The Integration of an information processing system: A Case study based at the Lodge at Woodcliff

Rochester Institute of Technology

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1996

The Integration of an information processing

system: A Case study based at the Lodge at

Woodcliff

Robert Sweeney

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Recommended Citation

The

Integration

of an

Information

Processing

System:

A

Case

Study

Based

at

the

Lodge

at

Woodcliff

by

Robert

P.

Sweeney

Action

Research

submitted to the

Faculty

of the

School

of

Food,

Hotel

and

Travel

Management

at the

Rochester Institute

of

Technology

in

partial

fulfillment

of requirements

for

the

degree

of

Masters

of

Science

ROCHESTER INSTITUTE OF TECHNOLOGY School of Food, Hotel and Travel Management

Department of Graduate Studies

M. S. Service Management

Statement Granting or Denying Permission to Reproduce ThesislProject

The author of a thesis or project should complete one of the following statements and include this statement as the page following the title page.

Title ofthesis/project: The Integration of an Information Processing

System: A Case Study Based at the Lodge at Woodcliff

I, Robert P. Sweeney, hereby (grant, deny) pennission to the Wallace Memorial Library ofR. I. T., to reproduce the document titled above in whole or part. any reproductionwill not be for commercial use of profit.

OR

I, , prefer to be contacted each time a request for reproduction is made. I can be reached at the following address:

ROCHESTER INSTITUTE OFTECilJ.~'()LOGY School of Food, Hotel and Travel ;\1anagement

Department of Graduate Studies

:''1. S. Service Management

Presentation of ThesislProject Findings

Nwme: Robert P. Sweeney Date:9 /12/96 SS#:

Title of thesis/project:The Integration of an Information Processing

System: A Case Study Based at the Lodge at Woodcliff

Specific Recommendations:

CDse other side

ifnecessary.)

Thesis Committee: (1) Dr. Ri chard Marecki

(2) _

(3) _

Facuity Advisor: _ _---'D:::..::...r~.~Rc=i...:::c:..:..h:..::a"_.::·r:....:d::...:Mc:.;a==-r::..=e~c.:..:kc=i _

Number of Credits Approved: __6 _ Credits

7/;//L

Date Corrimittee Chairperson's Signature

c-i

~

L- /

1

"-~

Department Chairperson's SignatUre

(Chairperson)

Note: This fonnwill not be signed by the Department Chairperson until all corrections, as suggested in the specific recommen6.tions (above) are completed.

Abstract

To make the claim that one provides 'World Class' service is easy.

Supporting

that claim is not so _easy ifyou do not have the proper tools. The Lodge at _Woodcliff, a resort hotel in _Rochester, New York claims to provide

'World Class'

service, but does not have the facts or tools to produce the facts

to support this claim.

Data has beencollected related to service _quality throughout the resort.

This action research will attempt to integrate an information _processing

system at the Lodge at Woodcliff. This information_processing system will

enable management at the Lodge at Woodcliff to measure _quality standards

throughout the resort as well as make decisions based on statistics rather than

senses of whatis needed to be done.

Additional materials contained within this case _study will provide

Acknowledgements

Iwould like to thank Dr. Richard Marecki and Dr. Jim Jacobs (aka Jake)

for their guidance overthe past year. Both ofthem have a giftfor _teaching 'change'

in the _thinking process.

Most _importantly; THANKS Mo and Jack for _{the support,} love and

guidance.

