Quality Management in Events: Case study of Banks Sadler
The aim of the report is to describe proper implementation of the total quality management of an event management company. The selected event management company is Banks Sadler in UK. This company manages event such as business conference, corporate fun days and other events globally (banks-sadler.com 2017). This company works on both venue selection for corporate and event management. Total quality management is an integrated effort for improvement of service, production, operation management process and organizational culture. Naval Air Systems Command coined the term TQM for quality improvement. The concept of TQM first evolves during1920s in US industries. The term further developed by Deming, Juran and Feigenbaum in America. Deming proposed 14 points for total quality management. The central idea of theses points is to create specific purpose for improving products, adoption of new philosophy.
The 14 points TQM approach advocates to change in practice of awarding business in terms of price. Instead the business can focus on the minimisation of total cost by working with single supplier. New leadership needs to adopt to eliminate fear and barriers among the staffs and to bring efficiency, planning and production within the workforce. Elimination of slogan and target for employees, numerical goal for employees, annual rating system has been outlined in the 14 points. It has been stated that arranging programme regarding business education, training and self motivation can improve goals. Last step is putting everybody to the work process in order to bring transformation. The objective of 14 points approach of Denim is to improve effectiveness of the business (asq.org 2017).
Toyota Motors successfully implemented statistical method quality control in 1949 with the principles of customer first, Kaizen and total participation. Kaizen is the continuous improvement method of TQM. The report of TQM approach of Toyota Motors was mix of scientific method, policy deployment, QC circles and problem solving activities. They focus on personeel training, human relation and labour management relations in order to enhance strength of the organisation.
Bank Sadler is an event planner company, which arranges international meetings and events. This company was established in London during 1982s. Over the years, the company has become a leading company in the event management and venue sourcing sector. The mission of the company is to work collaborative manner with the partners through self evaluation and continuous procedure.
As stated by Hazen et al. (2014), meeting a client’s expectations and probably to exceed them through deliverables and actions is viewed as quality service in event management. Quality management must bear a positive outcome in the event and that quality plan needs to be generated to guarantee the quality expectations of the client of Banks Sadler. In present world, the event managers such as Banks Sadler require to foresee the externally driven and internally driven milestones, meet target time and do justice to the workflow requirements as this company globally. Among all these, the event planner must take care of the most significant factor of quality, which has been the market differentiator in the age of highly competitive market (Rushton, Croucher and Baker 2014). Every service providing organization is constantly striving to enhance quality in order to establish itself as the excellence provider. Quality management aims customer satisfaction in the first place; it is, in fact a strategy to improve business performance by organizing highly sensational and professional events complying with the client’s confidence (McNeil, Frey and Embrechts 2015). Bank Sadler can use total quality management techniques for the growth of the organization, employee motivation, generating customer loyalty, customer satisfaction and improving productivity.
The first step to organize an event is to develop a proper plan of management according to the research done on the concept and purpose of the event.
The inclusion of the above-mentioned strategies will certainly aid to preserve quality in service delivery of the event management organizations.
A corporate event becomes successful with the help of both paid staffs and those who volunteer. Recruitment of the staffs with desired competency and personal qualities highly affects the efficiency of the Banks Sadler. Staffing should be appropriate according to the defined roles and individual duties (Oakland 2014). The major roles that require specific staffing with fitting competencies are:
In the view of Pyzdek and Keller (2014), the company can use different quality management techniques such as six sigma, pareto analysis, JIT, fishbone diagram and control chart. Six sigma is an effective total quality management tool used to improve quality of service, identifying defects and taking appropriate steps to improve organizational productivity. Aguirre et al. (2013) stated that implementation of six-sigma process requires project charter, voice of the customers and value stream plan. Project charter includes focus, scope and motivation for improvement. Feedback from current and future is effective to evaluate the level of quality of service for the corporate event management by Banks Sadler. Value stream map provides an overview of the entire process and analyse the loopholes and success of the organisation. As argued by Sandeepsoni et al. (2015), an event management company needs to analyse variation in actual expense and budget after execution of the project. This process can be applied through multivariate chart. Multivariate chart helps to find out the cause of actual deviation of the cost from the budgeted one.
