INTRODUCTION In this unit, we start using practical tools to improve quality: we

INTRODUCTION
In this unit, we start using practical tools to improve quality: we study the seven basic tools of quality, the 5S method and the FMEA method. Some are statistics-based, and some are qualitative, but all good ways to improve the processes and the work environment. When used in the context studied in the previous chapters (employee empowerment, quality circles…), they can be powerful tools to dramatically changed processes and their output.
READING ASSIGNMENT
The 7 basic quality tools for process improvement. http://asq.org/learn-about-quality/seven-basic-quality-tools/overview/overview.html and sub-pages related to the 7 tools.
Quality tools, the basic seven. Download the pdf.
Using 5-step workplace management for continuous improvement. http://profsite.um.ac.ir/~ahad/5step.doc or download the pdf.
What are the five S’S (5S) of lean. https://asq.org/quality-resources/lean/five-s-tutorial
Failure Mode & Effects Analysis (FMEA). http://asq.org/learn-about-quality/process-analysis-tools/overview/fmea.html
Supplemental reading:
7 Quality tools presentation. Download the pdf.
FMEA (Failure Mode and Effect Analysis) presentation. Download the pdf.
DISCUSSION ASSIGNMENT
In your opinion, which of the tools explored in this unit is the most efficient at improving quality? Explain why.
Please answer in 200 words or more. As usual, use your own words – please do not copy and paste from a web site. Be sure to reference your sources.
Then, engage in a dialogue with your classmates on the above issue and any other perspective you may have on the topic. You are expected to make at least three posts to the discussion forum during the course of the discussion period.
Don’t forget to rate the postings of your classmates according to the Rating Guidelines.
Happy discussing!
WRITTEN ASSIGNMENT
Case Study 2: Quality at the Ritz-Carlton Hotel Company
Ritz-Carlton. The name alone evokes images of luxury and quality. As the first hotel to win the Malcolm Baldrige National Quality Award, The Ritz treats quality as if it is the heartbeat of the company. This means a daily commitment to meeting customer expectations and making sure that each hotel is free of any deficiency.
In the hotel industry, quality can be hard to quantify. Guests do not purchase a product when they stay at the Ritz: they buy an experience. Thus, creating the right combination of elements to make the experience stand out is the challenge and goal of every employee, from maintenance to management.
Before applying for the Baldrige Award, company management undertook a rigorous self-examination of its operations in an attempt to measure and quantify quality. Nineteen processes were studied, including room service delivery, guest reservation and registration, message delivery, and breakfast service. This period of self-study included statistical measurement of process workflows and cycle times for areas ranging from room service delivery times and reservations to valet parking and housekeeping efficiency. The results were used to develop performance benchmarks against which future activity could be measured.
With specific, quantifiable targets in place, Ritz-Carlton managers and employees now focus on continuous improvement. The goal is 100% customer satisfaction: if a guest’s experience does not meet expectations, the Ritz-Carlton risks losing that guest to the competition.
One way the company has put more meaning behind its quality efforts is to organize its employees into “self-directed” work teams. Employee teams determine work schedules, what work needs to be done, and what to do about quality problems in their own areas. In order that they can see the relationship between their specific area to the overall goals, employees are also given the opportunity to take additional training in hotel operations. Ritz-Carlton believes that a more educated and informed employee is in a better position to make decisions in the best interest of the organization.
Questions:
In what ways could the Ritz-Carlton monitor its success in achieving quality? What exactly should they check? (Use your experience, common sense, and, if needed, assumptions – if using assumptions, state them explicitly.)
What actions do you expect from a company that intends quality to be more than a slogan?
How could control charts, Pareto diagrams, and cause and effect diagrams be used to identify quality problems at a hotel? Provide examples as needed.
What are some nonfinancial measures (minimum 4) of customer satisfaction that might be used by the Ritz-Carlton?
Develop a fish-bone diagram illustrating the quality variables for a customer who just checked in at Ritz-Carlton. Please identify and provide 4+ causes and 12+ sub-causes.
Imagine one problem Ritz Carlton might be facing and explain the steps they need to follow in order to solve it. You need to use at least 2 quality tools and simulate figures if needed.
LEARNING JOURNAL
In the learning journal, you should record your activities, and record problems you may have encountered, as well as your notes and thoughts about the material. In addition, you should consider the following questions for reflection:
Think of one of the processes in your life you identified in Unit 3, and apply the 5S methodology to it. Explain each step. How is the resulting process different?
Please answer these questions in 300 words or more. Your answer should reflect your personal experience and should be thoughtful and introspective.