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Chapter 2

Managing Quality

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Foodservice Organizations, 5th editionSpears & Gregoire

2004 Pearson Education, Inc.Upper Saddle River, New Jersey 07458

Quality in the Foodservice System

Quality

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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Dr. Demings 14-Point System

Developed 14-point system to help

companies increase quality

1.Improvements of products & services

2.Adopt new philosophy of quality3.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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Dr. Demings 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 workplace11.Eliminate numeric quotas for workforce

12.Do not rob employees of pride or workmanship &

eliminate annual ratings

13.Program of education & self-improvement14.Work to accomplish preceding points

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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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Quality Assurance

Output oriented

Defining measurable quality standards

Controls in place to ensure standardsare met

Reactive process

Predicated on follow-up and inspection

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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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Total Quality Management

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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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Helps organization focus on customer by

identifying and satisfying their needs and

expectations

Customeranyone affected by a product orservice

External Customeraffected by product but do not

belong to organization that produces it

Internal Customeraffected by product and dobelong to organization that produces it (employee)

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Encourages employee participation

Identifying problem & finding solution

Empowermentmanagers allow

employees to act independently within

their job descriptions

Employees are permitted to make decisions

in their area of work

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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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Number of steps varies, usually includes:

Identifying a problem

Determining causes

Developing measurable improvement Selecting & implementing best solution

Collecting data to statistically measureresults

Refining the solution

Repeating the cycle

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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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Benchmarking

Compare ones 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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Foodservice Organizations, 5th editionSpears & Gregoire2004 Pearson Education, Inc.Upper Saddle River, New Jersey 07458

Plan-Do-Check-Act Cycle

Model for coordinating process

improvement efforts

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Cause and Effect Diagrams

Illustrate factors that may influence or

cause a given outcome

Termed Ishikawa or fishbone diagrams

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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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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

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Six Sigma

Data-driven approach & technique foreliminating defects in any process, no morethan 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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Reengineering

Rethinking & radical redesign of

business processes to achieve dramatic

improvements in performance

Improving processes core to business

rather than individual tasks

Processend-to-end set of activities

together create value for customer

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ISO 9000 Standards

International standards on qualitymanagement

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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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 Governors Award for Excellence

Michigan Quality Leadership Award

Missouri Quality Award

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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

Departments National Institute of

Standards and Technology

Open to business in U.S. or its territories

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3 awards may be given each year in 5

categories:

Manufacturing

Service

Small business

Education

Health care

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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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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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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 healthcareexperts, purchasers, & consumers

Standards are scored using 5-point scale

chapter 02

Documents

foodservice organizations

new jersey

upper saddle river

total quality management

schools5222018 chapter

inspection5222018 chapter

organizations5222018

quality5222018 chapter