This report is based on quality Essay Example

stated or implied needs. Quality can be assessed by conforming to specifications, being suitable for the intended purpose, having no defects, and providing customer satisfaction. Quality can be managed through total quality management, quality standards, and performance indicators. When comparing the definitions of these gurus with the Quality Model ISO (ISO 8402:1986), which defines quality as the overall characteristics and features of a product or service that relate to its ability to meet stated or implied requirements (3.1), there are differences as this model primarily focuses on the ability features of a product or service. The distinction between product quality and service quality is articulated by Dr. [Name].In her journal article "Concepts of Service Quality Measurements in Hotel Industry," Jasmina Grzinic defines service quality as the management of business processes to ensure complete customer satisfaction on all levels, both internally and externally. The following are some differences between product quality and service quality. Product quality refers to a reliable product or process that performs its intended function and is tangible. ISO 9000 is used for measuring and improving product quality, products are durable, and a product warranty guarantees repair or replacement of faulty items. On the other hand, service quality involves exceeding expectations which leads to high-quality perception. It is intangible, TQM (total quality management) is used for measuring and improving service quality, and service experiences are time-sensitive.

Source: http://www.qualitydigest.com/html/qualitydef.html

• A service warranty typically offers unsatisfied customers a refund, discount, or complimentary service.

Quality model:

Quality models assist businesses in various ways, such as increasing customer satisfaction, reducing errors, improving business efficiency through resource utilization, and continuously enhancing products, processes, and systems.

Case study for Hilton London Paddington

The following case

study and its details are based on my personal industry placement experience and the interview conducted with HR Officer Ms.Gillian. The Hilton London Paddington believes in the following principles to provide a fair and consistent hotel assessment that clearly outlines necessary improvements and supports management and ownership with product and service delivery at their hotel. The Hilton London Paddington has 365 sleeping rooms, one restaurant, 24-hour room service, Steam Bar, and a lounge with a bar. Therefore, the policies and procedures implemented must be quality-oriented in order to meet customer demands and comply with laws, ensuring that the hotel ultimately meets the requirements of the Hilton Quality Brand. The Quality Model used by the Hilton Paddington is the Service Quality Gap Model by Parasuraman and Berry (1985). This model defines five gaps between what the customer expects, perceives,
and receives.

The first four gaps impact the way the service is delivered, and gap 5 is the result of these gaps, which is the difference between customer expectations and perceptions. Gap 3 specifically highlights how the behavior of the service provider affects service quality by creating a disparity between service quality specifications and actual delivery. The first gap occurs when there is a discrepancy between customer expectations and management perceptions of those expectations. This can happen because management lacks a comprehensive understanding of how customers form their expectations from various sources such as advertising, past experiences, personal needs, and communication with friends. Hilton Paddington has taken steps to address this gap by improving market research and promoting better communication between management and its contact employees. The second gap arises from management's inability to clearly define target levels of

service quality that meet customer expectations. This could be due to a lack of commitment or belief that meeting customer expectations is not possible. To tackle this issue, Hilton Paddington has set goals and standardized service delivery. The third gap, known as the service performance gap, occurs when the actual service delivery does not align with the specifications set by management.
Gap 3 can occur for various reasons, such as a lack of teamwork, poor employee selection, inadequate training, and inappropriate job design. Hilton Paddington has implemented employee programs, proper training and initiation facilities, and a proper recruitment process. Customer expectations of the service are influenced by media advertising and other communications from the company.

One gap exists between service delivery and external communication where there may be exaggerated promises and inadequate information. Gap 5 is determined by the difference between customer evaluations of expected and perceived service measured through a questionnaire. This information is sourced from books on managing employee attitudes and behaviors in the tourism and hospitality industry as well as service quality management in hospitality, tourism, and leisure.

