TOTAL QUALITY MANAGEMENT ASSIGNMENT QUALITY MANAGEMENT SYSTEM IN HOSPITALITY INDUSTRY Definition of Quality management system: ISO 9000 defines a QMS as a management system to direct and control an organization with regard to quality. If we insert the ISO 9000 definitions for the words in italics we produce the following unintelligible definition: ‘A QMS is a set of interrelated or interacting elements that establishes and achieves policy and objectives that direct and control an organization
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Abdullah Younus younus.abdullah@ymail.com EMN 502 PROJECT QUESTIONS 1. Why is service quality more difficult to define than product quality? -While service and production share many attributes‚ services have more diverse quality attributes than products. For example‚ product like a personal computer is typically evaluated on its merits‚ and it makes little difference to the user whether the person that assembled the computer was in a bad mood the day the computer was made. Service
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CURRENT SITUATION Goal: ZARA’S goal is to respond quickly and accurately to shifting costumer demands. In order to do this ZARA establish 3 processes. 1. Ordering: Every store places an order twice a week to La Coruña. The order includes replenishment of existing items and initial request for newly items. • The store manager determines the replenishment items‚ walking around the store and counting the garments and talking with sales people. THEY CAN NOT LOOK UP THE INVENTORY BALANCE
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OPERATIONS STRATEGY FOR ZARA COMPANY Operations strategy is the total pattern of decisions which shape the long-term capabilities of any type of operations and their contribution to the overall strategy‚ through the reconciliation of market requirements with operations resources. It is also a tool that helps to define the methods of producing goods or a service offered to the customer. Zara Company deals in the fashion industry. Zara’s success in the apparel industry is attributable to
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INDIVIDUAL ASSIGNMENT 1. What makes Zara different from other specialty apparel retailers? What are the main differences in the business models of Zara and H&M? Zara’s greatest strength and at the same time the difference from other specialty apparel retailers lies in its supply chain ‚ which allows Zara to turn over new styles in a fraction of the time ( three weeks ) it takes conventional retailers. It is interesting how the two leading fashion retailers ( Zara and H&M ) have totally opposite
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Vivian Pankey Neisha Vitello Executive Summary Zara is the flagship fashion retail company under the parent corporation Inditex. First opened in Spain‚ Zara currently has a network of 1‚292 stores spread across 72 countries. The infrastructure Zara has built is a core competency. Their innovations to bring new fashion designs to market faster than competitors differentiates Zara from their rivals. Managers believe the allure of Zara is the freshness of its offerings‚ the creation of a sense
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References: 27 Hansson‚ Johas & Eriksson‚ Henrik‚ (2002)‚ “The Impact of TQM on financial performance”‚ Measuring Business Excellence‚ vol Quality Management and Six Sigma McAdam‚ Rodney & McKeown‚ Michael‚ (1999)‚ “Life after ISO 9000: An Analysis of the Impact of ISO 9000 and Total Quality Management on Small Business in Northern
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Strength Brand Zara is one of the famous national costume brands. There are about 2000 chain store at about 50 countries‚ and it be evaluated the most research value brand in the Europe. Zara has big potential development ability in the future Amount of clothing styles Zara always produced about 20 thousand kinds of styles clothes every year‚ so it gives some selections to different customers. Zara always give a fashion and strange feeling to customers. More selections and follow fashion
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Competition Strategy ZARA-case 1.a: Strengths - Internalized cross-border functions‚ - Affordable prices - Quick response - Strong real estate network - Wider vertical scope than competitors‚ owned much of its production and most of its stores. - Galica’s geographical position from the prespective of transport costs - Originated design and finished goods in stores within four and five weeks in the case of entirely new designs and two weeks for modifications of existing products
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means that Zara has been successful by meeting the ‘risk of cannibalization’. Compare with the other competitors‚ Inditex has some advantages. For example‚ the first one is the repeat visits. An average high-street store in Spain expects customers to visit 3 times a year‚ but that figure will be up to 17 times for Zara. And Zara can offer considerably more products than similar companies. It launches about 30‚000 model items .annually compared with 10‚000 items for its key competitors. Zara is also
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