Book contents
- Frontmatter
- Contents
- List of Contributors
- Preface
- Acknowledgements
- Part I Operations within Organisations – Building Blocks
- Part II Approaches to Understanding OM
- Part III Moving Forward with OM – Creating Competitive Advantage
- 8 Innovation, Technology and Knowledge Management
- 9 Quality Management in Operations
- 10 Operations Excellence
- Part IV Challenges and Opportunities in Operations
- Part V Case Studies
- Index
- References
9 - Quality Management in Operations
Published online by Cambridge University Press: 05 June 2012
- Frontmatter
- Contents
- List of Contributors
- Preface
- Acknowledgements
- Part I Operations within Organisations – Building Blocks
- Part II Approaches to Understanding OM
- Part III Moving Forward with OM – Creating Competitive Advantage
- 8 Innovation, Technology and Knowledge Management
- 9 Quality Management in Operations
- 10 Operations Excellence
- Part IV Challenges and Opportunities in Operations
- Part V Case Studies
- Index
- References
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 ManagementAn Integrated Approach, pp. 251 - 285Publisher: Cambridge University PressPrint publication year: 2008
References
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