Marriott is a global hospitality company headquartered in Washington, D.C. that operates more than 7,000 properties across 130 countries and territories. It became the first hospitality company to win an ISO-100 award for quality. Marriott adopted an e-business strategy in 1998 using a CRM system to improve the customer experience, increase reservation accuracy, and enhance brand loyalty. The document discusses Marriott's history, marketing mix, CRM strategy, e-business approach, gap model analysis, and focus on reliability, assurance, tangibility, empathy, and responsiveness to meet customer needs.
Marriott is a global hospitality company founded in 1927 that operates and franchises over 6,300 properties across 70 countries. It has grown from a root beer stand into the world's largest hotel chain with 15 brands and over 400,000 rooms. Marriott is led by Chairman and CEO J.W. Marriott Jr., who has taken the family business from a restaurant chain to a $19 billion global company known for its commitment to customer service and diverse workforce. The company continues to adapt and innovate through new brands, technologies, and strategies to remain the premier provider of travel and leisure experiences worldwide.
Hilton Worldwide is one of the largest hospitality companies in the world, with over 3,800 hotels across 88 countries. It was founded in 1919 by Conrad Hilton and has grown to include 10 brands like Waldorf Astoria, Conrad, Hilton, DoubleTree, Embassy Suites, Homewood Suites, and Home2 Suites. Hilton follows a strategy of horizontal integration and operates hotels in various market segments from luxury to economy. It has experienced steady growth since its founding and continues expansion plans globally and in India.
Marriott International operates nearly 4,500 properties across 19 brands that target different market segments. The document discusses Marriott's brand portfolio strategy, including introducing multiple brands to maximize coverage in the hospitality industry. It provides details on Marriott's brands in luxury, lifestyle, signature, modern essentials, extended stay, and vacation clubs segments. Through new brands and emphasis on digital marketing, Marriott aims to attract different customer types at various price points.
Hilton Hotels was founded in 1919 by Conrad Hilton and today operates 3,897 hotels and resorts across 91 countries. As the largest hotel operator globally, Hilton has led the industry through innovation, products, amenities and service. Key innovations include introducing televisions, a multi-hotel reservation system, airport hotels, and the first centralized computerized reservation service. Hilton also launched the loyalty program HHonors in 1987 which allows members to earn and redeem points. Members are awarded different tiers based on stays, from Blue to Diamond, with increasing benefits.
This document provides an overview of the Hilton hotel chain, one of the largest and most recognizable hotel brands worldwide. Founded in 1919 by Conrad Hilton, Hilton has grown to include over 530 luxury hotels and resorts across 78 countries through acquisitions and partnerships supporting both business and leisure travelers.
Based on case study of Accor Hotels. It will provide you brief introduction of all category of brands and services as well as history and origin of the Accor Hotels.
Marriott is a global hospitality company headquartered in Washington, D.C. that operates more than 7,000 properties across 130 countries and territories. It became the first hospitality company to win an ISO-100 award for quality. Marriott adopted an e-business strategy in 1998 using a CRM system to improve the customer experience, increase reservation accuracy, and enhance brand loyalty. The document discusses Marriott's history, marketing mix, CRM strategy, e-business approach, gap model analysis, and focus on reliability, assurance, tangibility, empathy, and responsiveness to meet customer needs.
Marriott is a global hospitality company founded in 1927 that operates and franchises over 6,300 properties across 70 countries. It has grown from a root beer stand into the world's largest hotel chain with 15 brands and over 400,000 rooms. Marriott is led by Chairman and CEO J.W. Marriott Jr., who has taken the family business from a restaurant chain to a $19 billion global company known for its commitment to customer service and diverse workforce. The company continues to adapt and innovate through new brands, technologies, and strategies to remain the premier provider of travel and leisure experiences worldwide.
Hilton Worldwide is one of the largest hospitality companies in the world, with over 3,800 hotels across 88 countries. It was founded in 1919 by Conrad Hilton and has grown to include 10 brands like Waldorf Astoria, Conrad, Hilton, DoubleTree, Embassy Suites, Homewood Suites, and Home2 Suites. Hilton follows a strategy of horizontal integration and operates hotels in various market segments from luxury to economy. It has experienced steady growth since its founding and continues expansion plans globally and in India.
Marriott International operates nearly 4,500 properties across 19 brands that target different market segments. The document discusses Marriott's brand portfolio strategy, including introducing multiple brands to maximize coverage in the hospitality industry. It provides details on Marriott's brands in luxury, lifestyle, signature, modern essentials, extended stay, and vacation clubs segments. Through new brands and emphasis on digital marketing, Marriott aims to attract different customer types at various price points.
Hilton Hotels was founded in 1919 by Conrad Hilton and today operates 3,897 hotels and resorts across 91 countries. As the largest hotel operator globally, Hilton has led the industry through innovation, products, amenities and service. Key innovations include introducing televisions, a multi-hotel reservation system, airport hotels, and the first centralized computerized reservation service. Hilton also launched the loyalty program HHonors in 1987 which allows members to earn and redeem points. Members are awarded different tiers based on stays, from Blue to Diamond, with increasing benefits.
This document provides an overview of the Hilton hotel chain, one of the largest and most recognizable hotel brands worldwide. Founded in 1919 by Conrad Hilton, Hilton has grown to include over 530 luxury hotels and resorts across 78 countries through acquisitions and partnerships supporting both business and leisure travelers.
Based on case study of Accor Hotels. It will provide you brief introduction of all category of brands and services as well as history and origin of the Accor Hotels.
It is about history, Profile, Wow Story, Employee Motivation and Customer services provided by the Ritz Carlton. His moto, creto, expansion plan and uniqueness about them.
ITC Limited is an Indian conglomerate company whose businesses include hotels, paper, packaging, agri-business, information technology and others. It was incorporated in 1910 as Imperial Tobacco Company of India and later renamed to ITC Limited in 1974. ITC operates luxury hotel chains across India under various brands such as ITC Hotels, WelcomHotels and Fortune Hotels. It is recognized for pioneering sustainability practices in the hospitality industry with all its hotels being LEED platinum certified. ITC also owns and operates several high-end restaurants that are recognized internationally for their cuisine.
