate management by objective and substitute with leadership.
Leadership at all levels including the workforce in itself is the answer to the
quality problems. Leaders are designed to help people do exactly what they
have always wanted to do. Empowerment is sharing authority and
responsibility. Participative managements includes planning, setting up
schedules, coordinating, etc. Allow for mistakes and address them privately.
Do not broadcast them. Correct, forgive and learn from mistakes and move
on, then members will learn and progress.
l. The responsibility of supervisors must be changed from sheer numbers to
quality. Numbers are only figures that do not guarantee quality. When the
process is reversed to quality, then the numbers are will automatically appear
as a result of demand from the clients or customers. It is important to provide
quality before quantity.
m. Institute a vigorous education program and self improvement. Always
evaluate training needs to suit the company expectations and goals. By
 finding teaching resources and assigning employees to attend training
programs and seminars employee will feel recognized and honored to be
selected as participants.
n. Put everyone in the company to work to accomplish the transformation. The
transformation is everyone’s job. In any form of organization, change is
always inevitable when it comes to instilling new ideas that required in order
to allow the organization progress forward. When an organization is being
transformed for the better, then all individuals must work together to achieve
the change. The change is a process that can not alienate certain individuals
of a group or certain departments of any organization.

E. ADVANTAGES OF QUALITY SERVICES

Quality services will ensure in the long run a sustainable long-term relationship
between the customer and the organization. Depending on the industry, cost
savings and additional revenues will combine to produce a steadily increase in
profits over the course of time.
Long – term service customers provide a source of free advertising Christoper H
Lovelock (1992, 251). Further maintains that loyal customer do a lot of talking
and drum up a lot of business. Some companies have admitted that referrals are
one of their highest contributors in sale.
Another advantage from the sustainable relationship between the organization
and the customer stem from the fact that companies will at one time or the other
benefit from customer loyalty even when the prices of the service increased.
Customers loyal to a company often turn a blind eye to costs as they are aware
of quality services that are provided. Many customers will prefer to use expensive
service that they trust than to take chances on less expensive competitors. Long
– term customers will most often pay a premium for service quality which they
have experienced and liked.
When organizations lower the defection rates, the average customer
relationships last longer and profits climb steadily. Defections rates refer to those
 customers who will not come back. Cleaning department need to understand the
mechanism employed in reducing defections rates. Defections rates cannot
reach zero levels as no service providing company is capable of fulfilling its
customers base needs an expectations up to 100%. Customers’ quality levels
vary, and by minimizing the defections rates to a reasonable value, only then
cleaning companies will fully understand its benefits.

F. QUALITY LIMITATIONS
When quality does not conform customer’s needs and expectations the
inefficiencies that occur are known as non-conformance costs. Non-conformance
costs are when work or service is not performed to standard that set by the hotel
or the organization. (Wright 1999, 170)
When this occurs the following remedies have to take place:
- The work has to corrected by doing it again
- The customer has to be recompensed.
The kind of costs cleaning companies will eventually incur are:
- Increased costs in terms of increased wages. The work has to be done twice.
- Wasted time. Time is money, and time taken to correct default work affects
both the customer, the management of the organization and the employees.
- Waste in materials. Materials will have to be re-used over again. In cleaning
department, errors in certain jobs can have profound impacts on the costs of
materials. For example, in refurbishing floors, waxing when applied and
rendered faulty will result in stripping the new wax and reinstalling it again.
This exercise demands a lot of input in terms of the employees, times and
materials.
G. QUALITY MANAGEMENT
Quality management is a broad term that carries many definitions depending on
the applicable situation that can be used. Various definitions exist that can be
applied in cleaning services which are and can be explicitly defined as:
- The system that encompasses both quality assurance and quality
improvement describing a program of evaluating the quality of services using
a variety of techniques.
- The application of quality management system in managing a process to
achieve highest customer’s satisfaction at the lowest overall costs to the hotel
while continuing to improve the process.
- An ongoing effort to provide services that meet or exceed customer
expectations through a structured, systematic process for creating
organizational participation in planning and implementing quality
improvements.

Level of Quality Management

1. Quality Control and inspection
Quality inspection relies on supervision as the most basic approach to
minimize errors. It means that the mistakes are inspected and then
corrected. On the other hand, quality control is more detail in nature and
involves : inspection, correction, and the investigation of problems to find
cause and prevent mistakes reoccurring.
Quality control take place in the work place by inspecting:
o The work programs and how well it is carried.
o The necessary activities, are they carried out properly?
o The frequencies listed in the cleaning programs and how they are met.
o The methods applied and if they are the right ones.

