Approaches to Quality Management in Business Processes
Added on 2023-01-05
13 Pages5044 Words68 Views
Business DevelopmentLeadership ManagementProfessional Development
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ARDEN UNIVERSITY
BA(Hons) Business
Business Processes (Bus5002D)
Business Processes
STU61901
Shane Mcmordie
4000
BA(Hons) Business
Business Processes (Bus5002D)
Business Processes
STU61901
Shane Mcmordie
4000
1.
Identifying quality as an operational tactic in today’s viable global market is the future of doing business, it
has forced companies to generate strategies to improve services and products so as to meet customer
satisfaction.
Quality management is as an integrated approach, quality management has four main
components: planning, assurance, control, and improvement. Its purpose is to ensure and maintain quality
deliverables in the services and products of the organization, with focus on continuous improvement and
preventing defects and inconsistency at all level of processes, using a set of established standards and
requirement, aiming to reach or exceed consumer expectations.
Delight hotel will be used for this case study to describe the identified approaches to the quality
management approaches undertaken.
External Benchmarking: Benchmarking is a technique for assessing an organization’s performance against
the performance of leaders in same industry. It is used to determine best practices and necessary actions
to improve the organization’s own performance so that it meets or exceeds that of its competitors.
External Benchmarking was used to compare the hotel’s performance within other hotels. Upon their
findings, they had to go back to the fundamentals of their core processes and identified key performance
areas that needed optimization.
Engagement of all employees: It is a method whereby employees are encouraged to use their insight to
recommend methods for quality enhancements in their various departmental activities. To enhance the
hotel’s capability to create, attract and deliver value to our guest, it was essential to engage the employees
in the quality planning based on their functional departments.
Customer focus: By shifting focus from just ensuring product quality stipulations and necessities, to
fulfilling tailored customer desire and value anticipations, customers were more satisfied and better able
to use our products and services. This involved the hotel following up on our guest fully as possible to
know and identify their expectations, what they value and their pain points, so as to deliver strategic
values.
Culture of Quality: The hotel laid emphases, stating that quality doesn’t end when we have attained a
certain quality goals, that quality need to live in the organization as a culture in which every person
understand the need for commitment to its values, and that quality is a continuous race to progress with
no finish line.
The case study of comparison of approaches and appraisal of effectiveness in quality management is
between Delight Hotel & Suites vs Midas Hotel.
Firstly, leading strategic thinking is about creating future road map for the business and keeping the
business on track, for growth, profitability and to improving customer satisfaction. This approach helped
Delight hotel’s leadership to identify where it was currently positioned, predict where it wanted to be, and
uncovered ways to improve business performances, with focus on customer satisfaction. Midas hotel on
Identifying quality as an operational tactic in today’s viable global market is the future of doing business, it
has forced companies to generate strategies to improve services and products so as to meet customer
satisfaction.
Quality management is as an integrated approach, quality management has four main
components: planning, assurance, control, and improvement. Its purpose is to ensure and maintain quality
deliverables in the services and products of the organization, with focus on continuous improvement and
preventing defects and inconsistency at all level of processes, using a set of established standards and
requirement, aiming to reach or exceed consumer expectations.
Delight hotel will be used for this case study to describe the identified approaches to the quality
management approaches undertaken.
External Benchmarking: Benchmarking is a technique for assessing an organization’s performance against
the performance of leaders in same industry. It is used to determine best practices and necessary actions
to improve the organization’s own performance so that it meets or exceeds that of its competitors.
External Benchmarking was used to compare the hotel’s performance within other hotels. Upon their
findings, they had to go back to the fundamentals of their core processes and identified key performance
areas that needed optimization.
Engagement of all employees: It is a method whereby employees are encouraged to use their insight to
recommend methods for quality enhancements in their various departmental activities. To enhance the
hotel’s capability to create, attract and deliver value to our guest, it was essential to engage the employees
in the quality planning based on their functional departments.
Customer focus: By shifting focus from just ensuring product quality stipulations and necessities, to
fulfilling tailored customer desire and value anticipations, customers were more satisfied and better able
to use our products and services. This involved the hotel following up on our guest fully as possible to
know and identify their expectations, what they value and their pain points, so as to deliver strategic
values.
Culture of Quality: The hotel laid emphases, stating that quality doesn’t end when we have attained a
certain quality goals, that quality need to live in the organization as a culture in which every person
understand the need for commitment to its values, and that quality is a continuous race to progress with
no finish line.