Case Analysis of Hilton Hotels: Brand Focus: Customer Relationship Management Sandeep Patel
Hilton is a global hospitality company founded in 1919 that operates over 5,500 hotels across 78 countries. It established an early focus on customer relationship management (CRM) through its OnQ technology platform to maximize customer loyalty, drive organic growth, and create competitive differentiation through personalized service and analytics. Implementing CRM consistently across Hilton's large scale of operations, measuring its return on investment, and maintaining brand differentiation remain ongoing challenges.
This document provides information about Marriott International's hotel brands, target markets, and global growth. It discusses Marriott's portfolio of luxury brands like Ritz-Carlton and JW Marriott, as well as select service brands like Courtyard, Fairfield Inn, and SpringHill Suites. The document also analyzes Marriott's market segmentation strategies and geographical distribution of properties worldwide. Charts are included showing Marriott's increasing global presence over time in terms of property count and financial performance metrics like revenue and earnings per share. Recommendations provided focus on developing new markets in emerging countries and the select service "express" brand to target mid-scale travelers.
The Oberoi Group is a luxury hotel chain founded in 1934 that now operates 30 hotels across India and 6 other countries. It is known for operating some of the top ranked luxury hotels and resorts in the world. The Oberoi Group is led by Vikram Oberoi and focuses on providing exceptional service and luxury accommodations inspired by local culture at each location. It places strong emphasis on management training through its Oberoi Centre for Learning and Development program.
Marriott International is the leading global lodging company with over 4,200 properties across 79 countries and territories. It offers a wide portfolio of brands across different price points and lifestyles. Some of Marriott's most frequently visited destinations include properties in Dubai, Europe, Asia, Australia, and North America. Marriott continues to expand with recently launched and upcoming properties. The document also provides details on Marriott Rewards, their loyalty program, and benefits for different elite membership tiers.
This document provides an overview of Vivanta by Taj Malabar hotel located in Kochi, India. It discusses the hotel's introduction, objectives, limitations, industry profile, company profile, product profile including room types and dining options. It also describes the hotel's organizational structure and functional departments. A SWOT analysis is presented identifying the hotel's strengths, weaknesses, opportunities, and threats. Key findings from the study note the hotel's reputation, staff, environment, technology usage, and relationship between management and employees. Suggestions are provided around check-in processes, medical benefits, loyalty programs, technology updates, and tour packages.
Marriott is a global hospitality company headquartered in the US with over 200,000 employees across 65 countries. In the 1980s, Marriott launched an automated hotel reservation system and in 1998 adopted an e-business strategy using Siebel Systems to increase revenues per customer and gain greater control over worldwide operations with goals of serving customers proactively, personalizing offerings, enhancing brand loyalty, and enabling cross-selling. Marriott's e-CRM system aimed to eliminate time lags in reservations and increases reservation accuracy, customer satisfaction, and decreases reservation problems.
J.W. Marriott Jr. believes Marriott's competitive advantage is treating employees well so they provide great customer service. For over 70 years, Marriott has followed the motto that if employees are taken care of, they will take care of customers. The document also discusses how Marriott originated as a root beer stand and expanded into restaurants and hotels over time.
Indian Hotels Company Limited (IHCL) by Bidhu B MishraBidhu B Mishra
Indian Hotels Company Limited, branded as Taj Group, is a chain of hotels and resorts,
Headquartered - Oxford House in Mumbai,
Incorporated by - The founder of the Tata Group, Mr. Jamsetji N. Tata
The Taj Group of Hotels is one of India's most prominent and historic hotel chains, founded in 1903. It operates 76 hotels across 12 countries, employing over 13,000 people. The group offers luxury, business, and leisure hotel options catering to different customer segments. It utilizes a robust customer relationship management system to capture customer preferences, provide personalized service, and gain valuable customer feedback.
Presentation covered :
1. Introduction
2. SWOT Analysis
3.Strategic Planning Process
4.Structure of the Organization
5.Control Mechanism
6.Leadership Style that I observed
7.Various strategies which incorporate in order to get listed in the list of best places to work.
Marriott International is a global hospitality company founded in 1927 with its first hotel in Washington D.C. It now has over 6,500 properties in 127 countries with more than 1.2 million rooms. Marriott offers a wide range of hotel brands from luxury to economy tiers and was ranked the 33rd largest company by Fortune in 2018. The company aims to be the world's favorite travel company through providing high quality services across its portfolio of hotel brands.
The document provides information about Marriott International, the largest hotel chain in the world. It discusses Marriott's founding in 1927, current operations in 122 countries, and expansion in the 1980s. It then summarizes Marriott's marketing segmentation strategies for different hotel brands, target markets, price points, services, and facilities.
Superior service providers consciously strive to create a memorable customer experience by nurturing a culture for 'serving' . They go beyond efficient and effective service design to bring spirituality in service .Superior service delivery requires managing customer expectations and incorporating self service technologies .Customers' expectations play a crucial role in this .
This case study is an example of designing and managing services .
ITC Hotels is a luxury hotel brand of ITC Limited that has grown significantly over the past decades. ITC entered the hotel industry in 1975 and has expanded to include various luxury hotel brands. ITC Hotels now has a 18% market share of the Indian luxury hotel industry, operating 9,200 rooms across various cities in India. ITC follows a premium pricing strategy and provides high-end amenities and services beyond hotel rooms to attract corporate travelers, couples, and families looking for a luxury experience.
The document discusses the Taj Group of hotels and its strategy to develop a new brand architecture. It summarizes the history and growth of the Taj Group portfolio. To capitalize on opportunities from India's growing middle class and travel sector, Taj realized it needed new brands to clearly define its service tiers and segments. It developed new brands like Ginger, Vivanta and Taj Safaris to target different customers beyond its flagship Taj brand. The rebranding effort required engaging employees who were proud to work for the Taj brand. Internal acceptance of the new structure has been good and analysts predict the new brand strategy will help Taj significantly outperform competitors.
