British Airways’ new route to customer service 20071538 British Airways’ new route to customer service A TQM case study in service sector 9/18/2018 BRITISH AIRWAYS- 20071538

BRITISH AIRWAYS Every 2min a BA flight takes off Working 24×7 4th largest airliner in the business Fiercely competing Lufthansa, Singapore Airlines, American Airlines 25 million passengers 9/18/2018 BRITISH AIRWAYS- 20071538

CHANGE IS GOOD Shoddy airline , indifferent to passengers TQM case study 9/18/2018 CHANGE IS GOOD Shoddy airline , indifferent to passengers World class, financially well, a trendsetter indeed! TQM – the route 2 transformation 9/18/2018 BRITISH AIRWAYS- 20071538

TQM case study 9/18/2018 scenario in BA (1990s) Under a crisis Previously a nationalized corporation Shedding jobs worldwide to stop making loss Merging of BOAC & BEA Restriction of operating routes 9/18/2018 BRITISH AIRWAYS- 20071538

TQM case study 9/18/2018 public to private Prepared itself for privatization Regained its financial wealth After £5 million worth advertisement, sold itself Began to repair and restructure 9/18/2018 BRITISH AIRWAYS- 20071538

Start of the TQM implementation Leaner to fitter ‘PUTTING PEOPLE FIRST’ program by Collin Marshall Customer Employees 30,000 employees Behavior breeds behavior employees 9/18/2018 BRITISH AIRWAYS- 20071538

know your work place better ‘CUSTOMER FIRST’ team program In effective attitude of employees Employees treated as internal customers ‘We fly to serve’ motto ‘A Day in the Life’ ‘gold in the hole’, ‘engineering excellence’, ‘money matters’ 9/18/2018 BRITISH AIRWAYS- 20071538

organizational & cultural change Pattern Breaking Experimenting processes Visioning Bonding 9/18/2018 BRITISH AIRWAYS- 20071538

pattern breaking stage ‘Demanning’ from 59,000 to 29,000 Dismissal letters to opposing managers New, new, everywhere new _______________________________________ Experimenting & visioning stage difficulties Pathetic business attitude, absence of good managers, underachieving education system Effective motivation- hope of gain not threat of being fired from job 9/18/2018 BRITISH AIRWAYS- 20071538

deep into cultural change Senior & middle level management ‘Leading the service business’ Offsite meetings Recording feedback from the down level management Participative management style Bureaucratic, militaristic service oriented , market driven. 9/18/2018 BRITISH AIRWAYS- 20071538

act as you preach BA offered MBA degree! to its employees Established permanent training centre Created emotional support Organizational hierarchy was flattened profit sharing bonus schemes Performance appraisal system introduced Performance based compensation system data driven feedback system on management practices 9/18/2018 BRITISH AIRWAYS- 20071538

treat employees as potential customers Introduction of ‘world traveler’ to economy class Advertising it to employees before to customers ‘Internal commitment’ ‘Internal marketing’ 9/18/2018 BRITISH AIRWAYS- 20071538

advertise yourself Apart from usual ad campaign, brand product theme was introduced Club world , first class , super shuttle , leisure, world traveler(economy class) Modification of seats, accessories , catering services A single ad costs £1 million containing emotional dramatic exp 9/18/2018 BRITISH AIRWAYS- 20071538

Food served has a power full effect on the memory of a flight Analyzing different aviation routes, adjusting food recipes in accordance with different geographical places Gained competitive edge 9/18/2018 BRITISH AIRWAYS- 20071538

show down – a moment to celebrate 13 % increase in profit Another 12% increase in each subsequent yrs Became fourth largest airliner 160 destinations, 90 countries, 25 US cities 41 % share in North Atlantic market 235 aircrafts, advanced fleet strength than competitors Enormous customer care programs 9/18/2018 BRITISH AIRWAYS- 20071538

REFERENCES John Bank, The Essence of TQM, ©Prentice-Hall International (UK) ,2002. 9/18/2018 BRITISH AIRWAYS- 20071538