Assignment 1 Quality and Operation : Ritz Carlton (Quality Management ( …
Assignment 1 Quality and Operation
: Ritz Carlton
Achievement: Develope of the brand
from 1 hotel in Boston in 1983
by the close of 1992, The Ritz-Carlton had expanded to 23 exceptional luxury hotels, earning its first Malcolm Baldridge National Quality Award. The following year, they opened their first hotel in Asia, The Ritz-Carlton, Hong Kong.
In 1998, the success of The Ritz-Carlton Hotel Company had attracted the attention of the hospitality industry, and the brand was purchased by Marriott International. Since this purchase, The Ritz-Carlton has continued to grow, providing exceptional service and genuine care to their guests across the globe. In 2000, The Ritz-Carlton Residences opened their first property in Washington, D.C., followed by their first Destination Club property, Aspen Highlands, Colorado in 2001. In addition to dozens of new hotels around the globe, in 2008 the company opened the first Ritz-Carlton Reserve property, offering a private sanctuary experience in Phulay Bay, Krabi, Thailand.
The Ritz-Carlton has evolved by implementing rigorous self-analysis based on institutional structures, working in tandem with creative customer-experience management. The hotel began re-evaluating its service design in 2001, well before the global recession in the latter half of 2008 made its full impact.
A service values model became more important as The Ritz- Carlton branched out to different types of products (hotels, residences, clubs, and ‘‘reserves’’) and as it expanded internationally. In this more complex version of itself, The Ritz-Carlton needed to allow for autonomy and consistency on the property level, and on the frontline level. The old Ritz-Carlton was quite prescriptive; the new Ritz-Carlton created systems and structures that allowed for anticipatory service and for the staff to act as artists, improvising and rebounding off of structural boundaries per their own assessment of guests’ needs.
Twenty years ago, our customers were pretty much the same—older white guys like me in suits. Today, our customers are diverse in terms of gender, ethnicity, age; we have more families…. With the greater diversity of guests, you have a greater diversity of what it means to have a sense of well-being and it’s very much, you know, how do we entrust our Ladies and Gentlemen to interpret for this family one thing, and for another family another thing?
The Ritz-Carlton is an oasis of civility with an iconic heritage that sets the standard for rare and special luxury experiences. The brand delivers legendary anticipatory service and creates exceptional experiences that leave lasting impressions
Operations management: design, management, and improvement of the systems that create an organisation's goods or services; production of goods and services; resource procurement, conversion into outputs, distribution to users
The Ritz-Carlton has been recognized for delivering consistently high standards of quality. This was reflected in its receipt of two Malcolm Baldrige awards (in 1992 and in 1999), which recognize ‘‘world-class,’’ quality-driven companies (Michelli, 2008).
There were several moments that served as catalysts, prompting The Ritz-Carlton to shift from its status as a formally structured organization with a centralized hierarchy and delivery of consistently high-quality operations. Instead, it became an emergent organization that extended those systems to encourage self-organizing among employees as well as customized hotel design
Ritz-Carlton implemented entire quality direction ( TQM ) as a agency of winning the award and bettering its service
Pre-arrival team. Arrival, stay over and departure team. Dining services team. Banquet services team. Engineering and security team.
At The Ritz-Carlton, leadership emerges from the frontline staff, who co-design experience and memory for guests, cross functionally, by way of frameworks such as ‘‘wow’’ stories, lateral service, and cultivating the art of anticipation
Better than TQM, try 6Sigma
Proactively seek customer feedback
(3.1) Plan a strategic quality change to improve ‘The Ritz Carlton’ performance.
Quality problem description
Why need a quality change
(3.2) Define resources, tools and systems to support business processes in a strategic quality change.
Resources such as physical, human and financial are the keys of business process
(3.3) Evaluate the wider implications of planned strategic quality change in ‘The Ritz Carlton’.
Deep meaning of the planned strategic quality change
(3.4) Design systems to monitor the implementation of a strategic quality change in ‘The Ritz Carlton’
Monitor the implementation
a) compare implementation efforts with original goals and targets,
b) determine whether sufficient progress is being made toward achieving expected results, and,
c) determine whether the time schedule is observed.
An effective monitoring and reporting system ideally includes the following elements:
Clearly articulated targets and a set of indicators to measure performance;
A schedule and set of guidelines for all responsible parties to report to each other;
An opportunity for responsible parties and stakeholders to periodically meet to coordinate actions and review each other’s performance
A link between the evaluation reports and relevant statutory planning cycles of the municipality, such as annual budgeting and capital planning, so that the municipality can adjust its plans as based on the actions taken by other sectors.
(4.1) Implement a strategic quality change in ‘The Ritz Carlton’.
Use the plan in part 3.1
(4.2) Embed a quality culture in an organisation to ensure continuous monitoring and development.
large part of managing change when it comes to the human elements of your company is knowing what your company culture is, along with its strengths and weaknesses. If you know how everyone works, communicates, what they like and dislike, what they do well, and what they don’t, you can plan out the best way to apply the changes you make, be it using new software or changing a process.
If, for example, you knew that a large portion of your team played video games and wanted to encourage cross-team collaboration and chatter, you could organize a small tournament or group session to foster those connections. In turn, these kinds of team building activities make any future contact for work tasks smoother, since they already have an introduction.
Reward, Employee of the month
(4.3) Monitor the implementation of a strategic quality change in ‘The Ritz Carlton’.
Use the 3.4 design systems to monitor
(5.1) Evaluate the outcomes of a strategic quality change in an organisation
(5.2) Recommend areas for improvement to a strategic quality change that align with ‘The Ritz Carlton’ objectives.
Who? What? When? Where? Why? How?
Statistical data or evidence