Unit 1: Overview of Quality Service PDF

UNIT 1 Overview of Quality Service Prof. Danceldale Calago  INTRODUCTION Quality service management is a participative approach in the hospitality and tourism industry that enables all employees to work together to set guest service standards and decide the...

UNIT 1 Overview of Quality Service Prof. Danceldale Calago  INTRODUCTION Quality service management is a participative approach in the hospitality and tourism industry that enables all employees to work together to set guest service standards and decide the best method to meet or exceed these expectations. Guests and employees will become an essential part of the purpose by engaging in goal and objective formulation if a property employs leader-managers. The hospitality and tourism sector must adapt to many changes as part of their organizational and managerial processes to create and provide goods and services that please their visitors. The adoption of Total Quality Management in the hospitality and tourism sector is anticipated to inspire and encourage the sector's human resources and provide a competitive edge for the property as a whole and the industry as a whole.  CONCEPT OF Quality means consistently providing goods and services to guests that meet or exceed expectations in the tourism and hospitality business. The International Organization of Standardization (ISO) def ines quality management as "element of the overall management function that develops and executes quality policy and as such is the responsibility of top management." Managing all operations for the future prosperity of the organization is a management duty. Organizational continual improvement and complete customer satisfaction are the heart of achieving quality service.  CONCEPT OF QUALITY SERVICE Quality service makes customers feel respected and heard. This intangible quality differentiates operators and drives success. Successful hospitality and tourism business has characteristics and activities that exceed customer's expectations in every way from pre-booking to post-stay, such as proper presentation and continuous development of high-quality services. There are many factors to consid er while making a hotel reservation, but a few stand out: the range of hotel services, quality, consistency, and cost are all essential considerations. With so many ho tels o n the market o ffering the same o r comparable services, attracting and retaining clients is necessary (known as guest retention). To stay in business and compete in the future, it's critical to provide high-quality services to existing customers (patrons) and attract new ones (such as millennial travelers). Physical facilities, personnel, and materials all have a role in service quality. Se rv ic e q uality has thre e aspe c ts: func tio nal q uality, environmental impact, and technical quality. Se rv i c e q ual i t y i s me asure d o n f iv e axe s: assuranc e , dependability; empathy; tangibility; and responsiveness. Customer satisfaction refers to how satisf ied or dissatisf ied a c ustomer is with the serv ic es prov id ed by a c ompany concerning what the customer expects from the company.  IMPORTANCE OF QUALITY SERVICE 1. Satisf ied customers are more likely to be loyal customers. You must provide not only excellent customer service but also fantastic goods. Focus on keeping up with trends that your clients may follow, such as offering personal support services to traveling customers or offering discounts to loyal customers who buy from you often. When a client needs your services or goods, make sure you have everything they require on hand. Even though customers are loyal, they may become impatient and go to your competitor if you do not perform your part. Retain customers' loyalty by always keeping laser-like attention on them. 2. Customers will be happier if your company creates a more positive physical environment for them to be in. To establish a friendly atmosphere, you don't have to spend a lot of money. Over-the-top interior design may be either chilly and uninviting, warm and friendly, or something in between. The critical element in establishing a unique customer experience is the emotional quality of your workers. This makes all the difference. Customer comfort necessitates a well-kept environment with adequate lighting and temperature control.  3. When customers pay to be serviced, they should be f re e f ro m f e a r o f b e i ng ha rm e d. H av i ng a sa f e atmosphere involves having much helpful staff available to greet customers from when they arrive until they check out. Interacting with customers regularly helps to foster a feeling of belonging among your patrons. However, security does not have to be overtly visible to work. Security guards who are armed and wearing uniforms are more likely to scare people than make them feel secure.  4. Your customers must feel they are getting good value for their money when they stay at your hotel. Discounts, free sweets or snacks, complimentary bottled water, gift cards, and the like are all low-cost ways to add value to their stay. Recurring business is a clear indication of client satisfaction since guests don't anticipate these additional benefits. DIMENSIONS OF QUALITY  DIMENSIONS OF QUALITY Dimension 1: Performance 1. Is the product or service performing as expected within the specified tolerances? 2. 2. Customers and suppliers often disagree over performance, especially when deliverables are not adequately specif ied within specifications. The performance of a product often influences the prof it ability or reputation of the end-user. As a result, many contracts or specif ications contain provisions for damages in the event of poor performance.  DIMENSIONS OF QUALITY Dimension 2: Reliability 1. Will the product operate as expected regularly? 2. Performance and reliability may be inextricably linked. A product specif ication may, for example, specify criteria for uptime or acceptable failure rates. Most end-users regard reliability as a fundamental component of quality, and it contributes significantly to a brand's or company's image.  DIMENSIONS OF QUALITY Dimension 3: Durability 1. How long will the product survive or function, and under what circumstances? 