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Quality and Systems Management in Foodservice, Exams of Business Economics

New York Institute of Technology (NYIT) - New YorkBusiness Economics

An overview of quality and systems management in foodservice. It defines quality and provides an approach to business. It also discusses continuous quality improvement, total quality management, and other management philosophies. the concept of a system and its fundamental implications. It also discusses the inputs and outputs of a foodservice system and the factors affecting menu planning. Finally, it covers sustainability efforts and management decisions in foodservice. useful for students studying foodservice management, quality management, and systems management.

Typology: Exams

2023/2024

Available from 10/03/2023

CarlyBlair
CarlyBlair 🇺🇸

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American Society for Quality (ASQ)
The American Society for Quality (ASQ) provides two definitions for quality: -
The characteristics of a product or service that bear on its ability to satisfy stated or implied needs
A product or service that is free of defects
The ASQ suggests that -
Quality is not a program; it is an approach to business.
Quality is defined by the customer through his or her satisfaction.
Quality is aimed at performance excellence; anything less is an improvement opportunity.
Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and
rework.
Continuous Quality Improvement -
Focused management philosophy for providing leadership, structure, training, and an environment to
improve all organizational processes continuously.
TQM includes: -
• Intense focus on the customer
Concern for continual improvement
• Focus on process
• Improvement in quality of everything the company does
• Accurate measurement
• Empowerment of employees
Quality assurance (QA) -
A procedure that defines and ensures maintenance of standards within prescribed tolerances for a
product or service.
Total quality management (TQM). -
A management philosophy directed at improving customer satisfaction while promoting positive
change and an effective cultural environment for continuous improvement of all organizational aspects
Continuous quality improvement (CQI). -
A focused management philosophy for providing leadership, structure, training, and an environment in
which to improve continuously all organizational processes.
Six Sigma. -
A disciplined, data-driven approach for improving quality by removing defects and their causes.
Kaizen. -
A Japanese philosophy emphasizing incremental and continuous improvement in every aspect of daily
life (Aikens, 2011).
Reengineering. -
Radical redesign of business processes for dramatic improvement.
Lean. -
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Download Quality and Systems Management in Foodservice and more Exams Business Economics in PDF only on Docsity!

The American Society for Quality (ASQ) provides two definitions for quality: - The characteristics of a product or service that bear on its ability to satisfy stated or implied needs A product or service that is free of defects The ASQ suggests that - Quality is not a program; it is an approach to business. Quality is defined by the customer through his or her satisfaction. Quality is aimed at performance excellence; anything less is an improvement opportunity. Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and rework. Continuous Quality Improvement - Focused management philosophy for providing leadership, structure, training, and an environment to improve all organizational processes continuously. TQM includes: -

  • Intense focus on the customer Concern for continual improvement
  • Focus on process
  • Improvement in quality of everything the company does
  • Accurate measurement
  • Empowerment of employees Quality assurance (QA) - A procedure that defines and ensures maintenance of standards within prescribed tolerances for a product or service. Total quality management (TQM). - A management philosophy directed at improving customer satisfaction while promoting positive change and an effective cultural environment for continuous improvement of all organizational aspects Continuous quality improvement (CQI). - A focused management philosophy for providing leadership, structure, training, and an environment in which to improve continuously all organizational processes. Six Sigma. - A disciplined, data-driven approach for improving quality by removing defects and their causes. Kaizen. - A Japanese philosophy emphasizing incremental and continuous improvement in every aspect of daily life (Aikens, 2011). Reengineering. - Radical redesign of business processes for dramatic improvement. Lean. -

Using less human effort, less space, less capital, and less time to make products exactly as the customer wants with fewer defects than occur in mass production. [See Slide 2-6] product process flow, that uses less space, time, capital and willl produce fewest amount of defects or errors possible Theory of constraints. - Concentration on exploiting and elevating constraints that slow production or service. five essential steps in lean: - Identify which features create value for internal or external customers. Document the value stream (sequence of activities that create value). Improve flow (eliminate things that interrupt flow). Let the customer pull the product or service through the process (provide product or service only when customer wants it). Perfect the process. Tools used to improve operative practices: - benchmarking, cause analysis, process analysis, data collection and analysis, and project planning and implementation. Cause analysis determines - why a certain outcome is occurring. Process analysis includes - tools such as flowcharts, failure mode and effects analysis, and value stream mapping. Data collection and analysis tools include - check sheets, control charts, histograms, and scatter diagrams Project planning and implementation occurs - after the process has been identified and analyzed. The plan-do-check-act model and Gantt charts are used at this stage Several tools are used to assist in cause analysis; these tools include - cause and effect diagrams, Pareto analysis, scatter diagrams, and root cause analysis. Cause and effect diagrams (also referred to as Ishikawa or fishbone diagrams) - illustrate the factors that may influence or cause a given outcome. The diagram provides a way to identify and categorize factors that might be the cause of such a problem. pareto analysis - often called the 80-20 rule because 80% of a given outcome typically results from 20% of an input, was named after nineteenth-century economist Vilfredo Pareto, who suggested that most effects come from relatively few causes. Marketers, for example, have found that 80% of sales often come from 20% of customers. Basically there are a vital few causes that if identified and corrected can have the greatest impact on improving quality.

