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Introduction

The following concepts and ideas ahead in this literature review discusses and elaborate the
set of strategies which are used now days in major companies facing the problem of low
quality deliverance. These strategies tactically improve and rebuild the brands quality
infrastructure with best possible and viable suggestion which introducing several vision and
aims to encourage the brand to jump in global bandwagon.

Quality management is a concept that aids in the quality uplift of organisations. This concept
approaches the strategies for sustaining an operating environment and provides set of tools to
meet the strategy needs of organisation. Quality is the first most preferred appraisal criteria
from customer’s point of view about the services of an organisation. Total quality
management helps in rebuilding the diversified funds of organisations toward the growth
perspectives and helps it in succeeding in the competitive environment.

The quality is the amalgamation of 3 pillars i.e. people, product and service. This research
work lightens the concepts to built these pillars as a single unit and correlate them in a
sensible manner. These researches just made the concepts to relate all the pillars with a bond
of coordination.

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What is quality?

Quality is a set of standards, which is related to two expect of service industry. Which are
product and service in it’s self. The quality is an inseparable part of service industry, which is
in great liaison with cost, and reliability. Higher level of quality assurance leads to higher
reliability, in nascent stage establishment need to incur additional cost for high level of
quality.

Mr. John Guaspeari (1988), had forwarded a whole new view about quality i.e.

Quality = S + E + e,

Here, ’S’ refers to specifications. This is a criteria which sets the benchmarks for particular
operation. ‘E’ refers for macro-expectation, this aspect concerns with the customer point of
view regarding to product and services. Last but not the least, ‘e’ refers for micro-
expectation, this part is related with the organisation’s communication and advertisements to
potential consumer. Both the E’s are influenced by price.

Total Quality management:

According to Wild (2002), the total quality management is:

The essential for good management is to allocate responsible leaders who can sets, and
investigate the growth of aims. And the quality should be defined in term of all aspects with
regarding of product, services package, benefits and supporting facilities to all segments of
working force. Then need to Make statistical process for control, instead of monitoring output
and to make a standard quality structure, by taking the property in consideration, which
embraces the all parts instead of sticking of some major parts. According to Mohanty and
Lakhe (2000), the next important thing to implement is Motivational plan, education and
training. The establishment need to allow them to think above the restricted environment, and
provide them with good surrounding and adequate resources for training with in appropriate
time scale.

-Introduce the quality builders into the product and services at specific stage.

-“Cost orientation:

a) Optimizing products/services and process/delivery system design for improved quality and
lower cost.

b) Use the ‘Quality loss function ‘to quantify quality improvements in term of cost and for
use in design/ specification.”

Then, need is to Design various templates at various customer countering parts of

organisation to measure the customer satisfaction and these function also help in
encountering the problem facing areas and the customer requirements are easy to incorporate
through this process.

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The Total quality management also comprise of its six basic principal, which are the six basic
symbols for quality management i.e. a) the philosophy: The prevention not detection. b) The
approach: The management support. c) The scale: everyone responsible. d) The measure: The
cost of quality. e) The standards: right first time. f) The theme: continuous improvement.

Quality circle:

Wild (2002), says that Quality circle composes of group of worker and supervisors in a single
area or department within an organisation, which meets regularly to study ways of improving
quality and monitor progress toward such goals”.

Many management also facing some quality standards diminishing problems, therefore
There is need to build some groups inside the every part of organisation in order to cover all
criteria, & structuralize the quality standards of all operational outlets. Through this practice
they can concentrate on various problems, and can come up with various solutions.

Taguchi Method:

According to Wild( 2002), quality loss function (Q.L.F) is a measures of the economical loss
or penalty suffered by the customer when he or she receives an item ( or service) which fails,
in any way and to extent, to meet the target specified quality. Greater the Q.L.F variation
concludes to greater operational cost”.

As the many management facing both problem service deliverance dissatisfaction and high
cost. This process will help in figuring out the inputs, rather than traditional approach of
controlling outputs. This process help in identifying the weak areas, those are too small to
identify and can help to improve upon them. This will help in decreasing maintenance cost,
increased operational cost and adverse environmental costs etc. This process reminds any
variation form the target specifications, like any unexpected hike in the customer cost.

Six sigma:

Points under six sigma: prioritize, measure, analysis, Improve, control.

According to Wild (2002), the six pillars help in constructing a good strategic approach for
the systematic process in the management process. First need to set priorities i.e. customer
satisfaction, through different aspects like, educated and well trained staff, product quality
and quantity assurance By customer, setting the standard procedure for each operation and
monitoring there growth, a statistical approach toward operation. Then after setting these
priorities measure the outcomes and match it with planned one. Then analyse the differences
between the actual output and estimated ones, then search for the facts in which and where
the operation is failed to achieve. Then modify them through the researches in property like
quality circle practice, the implement them properly and have a good control over them.