Quality control involves the process of:

o Quality analysis
In cleaning services or public area, quality analysis tackles the aspect
of restricting ourselves to the absence of dirt, visible contamination and
disorder. Deviations from clean are determined and affected areas
recorded in order to achieve a sound assessment.
 o Quality assessment
Quality assessment on the other hand tends to measure the extent of
departures from “clean” after the analysis has been carried out and
compared to the quality specifications for examples, in building. The
comparison of the quality analysis to the current quality specifications
is therefore known as quality assessment. (Bound 2002, 17)
o Quality measuring system
Quality measuring systems are tools by which cleaning companies can
or employ to ensure that the overall quality of cleaning services is
maintained to acceptable standards. These tools can either be
institutionally developed as The Nen 2075 and Total Quality
Management (TQM) or through customer perception surveys and
direct observation and interviews to determine whether the cleaning
activities are being undertaken according to the expectations.

2. Quality assurance
Quality assurance combines the setting of standards and the process of
documentation of the method of checking against the specific standards.
(Wright 1999, 173). Quality assurance will in most cases include a third
party approval from a recognized authority named: ISO 9000 series or
INSTA 800. Quality assurance also uses inspection and control as its
basis approach and in addition, requires a detailed or comprehensive
quality recording of quality costs and the occasional use of statistical
process control as well as sampling techniques for random checking. In
quality assurance, a complete audit of quality systems must be done.

3. Total quality management

Total quality management is an approach to improving the
competitiveness, effectiveness and flexibility of the whole organization. It
is essentially in a way of planning, organizing and understanding each
activity, and depends on each individual at each level. (Oakland 1993, 22).
 In order for an organization to be fully effective, each part of the
organization must work properly and together towards the same goal as
each must recognize that each part of the organization must work properly
and together towards the same goals as each must recognize that each
part and activity depends on the other.
Total quality management must be applied throughout the whole
organization and must involve top executives to the basic staff. It is a way
of improving performance by improving performance by reducing time
wasted on ineffective policies and calls for a problem-prevention mentality
by removing barriers that exist in all key areas. TQM is a vision of
continuous quality and demands a culture whereby all members of an
organization must on a daily basis continually improve quality by finding
ways of improving performances. The vision of quality must begin with the
chief executive and pass down to the staff.

BENCHMARK
QUALITY CONTROL IN PONDOK VIENNA BEACH
Pondok Vienna Beach is a small, romantic, relaxing accommodation, right on the
beach in Lipah, Amed, East Bali, close to Mount Agung.
All rooms have wide panoramic ocean view from their terrace.
The sea in Amed area is one of the world’s most diverse biological regions,
diving here is world class. Whether you want to learn scuba diving or simply wish
to jump into crystal clear waters and discover the corals whilst snorkling, there is
something here for everyone.

PART III
DISCUSSION

A. COMPREHENSIVE DESCRIPTION OF OBJECT

1. Standard Operational Procedure (The Planning)
2. Employee Concerns
3. Instrument

B. DISCUSSION

1. HOW TO CONTROL THE QUALITY OF PUBLIC AREA SECTION

There are 4 steps that we need to know how to control the quality of Public
Area’s section.

- Plan
To control the quality of public area’s section, we need to establish the
standard. There are cleanliness standard that we need to do. All hotels has
their own standard operational procedure and we need to reach the standard
to keep their quality. Establish the objectives and processes necessary to
deliver results in accordance with the expected output (the target or goals).
By establishing output expectations, the completeness and accuracy of
 the specification is also a part of the targeted improvement. When possible
start on a small scale to test possible effects.
- Do
Implement the plan, execute the process, make the product. Collect data for
charting and analysis in the following "CHECK" and "ACT" steps.
- Check
Study the actual results (measured and collected in "DO" above) and
compare against the expected results (targets or goals from the "PLAN") to
ascertain any differences. Look for deviation in implementation from the plan
and also look for the appropriateness and completeness of the plan to enable
the execution, i.e., "Do". Charting data can make this much easier to see
trends over several PDCA cycles and in order to convert the collected data
into information. Information is what you need for the next step "ACT".
- Action
If the CHECK shows that the PLAN that was implemented in DO is an
improvement to the prior standard (baseline), then that becomes the new
standard (baseline) for how the organization should ACT going forward (new
standards are enACTed). If the CHECK shows that the PLAN that was
implemented in DO is not an improvement, then the existing standard
(baseline) will remain in place. In either case, if the CHECK showed
something different than expected (whether better or worse), then there is
some more learning to be done and that will suggest potential future PDCA
cycles. Note that some who teach PDCA assert that the ACT involves making
adjustments or corrective actions but generally it would be counter to PDCA
thinking to propose and decide upon alternative changes without using a
proper PLAN phase, or to make them the new standard (baseline) without
going through DO and CHECK steps. (Wikipedia.com)
 PART IV
A. CONCLUSION
B. DISSCUSSION