2. Warranty and durability are inextricably linked. Product durability requirements are often mentioned in procurement contracts and specif ic ations. For example, f ighter jets purchased for use on aircraft carriers must meet design requirements to increase their longevity in the harsh naval environment.  DIMENSIONS OF QUALITY Dimension 4: Serviceability 1. Is it reasonably simple to maintain and repair the product? 2. Serviceability (together with dependability) is becoming an increasingly signif ic ant component of quality and criterion for product selection as end-users become more focused on total cost of ownership rather than basic procurement prices.  DIMENSIONS OF QUALITY Dimension 5: Aesthetics 1. End-users value the appearance of a product. A product's visual qualities contribute to a company's or brand's identity. Faults or f laws in a product that detract from its aesthetic qualities, even if they do not affect or change other quality aspects, are often grounds for rejection.  DIMENSIONS OF QUALITY Dimension 6: Features 1. Is the product or service equipped with all the features needed for its intended use? 2. While this dimension may seem to be self-evident, performance requirements seldom specify a product's characteristics. As a result, vendors must create products or services based on performance requirements, be acquainted with the intended applications, and maintain strong connections with end-users.  DIMENSIONS OF QUALITY Dimension 7: Perceived Quality 1. Reality is based on perception. Even if the product or service is suf fic ient or even better quality, it may be subjec t to an unfavorable customer or general impression. 2. For example, a high-quality product may have a low-quality reputation due to bad installation or f ield service. If a product is not properly installed or maintained and fails consequently, the failure is often attributed to the product's quality rather than the care it gets.  DIMENSIONS OF QUALITY Dimension 8: Conformance to Standards 1. Is the product or service up to par with the requirements? 2. Is it performing as expected if it was designed based on a performance specif ic ation? Does it have all the characteristics specif ie d if it was created based on a design specification?  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 1: Commitment Total c om m i tm e nt i s re qui re d i f a qual i ty se rv i c e management culture is to be created. Delegating 'quality' concerns to a single person or department is insuf ficient. Top management must set clear standards for quality, as well as provide the necessary support and training.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 2: Culture To alter culture and attitudes, training is essential. Negative attitudes must be addressed to promote individual contributions and make 'quality awareness' a regular aspect of everyone's work.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 3: Continuous Improvement Quality service management should be seen as a "continuous process. It is not one-shot program. Continuous improvement encompasses both "incremental" and "breakthrough" improvements Improvement may take several forms, including the following: 1. Increasing consumer value via new and better goods and services; 2. Recognizing new business possibilities; 3. Errors, faults, inefficiencies, and waste are reduced; 4. Enhancing responsiveness and cycle time performance, as well as; and 5. Increasing resource usage productivity and effectiveness.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 4: Cooperation Employee participation and collaboration should be sought in the creation of improvement initiatives and performance metrics. The following are examples of what quality service management looks like: 1. Employee Involvement refers to the fact that every employee is engaged in the company's day-to-day operations and plays an active role in assisting the company in achieving its objectives. 2. Employee Empowerment refers to the recognition by workers and m a na ge m e nt t ha t t he re a re m a ny ba rri e rs to a t t a i ni ng organizational objectives that may be overcome by individuals given the appropriate tools and authority.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 5: Customer Focus The requirements of external customers (those who get the end product or service) and internal customers (those who receive and provide products, services, or information) should be prioritized.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 6: Control Documentation, processes, and current best practices are required for quality service management solutions to work appropriately. Improvements cannot be monitored and assessed, and shortcomings cannot be rectif ie d unless control mechanisms exist.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 7: Cross-Functional Quality service management is a total system approach in the hospitality and tourism industry, not a separate area or program. It is an essential component of high-level strategy formulation. It spans functions and divisions, includes all workers, and extends backward and forward to encompass the supply chain and customer chain.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 8: Cause Analysis Rather than allowing defects to occur and then inspecting and rectifying them, quality service management aims to design and build quality into the hospitality and tourism product. Instead of focusing on the symptoms of low q u a l i t y, t h e e m p h a s i s i s o n t h e re a s o n s. T h i s i s accomplished by identifying the problems' underlying causes and executing remedial measures that address the issues at the root cause level.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 9: Change Organizational success is dependent on learning and adapting to constant change. Improvement and education should be a part of everyday work to provide excellent service in the hospitality and tourism sector. The goal is to solve issues at their source and be motivated by both possibilities for improvement and dif ficulties that must be resolved. This necessitates a "learning" mindset, such as adapting to change to achieve new objectives or methods.  PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE Principle 10: Concept of Team Synergy Using the synergy of teams to solve the issues and challenges of continuous improvement is a successful strategy. THANK YOU!