The case study of comparison of approaches and appraisal of effectiveness in quality management is
between Delight Hotel & Suites vs Midas Hotel.
Firstly, leading strategic thinking is about creating future road map for the business and keeping the
business on track, for growth, profitability and to improving customer satisfaction. This approach helped
Delight hotel’s leadership to identify where it was currently positioned, predict where it wanted to be, and
uncovered ways to improve business performances, with focus on customer satisfaction. Midas hotel on
the other hand faced business drift and inertia, because of lack of strategic-leadership-innovation and
creativity.
Secondly, comparing your company’s quality performance against leaders in your industry to measure
performance is very effective, it is the process of benchmarking. Delight hotel benchmarked, which
helped it to adapt, grow, and thrive through process improvement that yielded dramatic overall growth,
and gained better competitive edge over other hotels and not only Midas hotel. Midas hotel was
sentimental about benchmarking.
Thirdly, one of the most effective ideology in quality management lies within the involvement of employees
during all quality planning. Employees were better able to spot areas for improvement that led to
improved quality and greater guest satisfaction. Delight hotel Involved employees, while Midas hotel failed
to tap ideas, innovations, and creative thoughts of her employees.
Fourthly, “If you remove the attention away from benchmarking and revenue creating, and put it
exclusively on your customers, you intensify your odds of success and feel more rewarded”- Tony Robbins.
For Delight Hotel, important decisions began and ended about the customer, on how our services and
product benefits and offer them value. Midas hotel made their moves based on revenue and growth,
Delight hotel focused on customer satisfaction, which in turn led to greater customer loyalty, and increase
revenue.
Fifthly, “if a new invention rolls over you, if you’re not part of it, you are part of the road” – Stewart Brand.
Delight hotel embraced technology to improve their processes and revolutionize the guest experiences in
services and products. Guests experienced convenience and quicker responses. On the other hand, Midas
hotel operated a non-automated system, which created so much lagging in their operating processes.
Lastly, developed a culture of quality with concentration on anticipating the needs of the guest. Employees
encouraged sharing of ideas and cross-functional workflow, and solving problems according to their best
judgment. Midas hotel lacked cultural value and saw quality management as the responsibility of the top
management. Quality culture in Delight hotel built cross-functional team of employees that formed a
quality value chain.
2. A)
Project success can be referred as the project that meets the intentions of all investors and end-users
throughout the project phases and its completion, on budget, schedule, and quality, with critical focus on
sustainable customer value.
Project success can be ascertained based on many criteria, as well as if the output gave rise to more sales,
created or enhanced customer value and satisfaction, improved efficiencies, and a mixture of these or
other factors.
creativity.
Secondly, comparing your company’s quality performance against leaders in your industry to measure
performance is very effective, it is the process of benchmarking. Delight hotel benchmarked, which
helped it to adapt, grow, and thrive through process improvement that yielded dramatic overall growth,
and gained better competitive edge over other hotels and not only Midas hotel. Midas hotel was
sentimental about benchmarking.
Thirdly, one of the most effective ideology in quality management lies within the involvement of employees
during all quality planning. Employees were better able to spot areas for improvement that led to
improved quality and greater guest satisfaction. Delight hotel Involved employees, while Midas hotel failed
to tap ideas, innovations, and creative thoughts of her employees.
Fourthly, “If you remove the attention away from benchmarking and revenue creating, and put it
exclusively on your customers, you intensify your odds of success and feel more rewarded”- Tony Robbins.
For Delight Hotel, important decisions began and ended about the customer, on how our services and
product benefits and offer them value. Midas hotel made their moves based on revenue and growth,
Delight hotel focused on customer satisfaction, which in turn led to greater customer loyalty, and increase
revenue.
Fifthly, “if a new invention rolls over you, if you’re not part of it, you are part of the road” – Stewart Brand.
Delight hotel embraced technology to improve their processes and revolutionize the guest experiences in
services and products. Guests experienced convenience and quicker responses. On the other hand, Midas
hotel operated a non-automated system, which created so much lagging in their operating processes.
Lastly, developed a culture of quality with concentration on anticipating the needs of the guest. Employees
encouraged sharing of ideas and cross-functional workflow, and solving problems according to their best
judgment. Midas hotel lacked cultural value and saw quality management as the responsibility of the top
management. Quality culture in Delight hotel built cross-functional team of employees that formed a
quality value chain.
