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TQM > Semi-Final > Flashcards

Semi-Final Flashcards

1
Q

Goal of Service Delivery System

A

Fail no guest
Delivery
Delight every guest

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2
Q

Maintain the urgency for rigorous study to guide service managers in improving the design, competitiveness, efficiency and effectiveness of service delivery both at firm and industry levels has never been greater

A

Richard Metters and Ann Marucheck

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3
Q

Achieving guest service delivery and avoiding service failure can both be greatly affected by

A

Delivery system design

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4
Q

It emphasized that everyone is responsible for quality-not just the quality control department-has thought organizational leaders improvement

A

Total quality management movement

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5
Q

TQM movement lessons

A

Achieving total quality requires consideration of the entire system
Everyone is responsible for the quality of the guest experience
System needs to be checked for problems before people are blamed

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6
Q

He must spend the extra time and effort to plan and organize the service delivery system becuase sometimes it’s the faulty of the system so it works everytime

A

Hospitality manager

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7
Q

They are always the ultimate judge of quality and value of the guest experience

A

Guest

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8
Q

They must ensure that they design the experience from the guest’s point of view and not their own

A

Service delivery system designers

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9
Q

After almost fifty years if research _ published the _ in _

A

Joseph Juran
Juran Trilogy
1986

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10
Q

Pioneer of Quality Management

A

Joseph Juran

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11
Q

It defined the three management processes that Juran thought were requires by all organizations to improve: ,,_

A

Juran Trilogy

quality planning, quality control and quality improvement

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12
Q

It involves identifying customers, determining their needs, creating a product or service to meet those needs, and then developing a system to deliver a product or service

A

Quality planning

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13
Q

With respect to the hospitality industry means making sure that the system is delivering the service in the most effective way

A

Quality control

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14
Q

Errors as the product or service being delivered, whether due to inadequate planning or faulty execution are prevented or minimized through quality control

A

Quality control

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15
Q

It involves after-the-fact analysis of the errors and failures that have contributed to poor quality and improving the delivery process to reduce or eliminate future errors based on that analysis

A

Quality improvement

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16
Q

It should be established early in the planning process. They are the company’s expectations for how the different aspects of the service experience should be delivered every time to the guest

A

Service standards

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17
Q

SMART

A 
Specific
Measurable
Attainable
Results
Oriented
Time bound
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18
Q

It involves monitoring the experience through measurement as the experience is happening

A

Phase II

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19
Q

Collecting and analyzing information about what has actually occurred drives system improvement

A

Assessment and Improvement

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20
Q

Shows that the lines between the different phases of service are not sharply drawn

A

Blurred lines

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21
Q

This figure helps us to organize across the following chapters what we know about managing a service delivery system to provide an exceptional experience

A

Blurred lines

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22
Q

His goal was to use the people and the system designers can still fail from time to time

A

Schulze’s self-healing time

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23
Q

Which the employees can override the system and fix guest problems when it fails

A

Self-healing system

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24
Q

A thoroughly detailed step-by-step description of what the service delivery process involves and the service standard must be met

A

Constructing or diagramming

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25
Q

Planning techniques

A 
Blueprinting
Universal service map
Fishbone analysis
PERT/CPM
Simulation
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26
Q

The most commonly discussed type of service diagramming

A

Blueprinting

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27
Q

Foundation or framework

A

Blueprinting

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28
Q

It defines every component part and activity, not just of the delivery system but of the entire guest experience from the moment when guests enters and guest departs

A

Blueprinting

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29
Q

A typical blueprint has five parts:

A

Physical evidence
Customer actions
Onstage/visible contact-employee actions
Support processes

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30
Q

It is a direction-a variant of a blueprint that can be generally applied to a variety of service situations.

A

Universal service map

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31
Q

In the universal service map__ divide groups of boxes

A

Three horizontal dotted lines

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32
Q

The bottom line represents all the things that must happen inside the organization to produce the service experience

A

Line of internal interactions

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33
Q

In this group of boxes are the organizational back of the house functions that supply and support the frontline service employee with the product part of the service experience

A

Line of internal interactione

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34
Q

This line separates the activities that are visible to the customer from those the customer cannot see

A

Line of visibility

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35
Q

Process, experience and procedure

A

Service Delivery System

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36
Q

It separates those things the customer does in the service experience from those that the service employee does

A

Line of Guest Interaction

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37
Q

Cause and effect analysis

A

Fishbone analysis

Fishbone diagram

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38
Q

It separates those things the customer does in the service experience from those that the service employee does

