Quality Management - History
According to Wikipedia, the concept of quality management was invented in the United States in the 1940s and developed more intensively in Japan starting in 1981. Quality management was adopted by leading companies in Europe starting in 1988 and further developed for Europe.
In our opinion, the origins of quality management can be traced back thousands of years to the ancient world – in other words, back to the cradle of our civilization.
Monuments, including the pyramids, obelisks, grand tombs, etc., were built to worship the king of the gods and all-father of creation, Ra, and his earthly manifestations, the Pharaohs, using construction methods and systems that remain a mystery to this day. They are the origins of superlative quality management.
The satisfaction of the customer (the Pharaohs) was always exceeded.
OBJECTIVE & PURPOSE
Quality management has undergone very rapid development in recent decades. Today’s quality management systems are the foundation for continuous and process-oriented improvement of all business processes and procedures at a company.
Setting up a quality management system at a company ensures a certain level of quality that will meet and exceed the guests’ expectations.
QM focuses on results and that means: lowering costs, securing and increasing revenues, improving operating results, increasing efficiency and productivity and, last but not least, ensuring your company’s existence as the basis for a rating. Results-oriented QM projects are common in the corporate world and they are becoming increasingly important for limousine service providers.
The purpose of QM in the design of organizational business processes is to ensure that quality-related issues are given sufficient attention. Quality in this sense refers to both the products and services offered as well as internal organizational processes and it is defined as a benchmark, a certain level of quality that a given product or process must meet.
Quality management only ensures that the benchmark level has been met. Quality certification systems such as ISP thus say nothing about product quality, as is sometimes suggested in advertising campaigns; they merely refer to a company’s internal quality management policies at the operational process level.
THE EXPECTATIONS
Your guest/customer expects to see accurate and detailed information about his/her host before making the reservation. Creating an honest and descriptive presentation of the hotel/company for guests/customers is essential.
Detailed information about the accommodation and services, both “standard” and “executive”, allows guests to form a comprehensive picture, in order to make a decision.
Any discrepancy between the promised services and the services that the guests actually receive can make the customer disappointed. Hotels, limousine service companies, restaurants, banks, insurance companies or government services, therefore insist on keeping their promises every day.
THE OFFER
PARTIAL QUALITY MANAGEMENT
CLA would like to offer you an introduction to its quality management for the sub-section of Transfer & Travel Management.
TARGET GROUPS
- Hotels & hotel groups
- Limousine service companies
- Coach and bus companies
- Event planners
- * Banks & insurance companies
- * International sales companies
- * Government offices & embassies
* with their own fleet
AREAS & SEGMENTS
- Fleet management
- Sales & marketing
- Front Office management
- Event management
- Dispatching
- Concierge
- Reception
- Chauffeurs
- Bell boys / doormen
- Garage & vehicle maintenance
TOTAL QUALITY MANAGEMENT
Our highly qualified partner can ensure total, certified quality management for hotels and hotel groups. If you would like some information please contact them directly.
THE MYSTERY CHECK
Guests are in the best position to assess the services of a limousine company. “Mystery Check” is the term we use to refer to a covert evaluation of quality by an independent and anonymous quality tester. This tester is a specialist engaged by limousine service providers and he reviews their services and performance as a fictitious guest.
Detailed criteria
Today not only first class and luxury hotels have the quality of their customer services tested, but also fashion stores, fine restaurants, banks and an increasing number of services companies. Professionally trained testers act as guests or potential customers, all the while gathering objective facts and subjective impressions from the very beginning to the end of the customer experience. They evaluate the business conduct, appearance, friendliness, helpfulness and competence of the employees who serve them. Initial points of contact such as a company’s website, email processing and responses to requests for prices and order confirmations are also evaluated. The Mystery Check is driven by a strong commitment to quality. The “mystery guest” is very discerning and that is a good because this quality review is designed to provide entrepreneurs with valuable inputs regarding improvement potential. The Mystery Check is efficient, honest and effective. Feedback from these “fake” guests can have a lasting impact if the contracting company responds systematically and draws the right conclusions. Mystery Checks should be conducted by specialists who are engaged at the request and expense of the company seeking a thorough external validation of its quality standards. Well-intentioned covert checks by closely affiliated business partners can produce distorted results due to a loyalty conflict.
The process
All the services offered are reviewed and evaluated from administrative and operational angles based on a detailed list of criteria, ratings are assigned and suggestions for improvement offered. The list of criteria is 25 > 50 pages long and will be completely and truthfully filled in by the test guests. The quality checks are conducted anonymously by qualified experts, for example, by traveling as passengers of the company for 1 > 2 days twice a year and testing the services offered. Performance is measured in many different respects: Emotional intelligence of staff, services rendered, the vehicle used, punctuality, handling of sales opportunities, etc. Emotional intelligence is the most crucial criterion. The guest must be perceived and treated as an individual and his needs must be taken seriously, only then will there be a positive interaction.
