1. Chapter 2
Managing Quality

2. Quality in the Foodservice System
Approach to business not a program
Defined by customer through satisfaction
Aimed at performance excellence
Increases customer satisfaction
Reduces cycle times and costs
Eliminates errors and rework
Quality customer service is goal of profit and non-profit organizations
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3. 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
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4. 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
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5. Management Approach
Evaluating operations with goal of improving performance
Quality assurance (QA)
Total quality management (TQM)
Continuous quality improvement (CQI)
Six Sigma
Reengineering
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6. Quality Assurance Output oriented
Defining measurable quality standards
Controls in place to ensure standards are met
Reactive process
Predicated on follow-up and inspection
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7. 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
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8. Total Quality Management
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9. Total Quality Management
Goal of improving performance of organization in response to customer needs and expectations
Originated in manufacturing industries
Now applied in colleges, universities, governmental agencies, nonprofit organizations, restaurants, clubs, & schools
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10. 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)
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11. Total Quality Management
Encourages employee participation
Identifying problem & finding solution
Empowerment – managers allow employees to act independently within their job descriptions
Employees are permitted to make decisions in their area of work
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12. Total Quality Management
Involves teams of employees, leader, & facilitator to accomplish change
Team projects aimed at improving product or service quality while reducing cost
Facilitators teach communication, contribute information, challenge decisions, & share experiences
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13. Total Quality Management
Number of steps varies, usually includes:
Identifying a problem
Determining causes
Developing measurable improvement
Selecting & implementing best solution
Collecting data to statistically measure results
Refining the solution
Repeating the cycle
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14. Total Quality Management
Tools assist with identifying problems & guiding decision on changes needed
Benchmarking
Plan-do-check-act cycle
Cause and effect diagrams
Control charts
Pareto analysis
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15. 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
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16. Plan-Do-Check-Act Cycle
Model for coordinating process improvement efforts
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17. Cause and Effect Diagrams
Illustrate factors that may influence or cause a given outcome
Termed Ishikawa or fishbone diagrams
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18. 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
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19. Pareto Analysis
80% of given outcome typically results from 20% of an input (a.k.a rule)
“Vital few and trivial many”
Vital few causes, if identified and corrected, can have greatest impact on improving quality
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20. 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 goals
Measure current performance of process
Analyze and determine causes of defects
Improve process by eliminating defects
Control future process performance
Standardize process for the future
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21. 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
Refer to page 38 for the example on the reengineering of Taco Bell
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22. 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
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23. External Recognition of Quality
Individuals can receive certification
Certified Quality Manager (CQM)
Certified Quality Engineer (CQE)
Certified Reliability Engineer (CRE)
Organizations can be recognized
Ohio Governor’s Award for Excellence
Michigan Quality Leadership Award
Missouri Quality Award
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24. 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
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25. Malcolm Baldrige National Quality Award
3 awards may be given each year in 5 categories:
Manufacturing
Service
Small business
Education
Health care
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26. Malcolm Baldrige National Quality Award
Criteria consists of 7 categories
Leadership
Strategic planning
Customer and market focus
Information and analysis
Human resource focus
Process management
Business results
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27. 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
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28. 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
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