Total Quality Management

*High Quality Service:

-Improving service quality can also mean improved productivity, leading to lower costs and higher profitability.

KFC’s Quality Management Program:

-Understanding customer expectations, defining product specifications based on these expectations, and subsequently ensuring that the products being manufactured (that is, the out come of the manufacturing process) conform to the design specifications.

-The intangibility of the service outcome in some cases and the presence and participation of customers in the creation of most services. Service customers generally care about the service outcome and about the way a service process is executed.

-For example, KFC’s management needs to control the taste, temperature, and appearance of the fried chicken, but also the courtesy and the speed of service it offers to it offer its customers.

*Quality management at KFC recognizes this fundamental dichotomy by using two complementary programs for measuring quality:

1, the quality, service, and cleanliness (QSC) program for judging the quality of service outcomes from the perspective of a customer.

2, the operations facility review (OFR) program for measuring a restaurant’s process implementation performance against KFC’s process specifications.

The results of these two quality measurement programs are incorporated into “ Today’s KFC restaurant quality period report,” a quarterly report prepared for senior management at KFC.

*Drive-Through-Window Test:

- KFC’s performance on key customer attributes, as revealed by the QSC, OFR, and market tracker surveys, was also suffering.

For example, KFC was being ranked in the bottom half of the quick-service restaurant industry in the categories of speed of service and value for money spent.

* Slow service could also have a ruinous impact on product innovation activity. KFC might introduce new products, but if customers had to wait too long to get these products, they were not likely to come...