List of Charts

Figure Description Page

4.1 Pareto Diagram: Rooms Division Complaints 21

4.2 Control Chart: # ofDinner Reservations in

Dining Room 23

Table of Contents

Abstract i

Acknowledgements ii

Listof Charts iii

Chapter One: The Proposed Task 1

Introduction 1

The Problem Statement 2

Proposed Task 2

Scope of the Research 3

Background Information 3

The Purpose 4

Significance of the Research 4

The Nature of the Research 5

Abstract of Literature Review 5

Hypothesis 6

Definition of Terms 6

Assumptions 7

Procedures_/Methodology 7

Stage One 8

Stage Two 8

Stage Three 9

Chapter Two: Review of Literature 10

ChapterThree: Stage One 15

Present _Operating System 15

System Requirements 15

Compatibility 16

Capability 16

Software 17

Price Benchmark _Study 18

Organizational Focus 18

Chapter Four: StageTwo 19

Installing the System and Software 19

Training the Operator 19

Familiarity 20

Pareto Diagrams 20

Control Charts 23

Radar Charts 24

Chapter Five: Stage Three 26

Integration 26

Resistance to Conform 26

Creating the Environment 26

Management's Challenge 28

Chapter Five: Stage Three (cont.)

Organizational Focus _(cont.)

Know what _Quality service is All

28

About 29

Understand _Sampling

Mastering Basic Tools

Process _Thinking

Involving People

Know how to _Apply the Critical

29

30 30 30

Success Factors 31

Education 28

Identifying

Measurements

Background Information Related to _Quality

Tools

32

33 Pareto Diagrams

Control Charts

33 34

Radar Charts 35

Chapter Six: Conclusions and Recommendations 37

Conclusions 37

Chapter

One

The

Proposed Task

Introduction:

Imagine an organization which spends the _{time, energy} and _money to

collect data related to customer _service, yet lacks the _ability to process this

information into a series of useful documents.

At _present, the Lodge atWoodcliff holds a large bank of _information,

compiled from feedback from guests and reports completed_by employees at the resort. The _make-up of this data is related to customerservice and/or

particular departments throughout out the resort. This data offers no insight to management in its 'raw state.'

Using this data bank and data continually

being

collected in regard to customer _service; an information _processing

system needs to be developed to provide management with useful

information

by

which _they can make decisions related to customer service.

The _puzzling question _{is; why} would _any organization spend the _time,

man hours and dollars to collect _information, yet not have a use for the information? There is no reason for this practice to take place. With the

addition of an information _processing system, the transformation of this data

can prove to be quite valuable to the managers throughout the organization. Imagine this scenario: An organization which knows which mistakes

it makes most frequently, when those mistakes are made and which mistakes

offer the greatest amount of_energy to the decrease in customer _{satisfaction;}

contributing to loss inmarket share. This is powerful knowledge which can

turn a mediocre manager into a fantastic manager. This manager can lead his

employees through _training related to these areas of growth opportunity. It is

important to note that the efforts are driven

by

the demands ofthe customers

themselves. Imagine _that; an organization _acting upon the demands of the

customer. Is that not the core ofthe service industry?

The Problem Statement:

The Lodge atWoodclifflacks the _ability to transform 'raw7 data into

useful information

by

which managers can better make decisions. The

problem is _{clearly defined as;} datain its 'rawform' provides little useful

information to managers.

Proposed Task:

The proposed task is to integrate a computerized information system

consisting of a DOS based computer system and compatible statistical analysis

software, which will generate statistical process control _(SPC) documents and

quality measurement diagrams. Also there is a need for _training to be delivered throughout the entire _{property regarding} the usefulness of the

information and how it relates to decision _making aimed towards higher

levels of customer satisfaction.

Educating the management and staff at the Lodge at Woodcliff about

the _meaning and uses of information that is provided _by the information

processing system will be donein _group seminars related to _quality

improvement and the tools used to assist an organization as it moves toward

a process of continuous _quality improvement. _{By understanding} what the

information/reports reflect, management and staff can make better _marketing

Scope/Limitations ofthe Research:

The data bank held _by the Lodge atWoodcliffcontains data related to

all departments throughout the resort. This project shall reach out to encompass all ofthe departments on which data has been collected. The information _processing system will be versatile enough to generate reports

related each respective department in the resort.

Support in the implementation will be provided _by means of

educational seminars to the entire staff of the Lodge at Woodcliff.

