By Jon Miller | Post Date: October 16, 2006 7:56 PM | Comments: 1
I spent four nights recently at Quality Inn, an American hotel chain. It was a pleasant stay, and not without its lesson in kaizen. I came back to the hotel one night to notice the following:
One morning a person from housekeeping arrived, and as I was still in the room said she would come back later to make the beds, exchange the towels, etc. When I returned in the evening I found this had not been done. This again was corrected within a day, and they kindly provided more towels than I could possibly use. The other claim was a wooden chair in the room which nearly came apart when I leaned back. This too they replaced right away, but it could have hurt someone.
This hotel fulfilled their quality policy and worked to make sure the guests had a pleasant stay and that problems identified by customers were corrected right in a timely manner. But I wondered if perhaps they had become too good at putting out fires, at the expense of efforts to prevent them. Rather than accept that "stuff happens" and training people to fix it quickly, an organization that works to find out why stuff happens and prevent reoccurrence will win out and retain customers.
The role of management should be to train every person from housekeeping to maintenance to the front desk how to solve problems. It can be as simple as PDCA. It can be a matter of asking "Do we have a problem?" and then "What is the root cause?" followed by "What is the countermeasure?" and finally "Was the countermeasure effective?"
Just like they say there is no "I" in "team", we can't have quality without "U". It's a bit corny, but it's true.Comments are moderated to filter spam and inappropriate content. There may be a delay before your comment is published.