A Study on the Continuous Improvement of Hotel Service Quality Based on the
PDCA Cycle
Guo-xia Sun
The School of Tourism, Changchun University, Changchun, China
(e-mail:[email protected])
Abstract - The quality is the lifeline of enterprise. The
intangibility and tangibility of the hotel’s products makes
the hotel service quality to show
its great
comprehensiveness. In this article, PDCA cycle is applied to
the management of hotel service quality, analyzes its main
problems and their reasons, and develops the corresponding
countermeasures in order to achieve the continuous
improvement of the hotel service quality and increases
hotel’s vitality and competitive advantage.
Keyword - Continuous improvement, hotel management,
PDCA cycle, service quality
I. INTRODUCTION
As early as the 1970s, the issues of service quality
management had got the attentions of scholars who
worked in the western developed countries. “Management
of Service Operation”, which is written by W. Earl Sasser,
Richard Paul Olsen, D. Daryl Wyckoff and published in
1978, is one of earliest books. It makes systematic
expositions of the service product, the service quality and
the service quality management. Thereafter, the Nordic
School, as the representatives of Christian Gronroos,
makes a lot of pioneering research on it [1]. Someone, such
as Berry, Zeithmal, Parasuraman, makes a more in-depth
systematic research on this issue [2]. But the research of
service quality in our country is still in the stage of
drawing lessons from foreign research results. And we
also need to constantly improve in terms of theoretical
foundation and research methods etc.
Based on the PDCA cycle theory, this article
discusses how to improve the hotel service quality.
II. PDCA CYCLE THEORY
PDCA cycle theory [3] is co-founded by Walter A.
Shewhart and William Edwards Deming, who are the
American quality experts. It is one of effective methods to
improve the quality management activities, especially has
been widely applied in quality continuous improvement.
A. The four phases and eight steps of PDCA cycle
The four phases of PDCA cycle: the Planning phase,
the Do phase, the Check phase and the Action phase.
These four phases form a loop, and continue the cycle, so
that make the target to continual improvement, as shown
in Fig. 1.
1) The Planning phase: the plan is the first stage of
the quality management. Through the plan, we can
determine the policies and objectives of quality
management, and the action plans and measures for
achieving these policies and objectives. The Planning
phase includes the following four steps.
The first step, to analyze the current situations, to find
out the quality problems;
The second step, according to the quality problems
which we find out, to analyze the causes and the
influencing factors;
The third step, to find out the major causes and the
main influencing factors;
The fourth step, we should develop the measures for
improving the quality, to propose the action plan, and to
expect the results. The action plan mainly includes the
cause, purpose, place, time, executor and method, also
known as 5W1H.
2) The Do phase: this phase is only one step.
The fifth step, is in accordance with the plans,
objectives and measures to implement specifically.
3) The Check phase: this phase also includes only
one step.
The sixth step, check the effect of the plan
implementation. By doing a self-inspection, mutual
inspection, process handover inspection, full-time
inspection etc., we will contrast to the implement results
and the predetermined targets, to carefully check the
implementation results of the plan.
4) The Action phase: the Action phase includes two
concrete steps.
The seventh step, sum up the experiences. To deal
with the various problems which we check out, to approve
those correct ones, to summarize to the written, and to set
the standards.
The eighth step, put forward the unresolved issues.
According to the inspections, we can list the remaining
issues and transfer them into the next cycle, such as the
effect is not obvious, the effect of measures is not yet in
line with the requirements, and the quality problems are
not been solved.
The Action phase is a critical phase of the PDCA
cycle. The mission of this phase is to solve the problems,
sum up experiences and learn lessons. The focus of this
phase also is to revise the standards, including the
technical standards and the management systems. No
standardized and institutionalized, it would be impossible
to make PDCA cycle to move forward.
