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Bus 670 Week 1 Learning Team Assignment

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Learning Team Assignment: Quality Case Study
Keisha Echols, Michelle Prince, Katina King
BA 670 Integrated Business Operations
October 8, 2014 Total Quality Management (TQM)
TQM is a company’s complete “culture of quality” approach which focuses on long-term success. It strives for continuous improvement as a process and not as a short-term goal. TQM involves all stakeholders to transform the organization into a forward-thinking entity by influencing attitudes, practices, structures, and systems of the entire organization (Business Dictionary, 2014). TQM was crafted by William Edwards Deming, a statistician who specialized in statistical process control after World War II. Deming outlined 14 points of TQM where all people of an organization …show more content…

They both knew that if you listened to, and made your customers happy, business and profit would increase. In Rachel Hobgood’s review of “How Did You Do It Truett,” it was stated that “the courtesy of the service at Chick-fil-A is one of the most noted things about the company (Hobgood, 2009). From the company’s initial inception and at the counter of his very first restaurant, Truett believed in listening to his customers and implementing changes that kept them happy, coming back, and bringing their friends and family with them. The article goes on to state that, “Chick-fil-A’s management system most closely aligns with the Total Quality Management system. Chick-fil-A’s primary concern is most certainly quality.” (Hobgood, 2009). Not only the quality of the food, but also the quality of service and customer experience. As a Chick-fil-A employee who interviews potential Operators, I hear several times a day how impressed candidates are because regardless of what state or area they are in, when they visit a Chick-fil-A, the food, service and experience are consistent. They often ask, “How does that happen?” Well it is a very ingrained, systematic process. Chick-fil-A is so committed to quality food, that it recently announced plans to serve chicken with absolutely no antibiotics within five years in all of its restaurants. This initiative is heavily due to customer demand, due to “70 percent of customers rating it a top issue in surveys” (Martin, 2014). The five year timeline is necessary in order for supply chain to transition to 100% antibiotic-free chicken, which Chick-fil-A’s Senior Vice President of Operations, Tim Tassapholous says is, “a 100% commitment; no antibiotics ever” (Martin, 2014). I had the pleasure of visiting a local chicken plant that

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Compared to rival fast food chains Chick Fil A has an employee turnover ratio of 60% paralleled to 107% of various fast food chains (Schmall, 2007). Employees continue to stick with Chick Fil A due to the shared beliefs and morals of the organization. Hicks & Hicks state, “One individual could have a major influence over the moral climate of an organization, but overall, it is the sharing of a belief system that becomes the cultural norm (Hicks & Hicks, 2010, p.

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Focusing on acknowledging and respecting customers has helped the business establish a difference for its brand. The inside of their facilities is another element that has contributed to the company's major success. Inside, Chick-fil-A's tables are constantly set with flowers and a polished welcoming atmosphere (Chick-Fil-A’s Secret to Success). Additionally, personnel are taught unique language and behavior, such as the use of the word "entree" instead of "combo" when referring to meals. Additionally, staff members visit customers often.

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In the near past, chipotle was owned by Mcdonald's, suddenly their CEO decided to separate from them due to the bad quality of the mcdonald's food industry. Chipotle over the years tried to make their food as the most fresh and best when it comes to the quality of the food and they have been succeeding in their plans. After finishing classes that day, I didnt have much time for eating lunch so my options were not a lot, which is why I chose chipotle. I had a couple of friends with me, and we ordered several orders to share. To try the best thing they had.

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To have a positive influence on all who come in contact with Chick-fil-A.”

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Steve Ells, the creator of Chipotle Mexican Grill, had a vision and strategy “to change the way people think about and eat fast food.” Since 1993, Chipotle Mexican Grill has gone from a single store operation in Denver, CO into a 1,230-unit endeavor with in excess of 800,000 paying customers each day across 41 states, Washington, D.C., Canada, and the United Kingdom. In 1998, McDonald’s found interested in the company, and purchased stake in the company, followed by acquiring a controlling portion in early 2000. Interestingly enough, McDonald’s executives recognized how Steve Ells was such a vital part of the company and how he viewed leadership, so they decided to keep him in the position of Chipotle’s chief executive even after it gained

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Chipotle Mexican Grill is an American restaurant chain in the fast-casual industry, offering fast food but also a relaxed dining experience with high quality ingredients. “Chipotle began with a simple philosophy: demonstrate that food served fast doesn’t have to be a traditional “fast-food” experience.” (Chipotle Annual Report) Over the years, the firm’s vision was guided by a belief called “Food with Integrity,” which highlights its efforts is using organic ingredients, and serving food sourced from sustainable farming practices – including ingredients that are grown or raised in humane ways with respect for the environment. Chipotle has a fairly large market chain of restaurants located primarily in the United States with over 1900 restaurants,

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This provides a valuable tool for molding the kind of success-orientated culture at Chipotle. Instead of wasting time and resources while recruiting new members, they save time, capital, and resources by rewarding and promoting from within. This leads to maximization of profit, reduction of turnover, and improved employee satisfaction and performance through retained knowledge, skills, and experience of long-term employees. The net effect of these communication and management methodologies is to ensure that services offered to customers are of the highest possible quality. For example, 84% of the customers spend less than five minutes waiting to be served.