Marriott International is a global hospitality company founded in 1927. It has over 3,500 properties in more than 70 countries with 129,000 employees. Marriott has experienced growth in revenue and profits in recent years. It focuses on brand expansion and growth in emerging international markets as competitive advantages. Marriott emphasizes core values of serving associates, communities, and guests. It is recognized for its strong corporate culture and social responsibility programs.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
This document provides an overview of quality management concepts, including definitions of quality, dimensions of quality for goods and services, influential quality gurus like Deming and Juran, the costs of quality, quality management systems like ISO 9000, quality awards, and South African quality organizations. It introduces foundational quality topics and lays the groundwork for exploring quality tools and techniques in subsequent sessions.
It is about history, Profile, Wow Story, Employee Motivation and Customer services provided by the Ritz Carlton. His moto, creto, expansion plan and uniqueness about them.
ITC Limited is an Indian conglomerate company whose businesses include hotels, paper, packaging, agri-business, information technology and others. It was incorporated in 1910 as Imperial Tobacco Company of India and later renamed to ITC Limited in 1974. ITC operates luxury hotel chains across India under various brands such as ITC Hotels, WelcomHotels and Fortune Hotels. It is recognized for pioneering sustainability practices in the hospitality industry with all its hotels being LEED platinum certified. ITC also owns and operates several high-end restaurants that are recognized internationally for their cuisine.
Case Analysis of Hilton Hotels: Brand Focus: Customer Relationship Management Sandeep Patel
Hilton is a global hospitality company founded in 1919 that operates over 5,500 hotels across 78 countries. It established an early focus on customer relationship management (CRM) through its OnQ technology platform to maximize customer loyalty, drive organic growth, and create competitive differentiation through personalized service and analytics. Implementing CRM consistently across Hilton's large scale of operations, measuring its return on investment, and maintaining brand differentiation remain ongoing challenges.
This document provides information about Marriott International's hotel brands, target markets, and global growth. It discusses Marriott's portfolio of luxury brands like Ritz-Carlton and JW Marriott, as well as select service brands like Courtyard, Fairfield Inn, and SpringHill Suites. The document also analyzes Marriott's market segmentation strategies and geographical distribution of properties worldwide. Charts are included showing Marriott's increasing global presence over time in terms of property count and financial performance metrics like revenue and earnings per share. Recommendations provided focus on developing new markets in emerging countries and the select service "express" brand to target mid-scale travelers.
The Oberoi Group is a luxury hotel chain founded in 1934 that now operates 30 hotels across India and 6 other countries. It is known for operating some of the top ranked luxury hotels and resorts in the world. The Oberoi Group is led by Vikram Oberoi and focuses on providing exceptional service and luxury accommodations inspired by local culture at each location. It places strong emphasis on management training through its Oberoi Centre for Learning and Development program.
Marriott International is the leading global lodging company with over 4,200 properties across 79 countries and territories. It offers a wide portfolio of brands across different price points and lifestyles. Some of Marriott's most frequently visited destinations include properties in Dubai, Europe, Asia, Australia, and North America. Marriott continues to expand with recently launched and upcoming properties. The document also provides details on Marriott Rewards, their loyalty program, and benefits for different elite membership tiers.
This document provides an overview of Vivanta by Taj Malabar hotel located in Kochi, India. It discusses the hotel's introduction, objectives, limitations, industry profile, company profile, product profile including room types and dining options. It also describes the hotel's organizational structure and functional departments. A SWOT analysis is presented identifying the hotel's strengths, weaknesses, opportunities, and threats. Key findings from the study note the hotel's reputation, staff, environment, technology usage, and relationship between management and employees. Suggestions are provided around check-in processes, medical benefits, loyalty programs, technology updates, and tour packages.
Marriott is a global hospitality company headquartered in the US with over 200,000 employees across 65 countries. In the 1980s, Marriott launched an automated hotel reservation system and in 1998 adopted an e-business strategy using Siebel Systems to increase revenues per customer and gain greater control over worldwide operations with goals of serving customers proactively, personalizing offerings, enhancing brand loyalty, and enabling cross-selling. Marriott's e-CRM system aimed to eliminate time lags in reservations and increases reservation accuracy, customer satisfaction, and decreases reservation problems.
J.W. Marriott Jr. believes Marriott's competitive advantage is treating employees well so they provide great customer service. For over 70 years, Marriott has followed the motto that if employees are taken care of, they will take care of customers. The document also discusses how Marriott originated as a root beer stand and expanded into restaurants and hotels over time.
Indian Hotels Company Limited (IHCL) by Bidhu B MishraBidhu B Mishra
Indian Hotels Company Limited, branded as Taj Group, is a chain of hotels and resorts,
Headquartered - Oxford House in Mumbai,
Incorporated by - The founder of the Tata Group, Mr. Jamsetji N. Tata
The Taj Group of Hotels is one of India's most prominent and historic hotel chains, founded in 1903. It operates 76 hotels across 12 countries, employing over 13,000 people. The group offers luxury, business, and leisure hotel options catering to different customer segments. It utilizes a robust customer relationship management system to capture customer preferences, provide personalized service, and gain valuable customer feedback.
Presentation covered :
1. Introduction
2. SWOT Analysis
3.Strategic Planning Process
4.Structure of the Organization
5.Control Mechanism
6.Leadership Style that I observed
7.Various strategies which incorporate in order to get listed in the list of best places to work.
Marriott International is a global hospitality company founded in 1927 with its first hotel in Washington D.C. It now has over 6,500 properties in 127 countries with more than 1.2 million rooms. Marriott offers a wide range of hotel brands from luxury to economy tiers and was ranked the 33rd largest company by Fortune in 2018. The company aims to be the world's favorite travel company through providing high quality services across its portfolio of hotel brands.