Deal with the remaining issues
Analyze the current quality situations
Find out the problems of quality
Deal with the results of inspection
Analyze the causes of problems
Develop the improvement measures
A
P
C
D
Carry out the improvement measures
Check the implementation of plan
Fig. 1. Picture of PDCA cycle
B. The characteristics of PDCA cycle
The main features of the PDCA cycle are the cycle,
large ring with a small ring, ladder rise, the use of
statistical tools [4].
The cycle refers to the four processes of PDCA cycle
is not only run once, but to carry out again and again;
The large ring with a small ring refers to the organic
and logical combination of organizing the overall
operation and its various sub-sectors;
The ladder rise refers to the PDCA cycle is not stuck
in the same level cycle, but continues to solve the
problems, and it is the gradually increasing process on the
level of the quality management, as shown in Fig. 2,
shown in Fig. 3.
The objective
A P
C D
A P
C D
The continuous improvement
Fig .2. Picture of the continuous improvement in the PDCA cycle
A P
C D
A
P
C
D
Fig .3. Picture of the large ring with a small ring in the PDCA cycle
III. THE MEANING AND STRUCTURE OF HOTEL
SERVICE QUALITY
From the broad sense, the hotel service quality
including the hardware quality and software quality; from
the narrow sense, it only means the software quality. The
article uses the generalized meaning of hotel service
quality. The hotel service quality refers to the ability and
extent that the service activities can meet the standard
requirements and the needs of guests, its essence is the
unity of the quality of tangible products and the quality of
intangible services in hotel [5]. Its connotation is rich and
its structure is complex, as shown in Fig. 4.
A. The hardware quality
1) The quality of facilities and equipments: the
facilities and equipments are the foundation for the hotel’s
existence, are the support of the labor service in hotel.
The configuration and operation condition of equipment is
an important content of hotel service quality, mainly
refers to the hotel’s location, building structure, functional
layout, sharing system, facilities in each department.
2) The quality of physical products: the physical
products can satisfy the needs of customer’s material
consumption, its quality level is also an important factor
to affect the service quality. It mainly included the food
quality, the quality of guest supplies, the product quality
and the quality of service supplies [6].
B. The software quality
1) The labor quality: the labor quality is the quality
of various services which are provided by the hotel staff.
It mainly included staff’s courtesy, professional ethics,
service attitude, service skills, service efficiency, safety
and health, and so on.
2) The environmental quality: the hotel environment
refers to the natural environment and the humanistic
environment where the hotel is located [7]. The quality of
natural environment includes the hotel’s natural scenery
percentage about 90%-100%, accounting
proportion of complaints about 10%[8].
for
the
Hotel service quality
The hardware quality
The quality of
facilities
The software quality
The quality of physical
products
The environmental
quality
The labor quality
The hotel’s location
The food quality
Staff’s courtesy
The natural
environment
Building structure
The quality of guest
supplies
Professional ethics
The humanistic
environment
Functional layout
The product quality
Service attitude
Sharing system
The quality of service
supplies
Service skills
Facilities in each
department
Service efficiency
Safety and health
Fig. 4. Picture of the structure of hotel service quality
Whether inside or outside, the situation of green
layout, and whether has the artistic charm. The humanistic
environment refers to the relationship during the hotel
staff, the managers and the customers is whether friendly,
harmonious, understanding and mutual aid or not.
IV. THE APPLICATION EXAMPLE
This article selects the main problems in one hotel
service quality issues to systematically expound the
application of the PDCA cycle.
A. The Plan phase (P)
1) Analyze the situation, identify the main quality
problems: using the ABC analysis, we try to identify the
main quality problems. The ABC analysis is a method
that the problems are divided into three categories. Class
A is a pivotal problem, which is characterized by a small
number, but more frequently, the cumulative frequency
percentage in the range from 0% to 70%, accounting for
70% of the total number of complaints; Class B is a
general problem, which is characterized by the general
number and less frequently, the cumulative frequency
percentage in the range from 70% to 90%, accounting for
20%-25% of the total number of complaints; Class C is a
minor problem, which is characterized by a large
quantities, but less frequently, the cumulative frequency
By the questionnaire of service quality to the guest,
the guest complaint records and inspection records of
various departments to collect the problems of hotel
service quality in one hotel which is located in Changchun
city in 2011, and to classify into a chart, as shown Table I,
Fig. 5.