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British standards for quality assurance:

“BS5750 Part1: Specification for design/development, production, installation and servicing.

BS5750 Part2: Specification for production and installation.

BS5750 Part3: Specification for final inspection and test.

BS5750 Part4: Guide to the use of parts 1, 2 and 3.” (Wild, 2002, p.366)

These set of British rules comprise some practices which help in setting standards, for good
quality deliverance to customer during service delivery or preparation.

Quality decision:

“The quality decision will be yours, not that of your customers or of anyone else”

(Wright, 1999, p.168).

The quality setting standards perfectly set by only the establishment on its own, because the
management only known to the resource available with it, and what is it capable of doing.
Instead of watching the advancement of competitors, the management must concentrate to the
basic essentials as expected by the customer, because it is the main point of focus which may
lead to loss of market share. The establishment must provide at least the same service quality
level as the competitors. The way to increase quality deliverance is not just means regarding
product quantity, it also means a clean and hygienic attire , the guest always attracts toward
extras, if the competitor providing more extras, you must also need to increase quality
standards to survive in market. These extra provides a competitive edge to brand over others,
& customer takes it on grant. The management must replace or remove the processes which
don’t add to value.

The Cost of quality:

Bicheno John, Elliott Brian B.R. (1997), says that the setting of high quality is a costly
operation, but it has its own long term advantage, like the payback on investment is high,
reduction in cost, higher profits, growth and survival. The management have to deprive
wastage of material and time, and if happens the management must records in order to
capture these mistakes in records, that let the management know how much did they incurred
the extra cost because of mistakes. The analysis must carry-out on such records in order to
erode such mistakes from operation, to provide a better future perspective.

Emotional labour:

This aspect emphasizes on the significant play of behaviour and emotion in the delivery of
quality service. The operational segment employee takes so much of physical work, at same
time they must need to control their mental responsibilities and suppress their real emotions
especially in hard time, like when guest gave a negative feedback. The activities with which
these aspects are concern is emotion deliverance to guest like: genuine sense of concern for

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guest, eye contact, delivering smile (Kruml and geddes 2000), friendly conversation, greeting
guest anywhere in hotel premises (Chu and murrmann 2004). These aspect may seems so
easy, but their physiological effect to too deep, and mostly outputs potential/loyal guest. The
organisation must set their ‘display rules’, it is a collection of appropriate verbal and
emotional response to guest, these rules serve as a guide for concerned employee
performance in different situation, in different direct guest contact areas. These approaches
may increase initial cost, but these expenses are recovered through increased job satisfaction.
The successful implementation of display rules outputs improved job performance and
quality of guest service, these all act as a boon for management.

Valuable product:

According to Wild ray (2002), quality is not what, which just add on facility with money. It is
a good but with an unpriced desirable attributes, present in each unit of the priced good. This
aspect not related to service, instead it concerned with the product and its attributes
contribution in quality management.

Quality function deployment:

According to Bicheno and Elliottt(1997) QFD is a tool that aids in product development and
design process. In this technique, firstly the customer expectation about product are identified
and then compared with technical and operational attributes of product. Through this process
management came to know about the special and week features of product, and can work
upon them. This aspect equally emphasized on the service aspect of product.

Central (or relationship) matrix: this is basically act as the heart of the
management quality diagram. This is the platform where ‘requirement of guest’ are compared
with the ‘strategy to resolve it’, this research mainly emphasize on what, how. The technical
attributes of product compared with requirement and on the basis of this comparison, an
analysis has been carry-out by the experienced staff, based upon this exercise, the further
emphasize on small required part has been done to resolve the changes required.

Customer requirement: This practice is related to central matrix in which the customer
requirements which is known as ‘voice of the customer’. The customer requirements are
assemble carefully in form of rows in central matrix. The resource of data, are the researches
carried-out through various means.

Ranking or relative importance of customer requirement: The requirements from above

practice are added in accordance with their importance. Then the group are made in list, and
then compare in their formal groups. From this research management gets set of requirements
which are highly ranked; these particular requirements are added in the right side of central
matrix.

Competitive evaluation of customer requirement: Then the comparison between the

company product and competitor product, carry-out through the customer perception analysis
in relation to both products. The aim of this practice is to identify SWOT of competitor
product in comparison to own product.

