1ER PARCIAL: PROCESS QUALITY

PREGUNTA 1

Managers who wish to implement quality initiatives should study quality models

Concepts, and tools developed and popularized by W. Edwards, Deming (1986, 1939), Joseph
Juran (1995, 1993, 1992, 1989, 1988), Philip Crosby (1994, 1984, 1979), Kaoru Ishikawa (1985,
1982), Shigeo Shingo (1985, 1986, 1989)

Definitions:

- Deming (1986, 1939) was one of the first to talk about meeting or exceeding customers’
expectations and requirements

- Juran (1995) says that quality is fitness for use.

- Crosby (1979) refers to quality as conformance to requirements, not goodness.

Neither Deming, Juran, nor Crosby specifically addresses processes, relationships, or value in
their definitions of quality. Only Deming includes a focus on customers.

The definition of quality (Pryor, White, and Toombs, 1998, ):

“Quality refers to the extent to which processes, products, services, and relationships are free
from defects, constraints, and items which do not add value for the customer.”

KANO MODEL OF QUALITY

There are 3 basic characteristics of quality

1. Must-be Quality- Customers expect these attributes and view them as basic.

These attributes are taken for granted when fulfilled but result in dissatisfaction when not
fulfilled.

An example of this would be package of milk that leaks. Customers are dissatisfied when the
package leaks, but when it does not leak the result is not increased customer satisfaction

2. One-dimensional Quality-These attributes result in satisfaction when fulfilled and

dissatisfaction when not fulfilled.

These are attributes that are spoken of and ones which companies compete for.

An example of this would be a milk package that is said to have ten percent more milk for the
same price will result in customer satisfaction, but if it only contains six percent then the
customer will feel misled and it will lead to dissatisfaction.

3. Attractive Quality- these types of attributes of quality are not expected so they delight
customers! (Innovations)

Thsi concept id linkes to Karl Albrach concept

Value= Perceived value and Expected value

Expected value has to overcome perceived value, when this happens the customer loyality
appears. Therefor it is necessary to implement attractive quality
Karl Albrach vlaue hierarchy

1. Basic value (requirements for business, fundamental component of the value)

2. Expected value (what it is taken for granted)
3. Desired customer value (Involves what the customer would like to have from the
purchase and service experience.)
4. Unanticipated customer value (companies offer customers ‘delightful and surprising’
attributes that demonstrate outstanding service quality.)

THE SERVICE QUALITY MODEL IN HOSPITALITY INDUSTRY (PARASURAMAN, VALARIE,

ZEITHAML, BARRY)

1. Reliability –the ability to perform the promised service dependably and accurately

It includes:

- providing services as promised

- dependability in handling customers’ service problems
- performing services right the first time
- providing services at promised time
- maintaining error-free records
- employees must have the knowledge to answer customer questions

2. Empathy-the provision of caring, individualized attention to customers

- giving customers individual attention

- employees who deal with customers in a caring fashion
- having the customers’ best interests at heart
- employees who understand the needs of their customers
- having convenient businees hours

3. Responsivness-willingness to help customers to provide prompt service

- keeping customer informed as to when services will be performed
- prompt service to customers
- willingness to help customers
- readiness to respond to customers’ requests

4. Tangibles-the appearance of physical facilities, equipment , personnel,

communication material

- modern equipment
- Visually appealing facilities
- -employees who have a neat, professional appearance
- -visually appealing materials associated with the service

5. Assurance
- employees who instill confidence in customers
- making customers feel safe in their transactions
- employees who are consistently courteous
Other models and philosophies

Kaizen- philosophy or practices that focus upon continuous improvement of processes

(introduced 1950 s) in Japan.

“Do it better, make it better, improve it even if it isn’t broken, because if we don’t, we
can’t compete, with those who do”

Service Recovery Model-refres to the actions an organization takes in response to a service

failure

The challenge is to optimize the processes (and therefore save costs, improve processes,
enhance customer satisfaction), when no real documentation exists

What customers want, where they go and how they want their services & products delivered is
directly related to business process optimization. (Managing model and ISO managing system
standards)

This will help:

• identify critical activities,

• develop quality standards,
• develop rigorous constant monitoring for process control, so that on the spot
interventions can be achieved when needed and customer loyalty is ensured.

With clear standards, appropriate tools and process controls quality can be increased!

According to Deming, productivity is a by-product of quality and as quality improves so will

productivity (Harvard Business School, 1990).

In a survey carried out by Witt & Witt (1989) among 43 hotels, only 11% of them used operations
management techniques frequently.

Biger hotels (in this case estimated by the number of employees hotels had) used operations
management techniques more frequently compared to the smaller size hotels:

- 23.1% of hotels with more than 500 employees

- 8.1% of hotels with less than 50 employees.

PREGUNTA 2

Empathy:

Not our fault, not serious problem (low severely).

 A guest arrived late in the night. During check in the receptionist asked about the day.
The guest mentioned that he was having a bad day and just wanted to get to bed.

 The receptionist can be empathetic, say he is sorry to hear that but can ensure a speedy
check in so that the guest can go to sleep.

Hero :

• Your fault is low, however the severity is high.

• A banquet is about to start in your hotel. However the standby portable generator that
the guest brought is not working.

• In such case you can become a hero and provide power from the hotel and end of the
event charge extra for it. The event can progress without a glitch and the guest will leave
the hotel praising your efficiency.

Fix it:

 This is when the fault is primarily because of the hotel but the severity is not so high.

 An example of this will be the door lock not working and the guest is standing outside
the door.

 While it is the issue of the hotel services, it is not a big service issue. All you need to do
is apologize to the guest and fix the issue.

Red carpet:

 In this case the fault is high and so is the severity.

 The diamond ring has been thrown into the trasch (the maid has done it)

 Do all necessary to solve the problem!

 When it does happen, take care of the guest, and make sure that the team has been
trained ccording to SOP
PREGUNTA 3