From the chart shows, the cumulative ratio, about the
problems of food quality in this hotel, is 57.8% that
between 0%-70%, so it belong to Class A; the cumulative
ratio about the problems of department facilities and
service attitude are 78.9% and 90.5% that between 70%90%, so they belong to Class B; the cumulative ratio
about the problems of staff’s courtesy and environment
are respectively 97.5% and 100%, classified as Class C in
the rang of 90%-100%. Therefore, this hotel must solve
the food quality problems immediately.
2) Analysis on the causes of quality problems: from
the Pareto diagram shows, the problem of food quality in
this hotel is the main quality problem. We can analyze the
TABLE I THE STATISTICS ON THE PROBLEMS OF HOTEL
SERVICE QUALITY
The Structures of Quality
Quantity
Ratio/%
Cumulative
Ratio/%
Food quality
280
57.8
57.8
Department facilities
102
21.1
78.9
Service attitude
56
11.6
90.5
Courtesy
34
7.0
97.5
Environment
12
2.5
100.0
Total
484
100.0
100.0
Cumulative
ratio（%）
Frequency
97.5%
90.5%
150
C
57.8%
60
50
40
B
A
Matching and
cutting
no standard
Poor
technology
Unsanitary
No standard recipes
Cooking produced beneath
standards
Environment
Methods
30
102
100
56
50
20
34
12
10
0
Food Department Service Courtesy Environment
attitude
quality facilities
0
Operating
mistakes
90
70
280
250
200
Procurement Backward
no standards equipments
80
78.9%
350
300
100
Chef
Food quality
500
450
400
Equipment
Materials
Fig. 5. Pareto diagram of the problems of hotel service
Fig. 6. The diagram of cause & effect for food quality
B. The Do phase (D)
The Do phase is the implementation of above action
plan of improving the food quality[11]. This hotel has made
the procurement specifications, monitoring system,
sanitation rules, etc. from Jan. 1st to 5th; it trains the chef’s
skills of operating kitchen equipment and the chef’s skills
of processing & cutting from Jan. 5th to 10th; from Jan.
10th to 20th, it makes the strengthen management for the
inspection and inventory of raw materials; it introduces
advanced equipment for kitchen during Jan. 15th to 30th;
this hotel makes the standard recipes during Jan. 20th to
30th. We should be noted that the Do phase is not isolated.
When the staff is amending the plan, as the same time
they are discovering the problems.
reasons that affect food quality by the method of cause &
effect diagram, in terms of personnel, equipment, raw
materials, methods and environment etc., and make the
cause & effect analysis diagram with these reasons, as
shown in Fig. 6.
From the diagram of cause & effect analysis, we can
find out the main reasons of affecting the food quality: the
cook’s poor technology; no standard recipes as references
for producing the dishes; kitchen equipments are
backward relatively; staff’s mistakes during operating; the
procurement specification of raw materials is inadequate;
C. The Check phase (C)
the bad environment in the kitchen and so on[9].
3) Formulate the improvement measures: in view of
The Check phase is to check the action plans of
The above reasons of food quality problems,
improving food quality if on schedules, to confirm one by
combined with the fourth step of Plan phase, we can
one, to contrast the collected completion data to the
develop the action plan for improving the food quality[10],
standards’, to see whether they have reached the
as shown in Table II.
TABLE II
THE ACTION PLAN FOR IMPROVING THE FOOD QUALITY
Dept.
Person in
charge
1.Skills training for the chef
2.Carry out the external
technical exchanges to the chef
Training
F&B
LI xx
ZHAO xx
The operation of equipment is
normal, operation is troublefree.
