Continuous Improvement
Continual improvement is a type of change that is focused on increasing the effectiveness and/or efficiency of an organization to fulfill its policy and objectives. It is not limited to quality initiatives. Improvement in business strategy, business results, and customer, employee and supplier relationships can be subject to continual improvement.
Continual improvement should focus on enablers such as leadership, communication, resources, organization architecture, people and processes - in other words, everything in the organization, in all functions at all levels.
Continual improvement should also lead to better results such as price, cost, productivity, time to market, delivery, responsiveness, profit and customer and employee satisfaction. There has been a tendency in total quality management (TQM) programmers to focus on departmental improvement which does not improve business results overall.
Below is the example of continuous improvement taking in account the cost, maintaince, techniques etc.
The multi brand strategy allowed the Group to position Qantas’ domestic network as ‘best for business and premium travel’ supported by Jet star offering consistently low fares. The successful execution of the strategy is evidenced by Qantas and Jet star continuing to be the two most profitable Australian domestic networks, maintaining the Group’s profit maximizing 65 per cent market share.
This domestic strength was further reinforced by additional Frequent Flyer program product offerings through the acquisition of Wish list, development of epicure by Qantas Frequent Flyer and launch of CBA Diamond Direct, Woolworths Qantas card and the NAB Qantas Business card.
Jet star Growth in Asia
Significant milestones were achieved in the execution of Jet star’s pan-Asian strategy. Jet star Asia grew capacity by 38 per cent in 2012. Jet star Japan launched five months ahead of schedule on 3 July 2012. In addition, a joint venture with China Eastern Airlines (Jet star
Continual improvement should focus on enablers such as leadership, communication, resources, organization architecture, people and processes - in other words, everything in the organization, in all functions at all levels.
Continual improvement should also lead to better results such as price, cost, productivity, time to market, delivery, responsiveness, profit and customer and employee satisfaction. There has been a tendency in total quality management (TQM) programmers to focus on departmental improvement which does not improve business results overall.
Below is the example of continuous improvement taking in account the cost, maintaince, techniques etc.
The multi brand strategy allowed the Group to position Qantas’ domestic network as ‘best for business and premium travel’ supported by Jet star offering consistently low fares. The successful execution of the strategy is evidenced by Qantas and Jet star continuing to be the two most profitable Australian domestic networks, maintaining the Group’s profit maximizing 65 per cent market share.
This domestic strength was further reinforced by additional Frequent Flyer program product offerings through the acquisition of Wish list, development of epicure by Qantas Frequent Flyer and launch of CBA Diamond Direct, Woolworths Qantas card and the NAB Qantas Business card.
Jet star Growth in Asia
Significant milestones were achieved in the execution of Jet star’s pan-Asian strategy. Jet star Asia grew capacity by 38 per cent in 2012. Jet star Japan launched five months ahead of schedule on 3 July 2012. In addition, a joint venture with China Eastern Airlines (Jet star