Sec 30 Travel & Hospitality Industries
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TRAVEL AND HOSPITALITY INDUSTRIES
1
MISSION OF THE TRAVEL AND HOSPITALITY INDUSTRIES
g places, and hospitality-related services to travelers. The two industries are re
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
2
DEFINITION OF QUALITY IN TRAVEL AND HOSPITALITY PRODUCTS
e and serve to illustrate the approach. These three grades are based on the number
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
3
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
rable experience” that makes them feel well .The characteristics of the experience
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
4
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
el agents, and meeting planners. Airlines, hotels, and cruise ships are faced with
gh for several reasons:
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
5
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
d by payroll and data-processing costs. Some quality experts and travel planners
agents, owing to their extensive travel experience, have the capability to evaluat
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
6
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
st forever.) Inventory management practices must be planned and managed carefully
ss of the processes necessary to create and deliver these features and benefits.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
7
DYNAMIC NATURE OF THE INDUSTRIES
tion provides strong justification for (1) building flexibility into the reservat
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
8
BARRIERS TO PROBLEM ANALYSIS
ploy three basic types of processes:
s a standard design that must be produced repeatedly. These processes share many s
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
9
BARRIERS TO PROBLEM ANALYSIS
production run. Some examples are:
nvolves delivery of one or more of the following: (a) personal effort to add comfor
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
10
BARRIERS TO PROBLEM ANALYSIS
rouble:
basis. Accordingly, exhibiting positive quarterly financial results is often more
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
11
THE RISE OF CURRENT QUALITY PRACTICES
rs had a tiny share of the travel market and were primarily regional; most hotels
roduct design, or referral networks.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
12
INDUSTRY RESPONSES TO SOCIETAL CHANGES
Independent and regional airline and hotel enterprises e increased purchasing power.
es. During this period of coordination among the affiliated business units of an
omated systems provided instantaneous verification of travel and lodging arrangem
response to the requirements of management. It would be some time before manager
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
13
GOVERNMENT INFLUENCE
ities. The gradual removal of economic controls was designed to encourage competi
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
14
GOVERNMENT INFLUENCE
ee airlines happened soon after deregulation was initiated in 1978. Demand for ful attractive pricing.
credits as well as shorter depreciation and amortization schedules. As a result, h
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
15
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
nd operational expertise from inside the purchaser’s organization. The team’s missi
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
16
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
(4) reliability (i.e., time-oriented performance.)
ng reliability is a more complex issue than the preceding items. Since facilities
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
17
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
enefit the entire organization. This audit in some organizations receives the per
perating rooms and spacecraft launches) to get new products off to a good start.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
18
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
personal service delivery. When new hotel development occurs, experienced managers
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
19
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
ese special jobs often account for 50 percent or more of an enterprise’s revenue.
Their decision was different from the seating plan of the host organization. The
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
20
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
ingle event or job to identify potential failures. The special review meeting is
s.
rganization. For this very reason, most high-grade products in the industries empl
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
21
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
ice delivery), the control system relies heavily on the talent, skill, and knack o uniform purchases or some forms of food production), the control system depends
ns or guest tem relies on frequent process checks.