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Technical characteristics and associated ranking: customer requirement, comparison and

competitive evaluation are arranged from left to right. The parallel technical characteristics
and their evaluation are arranged from top to bottom. Below this relationship matrix, one
more row is required to display other technical aspect of product like; cost time, technical
difficulties. Next below the relation matrix one more row comes for competitive evaluation,
use to compare various technical attributes of products

Roof of the house: this is an interactive portion of QFD. That allow the users know about the
comparison between products, through diagonals.

(For diagram refer page number- 15)

H.A.C.C.P:

According to Foskett, ceserani and kinton (2004), this aspect more concern with the product
quality quests like: hazards, quality and quantity. This is a process to check or maintain the
goods quality during the receiving, storing and processing from cross-contamination and
another hazards.

Facilities management:

According to Alexander (1996), Facility management is the application of the total quality
management. It is a application which clarify many aspects of quality manufacture. The
aspects are:

Space: the company must have open vision toward changing needs and effective
implementation of them.
Environment: To create healthy and sustainable working space.
Information technology: this is essential step to walk along trend, and sustain the brand name
in market. The company must equip well with new related technologies for effective
communication.
Support services: This aspect speaks about meeting the customer expectation, and a quality
service delivery. So that customer satisfaction is final output.
Infrastructure: To provide adequate capabilities and reliability.

The management must crystal clear with policy level, service standards and should always
need to revise their framework, and look for what tiny changes is required regard to
environment. The facility planning must progress process by keeping the identified changes
in the customer needs and apply them in planning. The customer response better help us to
appraise over planning working well or not.

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Organization effectiveness:

Organization must keep commitment to their customer, employees, shareholders and

creditors, collaborators and society and to government.

“Charles handy suggests that the principal of a company is not to make a profit- full stop”
Alexander, (1996). These above lines suggest the long term profit which is hidden behind
them. The management firstly, must set a good market image regarding quality service and
public relation. The company must consider their social environmental performance, and how
their product and services benefits a wider social good. This is the key, of long term profit, to
set long term loyal customer.

Standard operating procedures:

According to Negi (2001), this technique is a set of some standards, which are bonded
together to give a final touch to operations chain. This is an important tool for organisation in
order to set their standards regard to their quality. This procedure aids in the quality building
and setting standards to meet customer expectation. Standard operating procedure is a mean
to standardize the operation.

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Conclusion:

This literature review lightens on some key strategies, like: total quality management, quality
circle, taguchi method, six-sigma, British standards for quality assurance, quality decision,
the cost of quality, emotional labour, valuable product, quality function deployment,
H.A.C.C.P, Facility management, organisation effectiveness, standard operating procedures,
which aids to recover over imminent regarding to quality which are faced by almost all
organisations and guide ways to organisation to act upon them. The quality is mainly a
balance between the product people and service. These above tool and practices are planned
in a pattern the top four strategies concerned with the people and from their onward the next
seven strategies emphasize on product aspect ant the last three focused on service aspect, in
whole this research above solves and provide ways to set standards for core processes. These
strategies contributes to maintain a healthy customer and employee relation, because of a
total quality assurance to guest, the organisation able to explore immense profitable hidden
resources with in organisation, these strategies enables management to inculcate their
strategies from top level to bottom segment of organisation, hence the future profit prospectus
heads toward growth and profit, which is a good sign for organisation safe future.

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Book References:

1. Alexander, Keith. (1996) Facilities management. London: E & FN Spon.

2. Bicheno John, Elliott Brian B.R. (1997). Operation Management. Blackwell

Massachusetts, U.S.A: publishers Inc.

3. Collard, Ron. (2003). total quality. Mumbai: Jaico Publishing House.

4. E Juline E. Mills, Jee-Hee Han, and Joan Marie Clay. , (Feb 2008). Accessibility of
Hospitality and Tourism Websites: A Challenge for Visually Impaired Persons Cornell
Hospitality Quarterly. Vol. 49: Pp. 28 - 41.

5. Ford, Robert. Heisles, William. And Mccreary. (July, 2008)’Leading change with
the 5p model, Cornell hospitality quarterly. 49(2) pp. 201.

6. Foskett, David. Ceserani, Victor. Kinton, Ronald. (2004), Practicle cookery.10th

edition. Dubai: Fakenham photosetting ltd.

7. Johanson, Misty M. and Woods, Rober H. (Aug, 2008)’Recognizing the emotional

element in service excellence, Cornell hospitality quarterly. 49(3) pp. 310-312.

8. Kermally, sultan. (2003). The management tool Kit, New Delhi: Viva books private
limited.

9. Kyuho Lee, Mahmood A. Khan, and Jae-Youn Ko. , (Feb 2008). Outback
Steakhouse in Korea: A Success Story. Cornell Hospitality Quarterly; vol. 49: pp. 62 -
72.