The document provides information about Marriott International, the largest hotel chain in the world. It discusses Marriott's founding in 1927, current operations in 122 countries, and expansion in the 1980s. It then summarizes Marriott's marketing segmentation strategies for different hotel brands, target markets, price points, services, and facilities.
Superior service providers consciously strive to create a memorable customer experience by nurturing a culture for 'serving' . They go beyond efficient and effective service design to bring spirituality in service .Superior service delivery requires managing customer expectations and incorporating self service technologies .Customers' expectations play a crucial role in this .
This case study is an example of designing and managing services .
ITC Hotels is a luxury hotel brand of ITC Limited that has grown significantly over the past decades. ITC entered the hotel industry in 1975 and has expanded to include various luxury hotel brands. ITC Hotels now has a 18% market share of the Indian luxury hotel industry, operating 9,200 rooms across various cities in India. ITC follows a premium pricing strategy and provides high-end amenities and services beyond hotel rooms to attract corporate travelers, couples, and families looking for a luxury experience.
The document discusses the Taj Group of hotels and its strategy to develop a new brand architecture. It summarizes the history and growth of the Taj Group portfolio. To capitalize on opportunities from India's growing middle class and travel sector, Taj realized it needed new brands to clearly define its service tiers and segments. It developed new brands like Ginger, Vivanta and Taj Safaris to target different customers beyond its flagship Taj brand. The rebranding effort required engaging employees who were proud to work for the Taj brand. Internal acceptance of the new structure has been good and analysts predict the new brand strategy will help Taj significantly outperform competitors.
Marriott International is a global hospitality company founded in 1927. It has over 3,500 properties in more than 70 countries with 129,000 employees. Marriott has experienced growth in revenue and profits in recent years. It focuses on brand expansion and growth in emerging international markets as competitive advantages. Marriott emphasizes core values of serving associates, communities, and guests. It is recognized for its strong corporate culture and social responsibility programs.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
This document provides an overview of quality management concepts, including definitions of quality, dimensions of quality for goods and services, influential quality gurus like Deming and Juran, the costs of quality, quality management systems like ISO 9000, quality awards, and South African quality organizations. It introduces foundational quality topics and lays the groundwork for exploring quality tools and techniques in subsequent sessions.
This document provides an introduction to quality and performance excellence. It defines quality using terms like fitness for use, meeting customer expectations, and conformance to specifications. It discusses the importance of quality and provides a history of quality assurance. Key thinkers in the quality movement like Deming, Juran, and Crosby are introduced along with their philosophies and principles. The document outlines principles of total quality like customer focus, process orientation, continuous improvement, and leadership.
Industrial Pharmacy Unit IV -WPS Office.pptxSudipta Roy
This document provides an overview of quality management systems and standards. It discusses Total Quality Management (TQM), characteristics of TQM including management commitment and continuous improvement. It also covers ISO 9000 quality management system standards, describing ISO 9001 and benefits such as satisfying customers and regulatory requirements. Finally, it introduces ISO 14000 environmental management standards, describing ISO 14001 and its role in helping organizations minimize environmental impacts and comply with regulations.
Total Quality Management (TQM) is a management approach focused on achieving customer satisfaction by continuously improving processes within an organization. It involves empowering employees to identify and solve quality issues through techniques like statistical process control, benchmarking, and quality circles. The key goals of TQM are total customer satisfaction, employee involvement, and continuous improvement to "do the right things right the first time, every time." TQM benefits organizations by improving quality, increasing productivity and staff motivation, and reducing costs, which leads to competitive advantages in the marketplace.
The document outlines the key concepts and principles of Total Quality Management (TQM). It discusses the need for quality, the evolution of quality approaches over time, and definitions of quality. It also describes the basic concepts of TQM, including customer focus, management commitment, employee involvement, and continuous improvement. The contributions of quality gurus like Deming, Juran, and Crosby are summarized. Their philosophies emphasized statistical process control, quality planning and improvement, and the idea that quality is free. Barriers to implementing TQM successfully are also listed.
The document discusses the principles of Total Quality Management (TQM). It aims to help students understand TQM and use statistical approaches for quality control. The key points covered include defining TQM, its framework and contributions from quality pioneers like Deming, Juran and Crosby. Several principles of TQM are described such as customer focus, management commitment, employee involvement and continuous improvement.
Total Quality Management - Diana Priscila Montesdeoca BenitezPriscila Montesdeoca
This document provides an overview of Total Quality Management (TQM). It discusses key aspects of TQM including quality definitions, levels of quality management, competitive advantage, quality philosophies by Deming, Juran and Crosby, ISO 9000 standards, TQM principles, tools and techniques, Just-in-Time manufacturing, waste elimination, and continuous improvement methods like kaizen. The document serves as an introduction to TQM concepts and frameworks for quality assurance, quality control, and achieving high quality products and customer satisfaction.
This document provides an overview of Total Quality Management (TQM). It discusses key aspects of TQM including quality definitions, levels of quality management, competitive advantage, quality philosophies by Deming, Juran and Crosby, ISO 9000 standards, TQM principles, tools and techniques, Just-in-Time manufacturing, waste elimination, and continuous improvement methods like kaizen. The document serves as an introduction to TQM concepts and frameworks for quality assurance, quality control, and achieving high quality products and customer satisfaction.
McDonald's places great emphasis on human resource management. It aims to be the best employer in each community and deliver excellent customer service. McDonald's provides extensive training to employees at all levels from crew members to managers. It uses a variety of recruitment techniques and a thorough selection process. Performance is evaluated biannually and both cash and non-cash incentives are provided. McDonald's also offers employees competitive benefits and ensures a focus on workplace safety.
Nidhi Laskar has over 19 years of experience in administration, HR, operations, and event management in the hospitality and IT industries. She is currently seeking a manager level position where she can utilize her expertise in areas such as facilities management, HR, customer relations, and event planning. Her career objective and summary highlight her extensive experience managing large teams and multi-location projects.