A

Line of Guest Interaction

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39
Q

Guided on what will happen

A

Fishbone analysis

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40
Q

It is the cause-and-effect analysis, in the form of the _

A

fishbone diagram

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41
Q

It provides a way to concentrate on the problem areas to avoid or recover from faulty service outcomes

A

Fishbone analysis

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42
Q

These are the points of interaction between the provider and the customer at which the customer becomes, in effect, a co-producer of the service experience

A

Line of Guest Interaction

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43
Q

An instrument tool in evaluating

A

PERT/CPM

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44
Q

PERT/CPM

A

Program Evaluation Review Technique

Critical Path Method

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45
Q

It offers benefits of any good planning. It provides to the manager a detailed. well-organized plan combined with control measurement process for analyzing how well-organized plan

A

PERT/CPM

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46
Q

PERT/CPM process

A 
Activity-event analysis
Activity-event sequencing
Activity time estimates
Diagramming the project
Identifying critical path
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47
Q

Highlights the sequence of activities where no slack time is available and everything has to happen as planned or else the project will be delayed

A

critical path

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48
Q

They consist of circles or bubbles, representing be considered completed

A

PERT/CPM diagrams

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49
Q

Imitation of a real thing

A

Simulation

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50
Q

Prediction

A

Forecasting

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51
Q

Improvement of KSA
To be empowered
Satisfaction of guests

A

Training

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52
Q

Experts for all negatives to be prevented

A

Quality teams

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53
Q

Finding the root cause and fix the problem

A

Poka-yokes

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54
Q

A Japanese quality improvement expert

A

Shiego Shingo

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55
Q

It involves inspection of the system

A

Poka-yokes

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56
Q

Types of Inspections

A

Source Inspection
Self-inspection
Successive inspection

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57
Q

Potential mistakes are located at their source and fixed before they can get into the delivery system

A

Source Inspection

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58
Q

Which people check their own work

A

Self inspection

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59
Q

Which the person next in the service delivery system checks the quality an accuracy of the previous person’s work

A

Successive inspection

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60
Q

Types of poka-yokes

A

Control poke-yokes

Warning poke-yokes

61
Q

Occurs before an error is made

A

Warning poke-yokes

62
Q

It is a process from beginning or continuing after an error is made

A

Control poke-yokes

63
Q

Three types of warning and control poke-yokes

A

Contact poke-yokes
Fixed values
Motion step

64
Q

Monitor the item’s physical characteristics/tangible items to determine if they meet predetermined specifications

A

Contact poke-yokes

65
Q

It is used when a certain step is repeated

A

Fixed values or constant numbers

66
Q

It is used when more than one step is involved

A

Motion step

67
Q

This term is also used to refer to a matrix structure where a group or project team is overlaid on the traditional functional organizational structure to work on a specific task or serve a particular customer for a limited time

A

Cross-functional structure

68
Q

Advantages of Cross-Functional Project and Matrix structures

A

Makes the guest, not the function, the focus
Improved lateral exchange of information
Improved vertical exchange of information
Increased flexibility in use of human capital
Increased individual motivation and attitudes

69
Q

Disadvantages of Cross-Functional Project and Matrix structures

A

Violates traditional “single line of authority”
Ambiguity about control
Creates organizational conflict between functional and project managers
Creates interpersonal conflict
Creates insecurity and loss of status
More costly for organization
More difficult for individuals

70
Q

It is a simple idea that is difficult to put into practice

A

Motivation

71
Q

The needs people have

A

Survival needs
Social needs
Recognition needs
Achievement needs

72
Q

The most employee basic need

A

Survival

73
Q

To meet employee survival needs, the most obvious inducement is _ provided through a _

A

Money

Paycheck

74
Q

Share and adopt specific kind of learning and belonging

A

Social needs

75
Q

Publicly announcing financial spot bonus or non-financial

A

Recognition

76
Q

Recognition needs ways

A 
Formal recognition program
Informal
Specified schedule
Ad hoc
Individual
Collective
Private
Public
Monetary
Non monetary
77
Q

It lets employees know that what they did is indeed desired behavior, and it demonstrates to employees that management is aware of their behaviors and likes what they see

A

Recognition Needs

78
Q

Self-satisfaction

A

Achievement needs

79
Q

Rewards people want

A

Financial

Non-financial

80
Q

The purpose of this is to say publicly and officially, thank you for a job well done

A

Recognition program

81
Q

Financial

A 
Merit raise
Annual performance bonus
Spot Bonus
Individual tips
Pooled tips
82
Q