10. McGee john, Thomas howard, Wilson david. (2005) Strategy: Analysis and Practice.
McGraw-hill Education, New York.

11. Mohanty, R.P. and Lakhe, R.R. (2006) TQM in the Service Sector. Mumbai: Jaico
Publishing House.

12. Negi, Jagmohan. (2001). Food and Beverage Costing. Mumbai: Himalaya Publishing
House.

13. R.Tillery, Kenneth. L.Ruledge, Arthur. (1991)’ Quality-strategy and quality-

management connection, Cornell hospitality quarterly.8 (1).

14. Stoner, james A.F. Freeman, R.E. Gilbert, Jr.D.R. (1999). Management. 6th edition.
New Delhi: Prentice-Hall of India private limited.

15. Su, Ching-shu. Sun, Lou-hon. (2007)’ Taiwan’s Hotel Rating System: A Service
Quality Perspective, Cornell hospitality quarterly. 48(4) Pp. 392-401.

16. Wild ray. (2002) Essential of operation management, 5th edition. London: book craft
ltd.

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17. Wright J.nevan. (1999). The management of service operation. London: Continuum.

Appendix:

- Input control for Better quality deliverance:

INPUT PROCESS OUTPUT

CONTROL CONTROL CONTROL
Processes -Raw material -Inspection of -Inspection of
inspection. work in products, etc.
progress.
-Inspection of -Performance
purchased and -Rectification testing.
subcontracted and correction.
-Customer
parts.
inspection.
-Rating of
-Rectification.
supplier.
Procedures
-Acceptance -Control chart. -Acceptance
sampling sampling.
vendor rating.

(Wild ray, 2002, 385, Essential of operation management, 5th edition, London: book craft
ltd.)

-Inspection: ‘rules of Thumb’:

1) Inspect before costly operations in order to avoid high rate of defective items.

2) Inspect before any series of operations during which inspection will be difficult and/or
costly.

3) Inspect after operation which generally results in high rate of defectiveness.

4) Inspect before operation which would conceal defect previously caused.

5) Inspect before ‘point of no return’, i.e. after which any rectification is impossible.

6) Inspect before points at which potential damage may be caused, i.e. before the use of
equipment which would be damaged through the processing of faulty item.

7) Inspect before a change in quality responsibility, e.g. between department.

(Wild ray, 2002, 386, Essential of operation management, 5th edition, London: book craft
ltd.)

-Double or multiple sampling:

In single acceptance, the decision to accept or to reject the batch of items is dependent on the
inspection of a single random sample from that batch. In double sampling there exists the

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possibility of delaying that decision until a second sampling has been taken. A random
sample of n items is drawn from the batch, each item is inspected and the number of defective
(c) is counted. If this number is less than or equal to a given acceptance number (c1) then the
batch is accepted. Alternatively, if it is greater than a larger given acceptance number (c2) the
batch is rejected.

Acceptance: (c < c1).

Rejected: (c > c2).

(Wild ray, 2002, p. 366)

-Implementation and benefits of British standards:

“A) Customer response: e.g. better relationship, fewer complaints, and greater co-operation.

B) Interval management: e.g. improved control, better discipline, reduced costs, greater
awareness and commitment, improved working environment.

C) ‘Third party’ relationship: e.g. less need for external audits and monitoring.”

(Wild ray, 2002, p. 366)

-The essential organisation staff pattern for effective change in management style:

“
CUSTOMER

SALES AND SUPPORT

DEPARTMENT AL

STORE MANAGERS,
BUYERS, MECHANICAL
MANAGERS

BOARD OF DIRECTORS
“

(Cornell hospitality quarterly. 49(2). May, 2008. p.201).

This is a new pattern for how the work flow should be carry-out in organisation. The above
figure shows the flow of satisfaction required for an organisation, if the operational level is
satisfied, the management level face much ease in implementing strategies.

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- Program evaluation and review techniques (PERT) for change process:

“
Review current Select units to Execute
structure consolidate (3 recognizeation
(1days) days)
(2 weeks)

Review Develop Conduct Conduct Publicly

current out separatio separatio announce
manageme placemen n n end to
nt t strategy interview interview personal
capabilities (2 days) (2 days) (2 days) separatio
(2 days) n (1
day)

Conduct “best Identify staff to Notify staff to

Develop detailed
practice retain/terminat be retained
Merge go division/ dept.
“reviews of e (2 days) (1 day)
button PERT chart to
current
implement new
capabilities (2
Identify system etc.
change target (2 weeks)
& establish
timetable, Conduct “best Identify and Conduct training
build PERT Plan
practice develop new in new systems
chart (1week) approval
“reviews of system, policies policies, and
current and procedures procedures
capabilities for new (2 months)
(1 week) organisation.

