14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!


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W. Edwards Deming was a pretty smart guy.... and knew quite a bit (well, just about everything) when it came to quality management. He did pretty much pioneer the field, so maybe it's time more organizations start to listen to the man who helped launch the push for quality management and implement it themselves.
This presentation focuses on how the service sector, particularly Hospitality, can benefit from taking to heart the 14 Points for the Transformation of Management that Deming was so well known for. Who knows, you might actually see positive results!

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14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!

  1. 1. transformation of
  2. 2. Quality is one of those words that gets tossed around quite a bit.
  3. 3. But Quality in the seems to take on a meaning of its own…
  4. 4. Some know what they are doing while others have no clue.
  5. 5. Some know what they are doing while others have no clue.
  6. 6. For those who don’t know what they are doing wrong
  7. 7. Bornin 1900
  8. 8. Bornin 1900 Diedin 1993
  9. 9. Bornin 1900 Diedin 1993
  10. 10. Ever heard of TOTAL QUALITYMANAGEMENT?
  11. 11. Ever heard of TOTAL QUALITYMANAGEMENT?
  12. 12. In 140 characters or less…
  13. 13. an integrative philosophy of management for continuously improving the quality of products and processes
  14. 14. TQM was inspired by Deming’s theories
  15. 15. Systemof Profound Knowledge TQM was inspired by Deming’s theories
  16. 16. Systemof Profound Knowledge The Red Bead Experiment TQM was inspired by Deming’s theories
  17. 17. Systemof Profound Knowledge The Red Bead Experiment The FunnelExperiment TQM was inspired by Deming’s theories
  18. 18. TQM was inspired by Deming’s theories Systemof Profound Knowledge The Seven DeadlyDiseases The Red Bead Experiment The FunnelExperiment
  19. 19. But this isn’t about any of those
  20. 20. It’s about
  21. 21. Principle Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
  22. 22. Plan for quality in the long run. Don’t think short-term.
  23. 23. In a service industry like Hospitality, don’t just think of making the guest happy now, think of how it will bring them back in the future
  24. 24. Principle Adopt the new philosophy. We are in a new economic age.
  25. 25. Principle Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
  26. 26. As true now as it was 60 years ago. You need to manage by leadership, not lead by management.
  27. 27. Design your service standards to be about the needs of your guests, not the threat of your competitors. Have a QUALITY vision and implement!
  28. 28. Principle Cease dependence on inspection to achieve quality.
  29. 29. Principle Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
  30. 30. Instead of constantly being on top of your team to ensure they are giving it their best, build it into their training from the start. Constant inspection doesn’t improve quality, it just finds the lack of it.
  31. 31. Principle End the practice of awarding business on the basis of price tag.
  32. 32. Principle Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
  33. 33. Service is about relationships, and finding vendors you know and trust will go a long way not just for you but for your clients.
  34. 34. It’s a two way street – find a partner of choice but make sure you are giving back as much as you are getting.
  35. 35. Principle Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
  36. 36. Improvement isn’t a stepping stone, it’s a constant path.
  37. 37. Provide your team with the skills they need, the education they want, and the support they deserve.
  38. 38. Quality service is not about what is in a manual but how it’s fostered throughout a career.
  39. 39. Principle Institute training on the job.
  40. 40. Standard Operating Procedures are needed, but there is nothing standard in a service industry.
  41. 41. Theory means nothing without practice. Provide the guidelines but help to improve by constant training. As the saying goes, “Give a man a fish and he’ll eat for a day. Teach him how to fish and he’ll eat forever.”
  42. 42. Principle Institute leadership.
  43. 43. Principle The aim of supervision should be to help people …do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
  44. 44. Management should know their team’s jobs inside and out. Real leadership is about coaching, not policing.
  45. 45. Find out your team’s need and do whatever is needed to make them succeed. Management is about participation and transformation.
  46. 46. Principle Drive out fear, so that everyone may work effectively for the company.
  47. 47. Managing by fear is managing by cowardice. Quality is derived from trust and giving opportunities to participate in the improvement.
  48. 48. Managers should not only welcome feedback, but expect it and learn from it.
  49. 49. Principle Break down barriers between departments.
  50. 50. Principle People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
  51. 51. Any company that treats quality service as “us versus them” is destined to fail.
  52. 52. All parts of your organization must be in sync so in the end, the client experiences nothing but seamlessness.
  53. 53. Principle Eliminate slogans, exhortations, and targets for the work force
  54. 54. Principle Asking for zero defects and new levels of productivity only create adversarial relationships.
  55. 55. Catchy slogans and management philosophies summed up into three words may be nice. But without context or real understanding by your team, they mean nothing. Also be sure to be realistic.
  56. 56. Principle Eliminate work standards (quotas) on the factory floor.
  57. 57. Principle Substitute leadership. Eliminate management by objective. Eliminate management by numbers and numerical goals.
  58. 58. Managing by numbers is like painting by numbers. Sure, it results in a clear picture, but your team will be too focused on staying within the lines that they forget the big picture.
  59. 59. Going outside the lines isn’t always bad. Just ask Picasso.
  60. 60. Principle The responsibility of supervisors must be changed from sheer numbers to quality.
  61. 61. Principle Remove barriers that rob the workers of their right to pride of workmanship.
  62. 62. Principle This means, inter alia, abolishment of the annual or merit rating and of management by objective.
  63. 63. Simply put it’s about “Joy in Work”. Why deny someone the ability to love what they do?
  64. 64. Encountering someone passionate about their work will completely alters a client’s experience.
  65. 65. Principle Institute a vigorous program of education and self-improvement.
  66. 66. It’s not a matter of teaching someone the basic skills they need to complete their tasks.
  67. 67. It’s about providing the opportunity to grow, both within your organization and in their own lives.
  68. 68. Service is about being able to adapt to constant changes and scenarios. Be willing to prepare your team for anything and everything.
  69. 69. Principle Put everybody in the company to work to accomplish the transformation. Make it everybody's job.
  70. 70. In hospitality, it’s about human interaction and not robotics (I’d hope).
  71. 71. Everyone has a responsibility to clients to ensure that the organization is doing its best to fulfill their needs.
  72. 72. This can only happen in an environment that embodies all 14 Points for Transformation of Management.
  73. 73. Alright, that was a LOT to take in, wasn’t it?
  74. 74. So here’s a little recap
  75. 75. 1. Constantly Improve 2. Adopt the New Philosophy 3. Stop Depending on Inspections 4. Focus on One Supplier 5. Improve Forever 6. Use On-the-Job Training 7. Implement Leadership 8. Eliminate Fear 9. Unite all Departments 10. Clarify the Slogans 11. No more Management by Objective 12. JOY IN WORK 13. Education & Self- Improvement 14. Transformation is EVERYONE’S Job
  76. 76. See how we can help you reach higher levels of quality. Want to learn more?