Non-financial

A

Recognition program
Group Incentive plan
Compensation through ownership

83
Q

An increase in base pay (i.e. a raise) that is tied to individual performance

A

Merit raise

84
Q

A one-time lump sum payment made to an employee who exhibited great performance through some specific act

A

Spot bonus

85
Q

Voluntary payments given to a service providers by customers after providers deliver service

A

Individual tips

86
Q

When all customer tips are put into a common “collection” and are then divided proportionally between the servers on duty

A

Pooled tips

87
Q

A program designed to provide a reward (financial and/or symbolic) to employees of a group for successfully meeting a specific goal

A

Recognition program

88
Q

A bonus paid to all employees of a group for successfully meeting a specific goal

A

Group Incentive plan

89
Q

Enabling employees to own a portion of the company e.g., common stock or stock options

A

Compensation through ownership

90
Q

It is contagious

A

Fun

91
Q

Ways to make a job fun

A

Minimizing negatives

Empowering the employee

92
Q

It is the assignement of decision making responsibility to an individual

A

Empowerment

93
Q

It requires sharing information and organizational knowledge that enable empowered employees to understand and contribute to organizational performance, giving them the authority to make decisions that influence organizational outcomes and rewarding them based on the origanization’s performance

A

Empowerment

94
Q

Keys to implementing an effective empowerment program

A 
Training
Willingness
Measurement
Incentives
Managerial buy-in
95
Q

Key component of a flawless service

A

entire service delivery system is designed

96
Q

To achieve the companion goals of failing no guest and delighting every guest

A

Cycle of service

FOCUS ON EFFECTIVE DELIVERY SYSTEM

97
Q

Guiding principles

A 
Study your customers
Build a service delivery system
Monitor the system
Create accurate early-warning measures
Engage everyone in the organization
Follow up on everything
98
Q

If failures occur repeatedly at a certain points

A

Change the system design

99
Q

If service standards are unmet

A

Find out why

100
Q

If the organization has a service guarantee

A

Be sure that the delivery system can meet and exceed that guarantee

101
Q

Juran Trilogy Phase I

When
What
Who
How

A

Phase I: Planning the Service Delivery System

Before
Experience expected
Target customers
Setting Service standards

102
Q

Setting Service Standards

A 
Blueprinting
Universal Service Map
Fishbone analysis
PERT/CPM
Simulations
Forecasting demand
Designing waits
Training
Quality teams
Poka-yokes
Cross-functional organization design
103
Q

MPAP

A

Method Process Application Procedure

104
Q

Juran Trilogy Phase II

When
What
Who
How

A

Phase II: Monitoring the Service Experience

During
Experience realized
Actual customers
Applying service standards and job performance stantards

105
Q

MBWA

A

Management By Walking Around

106
Q

Juran Trilogy Phase III

When
What
Who
How

A

Phase III: Assessing the Experience to Improve the system

After
Experience Remembered
Past current, and potential future customers
Guest assessment, Other data reviews, Further review, Refer findings back to the system

107
Q

Are those set by industry associations or other agencies that establish certification, accreditation and recognition standards

A

Special type of service standards

108
Q

It should never stop/ never-ending process

A

Cycle of planning, monitoring, assessing/improving

109
Q

It always starts with the guests

A

Planning

110
Q

The entire service delivery process and its subprocesses are described in this format as if it were a building

A

Blueprint

111
Q

The tangible physical parts of the service experience (before and during) that can impact customer assessment and value

A

Physical evidence

112
Q

The actions and behaviors (positive or negative), which drive the creation of a blueprint

A

Customer actions

113
Q

Things that customer-contact employees do as part of the face-to-face encounter and which customers see (moment of truth)

A

Onstage/visible contact-employee actions

114
Q

Things that customer-contact employees do out of sight of customers but which must happen for the experience to take place; this part of the blueprint includes nonvisible interaction with customers

A

Backstage/nonvicible contact-employeess

115
Q

Activities essential to providing the service but carried out by individuals and units that do not have direct contact withe customers

A

Support processes

116
Q

Every event is scheduled to happen from the start to the finish of the experience is laid out on this as is every contingency that can be reasonably be projected

A

Blueprint

117
Q

Empowerment requires an investment in employee training. Employees must learn to understand their areas of responsibility thoroughly. That they must learn how to make sound decisions within their areas

A

Training

118
Q

Empowerment requires employees to not only be ready and able to make decisions about their jobs but also willing to do so. If the employees are uninterested in the company and its future, empowering them to make decisions will be risky

