Direct Quality Management of Multiple Projectsprograms
1.0 INTRODUCTION
The development of this report focuses on the process that needs to be implemented so that the advancement of strategic contingency solutions could be obtained which would eliminate the risk of severe incursion from happening. To begin with, in Chapter 2 the report will focus on the situation analysis of Fun Galore.
Chapter 3 will focus on Fun Galore’s SWOT analysis, the objectives set and time.
In Chapter 4 customer comprehension will be looked at. This deals with vital questions into understanding the targeted market.
Chapter 5 deals with customer care evaluation i.e. of Fun Galore’s services, and its guests complaints.
Chapter 6 shows the need for the Continuous Improvement Processes [CIP] system in Fun Galore.
Chapter 7 defines Kaizen, and lays out its benefits and explains ways of initiating it.
Chapter 8 looks at the aspect of service and quality in general. How can quality be managed through 5W’s and 1H questions and through these how quality assurance can be maintained.
Chapter 9 deals with the PDCA Cycle and its implementations at Fun Galore.
Chapter 10 deals with the 5s approach that improves the quality of the services provided.
Chapter 11 lays out guidelines that have been formulated for the recommendations.
Finally in Chapter 12, Recommendations and development of new strategies in regards to Fun Galore’s current situation will be advocated. Suggestions for future accomplishments are specified that could be beneficial as a whole to the system.
SECTION A: QUALITY PROJECTS PROGRAM
2.0 Situation Analysis of Fun Galore Group of Hotels
The tourism market has drastically changed over the past three decades in which Fun Galore claimed a good 50% share of the tourism market in the Caribbean Islands. Fun Galore focused all of its resources into catering for American and European tourists whose lifestyles and quality of services differed from the Asian tourists [mainly from China, Malaysia and South
The development of this report focuses on the process that needs to be implemented so that the advancement of strategic contingency solutions could be obtained which would eliminate the risk of severe incursion from happening. To begin with, in Chapter 2 the report will focus on the situation analysis of Fun Galore.
Chapter 3 will focus on Fun Galore’s SWOT analysis, the objectives set and time.
In Chapter 4 customer comprehension will be looked at. This deals with vital questions into understanding the targeted market.
Chapter 5 deals with customer care evaluation i.e. of Fun Galore’s services, and its guests complaints.
Chapter 6 shows the need for the Continuous Improvement Processes [CIP] system in Fun Galore.
Chapter 7 defines Kaizen, and lays out its benefits and explains ways of initiating it.
Chapter 8 looks at the aspect of service and quality in general. How can quality be managed through 5W’s and 1H questions and through these how quality assurance can be maintained.
Chapter 9 deals with the PDCA Cycle and its implementations at Fun Galore.
Chapter 10 deals with the 5s approach that improves the quality of the services provided.
Chapter 11 lays out guidelines that have been formulated for the recommendations.
Finally in Chapter 12, Recommendations and development of new strategies in regards to Fun Galore’s current situation will be advocated. Suggestions for future accomplishments are specified that could be beneficial as a whole to the system.
SECTION A: QUALITY PROJECTS PROGRAM
2.0 Situation Analysis of Fun Galore Group of Hotels
The tourism market has drastically changed over the past three decades in which Fun Galore claimed a good 50% share of the tourism market in the Caribbean Islands. Fun Galore focused all of its resources into catering for American and European tourists whose lifestyles and quality of services differed from the Asian tourists [mainly from China, Malaysia and South