2. A)
Project success can be referred as the project that meets the intentions of all investors and end-users
throughout the project phases and its completion, on budget, schedule, and quality, with critical focus on
sustainable customer value.
Project success can be ascertained based on many criteria, as well as if the output gave rise to more sales,
created or enhanced customer value and satisfaction, improved efficiencies, and a mixture of these or
other factors.
The different approaches to the measurement of project success will be discussed in two dimensions.
1 Triple constrain measurement
2 Project strategic value measurement
The triple constrain measurement.
Clearly, the most widely used measure of project success is to determine whether the project has delivered
against the triple constraints of project scope, schedule and cost. And the degree to which these
constrains have been met determines the success or failure of a project.
Scope: This is also referred as the requirement of the project. This is the proposed result of a project and
what is required to certify its completion. It entails the work involved in delivering the project outcome and
the process used to produce them. To ascertain the extent of the project’s success you would want to find
out if it achieved its objectives within the specified framework of the project scope.
Schedule: Every project are inhibited to a definite time period and within that time the project should be
accomplished. Hitting deadlines is a gauge for success on projects. If a project elapses beyond time
estimate it correspondingly usually go beyond the budgeted cost. To ascertain the extent of project
success you would want to find out if the project got delivered on time, or how far behind schedule it was.
Cost: Cost is the resources approved for the completion of the project, including all expenses needed to
deliver the project. Estimated budget need to be managed throughout the project so that the project can
be accomplished within the agreed budget. It is a key factor in measuring of the project success.
The project strategic value measurement
Project Value: The project’s value is the significance the project creates for its sponsors and end-users.
The project’s value could represent the contentment of the project's stakeholder, better-quality in
products or services, alignment with the company’s planned objectives, reduced costs, new functionality,
customer value and satisfaction. Project stakeholders ought to compare and contrast their previous
business performance and after, to ascertain the project’s impact.
Project Relevance: Defining needs is important in ensuring the project relevance. For whom, and how
these needs are perceived in terms of timeliness, applicability, importance to the economic, social, public,
etc. should be determined. In other words a project is relevant and meaningful for those involved if it meet
their needs and preferences, and at the appropriate time. Project end-users should be able to compare
how efficient the outcome of the project is to their respective given goals.
Project R.I.O: (Return on investment) if you match the benefits of the project alongside with the time
value, together with the expenditures of the project, you can compute the return on investment. This is
1 Triple constrain measurement
2 Project strategic value measurement
The triple constrain measurement.
Clearly, the most widely used measure of project success is to determine whether the project has delivered
against the triple constraints of project scope, schedule and cost. And the degree to which these
constrains have been met determines the success or failure of a project.
Scope: This is also referred as the requirement of the project. This is the proposed result of a project and
what is required to certify its completion. It entails the work involved in delivering the project outcome and
the process used to produce them. To ascertain the extent of the project’s success you would want to find
out if it achieved its objectives within the specified framework of the project scope.
Schedule: Every project are inhibited to a definite time period and within that time the project should be
accomplished. Hitting deadlines is a gauge for success on projects. If a project elapses beyond time
estimate it correspondingly usually go beyond the budgeted cost. To ascertain the extent of project
success you would want to find out if the project got delivered on time, or how far behind schedule it was.
Cost: Cost is the resources approved for the completion of the project, including all expenses needed to
deliver the project. Estimated budget need to be managed throughout the project so that the project can
be accomplished within the agreed budget. It is a key factor in measuring of the project success.
The project strategic value measurement
Project Value: The project’s value is the significance the project creates for its sponsors and end-users.
The project’s value could represent the contentment of the project's stakeholder, better-quality in
products or services, alignment with the company’s planned objectives, reduced costs, new functionality,
customer value and satisfaction. Project stakeholders ought to compare and contrast their previous
business performance and after, to ascertain the project’s impact.
Project Relevance: Defining needs is important in ensuring the project relevance. For whom, and how
these needs are perceived in terms of timeliness, applicability, importance to the economic, social, public,
etc. should be determined. In other words a project is relevant and meaningful for those involved if it meet
their needs and preferences, and at the appropriate time. Project end-users should be able to compare
how efficient the outcome of the project is to their respective given goals.
Project R.I.O: (Return on investment) if you match the benefits of the project alongside with the time
value, together with the expenditures of the project, you can compute the return on investment. This is
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