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But what makes Chick-fil-a so different from the others? They take the customer experience issue really seriously. They have so-called «second-mile service» is what drives its customer experience. So-called «first mile» is the basis, foundation - tasty and fast food, good customer service and etc. The «second mile» is what they do that is remarkable, like personalising the orders, carrying people’s trays to their tables by using really interesting and simple «table marker» system.

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In recent years, Chipotle has overtaken the likes of fast food greats such as McDonald’s and Burger King with their innovative “burrito joint” styled restaurant. When thinking about what underlying themes support this success, a few different things come to mind. According to Ashley Lutz of BusinessInsider.com, the advantage stems from faster waiting lines, better customer service, better environments, a healthier perception, and a trendier image (Lutz, 2014). This attributed to the 9.3% sales increase the company saw in 2013, compared to a 1.3% decrease for McDonald’s (Lutz, 2014).

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Organizations use different strategies to change the minds of the employees to, improve the performance and highest possible achievable quality. Involvement of all the people, machines, vendors, and artificial intelligence is known as ‘Total Quality Management’ (TQM). To involve all the associations in the organizational work for improvement of efficiency and effectiveness, the organization needs to change the mindset of the people involved in the process of improvement. Figure 1 Organizational tools for changing minds [Source: How do you change an Organizational Culture, Forbs, July 2013] Any organization that is looking for the quality improvement using cultural import should use leadership tools, management tools and power tools mentioned

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Research report on Chiptole restaurant Introduction: When the Chipotle opened its first restaurant in 1993, the idea was simple: to show that food served fast did not become an experience of "fast food" is. Using high-quality materials, classic cooking techniques and a unique interior design feature from the food we brought the realm of fast food restaurants in the world. Today, 20 years later, we have to sacrifice to find the most suitable components, we can - Respect for animals, farmers and the environment, through the commitment of our food, honest representation. As we grow, we are committed to creating an exceptional experience for our employees cultivate real and valuable opportunity, the natural result of a culture.

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The interest in total quality management (TQM) has increased rapidly in recent years. Some people see TQM as something necessary to reach competitiveness but others claim TQM to be merely a management fad. We believe that there are several reasons for the different opinions about TQM. One is that the gurus, who often are seen as fathers of TQM, do not like the concept. Another one is that there are several similar names for roughly the same idea.

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Chipotle has behavior norms in which its employees are expected to display within the restaurant, this includes official characteristics the firm requires them to exemplify (parature.com). These characteristics can be found in table #, they are not only important for customer service but also the career path that Chipotle provides for its top employees. Chipotle has a reputation for great customer service because they understand that they are only as strong as their strongest employee therefore they pay their employees on average more than their competitors. For example a line cook at Chipotle makes $10.93/hr while its direct competitor Moe’s Southwest Grill pay their line cooks only $8.38/hr

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There is enough evidence that organisational culture plays a crucial role in understanding the ability of any organisation to perform (Gerowitz et al., 1996; Gerowitz, 1998; Jacobs et al., 2013; Taylor et al., 2015), including the relationship between organisational culture and organisational commitment (Manetje and Martins 2009). These important elements of performance improvement are addressed in accreditation standards by, for example, the specific requirements of human resources. Culture of continuous quality improvement implies the organization-wide implementation of the principles of total quality management philosophy, approaches and tool aiming for cost effective and high quality service. This is different from the traditional quality assurance, in several aspects, among the most important is the continuous improvement focus on understanding and improving the systems and processes versus the quality control emphasis on correcting errors, and quality assurance focus on assuring things are processed according to the expected procedures or

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The high performance work systems integrate the consistent improvement efforts with the business operations. Moreover, the organisation should consider the process thinking, which is a series of steps taking inputs from suppliers while transforming them into the results being delivered to the consumers (Basu, 2001). Another aspect of the quality management to be considered by the organisation under consideration is the strategic and systematic approach for achieving the vision, mission, and goals of the organisation. This process is

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