changes (such as travel reservations, staging a special event or job), the control
ngements for a special event or banquet or the placement of baggage-delivery equi
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
22
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
ions, quality is monitored with emphasis on four dimensions: (1) life safety, (2) c
doned scheduled overhauls in favor of reliability-centered maintenance (also calle
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
23
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
iented policies and procedures adequately.) If there is no process to (1) control o
put the work force in a state of self-inspection or self-control.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
24
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
raining program in the travel and hospitality industries covers a number of tools
nd processes (i.e., face-to-face interactions between employee and customers) ss that includes a diagnostic journey to identify problem causes and a remedial j ded in the problem-solving process to collect information, analyze data, display d
ity Control . Special job or event control is distinguished in two ways. equent information changes, the control system addresses the e information. The second distinction is the manner in which s most continuous production and service delivery processes vere problems first, special event or job control concentrates on r event. An effective way to manage event-by-event quality st event meeting with the customer. During these meetings, most om the current event.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
25
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
are kept with the master data file of the special event or job. Since most proble
ality evaluation is either conformance to standards (i.e., recipes handed down by
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
26
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
analysis, the work is able to tell the organization what the kitchen is actually
vided into four sections. These sections deal with flight delays, mishandled bagga
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
27
QUALITY IMPROVEMENT IN THE TRAVEL AND HOSPITALITY INDUSTRIES
usiness results. This was the classic business school approach: Sell hard, raise p
eas on how to make quantum improvements with a changing environment.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
28
QUALITY IMPROVEMENT IN THE TRAVEL AND HOSPITALITY INDUSTRIES
competitive. This has led them to develop beyond the traditional broad grades or s as well as mechanical systems that are more repairable.
pment of positive relationships between staff and guests. This leadership approach
improve worker pride and commitment, management productivity, and customer loyalty
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
29
SUPPLIER QUALITY
ons. In most enterprises, food and alcoholic and nonalcoholic beverages are major
apabilities by reviewing data, interviewing people, and making observations, or (2)
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
30
SUPPLIER QUALITY
uct. Usually, there are separate approaches to developing specifications depending
roduct. These process reviews include process audits (by the supplier or the custo
l relationship. The third condition is that few suppliers and customers have an un
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
31
SUPPLIER QUALITY
s possible. There are arguments for and against single-source supply. The Figure di
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
32
PROGNOSIS OF QUALITY IN THESE INDUSTRIES
er than putting the needs of the organization first and then motivate the work fo
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
33
PROGNOSIS OF QUALITY IN THESE INDUSTRIES
he hologram will be available by the turn of the century. A hologram is a real-time, th
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
34
1
MISSION OF THE TRAVEL AND HOSPITALITY INDUSTRIES
g places, and hospitality-related services to travelers. The two industries are re
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
2
DEFINITION OF QUALITY IN TRAVEL AND HOSPITALITY PRODUCTS
e and serve to illustrate the approach. These three grades are based on the number
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
3
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
rable experience” that makes them feel well .The characteristics of the experience
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
4
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
el agents, and meeting planners. Airlines, hotels, and cruise ships are faced with
gh for several reasons:
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
5
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
d by payroll and data-processing costs. Some quality experts and travel planners
agents, owing to their extensive travel experience, have the capability to evaluat
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
6
TYPICAL QUALITY CHALLENGES IN THE TRAVEL AND HOSPITALITY INDUSTRIES
st forever.) Inventory management practices must be planned and managed carefully
ss of the processes necessary to create and deliver these features and benefits.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
7
DYNAMIC NATURE OF THE INDUSTRIES
tion provides strong justification for (1) building flexibility into the reservat
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
8
BARRIERS TO PROBLEM ANALYSIS
ploy three basic types of processes:
s a standard design that must be produced repeatedly. These processes share many s
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
9
BARRIERS TO PROBLEM ANALYSIS
production run. Some examples are:
nvolves delivery of one or more of the following: (a) personal effort to add comfor
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
10
BARRIERS TO PROBLEM ANALYSIS
rouble:
basis. Accordingly, exhibiting positive quarterly financial results is often more
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
11
THE RISE OF CURRENT QUALITY PRACTICES
rs had a tiny share of the travel market and were primarily regional; most hotels
roduct design, or referral networks.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
12
INDUSTRY RESPONSES TO SOCIETAL CHANGES
Independent and regional airline and hotel enterprises e increased purchasing power.
es. During this period of coordination among the affiliated business units of an
omated systems provided instantaneous verification of travel and lodging arrangem
response to the requirements of management. It would be some time before manager
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
13
GOVERNMENT INFLUENCE
ities. The gradual removal of economic controls was designed to encourage competi
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
14
GOVERNMENT INFLUENCE
ee airlines happened soon after deregulation was initiated in 1978. Demand for ful attractive pricing.