Mr. Frost has over 10 years of experience in IT, business analysis, recruitment, and management. He is ITIL certified and has strong skills in data analysis, process improvement, and asset management. Currently he works as a technical recruiter and proposal assistant where he screens candidates, conducts interviews, and ensures proposal deadlines are met. He aims to utilize his experience and skills to obtain a fast-paced position.
Quality management involves defining quality, understanding customers and products, and implementing total quality management. Quality is defined as meeting customer requirements through both product design and conformance to specifications. Total quality management is an organization-wide effort to improve quality through elements like leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management techniques like statistical process control.
The document discusses key concepts in quality management including definitions of quality, total quality management (TQM), customers, products, and how customer satisfaction is achieved. It also discusses reasons why quality has become a priority, different perspectives on quality, levels of quality in organizations, views of quality in services, historical philosophies of quality, and influential quality gurus such as Deming, Juran, and Shewhart and their philosophies and contributions to quality management.
This document provides an overview of ISO 9001:2015 requirements for process owners. It begins by defining key terms like quality management system and total customer satisfaction. It then discusses the history and purpose of ISO and some key changes between the 2008 and 2015 versions. The core content reviews each clause of ISO 9001:2015 including the context of the organization, leadership responsibilities, planning processes, the PDCA cycle, and requirements for support functions. Several worked examples are provided to demonstrate how to map business processes, identify key metrics, and plan for risk mitigation and continual improvement as required by the standard.
Total Quality Management (TQM) is a management approach focused on continually improving processes and meeting customer needs. The document discusses the history and key aspects of TQM such as its focus on customers, employee involvement, and continual process improvement. It provides examples of how companies like Ritz-Carlton have implemented successful TQM programs through strategies such as rigorous employee selection and training, quality control processes, and obtaining continual customer feedback. Overall, TQM aims to reduce errors and costs while improving productivity, innovation, and customer satisfaction.
This document provides information about management qualifications offered by the IoSCM Management Academy. It outlines the levels of qualifications from levels 2 through 6, and provides examples of course units and topics covered at each level. These include subjects like logistics, warehousing, purchasing, team leadership, and finance. The document also shares average salaries for different job roles that correspond to the qualification levels. Testimonials from past students are included that express their satisfaction with the courses and support received from IoSCM.
This document provides an overview of total quality management (TQM) concepts including:
- Definitions of quality from Joseph Juran and Philip Crosby
- The evolution of quality management approaches from inspection to TQM
- Key elements and principles of TQM from thinkers like Deming, Juran, and Crosby such as continuous improvement, customer focus, and employee involvement
- Frameworks for quality management including Deming's PDCA cycle and Juran's quality trilogy
What is Blue Ocean Strategy?
Why Blue Ocean?
Cirque du Soleil, one of Canada’s largest cultural exports.
Cirque du Soleil did not compete with Ringling Bros. and Barnum & Bailey.
It created uncontested new market space that made the competition irrelevant.
National Foods is a Pakistani food company that produces over 110 products across 13 categories. It was founded in McCormick, USA. The company uses various analytical frameworks like PESTEL analysis, Porter's Five Forces, and SWOT analysis to evaluate its macroenvironment, microenvironment, and competitive position. National Foods targets various consumer segments in Pakistan and abroad based on age. It employs integrated marketing strategies including advertising, personal selling, sales promotion, and public relations.
The slides portrays a research conducted, which enlightens the unique perspectives of two distinctive organizations (Schlumberger and Meezan Bank) w.r.t conflict management and resolution. On that note, primary research is undertaken to elicit the responses of eminent job holders of either organizations as to conflict management and resolution.
Internationalization of shahnawaz limitedMuhammad Saad
The slides endeavor to internationalize a very lucrative Pakistani organization towards Bangladesh. It comprises of all the steps which an organization must go through on its way towards internationalization from a developing nation like Pakistan.
The slides present a Entrepreneurial Business Plan amidst the capital city of Pakistan. It consists of all the ins and out of establishing the business alongside with its pro forma financial statements per ante.
The slides guide the rationales behind the sluggishness or laid-back nature of job holders; it invokes a study of a famous author as as to substantiate its claims.
Slides attempts to solve the dynacorp case study; it contains many subtle aspects that have a strong bearing in understanding leadership under contemporary conditions.
The Body Shop operates over 2,500 stores worldwide selling cosmetics and body care products. It was founded in 1976 and is now part owned by L'Oreal. The Body Shop started operations in Pakistan in 2006 and operates in four major cities. It uses natural ingredients and is against animal testing. To increase sales in Pakistan, the Body Shop should launch TV advertisements, educate customers on product uses, expand to more cities, offer marketing campaigns and discounts to attract a broader customer base. Feedback on this summary is welcome.
The Fraud Examiner’s Report –
What the Certified Fraud Examiner Should Know
Being a Virtual Training Paper presented at the Association of Certified Fraud Examiners (ACFE) Port Harcourt Chapter Anti-Fraud Training on July 29, 2023.
Jpeg to Dst File Converter - Guidebook by Image2Emb.docxImage 2 EMB
This book provides a structured approach to guide users through the process of converting JPEG files to DST files. Each section covers essential steps and information to help users understand and execute the conversion effectively.
Visions of Reality Inspiring Innovations from MIT Reality Hack 2024.betterworlds2012
The MIT Reality Hack 2024 brought together over 500 visionaries in VR, AR, MR, and XR, transforming my view on what I had skeptically called "computational illusions."
Material Testing Lab Services in Dubai.pptxsandeepmetsuae
Dubai is home to numerous advanced material testing labs, offering state-of-the-art facilities for a wide range of industries. These labs provide critical services such as mechanical testing, chemical analysis, and non-destructive testing, ensuring the quality and durability of materials used in construction, aerospace, and manufacturing.