Review current Identify new Develop Conduct cultural

culture/shared theme/shared events training events
values values measures, to reinforce new
(2 days) (3 days) symbols for values
new shared (18 months)
values

Finis
h

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“(Cornell hospitality quarterly. 49(2). May, 2008. p.197).This is a successes full change
process by swan-dolphin Hotel group.

-Customer-based dimension of quality:

“ Garvin (1987) Molen, Nolan and Parasuraman, Zeithaml, Zeithaml, Parasuraman,

Provost (1991) and Berry (1985) and Berry (1990)
Performan
ce Features Time Tangible
Reliability Consistency Tangibles Reliability
Conformance Uniformity Reliabilty
Serviceability Harmlessness
Aesthetics
Personal interface Responsiveness Responsiveness
Perceived quality Access Assistance
Courtesy Empathy
Communication
Credibility
Security
Knowing customer

“(McGee, Thomas, Wilson, 2005, p.742)

-Some quality management tools and practices:

Tools Practices

Pareto chart (frequency of occurrence) Quality circle

Ishikawa (fishbone) diagrams Team-based organization with specialized roles
Run Charts Benchmarking
Histograms Design for manufacturability
Control charts Design for manufacturability
Scatter Diagrams Vendor Certification
Flowcharts Customer certification
Forcefield analysis Mistake-proofing (poka-yoke)
Process capability analysis Predictive maintenance
Taguchi loss function Design of experiments
Quality function deployment(house of quality)

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(McGee, Thomas, Wilson, 2005, p.746)

- Representative changes suggested by the quality paradigm:

Type Locus

Upstream interaction (supplier) Internal to ‘Firm’ Downstream interaction

(customer)
Philosop Les Syst
hical s cost-bidding em, not people, as sources Customer to customer
Move toward sole-sourcing of problems. Acceptance of delight
Focus on improving supplier fit, human variation Customer retention
Quality, capability System optimisation based on value, not
Acknowledge shared destiny Primacy of purpose priced
Acknowledge shared
destiny
Tech Institutionalised
Shared planning and strategic mechanisms for system and Mechanisms to know
nical
information change customer
Supplier linked with internal Management by fact Education of customer
Demand and development Functional integration
Training Training

(McGee, Thomas, Wilson, 2005, p.749)

- 1993, Mintel, a British market research organisation, defining customer value in the
product and services:

Product Services

Well made Helpful staff

Safe to use Efficient service

Value for money knowledgeable staff

Reliable Clear pricing

Durable Guarantees

(Bicheno John, Elliott Brian B.R, 1997, 263, Operation Management, U.S.A: Blackwell
publishers Inc.)

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- Quality function development house of quality:

Customer
assessment Roof of
of relative the house
importance Technical
characteristics

Customer requirement Central matrix Competitive

evaluation

Units of measurements

Operation measurement

(Bicheno, Elliott, (1997), p.324)

- Pareto chart:

This is a tool to monitor quality standards positioning regarding to current scenario,

commonly known as 80:20 chart, which states that the 80% of result are caused by 20% of
causes. This charts vertical axis measures the defects per day and the horizontal axis denotes
causes of defect.

1.0
Number C
0.8
of
defects 0.6
per day 0.4 B
A
0.2
D
0.0
Cause of defect

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(Kermally sultan, 2003, 58, The management tool Kit, New Delhi: Viva books private
limited.)

- Fishbone diagram:

The horizontal arrow shows the main potential defect. The arrow attached on side-ways
shows other minor factors those are contributing to final defect.

SYSTEM STAFF
Attitudes
Busy telephones
Lack of skills
Specific

defects
Breakdowns Matrix

STRUCTURE
Heavy traffic

LOGISTICS

(Kermally sultan, 2003, 59, The management tool Kit, New Delhi: Viva books private
limited.)

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- European quality model:

People People
management satisfaction
90 points 90 points
(9%) (9%)

Leadership Policy and Processes Customer Business

100 points strategy 140 points satisfaction results
(10%) 80 points (14%) 200 points 150 points
(8%) (20%) (15%)

Resources Impact on
90 points society
(9%) 90 points
(9%)

This tool is a mean for a company to balance their measurement system, and also used for
benchmarking framework.

(Kermally sultan, 2003, 64, The management tool Kit, New Delhi: Viva books private
limited.)

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