credits as well as shorter depreciation and amortization schedules. As a result, h
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
15
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
nd operational expertise from inside the purchaser’s organization. The team’s missi
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
16
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
(4) reliability (i.e., time-oriented performance.)
ng reliability is a more complex issue than the preceding items. Since facilities
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
17
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
enefit the entire organization. This audit in some organizations receives the per
perating rooms and spacecraft launches) to get new products off to a good start.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
18
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
personal service delivery. When new hotel development occurs, experienced managers
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
19
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
ese special jobs often account for 50 percent or more of an enterprise’s revenue.
Their decision was different from the seating plan of the host organization. The
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
20
QUALITY PLANNING IN THE TRAVEL AND HOSPITALITY INDUSTRIES
ingle event or job to identify potential failures. The special review meeting is
s.
rganization. For this very reason, most high-grade products in the industries empl
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
21
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
ice delivery), the control system relies heavily on the talent, skill, and knack o uniform purchases or some forms of food production), the control system depends
ns or guest tem relies on frequent process checks.
changes (such as travel reservations, staging a special event or job), the control
ngements for a special event or banquet or the placement of baggage-delivery equi
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
22
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
ions, quality is monitored with emphasis on four dimensions: (1) life safety, (2) c
doned scheduled overhauls in favor of reliability-centered maintenance (also calle
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
23
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
iented policies and procedures adequately.) If there is no process to (1) control o
put the work force in a state of self-inspection or self-control.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
24
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
raining program in the travel and hospitality industries covers a number of tools
nd processes (i.e., face-to-face interactions between employee and customers) ss that includes a diagnostic journey to identify problem causes and a remedial j ded in the problem-solving process to collect information, analyze data, display d
ity Control . Special job or event control is distinguished in two ways. equent information changes, the control system addresses the e information. The second distinction is the manner in which s most continuous production and service delivery processes vere problems first, special event or job control concentrates on r event. An effective way to manage event-by-event quality st event meeting with the customer. During these meetings, most om the current event.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
25
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
are kept with the master data file of the special event or job. Since most proble
ality evaluation is either conformance to standards (i.e., recipes handed down by
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
26
CONTROLLING QUALITY IN TRAVEL AND HOSPITALITY INDUSTRIES
analysis, the work is able to tell the organization what the kitchen is actually
vided into four sections. These sections deal with flight delays, mishandled bagga
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
27
QUALITY IMPROVEMENT IN THE TRAVEL AND HOSPITALITY INDUSTRIES
usiness results. This was the classic business school approach: Sell hard, raise p
eas on how to make quantum improvements with a changing environment.
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
28
QUALITY IMPROVEMENT IN THE TRAVEL AND HOSPITALITY INDUSTRIES
competitive. This has led them to develop beyond the traditional broad grades or s as well as mechanical systems that are more repairable.
pment of positive relationships between staff and guests. This leadership approach
improve worker pride and commitment, management productivity, and customer loyalty
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
29
SUPPLIER QUALITY
ons. In most enterprises, food and alcoholic and nonalcoholic beverages are major
apabilities by reviewing data, interviewing people, and making observations, or (2)
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
30
SUPPLIER QUALITY
uct. Usually, there are separate approaches to developing specifications depending
roduct. These process reviews include process audits (by the supplier or the custo
l relationship. The third condition is that few suppliers and customers have an un
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
31
SUPPLIER QUALITY
s possible. There are arguments for and against single-source supply. The Figure di
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
32
PROGNOSIS OF QUALITY IN THESE INDUSTRIES
er than putting the needs of the organization first and then motivate the work fo
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
33
PROGNOSIS OF QUALITY IN THESE INDUSTRIES
he hologram will be available by the turn of the century. A hologram is a real-time, th
ec 30 TRAVEL AND HOSPITALITY INDUSTRIES
34
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