1.Equipment operation training
2.Introduces advanced
equipment for kitchen
Engineering
F&B.
Purchasing
WANG xx
LI xx
3
The procurement
specification of raw
materials is inadequate.
The raw materials’ edible
value, maturity, sanitation, and
freshness meet the standards.
1.Develop the procurement
specifications
2.Strengthen the inspection and
inventory management
Purchasing
F&B
LIU xx
GAO xx
4
The cooking produced
beneath the standard
Color, smell, taste, shape,
cooking time, ingredients,
accessories, processing and
cost meet the standards.
1.Makes the standard recipes
F&B
HU xx
5
The bad environment
in the kitchen
Location, size, ventilation,
lighting, microclimate, daily
sanitation meet the standards.
1.Make the check rules of
sanitation
2.Establish the monitoring
system
Inspection
F&B
MENG xx
CUI xx
No.
Situations
Standards
1
Processing and cutting
with non-standard
monotone colors
Uniform shapes
various colors
2
Backward equipments,
staff’s mistakes during
operating
Countermeasures
Schedule
Jan. 2012
5 10 15 20 25
TABLE III
THE CHECKING FORM FOR IMPROVING THE FOOD QUALITY
No.
The content of
inspection
The inspector
The result of
inspection
1
The food’s processing
and cutting
The kitchen
helper
Uniform shapes
2
The degree of
equipment, the usage
of staff
The engineering
dept.
Advance
equipment, skilled
staff
3
Purchase draw
materials
The purchasing
dept.’s inspector
High edible value,
high freshness
4
The whole process of
cooking
The head chef
The ratio of raw
materials is not
accurate.
5
The environment and
sanitation
The manager of
F&B, the head
chef
Poor situations of
ventilation
and
lighting
inspiration and innovation method[12]. Therefore, in the
process of using, mangers should foster its strengths and
avoid the weaknesses, use the new ideas and ways to find
out the solutions of quality problems, so that the quality
will be to improve continuously.
ACKNOWLEDGMENT
predetermined target. According to the checking the
contrasts, we find out the following problems, as shown in
Table III.
First and foremost, I would like to acknowledge that
the 2012 3rd International Asia Conference on industrial
engineering and management innovation provides a broad
communication platform for experts and scholars in the
field of industrial engineering and management
innovation.
Secondly, I must acknowledge and extend my
heartfelt gratitude to Professor Hong-quan Yao, for her
vital encouragement and patient guidance, generous
assistance and invaluable advice, all of which have been
of inestimable worth to the completion of my paper.
Finally, my special thanks go to my classmate Chunyan Wang and colleagues Wei Meng for guidance in
English translation.
D. The Action phase (A)
The Action phase is a critical stage for solving the
food quality issues. According to the checklist, we know
that the problems are solved, such as the problem of
processing and cutting food, the degree of advance
equipment, the staff’s proficiency, the value and freshness
of raw materials. These standards will be summarized and
written into the specification of food quality.
From the table, we can know these problems that the
color of the dishes are monotonous, the chef of using
materials are not inaccurate, and the situations of
ventilation and lighting in kitchen are still poor, etc..
These problems will be listed as the leftover problems and
shift to the next PDCA cycle, to continue to be resolved,
in order to achieve the continuous improvement of food
quality.
V. CONCLUSION
This paper reviews the PDCA cycle theory and the
structure of hotel service quality management, and
illustrates the application of the PDCA cycle with
examples.
At present, the PDCA cycle has been used more and
more in the enterprise management, which allows
manager’s thinking, methods, working procedures to be
principled, systematic, graphic and scientific, is an
effective method to enhance the service quality and
continuous improvement. But in the course of using, it
also exist certain problems, because it is used in
accordance with predetermined framework, that maybe
lead to some manager’s inertial thinking, lack of
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