Features of a business health check related to business improvement:

Enablers:
According to the website www.efqm.org, enablers refer to individuals who contribute to the process of producing or delivering a product/service. This includes staff, management, owners, and stakeholders. Management utilizes policies, strategies, and necessary resources with the involvement of staff to achieve desired outcomes or performance results (customer, people,
and society outcomes).Enablers encompass both internal and external factors that have an impact on the business, such as top management serving as enablers for decision-making. The text explores various elements of administration, including individuals, policies and schemes, partnerships, and

resources. It underscores the significance of motivated staff, policies and schemes developed by top management, and the utilization of resources to achieve organizational objectives. Additionally, it mentions quality map deployment which involves obtaining customer input during product design in order to tailor the design according to customer preferences and coordinate marketing, design engineering, and manufacturing efforts accordingly. The advantages of deployment in the hotel market are also highlighted. Lastly, the text emphasizes the importance of effective leadership style in establishing a successful culture for total quality management within an organization. Micromanagement by supervisors leads to disempowered employees with reduced morale and job satisfaction. This aspect is referred to as people management which incorporates techniques like employee selection, performance evaluations, training provision, and compensation offerings. Hotels exemplify this by providing employee training programs, assessing their performance regularly while ensuring suitable hiring for specific positions.The importance of companies taking care of their employees' training and development and motivating them for good work cannot be overstated. In the hotel industry, technology has played a significant role in making online reservations easier and comparing rates with independent sites. Hotels have also introduced check-in/check-out booths and disabled check-in desks to improve efficiency. From electronic room keys to point-of-sale terminals in restaurants, hotels are using technology to enhance efficiency and provide a better experience. This information is taken from the book "International Hospitality Management: Concepts and Cases" by Alan Clarke and Wee Chen.

Action Plan on Business Health Check:

Findings of the business health check:

To assess the state of our hotel, we conducted a Business Health Check using Glazers Key Issues Diagnostics, a widely recognized tool. Please find attached

a copy of the check report. Areas marked in red indicate areas where improvement is needed, while areas marked in yellow serve as cautionary indicators that should be addressed promptly to avoid future losses. On the other hand, areas highlighted in green signify successful implementation of strategies thus far.After analyzing and reviewing the results, it is evident that immediate action is necessary for Personal Development and Staff Morale aspects. Leadership also requires strategic planning to ensure consistent success in the future. The SATISFACTION TABLE attached with the nosologies serves as evidence of our shortcomings in various areas such as front desk staff hospitality, overall service quality, value for money, brand loyalty, and more. These failures ultimately indicate poor people management, personal development, and low staff morale among Front Line Staff responsible for guest satisfaction. As previously established in the study through a case study example, Leadership or Management is responsible for determining the quality of this staff category. Additionally, implementing Parsuraman's new quality model along with business health check features identified earlier can contribute to improvement. Therefore, we recommend implementing the following New Policies and Procedures outlined in the Action Plan to address these issues effectively.

New policy/procedures for improving quality:

• Awareness of trade name criteria: Trade name criteria are the minimum standards established to ensure that customers receive consistent and superior service, allowing them to always expect a Hilton experience. According to Juran, quality is linked to customer satisfaction and dissatisfaction with a product/service, making brand standards essential for maintaining service quality.

According to the Satisfaction Table, Return to Brand performance is classified in the red

zone, indicating the need for improvement. Increasing awareness of brand standards is part of an action plan aimed at enhancing Return to Brand scores. Hilton University offers various opportunities for staff development and contributes positively towards their morale. Access to Hilton University is granted through a login ID obtained from the human resources department. Completion of recommended courses promotes personal growth and uplifts staff morale. To address Leadership as an area identified in the Business Health Check report, it is advisable that Supervisors and Management receive training on transmitting these skills effectively within their teams.This action plan is based on previous case studies and the Quality Model of Service Gap by Parsuraman. It is strongly recommended that Parsuraman's Quality Model be implemented for all aspects of concern, as it relates to service quality and the issues identified in the concern wellness check. Additionally, it can be concluded that the research case study has significantly contributed to outlining new policies, procedures, and an action plan, serving as a good example for addressing the identified issues. The research conducted in this study, along with the theoretical notes, has also aided in a greater understanding of the Quality Concept and its relation to our administration's practical issues, such as leadership and management (as stated in the features of concern wellness check). We would like to express our gratitude to the Management of the Hilton London Paddington Hotel for their support in answering our questions and confirming the facts stated in the research journal.

Bibliography

Web sites:

• hypertext transfer protocol://www.businessballs.com/dtiresources/quality_management_gurus_theories.pdf
• www.bnet.com
• hypertext transfer protocol://www.qualitydigest.com/html/qualitydef.html
• www.efqm.org

Books:

• Pull offing Employee Attitudes and Behaviours in Tourism and Hospitality, Salih Kusluvan.