Material Testing Lab Services in Dubai.pdfsandeepmetsuae
Dubai is home to numerous advanced material testing labs, offering state-of-the-art facilities for a wide range of industries. These labs provide critical services such as mechanical testing, chemical analysis, and non-destructive testing, ensuring the quality and durability of materials used in construction, aerospace, and manufacturing.
Stay updated on Siddhivinayak Temple events and timings in Houston, TX. Join our spiritual and community gatherings. Visit us now! gaurisiddhivinayak.org
Whatsapp Number: +447490809237
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2. Brief Introduction of Marriot
International:
• A leading lodging company
• They remain grounded in a set
of core value
• Most powerful brand portfolio
in the world
• More than just a business
model
3. Mission Statement
“Create an attractive environment both for associates and
guests, where employees would be motivated to do their
best to provide maximal satisfaction of the visitors”
5. Quality Statement:
“We achieve our goal through a company culture of skill and
competence within the framework of a Quality Management
System that accords with the principles of ISO 9001.”
7. Our Primary Sources:
1. Face to face interview
2. Telephone interview
3. Computer assisting personal interviewing
(CAPI)
4. Paper-pencil-Questionnaires
8. Our Secondary Sources:
1. Official Website of Marriot International.
2. Blogs
3. Published Articles
4. Wikipedia
5. Google
6. Various related Websites
10. A Committed and Involved
Management:
• Every individual in Marriot international participates for the
improvement of overall quality management
• Direct Compensation to their employees
12. Unwavering Focus on the customer:
• Take customers on board
• They go the extra mile to show their customers that they are
important.
• Settle disputes in a timely manner.
• Know their customers by name
• Let their customers be able to tell them exactly what they
think about Marriot Intl (Hate Marriot)
13. Utilization of the entire work force:
• Utilized their entire work force to reinforce quality
management of their services
• Each employee role is to fortify Marriot, which give them job
security.
14. Utilization of entire work force to
drive quality:
• Payroll and benefits
• HR administration
• Teams
• MBWA
• Theories of Motivation
• Develop Interesting Work
• Celebrate Success
15. Treating suppliers as partners
• Vertical integration
• Stability of their business processes.
19. Policies of Marriot International:
Health and Safety Policy
Environmental Policy
Quality Policy
20. Corporate objectives/Annual Plan
• Improve customer’s safety and clinical effectiveness
• Improve the customer’s experience with respect to lodging and
hospitality
• Deliver excellence in hospitality and lodging.
• Ensure financial and environmental sustainability.
• Deliver effective and efficient pathways of care.
• Be the provider and employer of choice.
• Create robust infrastructure for the future.
23. Whatarethepossibleobstaclesinimplementing
totalQualityManagementinalarge organizationlike
MarriotInternational?
• 1. Competitive markets
• 2. Bad attitudes/abdication of responsibility/management
infallibility:
• 3. Lack of leadership for quality
• 4. Deficiency of cultural dynamism
• 5. Inadequate resources for total quality management
• 6. Lack of customer focus.
• 7. Lack of effective measurement of quality improvement
• 8. Poor Planning
• 9. Lack of management commitment
• 10. Resistance of the workforce
24. Roleplayedby seniormanagersin the
context of MarriotInternational:
• Disseminating the idea of total quality
• Setting standards like zero failure
• Monitoring quality performance (quality costs)
• Introducing a quality system based on 'prevention' rather
than detection
• Introducing process control methods like Statistical Process
Control (SPC)
25. Code of Ethics followed in MarriotIntl:
• Principle I: Confidentiality
• Principle II: Professional Conduct
• Principle III: Quality of Service
• Principle IV: Moral and Legal Standards
26. Outcome of Employee Training in
Marriot Intl:
• Inspect supplies, equipment, and work areas
• Control inventories of food
• Recommend measures for improving work procedure
• Perform personnel actions.
• Analyze operational problems
• Record production
• Purchase or requisition supplies and equipment needed to
ensure quality
28. Application of Juran Trilogy in
Marriot International:
• Quality Planning
1) They identify the needs of their customers
2) develop a product to respond to such needs
3) to develop the processes.
• Quality Control
1) measuring their actual performance
• Quality Improvement:
identify the improvement projects
to establish the project teams with a project owner.
29. SupplierSelectionCriteria
Defined by a “cross-functional” team of representatives from
different sectors.
• Previous experience and past performance
• Relative level of sophistication of their quality system
• Ability to meet current and potential capacity
• Total cost assessment.
30. MethodsusedMarriotIntl.fordetermininghow
wellapotentialsupplierfitsthe criteria:
• Obtaining a Dun & Bradstreet or other publicly available
financial report.
• Visits to the supplier by management
• Discussions with other customers served by the supplier.
• Evaluation (SUCH AS prototyping, lab tests, OR validation
testing) of samples obtained from the supplier of Marriot
International.
33. Conclusion and our Group’s
Suggestions:
• Focus on the customer rather than focusing to raise profits.
• They have to be very much thoughtful towards their suppliers.
• Continuous improvement should have to be acquired
• Performance measures ought to be reflective.
• Formulate proactive strategies for the utilization of entire workforce
from top to bottom.
• They should recognize their employees
• Juran trilogy, SPC, Benchmarking etc should be used to drive out quality.
• Make up their quality statements
Editor's Notes
Intro
felt a wave of nostalgia
We’ve been assigned marriot as our final project w.r.t total quality management
Quality oriented
3,700 properties in 74 countries and territories worldwide
: put people first, pursue excellence, embrace change, act with integrity and serve our world.. With the most powerful brand portfolio in the world, they set the bar for the hospitality industry
enriches relationships and instills a passion for who they are. Together, they are opening doors of opportunity...for their guests, owners and franchisees, and associates.
As far as we are concerned with its mission and vision statement, we interpret their statements as they are highly quality oriented. Its mission statement unravels the importance of feasible environment for the employees, so that they provide maximal satisfaction to its internal and external customers
“Shoot for the moon. Even if you miss, you'll land among the stars.” les brown
Used following concepts, While drafting the methodology
Implement
Direct compensation motivates employees
Bomb blasts……….. Back to square one…………come back stronger with espect to quality.
