Total Quality Management in the Hospitality Industry

5419 Words Dec 16th, 2008 22 Pages
Title: TOTAL QUALITY MANAGEMENT IN THE HOSPITALITY INDUSTRY , By: Saunders, Ian W., Graham, Mary Ann, Total Quality Management, 09544127, 1992, Vol. 3, Issue 3
Database: Academic Search Premier

TOTAL QUALITY MANAGEMENT IN THE HOSPITALITY INDUSTRY

Abstract Total quality management (TQM) has achieved notable success as a philosophy of management in manufacturing industry. This paper examines the differences between the manufacturing situation and that of service industry in general and the hospitality industry in particular to identify the similarities and differences and highlight the likely difficulties in implementing TQM in the hospitality industry. We conclude that the primary area of difficulty is in identifying appropriate quality
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TQM originated in a manufacturing environment and its terminology and techniques have largely been developed in that environment. Its application in a service environment thus requires adaptation of the ideas to a different set of circumstances.
How is service industry different? According to Enrick (1986):
Modern methods of quality control were developed and matured in manufacturing industries. These involve the processing and fabrication of materials into finished durable and nondurable goods.... Service, however, is a relatively distinct non manufacturing activity. Work is performed for someone else.
The major distinctions between service and manufacturing organizations are that the product: is intangible and ephemeral; is perishable; frequently involves the customer in the delivery of the product; is not perceived as a product by employees.
The intangible nature of the service as a product means that it could be very difficult to place quantifiable terms on the features that contribute to the quality of the product. This could make measurement of the quality of the product a problem for TQM.
As service products are perishable, they cannot be stockpiled and must be produced 'on demand'. The result is that the process for delivering a service may be highly complex involving the co-ordination of primary and support systems in what is usually a

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