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Transcript of Chapter 2 Managing Quality. Foodservice Organizations, 5th edition Spears & Gregoire ©2004 Pearson...
Chapter 2
Managing Quality
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Quality in the Foodservice System
QualityApproach to business not a programDefined by customer through satisfactionAimed at performance excellence Increases customer satisfactionReduces cycle times and costsEliminates errors and rework
Quality customer service is goal of profit and non-profit organizations
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Dr. Deming’s 14-Point System
Developed 14-point system to help companies increase quality
1. Improvements of products & services
2. Adopt new philosophy of quality
3. Cease dependence on inspection
4. Do not choose supplier solely on price
5. Constantly improve production & service systems
6. Extensive on-the-job training
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Dr. Deming’s 14-Point System
7. Shift from production numbers to quality
8. Drive out fear
9. Break down barriers among departments
10. Eliminate slogans & targets for workplace
11. Eliminate numeric quotas for workforce
12. Do not rob employees of pride or workmanship & eliminate annual ratings
13. Program of education & self-improvement
14. Work to accomplish preceding points
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Management Approach
Evaluating operations with goal of improving performanceQuality assurance (QA)Total quality management (TQM)Continuous quality improvement (CQI)Six SigmaReengineering
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Quality Assurance
Output orientedDefining measurable quality standardsControls in place to ensure standards
are metReactive processPredicated on follow-up and inspection
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Process Improvement
Shift from individual tasks by individual employees to entire processes of several tasks by multiple employees
Total quality management and reengineering commonly applied to these efforts
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Total Quality Management
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Total Quality Management
Goal of improving performance of organization in response to customer needs and expectations
Originated in manufacturing industriesNow applied in colleges, universities,
governmental agencies, nonprofit organizations, restaurants, clubs, & schools
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Total Quality Management
Helps organization focus on customer by identifying and satisfying their needs and expectations
Customer – anyone affected by a product or service External Customer – affected by product but do not
belong to organization that produces it Internal Customer – affected by product and do
belong to organization that produces it (employee)
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Total Quality Management
Encourages employee participation Identifying problem & finding solution
Empowerment – managers allow employees to act independently within their job descriptionsEmployees are permitted to make decisions
in their area of work
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Total Quality Management
Involves teams of employees, leader, & facilitator to accomplish changeTeam projects aimed at improving product
or service quality while reducing costFacilitators teach communication, contribute
information, challenge decisions, & share experiences
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Total Quality Management
Number of steps varies, usually includes: Identifying a problemDetermining causesDeveloping measurable improvementSelecting & implementing best solutionCollecting data to statistically measure
resultsRefining the solutionRepeating the cycle
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Total Quality Management
Tools assist with identifying problems & guiding decision on changes neededBenchmarkingPlan-do-check-act cycleCause and effect diagramsControl chartsPareto analysis
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Benchmarking
Compare one’s performance with “best in class”
Assist managers to focus improvement efforts
Companies, such as Press Ganey Associates, Inc, compile data for this comparison
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Plan-Do-Check-Act Cycle
Model for coordinating process improvement efforts
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Cause and Effect Diagrams
Illustrate factors that may influence or cause a given outcome
Termed Ishikawa or fishbone diagrams
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Control Charts
Graphical record of process performance over a period of time
Values of upper & lower control limits are drawn to help identify potential problems
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Pareto Analysis
80% of given outcome typically results from 20% of an input (a.k.a 80-20 rule)
“Vital few and trivial many”Vital few causes, if identified and
corrected, can have greatest impact on improving quality
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Six Sigma
Data-driven approach & technique for eliminating defects in any process, no more than 3.4 defects per million opportunities
DMAICS approach to quality improvement Define project goalsMeasure current performance of process Analyze and determine causes of defects Improve process by eliminating defects Control future process performance Standardize process for the future
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Reengineering
Rethinking & radical redesign of business processes to achieve dramatic improvements in performance
Improving processes core to business rather than individual tasks
Process – end-to-end set of activities together create value for customer
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
ISO 9000 Standards
International standards on quality management
Based on 8 principles Customer focus Leadership Involvement of people Process approach Systems approach to management Continual Improvement Mutually beneficial supplier relations
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
External Recognition of Quality
Individuals can receive certificationCertified Quality Manager (CQM)Certified Quality Engineer (CQE)Certified Reliability Engineer (CRE)
Organizations can be recognizedOhio Governor’s Award for ExcellenceMichigan Quality Leadership AwardMissouri Quality Award
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Malcolm Baldrige National Quality Award
Recognize companies for achievements in quality & performance
Promotes sharing of information on successful performance strategies
Managed by U.S. Commerce Department’s National Institute of Standards and Technology
Open to business in U.S. or its territories
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Malcolm Baldrige National Quality Award
3 awards may be given each year in 5 categories:ManufacturingServiceSmall businessEducationHealth care
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Malcolm Baldrige National Quality Award
Criteria consists of 7 categoriesLeadershipStrategic planningCustomer and market focus Information and analysisHuman resource focusProcess managementBusiness results
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Joint Commission on Accreditation of Healthcare Organization
Published original quality assurance standards for hospitals
Independent, non-profit organization to set standards & accredit healthcare organizations
Stimulating healthcare field to attain ever-high standards and provide care to American people
©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458
Foodservice Organizations, 5th editionSpears & Gregoire
Joint Commission on Accreditation of Healthcare Organization
JCAHO standards:Address performance expectation in key
functional areas (patient assessment, patient care, environment, etc.)
Focus on what organization does, not what it has
Developed in consultation with healthcare experts, purchasers, & consumers
Standards are scored using 5-point scale