QUALITY&STRATEGIC MGMT

QUALITY&STRATEGIC MGMT - THE EXPECTATIONS OF...

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QUALITY MANAGEMENT VERY DIFFERENT FROM MANUFACTURING PRODUCTION, DELIVERY, AND CONSUMPTION TAKE PLACE IN THE MOMENT OF SERVICE. PROBLEMS: * BAD EXPERIENCES DO NOT GO AWAY * MANY ENCOUNTERS WITH SERVICE * PERISHABLE PRODUCT * LIMITED CONSUMERS JURAN’S MODEL FOR CLUB IMPROVEMENT * PROCESS – A SET OF CLUB ACTIVITIES THAT PRODUCES VALUE FOR MEMBERS * CUSTOMERS – ANYONE AFFECTED BY PROCESS INTERNAL EXTERNAL * MUST BREAK DOWN ALL DEPARTMENTAL BARRIERS TO SATISFY ALL CUSTOMERS EXAMPLE: MEMBER BILLING PRINCIPLES OF QUALITY MANAGEMENT 1. EMPOWERMENT – REDISTRIBUTION OF DECISION MAKING THAT IMPROVES EFFICIENCY/EFFECTIVENESS EXAMPLE: DISHWASHERS
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2. FACT-BASED DECISION MAKING 3. PREVENTION VS. INSPECTION EXAMPLE: BAR INVENTORY 4. CONTINUOUS IMPROVEMENT * INCREMENTAL – FIX CURRENT PROCESSES * BREAKTHROUGH – TOTAL REDESIGN EXAMPLE: MEMBER CHARGES 5. BENCHMARKING – ESTABLISHING STANDARDS 6. CHANGE MANAGEMENT – PDCA APPROACH CONTINUOUS IMPROVEMENT TEAMS ONGOING EFFORTS TO MEET THE NEEDS AND EXCEED
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Unformatted text preview: THE EXPECTATIONS OF MEMBERS BY CHANGING THE WAY WORK IS PERFORMED. BETTER, FASTER, LOWER COST!! 6 STEPS 1. TARGET AN OPPORTUNITY FOR IMPROVEMENT BRAINSTORM 2. GATHER AND ANALYZE INFORMATION CAUSE-EFFECT DIAGRAM PMEME 3. GENERATE POTENTIAL IMPROVEMENTS CAUSE-EFFECT DIAGRAM 4. EVALUATE ALTERNATIVE IMPROVEMENTS 5. IMPLEMENT THE IMPROVEMENT 6. EVALUATE THE IMPROVED PROCESS STRATEGIC MANAGEMENT GOAL OF PLANNING? - RESULTS!!!! 3 STEPS STRATEGIC PLANNING – 5 YEARS+, VISIONARY OPERATIONAL PLANNING – 1 YEAR, PRACTICAL STRATEGY EVALUATION - ONGOING BENEFITS LOOK AT CURRENT STATUS FUTURE DIRECTION UNITES EVERYONE CHALLENGES DIFFERENT AGENDAS BOARD CHANGES OFTEN BUILDING THE PLAN PLANNING SESSIONS - RETREAT!! USE CONSULTANT VALUES STATEMENT – SHARED BELIEFS MISSION STATEMENT – REASON TO EXIST * INTERNAL SCAN * EXTERNAL SCAN VISION STATEMENT – PROJECTS THE FUTURE KRA’S – KEY RESULT AREAS EXAMPLE: FOOD AND BEVERAGE GOALS STRATEGIES ACTION PLANS...
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QUALITY&STRATEGIC MGMT - THE EXPECTATIONS OF...

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