Grey hairs
Mr salman saeed said
Accept suggestions and complaints
Your most unhappy customers are your greatest source of learning.
› to make more effort than is expected of you:
Employees, especially young people, want more than a paycheck.
Independent shape
Ongoing processes
for ranking including technical facilities
to measure productivity by involving a third person
of profits, cash flows, market share
what kind of drivers a company has to execute better performance down the road.
Speed is the time needed to get the activities accomplished. TQM
Inventories are received just-in-time to be used up by production.
It includes a set of specific statistical tools that can be used to monitor quality
Through stats we control quality in sqc
Strict mangagement structure…..
needed to implement quality management.
Quality Policies of Marriot International:
Health and Safety Policy
Marriot Intl.’s health and safety goals are to avoid accidents and harm to people. These goals apply equally to their own work places and to the plant and facilities that they design, engineer, manage or service.
They achieve their goals by considering health and safety in every activity and in every decision. They identify hazards, assess risks and take actions to eliminate or control them. They seek the involvement of every employee and, where appropriate, customers and suppliers, in this process.
They provide all their employees with safe and healthy working conditions.
Marriot Intl. ensure all their employees are competent to do their tasks and give them adequate training, information, instruction and supervision. They consult with them on matters affecting their health and safety.
They conduct regular audits and management reviews to ensure compliance with their health and safety management system and to identify improvements.
Environmental Policy
Their goals are to constantly drive down the environmental impact of their activities by reducing waste, emissions and discharges and by using energy more efficiently. These goals apply equally to their work places and to the plant and facilities that they design, engineer, manage or service.
They achieve their goals by considering the environment in every activity and in every decision. They identify hazards, assess risks and take actions to eliminate or control them. We consult with and respond to our customers, employees, public interest groups and all who may be affected by our activities.
They conduct regular audits and management reviews to ensure compliance with their environmental management system and to identify improvements.
Quality Policy
Their Quality goal is to surpass their customers' expectations by adding value at every opportunity.
“We achieve our goal through a company culture of skill and competence within the framework of a Quality Management System that accords with the principles of ISO 9001.”
We conduct regular audits and management reviews to ensure compliance with their quality management system and to identify improvements.
Marriot Intl. has following corporate objectives for 2012/13 which remain consistent with their objectives for the previous 12 months:
Our Analysis with respect to Marriot’s Annual plans:
There objectives imply that they are highly concerned with the safety of their customers. That’s why they are having strong craving to improve medical facilities for their customers.
Qualitative values of Marriot International:
They believe their strength is rooted in their core values: putting people first, pursuing excellence, embracing change, acting with integrity and serving their world. These values are their legacy and their future.
As they pursue their vision of making Marriott the #1 hospitality companies in the world, they never lose sight of their founding principles and their proud heritage. Their business is always evolving…but they are always staying true to who they are.
PUT PEOPLE FIRST
Around the globe, they offer their associates fair treatment, respect, and opportunities for personal and professional growth.
Marriott International, Inc., was named one of the “World’s Best Multinational Workplaces” by Great Place to Work® Institute.
PURSUE EXCELLENCE
Marriott's reputation for superior customer service dates back to founder J. Willard Marriott's original goal for his business: good food and good service at a fair price.
“You don’t have to do anything earth-shattering to be excellent, just work hard at the small things.” – Patricia Rainey, Human Resources, Scotland
EMBRACE CHANGE
To fulfill their vision to be the #1 hospitality company in the world, Marriott continually seeks innovative and creative ways to meet the needs of customers.
“With deeply embedded core values that have enabled us to succeed for 85 years, I am looking forward to an exciting road ahead for Marriott International.” – Arne Sorenson, President and CEO of Marriott International
ACT WITH INTEGRITY
Marriott International adheres to high ethical and uncompromising legal standards in every aspect of our business, from human rights to environmental and social sustainability.
“We need to stand together to ensure that the travel and tourism industry is always a positive force for good in the world.” – J.W. Marriott, Jr., Executive Chairman and Chairman of the Board of Marriott International
SERVE OUR WORLD
As a multinational FORTUNE 500 company, Marriott focuses on five global social issues: poverty alleviation, the environment, community workforce development, the well-being of children, and global diversity and inclusion.
Quality Improvement Program:
A time-tested quality improvement tool still useful today is the "Plan-Do-Check-Act" or the "Plan-Do-Study-Act" model for guiding quality enhancement projects of all types. The PDSA model conceptualizes the continuing cycle of improvement.
Partner — Decide who are strategic partners of quality improvement and recruit them to the project
Plan — the goals of a quality improvement project will be broad in the context of statewide activities because many partners and processes will need to be involved.
What does the group predict are the current obstacles to quality care? How will the goals be put into action? What data need to be collected to prove that the changes are indeed improvements?
Do — Test the plan and document problems and unexpected observations as data are collected. Initial plans seldom produce desired results the first time. Pilot test the ideas of the group with front-line health care programs, providers, and consumers. Reconvene the partners and discuss successes and problems.
Study — complete the data analysis, compare the results to predictions, and summarize lessons learned. Do the test results convince the partners that full-scale implementation will be successful? Because the scope of activities may be broad and costs may be involved, the planned action should be based on reasonable data and results.
Act — determine the changes to be made. Implement the changes State- or district-wide. Continually assess those changes through data collection and analysis. Are the changes working? What will happen in the next cycle?
With reference to our research upon Marriot International with respect to its total quality management, it is observed that Marriott international has been facing many obstacles in implementing the essentials of total quality management.
Role played by senior managers in the context of Marriot International:
Marriot’s international senior Management is highly committed to ensure quality in its services. Following are the roles played by the senior manages of marriot international
Their responsibilities can be summed up as:
Disseminating the idea of total quality:
Marriot International’s senior management strongly hammers home the idea of total quality management among their subordinates. This is one of the best ways to ensure quality in services.