A

Willingness

119
Q

Employees must have goals or standards against which the results of their decisions can be measured. Otherwise, they will not know either what they should do or if their decisions were good or bad

A

Measurement

120
Q

Rewards need to be attached to successful performance. To be most effective, an incentive system rewards employees making good decisions. Rewards help reinforce the goals of the program and make it clear to employees that using their empowerment appropriately is worthwhile

A

Incentives

121
Q

Management must be willing to accept empowered employees, let them make their own decisions, and not interfere. An empowerment program will not work if managers cannot learn to trust the capabilities of empowered employees

A

Managerial buy-in

122
Q

Rewarding desired behaviors

A

positive reinforcement

123
Q

This type of managerial misdirection it is folly for any organization whose managers engage it

A

Folly of rewarding a while hoping for Band

124
Q

Maintains that organization need to relate rewards directly to performance

A

Expectancy theory

125
Q

It is a way to explain how the organization,group, or work team influences the behavior of its members

A

Role theory

126
Q

Frontline hospitality members who interact with guests have to be good at performing

A

Emotional labor

127
Q

The idea that everyone in the organizational cast is playing a role in a ublic performance

A

Cast member

128
Q

They are also used to reinforce this notion in the minds of all employees

A

On-stage and oof-stage

129
Q

It is a process of having each employee set specific and measurable goals and then using the achievement of those goals as a key driver for that employee’s performance assessment

A

MBO (Management by Objectives)

130
Q

The heart of traditional MBO written by employees to managers and not vice versa

A

manager’s letter

131
Q

It is the authority is the quality of a directive that causes someone else to accept the directive and to do as directed

A

Chester Barnard’s authority-acceptance authority

132
Q

Preconditions for Employee Acceptance of Authority

A

The employee must understand the directive
The employee must believe that the directive is consistent with the organization’s goals
The employee must believe that the directive is consistent with the employee’s own goals
The employee must be physically and mentally able to carry out the directive

133
Q

Employees want to be treated fairly by their managers and the organization, and successful managers seek ways to ensure that they are. We compare what we get out of an endeavor (the outputs) to what we put into it (our inputs) and draw a conclusion as to the fairness of the ratio of the two

A

Equity theory

134
Q

Describes the fit between what the leader says and what the leader does

A

Behavioral integrity

135
Q

They seek to identify what the customer want and involve them in the co-creation of the experience before, after, or during the actual experience itself

A

Guestologist

136
Q

It leads to their co-creating the value and quality of that experience

A

Guest involvement

137
Q

During the hospitality experience, management can use a variety of strategies to engage the guests in the _ of that experience so that they co-create quality and value

A

co-production

138
Q

Hospitality organizations know they must help manage the confusion, stress, and uncertainty guests can create for their employees while on their jobs

A

Guests as Quasi-Employees

139
Q

These unpaid employees must have the knowledge, skills and attitudes (KSAs) to successfully co-produce the service experience. This means organization need to design a service product, an environment and a delivery system that match the KSAs customers to bring the experience

A

Guests as Quasi-employees

140
Q

They recommend a three-step strategy for managing these quasi-

A

Benjamin Schneider and David Bowen

141
Q

Managing Quasi-Employees

A

Carefully and completely define the roles guests wants to play
Make sure that guests know exactly what you expect them to do and that they are physically able, mentally prepared, and sufficiently skilled to those tasks
Evaluate the guest’s ability and willingness to perform well

142
Q

Strategies for involving the guest

A

Consultant or source of expertise and quality information

Marketer as part of the environment for other guests

143
Q

When the hospitality organization asks what they like or dislike about the guest experience, they become _ and act as quality control inspectors

A

Guest as Unpaid Consultants

144
Q

They are asked by a friend or colleague

A

Guest as Marketers

145
Q

If you enjoy simply watching other guests, you may think of them as part of the service environment. If other guests are especially important to your enjoyment of your experience, you might even consider them a part of the service product itself

A

Guest as Part of Each Other’s Experience

146
Q

Perhaps the most important way in which guests can participate, other than simply being there, is active _ of the guest experience

A

Guests as co-producers

147
Q

Advantages of Co-production for the Organization

A

Reduce employee cost

Allows the organization to use the talents of its employees better

148
Q

Advantages of Co-production for the Guest

A

Decrease the opportunity for service failure
Reduces time required for service
Reduces the risk of unpleasant surprises for guests

149
Q

Disadvantages of Co-production for the organization

A

Participation exposes the organization to legal risk

The organization may spend extra money to train customer contact employees

TQM (4 decks)

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