CHAPTER 3
SPECIFYING QUALITY
FOR TOURISM AND
HOSPITALITY SERVICES
OBJECTIVES
At the end of the chaper, the learner should be able to:
1. Emphasize that of the three important concepts of performance
excellence, productivity, cost, and quality, the most significant factor in
determining the long-run success or failure of any organization is quality.
2. Focus on the multi-faceted definitions of quality.
3. Understand that the user based perspective requires a definition of
customers and related terms.
4. Define specifications.
5. Introduce the concept of quality assurance, providing consumers with
goods and services of appropriate quality, as a point of reference.
6. Provide a framework for understanding that the quality movement has
influenced not only product adn service improvements.
7. Show that qulaity in manufacturing and quality in services must be
approcched differently in terms of employees responsibilities and type and
use of technology.
INTRODUCTION
"Quality" to most people, seem to mean "high quality" . And it is a little
mother, God, Queen , and country, everyone is for it, and the more quality
the better.
"Quality" is a hard concept to pin down. Yet a factory has to provide
services of specified quality. Why not always try to make the best?
A service provider does not object to high quality as such. He is as much
in favor of it as everyone else, but he has to contend with cost.
The end product of managerial decisions on quality may take the form of quality policy
statements. In this form, these statements cannot be used by the factory because they
do not contain instructions telling it what to do. They are goal statements. Some
samples are:
1. We wish to provide dry cell batteries of such a qulaity that no kre than 2% are
dedective.
2. The failure rate of our computers should average 130% per year
3. In our city we wish to provide a level of fire
protection such that the average waiting
time of a fire for the first arriving fire engine will be two minutes, with a maximum
waiting time of six minutes under normal traffic and weather conditions.
4. We wish to produce a machine part whose diameter is one centimeter plus or minus
1 milimeter.
5. We wish to produce soap that is 99.44% pure.
6. We will make our bread from ingredients which are organically grown and without
artificial preservatives.
QUALITY CONTROL AND RELIABILITY
Quality control in production involves not only the finished product but also the whole
production process.
Quality control is a method of checking manufacturing operations to determine how
well these operations adhere to blueprint specifications on dimensions, tolerance, surface
finish and the life, as well as processing, testing and manufacturing.
Reliability, however, is a different matter. Reliability means the probability that a product
will perform without failure when operated under reasonable conditions through its
normal life.
The reliability program is divided into four phases:
1. Design
2. Testing
3. Production
4. Services
Rationale
A firm that manufactures shoes may either produce shoes that fot
exceedingly well, last for many years, and are very stylish, or ot can produce
satisfacttory shoes that give good service and wear moderately well.
Can products be manufactured based on qualitative properties? YES,
but products wiill be inefficiently produced . Therefore, there is a need
to operationalize manufacturing:
1. Products within specifications
2. Clear
3. Formulas for mixed items.
4. Tools, equipment, methods, systems.
5. Engineering plans and drawings
6. Operations conditions
INSPECTION
The primary quality control implementation activity on a day-to-day basis is
inspection. Obviously, products and services should be inspected in order to
weed out inferior units.
The primary objectiuve of inspection - not remedy. The object is to stop making
defective.
i
TESTING AND INSPECTION
Testing s a specific kind of inspection. Inspection, a broader term than
testing, includes all activities, among them testing, to see if the products are up
to standards.
METHODS OF CHECKING PRODUCT QUALITY
1. INSPECTION
a. Visual
b. Judgmental
c. Broad
d. Tasting
e. Deals with properties termed as attributes, inherent characteristics.
2. TESTING
a. Specific
b. Quantifies
c. Involves physical and chemical properties
d. Deals with properties termed variables.
TYPES OF MATERIALS CHECKED FOR QUALITY
1. Raw or purchase naterials , For those suppliers with ISO vertification,
normally attract and maintain big clients.
2. Work-in-process
3. Finished products
INSPECTING PURCHASED ITEMS
As a rule, all purchased items should be inspected to see that they are of the righ
tkind and quantity and so that damaged or iunsatisfactory items can be returned
to the supplier and new ones obtained quickly.
iINSPECTING WORK IN RPOCESS
Regardless of the method used to inspect work in process, the final inspection of
the product should probably have done by an independent inspection
department which does not report to production supervisors.
PRACTICAL STAGES AT WHICH IT IS BEST TO CHECK QUALITY
1. After a critical operation because that's where trouble is bound to be
encountered.
2. Inspect before a costly operation to prevent unnecessarycost on already
defective inputs or so that these costly operations will not be performed on
already spoiled items.
3. Inspect before operations that will cover updefects because it will be difficult
to see these defect after covering up.
4. Inspect before assembly operations which cannot be undone such as
welding parts or mixing paints.
5. Inspect before storage.
6. Inspects before operations where faulty materials/products may break/jam
the machines.