Setting standards like zero failure:
They set standards for their subordinates in order to produce a quality product. Standards are fundamental for the production of zero defect products and to ensure quality.
Monitoring quality performance (quality costs)
They monitor progress by setting various sensors to track the progress of the company. Not surprisingly, quality implementation is an ongoing process which calls for a lot of check and balance to keep the system in place.
Introducing a quality system based on 'prevention' rather than detection
Senior managers ought to convince their subordinates to come up with a product that has zero defects. Moreover, they constantly instruct to prevent mistakes while making products rather than detecting the problems at the end of the day.
Introducing process control methods like Statistical Process Control (SPC)
Process control methods are constantly being emphasized by the senior managers of Marriot International. SPC is very important way to control the processes and to improve it.
The following principles recognize each Marriot International’s personnel’s duty to act in the public’s interest, to be honest and truthful, to demonstrate personal integrity, and to respect privileged information. All Marriot’s employees will uphold the standards of the legitimate Code of Ethics and the principles of this policy for professional conduct and accountability.
All Marriot’s personnel, including volunteers, are committed to a belief in the dignity and worth of the individual human being. They maintain integrity with respect to their duties as they come in contact with the public, other service providers, and clients and customers.
Principle I: Confidentiality
It is a primary obligation for all Marriot’s employees to safeguard information as to customers.
Records kept for lodging or other business purposes should contain no unnecessary reference to behavior or social condition. Personal values and judgments are not appropriate in records.
Release of information on employees, customers or clients will be in compliance with Marriot International policies and other federal, State, and local regulations.
Principle II: Professional Conduct
High standards of professional behavior and responsibility will be maintained.
(a) Each Marriot’s employee will take responsibility for assuring the continuity of public services provided by continuing contact and following up referrals made to other agencies or individuals.
(b) Respect for the rights and privacy of colleagues will be maintained.
(1) The request of a customer to receive services from a particular Marriot’s staff member or provider will be honored whenever possible. Continuity of care is valued and ensured by maintaining a continuing health services relationship between customer and the Marriot’s provider of services.
(2) Marriot employees will direct any criticism of another staff member’s work or actions to that person, to that person’s supervisor, and/or to Human Resources staff only.
(c) Marriot’s staff will not misrepresent his/her professional credentials, qualifications, affiliation, and functions or those of the colleagues, institutions, and organizations with which associated.
(d) Marriot’s medical staff will uphold patient’s rights regarding medical and health care services according to Marriot’s policy.
Principle III: Quality of Service
The maintenance of high standards of professional competence and quality of service is the responsibility of all Marriot’s employees.
A health professional will offer service or use techniques that are generally acceptable to professional judgment and the community in terms of effectiveness and procedure. Controversial issues shall be discussed with supervisory staff and staff actions will meet with supervisory approval.
(b) Each individual will be responsible for recognizing the limitations of his/her competence and will not provide services or use procedures with which he/she is not familiar.
(c) Each professional should seek supervisory or peer advice for problematic issues of Hotel Management.
Principle IV: Moral and Legal Standards
Marriot’s employees will show regard for the social codes and moral expectations of the community in which they work.
Marriot’s employees will recognize that violations of accepted moral and legal standards may result in personal harm towards Marriot’s customers, colleagues, themselves, and Marriot International as well as cause unnecessary risk to Marriot’s Goodwill.
SS
measuring their actual performance in order to keep the system in place.
Juran's Trilogy
Juran's Trilogy is possibly the most simple, complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible.
As far as Marriot international is concerned, Juran Trilogy can easily be perceived by viewing their improved infrastructure. However, we must elaborate the three major components of Juran Trilogy with respect to Marriot International as follows:
Quality Planning
The process for designing products, services, and processes to meet new breakthrough goals. To do so management of Marriot International has to determine their external customers.
In the planning step, once they determine their market, then, they identify the needs of their customers. After the recognition of needs, next step is to develop a product or service to respond to such customer needs.
Then, next step, taken by Marriot International is to develop the processes to produce the product or service more efficient and effective. Transferring plans to operations is the final step of the planning process
Quality Control
The process for meeting goals during operations; it is the most important of Juran trilogy to drive out quality in products. As far as Marriott is concerned, they have ascertained the subjects to be controlled and their units of measure.
They are measuring their actual performance in order to keep the system in place.
Quality Improvement
The process for creating breakthroughs to unprecedented levels of performance; it implies two major duties for the quality council of Marriott International: one of them is to identify the improvement projects and second is to establish the project teams with a project owner.
Moreover, Juran provides a distinction between sporadic waste and chronic waste. The sporadic waste can be identified and corrected through quality control. The chronic waste requires an improvement process.
Occupancy
Number of rooms sold in relation to the number of rooms available for sale. This indicator tells us the return which Marriot International has been acquiring from their major operation of lodging.
(Aforementioned picture shows that Marriot international has been in downward trajectory because their occupancy rate doesn’t show any significant improvement.)
RevPAR
Revenue Per Available Room: Rooms revenue in relation to rooms available.
(RevPAR has been improved in contrast with year 2009 and 2010, which is a good sign for the company in terms of performance.)
Revenue
All related business revenue of Marriot international (including rooms revenue, food & beverage revenue, other hotel revenue, fee revenue and other non-hotel revenue from administration units).
EBITDAR and EBITDAR Margin
Operating profit before rental expense and share of income in associates and before depreciation and amortization and gain on sale of shares and of fixed assets and net financial items and tax. The EBITDAR margin is EBITDAR as a percentage of Revenue.
(this performance indicator also shows that Marriot International is in downward trajectory.)
EBITDA and EBITDA margin
Operating profit before depreciation and amortisation and gain on sale of shares and fixed assets and net financial items and tax. The EBITDA margin is EBITDA as a percentage of Revenue.
(this indicator doesn’t show any significant improvement since 2010)
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