Using histograms provides a visual way to examine patterns in data that might not be evident when just looking at the numbers themselves. Scatter diagrams - provide a visual way to examine possible relationships between two variables. Data from the two variables are plotted on a horizontal (X) and vertical (Y) axis. The purpose is to display what happens to one variable when the other variable changes. Project planning and implementation occurs - after the process has been identified and analyzed. The plan-do-check-act model and Gantt charts are used at this stage. The plan-do-check-act (PDCA) cycle is - a model for coordinating process improvement efforts. The cycle is depicted as a circle with four equal quadrants: Plan to improve operation Do changes Check results Act to implement permanently Gantt Charts are a type of - bar chart used to show a project implementation schedule. The columns designate weeks or months in the project. The rows are used to identify tasks to be completed. Horizontal bars designate the time period for completion of each task. ISO 9000 Standards. - The ISO 9000:2000 series of standards are a group of five individual but related international standards on quality management. These standards were developed by the International Organization for Standardization (ISO). Keys to Excellence. - The School Nutrition Association (formerly American School Foodservice Association) developed the Keys to Excellence to provide quality standards for Child Nutrition Programs (CNPs). The Keys contain indicators of quality in four areas: administration, communication and marketing, nutrition and nutrition education, and operations. Professional Practices in College and University Foodservice. - The National Association of College and University Food Services (NACUFS) developed the Professional Practices in College and University Food Services manual as a tool for professional development, self-assessment, and continuous quality improvement The Joint Commission. - Since 1951, The Joint Commission (JC) (formerly called the Joint Commission on Accreditation of Healthcare Organizations or JCAHO) has been a key source of standards for improving the quality and safety of patient care.

The Joint Commission is an independent, not-for-profit organization that sets standards for and accredits healthcare organizations. The ISO 9000:2000 series of standards - Customer focus Leadership Involvement of people Process approach Systems approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relations The Malcolm Baldrige National Quality Improvement Act of 1987, - The award was established to recognize companies for their achievements in quality and performance. A system is defined - as a collection of interrelated parts or subsystems unified by design to obtain one or more objectives. Following are fundamental implications of the term system: System Concept - A system is designed to accomplish an objective.

  • Subsystems of a system have an established arrangement.
  • Interrelationships exist among the elements.
  • Flow of resources through a system is more important than basic elements.
  • Organization objectives are more important than those of the subsystems. The major parts of a system include - input, transformation, and output (from the basic systems model) and four additional parts: control, memory, environmental factors, and feedback. open system has a number of unique characteristics: - Interdependency of parts, leading to integration and synergy; Dynamic equilibrium; Equifinality; Permeable boundaries; Interface of systems and subsystems; Hierarchy of the system. interdependency - is the reciprocal relationship of the parts of a system; each part mutually affects the performance of the others. This characteristic emphasizes the importance of viewing the organization as a whole rather than the parts in isolation. Interaction among units of an organization is implied by interdependency. Dynamic equilibrium, or steady state, - e continuous response and adaptation of a system to its internal and external environment, which includes all the conditions, circumstances, and influences affecting the system. equifinality is applied to the organization as a system. -

Economically viable (provides livelihood that supports families; economic control of production, distribution, and access equally shared). The U.S. Environmental Protection Agency categorizes sustainability efforts into four areas: Built environment Water, ecosystems, and agriculture Energy and the environment Materials and toxins - factors affecting menu planning - customer satisifaction sociocultural factors food habits and preferences aesthetic factors sustainability government regulations nutrition influences management decisions Aesthetic Factors. - Flavor, texture, color, shape, and method of preparation are other factors to consider in planning menus. management decisions - food cost, production capability, type of service, and availability of foods.