7. Inspects finished parts/components.
8. Inspect and test finished products.
9. On automatic or semiautomatic machines, inspects first and last pieces of
items, bit only occasionally in between pieces to ensure that first few items and
last pieces are okay as well as those-in between.
METHODS OF DISPOSING REJECTED MATERIALS
1. Sell them as "seconds".
2. Salvage by reworking or re-=blending.
3. Non-critical qualities are defective.
4. Downgrade
5. Work away
HOW MANY SAMPLES TO CHECK?
1. Will depend on the economic balance between:
a. Cost of testing vs. risks involved in taking less samples than necessary.
Ex, there are items which need to be 100% tested like electric wires.
2. Probability analysis is important because in most cases inspection can and
should be done only by sampling.
WHERE TO INSPECT
1. Floor Inspection
Sometimes called " patrolling, "roving" or " first piece" inspection where
inspectors move from machine to machine to approve setups before
production starts anbd to catch defective work before a large quantity has
been produced.
2. Central Inspections
Materials are trucked to a central inspections crib, where they are left to
be inspected.
INSPECTION SHOTCOMINGS
Judgement is involved in almost all inspections, even when mechanical
devices as micrometers, gauges, or comparators are used, because there
are always borderline cases.
REDUCING INSPECTION ACTIVITY
1. Repetitive manual jobs, including inspections, can often be mechanized.
2. Sometimes it is necessary to know a parts exact size but only that it is
between two limits and not beyond.
3. Improve the machine or set them properly so that it does not get out of
adjustment.
4. Install a sense of pride of workmanships in each worker, and within reason,
let them be responsible for checking their own work and reporting
problems as they occur.
PROCESS CONTROL
A different approach to the problem of mechanized inspection is to build
machines which check their own work.
SELECTIVE INSPECTION
This is sorting inspected parts by size so that over- and undersize parts can
be matched. This is impoertant where parts have to fit together and work
as mating parts.
ONLINE AND ONLINE -REAL-TIME QUALITY MANAGEMENT
Often, computers are used, and they are"online", and "online-realtime".
Being "online-real-time"means that operation is connected at all times to a
central computer or has "satelite" or "distributed" mini or microcomputers
located at several key operations which are tied to the central controliing
computers.
THREE REASONS WHY THE EMPHASIS ON QUALITY
1. More satisfied customers
2. Promotes repeat and increaded business
3. Contributes to firm's probability which translate to job security and makes
firm profitable.
BASIC QUALITY PROCESSES
1. Quality Planning
2. Control
3. Improvement
PRACTICAL APPROACHED REGARDING QUALITY SYSTEMS
1. People implementing and monitoring the Basic Quality Systems (BQS) may not
be reliable .
2. Fads
a. MBO (Management By Objectives)
b. QC ( Quality Circles)
c. TQM (Total Quality Management)
d. Business re- engineering
e. ROQ (Return on Quality)
3. Do not be " fashion managers".
QUALITY CIRCLE
A quality circle consists of a small group of production workers , who meet regularly
to identify a broad array of problems related to their task and work toward
developing ways to solve them.
1. Small group
2. Same working unit or work area
3. Voluntarily identify and solve problems.
4. Areas of responsibility o
HISTORY OF QUALITY CICLES
Many years ago, Japanese-made products were always the cheapest and the filmsiest
of all. This is because of scarcity of natural resources. Raw materials are usually
imported from other countries and therefore costly. Now their reputation in such
areasas cameras is very high. One of the reasons for this change is the development
in japan of the "QC cicrle" concept.
Dr. Kaoru Ishikaw, originated the fishbone diagram. It is the cause and effect
diagram whuch is a simple graphical tool for organizing a collection of ideas.
OBJECTIVES OF ICs
1. Reduces errors and enhances quality
2. Inspires more effective teamwork
3. Promotes job involvement
4. Increased employee motivation
5. Creates problem solving capability
6. Builds problem prevention attitude
7. Improves company communication
8. Develops harmonious manager-worker relationship
9. Promotes personal and leadership development
10. Develops greater safety awareness.
STEPS IN QC OPERATION
1. Problem identification
2. Problem selection
3. Problem analysis
4. Management recommendation
ISO 9000
This refers to a series of quality management and assurance standards which
define the elements needed to achieve a quality system.
WHAT PROMPTED ISO 9000
Suppliers had a hard time to justify and explain how products were
manufactures to convince buyers . There is a need to establish a standard
which provides a seal of acceptance to save money and effort.
BENEFITS OF ISO 9000
1. Save money
2. Ensures satisfied customers
3. Reduces waste and time- consuming reworking of designs and procedures
4. Motivates staff because it gives job satisfaction
QUALITY SUSTEMS ON SERVICES
Quality education in the country remains to be an elisive dream. The list of
woes that continue to plague Philippine education is both long and all-too-
familiar:
a. lack of classrooms
b. lack of facilities
c. lack of teachers
d. lack of faculty development program
e. inadequate pay for teachers and other education
personnel
f. a host of other inadequancies
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