Oropesa et al. (2016) argued that Pareto method is easier to implement in comparison to the six sigma method. The activities of the organisation are presented through the Pareto diagram. According to Pyzdek and Keller (2014), Pareto diagram enhances the communication between member staffs of the event management organisation and through all level of management. Required steps of the organisation are as follows:
The right vertical axis of the Pareto chart shows the cumulative percentage of the total number of total cost, total unit of measures, and total number of occurrence. Pareto chart represents most common source of defects in service quality (Arumugam, Antony and Kumar 2013).
Quality circle is the group of staffs, who meet regularly to analyse and solve work related problem. Quality circles were most popular during 1980s. Kaizen is the modern version of the quality circle in the context of quality management. Kaizen method is the continuous improvement method of quality of work process. As stated by Paraschivescu (2015), Kaizen method includes identification of the excellent organisational practice and productivity management for employees. This process involves reduction in the length of time required for completion of the task. Continuous improvement focuses on the problems with the customers or suppliers of the event management organisation.
Customers for corporate events arranged by Banks Sadler are different domestic and internationals corporations. Problems with the suppliers may occur in case of supply of processed food, vegetables, beverages and other cooking products, furniture required to host the events. Suppliers are required to maintain high quality in while food safety for the guests is concerned. Therefore, choosing right suppliers is important part of the quality management for Banks Sadler. As opined by Michael (2014), employee engagement is necessary for the Kaizen method of quality circle. Involvement of employees with the quality management process is essential for the quality improvement of event management services as event management staffs are directly involve with the customer service process. The process of continuous improvement methods that Banks Sadler can apply are as follows:
As discussed by Conger (2015), quality circle is a management technique, which requires workforce participation. A circle is prepared by active employees, who can work together to discuss on the problem and find out solution. Employees who participate in the quality circle are given training. As mentioned by Oropesa et al. (2016), employee engagement is the principle philosophy of the quality circle. Employees need to associate themselves with every assigned task in order to satisfy the customers.
The concept of quality circle process was introduced by Edwards Deming. According to Deming quality circle approach, the employees have a common bond and they perform a similar service to turn the raw material into product or service. The purpose of the quality circle is to discuss on quality problem and generate ideas to resolve the problem effectively. The Deming cycle is alternatively known as PDCA (plan-do-study-act). It is the four step model to carry out transformation in the process management.
Figure 1: PDCA cycle
(Source: asq.org 2017)
This process is carries out firstly by planning to grab opportunity and to make a change for the improvement of the work process. Management plans about a task based on collected data and information. In the view of Sandeepsoni et al. (2015), goal is set for both employees and organisation after evaluation and adequate support is provided. Therefore, this is an effective process to improve and change attitude of employees and able to generate continuous improvement in the system. Conger (2015) supported that this PDCA circle is effective to develop team spirit and reduce conflicts among management and employees.
Benefits of Kaizen process are increase in productivity of the company, improvement in quality of the production process, quality of end product, and boosting up employee values. Main limitation of the Kaizen process is problem in training. Company incur huge cost burden while arranging training for employees. Inadequate training cannot bring success to the total quality management process. This process is not properly voluntary. Moreover, in the absence of specific interest of management, quality management through Kaizen activity cannot be implemented successfully. Chang (2016) argued that quality circle and Kaizen may not empower employees to make important decision.
Banks Sadler is the leading event management company in UK and has global operation. Market share of this company is expanding n the global market. Hence, effective implementation of the total quality management techniques can increase competitive advantage and enhance corporate social responsibilities of the company. Customer assessment is required before implementation of TQM system. Therefore, it is suggested for the company to find more effective method of customer survey after each event. The company can use award criteria approach for quality management. Banks Sadler can announce reward for employees who will be able to meet the specific criteria for quality management.
Conclusion
This paper has presented the total quality management process and effectiveness for an event management company. It has been studied that the total quality management of the company includes improvement in production, process and quality of service. Among several quality management processes, most effective tool for banks Sadler would be six sigma method and Pareto chart method. Pareto chart is comparatively easier to implement in the chosen event management company. This paper has analysed the quality circle and Kaizen method in the context of chosen organisation. Kaizen method is the continuous improvement method applied by the organisation. Identification of defects in service quality at every stage of service delivery in this process is required. Monitoring and control process are important for effective implementation of the total quality management.
References
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