The tests are carried out based on standards for the premium segment of the limousine service business, comparable with those applied in the highest hotel category 5 * Superior. Quotes, order confirmations, chauffeur style and etiquette, punctuality, communication skills and English language skills, driver competency and style, escort service at arrival/departure points, willingness to help and friendliness, car model, cleanliness and extras are evaluated. Knowledge of the local area and culture, history and attractions. The test guest meets with the business manager or company owner after the Mystery Check has been conducted and provides initial oral feedback on his or her observations and experience. Seven to ten days after the quality check a detailed report will be presented electronically, including photos if possible.
The results provide an accurate picture and allow company owners and managers to compare their quality and performance with industry benchmarks. Such comparisons serve as a starting point for improvements and product placements, if necessary. The Mystery Check is not intended as a means of criticizing the work of employees. Quite the contrary, these quality testing methods are designed to ensure constant improvement and thus enhance job security. Employees must be motivated to participate beforehand and convinced of the advantages testing offers.
Mystery Checks are a customer retention tool. They should be used as a preventive measure. Because once a customer has switched to a different provider, it is too late – the chances of regaining their business are usually very slim.
THE QM PROJECT
Depending on its size, a company will be under the guidance of a trainer and a coach during the entire QM project, which consists of the following steps:
- Mystery check
- Analysis and stocktaking
- Plan creation
- Presentation and budget concept
- Implementation phase and realization
- Coaching
- Handover
- Annual quality checks
1) Implementation will cover the basic processes in the following business areas:
- the responsibility of the company executives and management
- the resources (tools)
- the core processes of the individual areas, taking into consideration the company’s / group’s philosophy
2) Brief training and coaching sessions for company empolyees covering specific
processes – implementation support and monitoring of results.
3) Individual areas, such as Sales / Operations as a process, assuming the underlying
processes have already been outlined and documented.
4) The time frame depends on the size of the company and varies accordingly.
Approximately 5 working days for an entire mobility system, fewer days for
specific areas.
5) Special software can be used for documentation purposes and to create a quality
management handbook.
The goals of the quality management program are to reduce the frequency of mistakes by establishing safe, predefined and efficient processes, lowering costs, ensuring customer focus, gaining a market advantage by differentiating yourself from the competition and enhancing your competitiveness.
Additional advantages
Having a step-by-step handbook saves you time and money when developing your own mobility QM.
Argumentation
- New opportunities: “I’ve been thinking about changing that for a long time””
- Standards can be constantly updated and improved through regular audits
- Establish a distinct profile – also through your own seal of quality
- Peace of mind knowing your own philosophy is being lived and followed
- Cooperation and group certification
THE IMPLEMENTATION
Discussion of the way forward with company management, establishment of QM policy, presentation of QM policy to department heads.
The coach accompanies you throughout the entire project and provides inputs.
All of the relevant departments and employees will be involved; existing processes will be documented and sorted into process groups. Creation of quality circles for ongoing development.
Determination of processes to be revised in consultation with company management (prioritized by urgency).
Elaboration and improvement of individual process groups as determined by internal structures.
All processes will be systematically documented (handbook). Certification is possible after completing an internal audit.
TRAINER &COACH
The terms trainer and coach are often used synonymously today. A closer look at the underlying functions helps to understand the difference between the two terms.
The trainer:
Trainers, also called teachers, tutors or instructors, help to instil and strengthen certain behaviours. Their job is to teach an “ideal” response to certain situations. The individual needs of the trainees are very important as is the training plan. Typical examples of such training include the driving training, vehicle handling, training inputs for customer care and style & etiquette, as well as communication training, for example, when making telephone calls.
The trainer is the expert who imparts specialist knowledge. A typical aspect of the training is repetition, i.e. performing certain exercises and actions under the guidance of a trainer who provides feedback and corrective input.
Direct learning processes cannot be practiced live with passengers. Such training is carried out by the trainer in role play.
The training sessions are task- and target-oriented and the trainer determines the content and structure of the exercises and provides pro-active guidance. A professional relationship may ensue, but this is of secondary importance.
The coach:
The coach’s basic function is not to be a trainer but a companion, mentor and advisor. A coach corrects trainees when behavioural deficits become apparent. Coaching thus offers an opportunity to build and strengthen specific skills. With the right qualifications, a coach is also a specialist who can manage the subject-specific processes. As a process consultant, the coach will not perform any tasks that should be performed by the persons being coached, nor does the coach function as a “know-it-all”. His expert knowledge is applied to “help people to help themselves”. Being aware of the basic goals and methods of the trainer, a coach can provide viable solutions to any problems that arise. Coaches function as solutions-oriented intermediaries.
Coaching is not training although it may include training elements because both functions can complement each other quite well and can also be combined in various ways. Coaching is relationship-oriented and strives to achieve formation and development goals. The persons coached retain all responsibility for their actions.
Similarities:
Both training and coaching seek to improve performance. Training and coaching are two distinct terms which are not necessarily synonyms. Both functions can overlap in certain situations, but there are also many aspects of differentiation. Depending on the situation and objectives, one can ask: Is training or coaching called for, or a combination of the two?