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9 - Quality Management in Operations

Published online by Cambridge University Press:  05 June 2012

Danny Samson  and
Prakash J. Singh
By
Lawrie Corbett
Danny Samson
Affiliation:
University of Melbourne
Prakash J. Singh
Affiliation:
University of Melbourne
Lawrie Corbett
Affiliation:
Victoria University of Wellington
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Summary

Learning objectives

After reading this chapter, you should be able to:

  • understand the role of quality management in organisations

  • know and appreciate the different definitions of quality

  • be familiar with the main ideas of quality ‘gurus’ such as Deming and Juran

  • understand the nature and use of ISO 9000 quality management system

  • know how to use the seven basic quality control tools

  • be able to apply the seven ‘advanced’ management and planning tools

  • know of the challenges in implementation of quality improvement initiatives

  • appreciate the role of teams in quality management.

Box 9.1: Management challenge: the Intercontinental Hotel

The Intercontinental Hotel in Wellington, New Zealand is particularly concerned with the impression that guests receive as they arrive. An employee quality improvement team has identified more than 100 possible events or instances that could affect their guests' impression of the hotel's service between the time they get out of the taxi and reach the front desk to check-in. These include such events as how they are greeted, smudges on door handles, and mishandling of luggage. There are many tangible and also some intangible factors that must be considered, in a hotel that wants to position itself in a market at the top end of service quality and price.

How can the operations managers at this hotel ensure that the highest level of quality is consistently given to customers?

Type
Chapter
Information
Operations Management
An Integrated Approach
 , pp. 251 - 285
Publisher: Cambridge University Press
Print publication year: 2008

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References

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