The limitations set for this research are focused on the type of _quality

measurement _taking place. The

beginning

stages of _quality measurement involves defect management. _This, in a sense is a reactive approach. This

research does not attempt to measure customer satisfaction. All of the data used to generate the statistical reports related to this _study represent past occurrences.

Background Information:

Simply put; the data being collected throughout the Lodge at Woodcliff

contains valuable information related to customer service. In its raw _form,

this data does not provide _any insight asto what perceptions are held

by

the

customer.

Time, effort and monies are _being spent on the collection of this _data,

but it sits _{idle; providing} little to no value to managers in the organization. This is much like making an investment in a fabulous piece of _equipment,

putting it into a closet and choosing notto use it to provide the_{best quality}

service possible to the customer. Anytime an investment is made in a

gain greater competitive advantage and/or improve on quality? The data

being

held

by

the Lodge at _Woodcliffsits _idly in a data_{bank, providing} no

growth to the organization or its efforts focused on _quality improvement. In order to transformthe 'raw7 datainto a usable form; _adding value

and purpose as _well; an information _processing system needs to be

researched, purchased, installed, customized, and understood. At present, the Lodge at Woodcliff uses DOS _based computer systems throughout the resort. In_maintaining compatible with the _{existing system,} DOS based hardware and

software will be sought to provide the _necessary strengthto supportthe efforts of statistical analysis and SPC.

It seems that most organizations within the service _industry hold very little knowledge of what kind of measurements and measurement tools can

help

them compete at a more competitive level. Without _overwhelming the

organization members at the Lodge at _Woodcliff, the presentations

supporting the implementation of the information _processing system will be quite _simple, interactive and 'user

friendly.'

This will enable participants to

clearly understand the value of the system as it applies to their respective departments.

The Purpose:

At the Lodge at _Woodcliff, thereis a need to betterunderstand the

concerns of the customer. This can be done through the analysis of the feedbackthat_{has already} been collected

by

the Lodge atWoodcliff.

The purpose of this project is to

develop

an information

processing

Significance oftheResearch:

The importance of this project reaches various members of the Lodge

at _{Woodcliff's management team as well as the staff throughout the} resort. On an operational _level, this project will

help

prepare reports that

help

the entire management team to understand the critical success factors which

customers indicate as contributors to a positive experience at the Lodge at Woodcliff.

Critical success _{factors constantly changing; by}

using an information processing system to track _{these changes,} management maintains a close

relationship with their customers. Without the deployment of _{this system,} critical success factors can change without

being

recognized. This leads to

eventual loss in market share.

More _importantly, managers can use the information generated _by the information_processing system to make more educated _decisions, with a focus

on the customers needs.

Nature of the Research:

This project is a case _{study taking}place at the Lodge atWoodcliff. It

attempts to implement the use of an information_processing system related to

analyzing survey data and _converting it into more useful and meaningful information represented_by charts and graphs. This project is described as "action research,"

meaning that it will include the implementation of such a

system, and will be supported _by an education process.

AbstractofLiterature Review:

measurement, quality, _quality software, statistical process control, _quality

tools, survey techniques, _{quality training, quality} education, control charts

and information systems.

Educational text _books, current _{literature, periodicals,} and journals are

all sources that will be reviewed for information _pertaining to the

aforementioned topics. Writings _by authors such as A.C. Rosander, _Henry L.

LeFevre, Peter _{Mears, Mary} M. LoSardo and Norma M. Rossi offer _guidance,

stimulation and insight relative to _piecing together a simple, yet effective

implementation _{strategy for} the information _processing system. Two

periodicals that will _supply valuable reference material _pertaining to the

softwares available and the 'coaching' associated with the implementation of

the information _processing system are _Quality and _Quality Progress. These

readings maintain an _up to date outlook onthe efforts associated with

struggles faced

by

organizations when _{implementing quality} programs.

Found here is valuable information_regarding not _only the system

requirements, but also the interpersonal requirements need to _successfully

implement _quality programs.

Hypothesis:

If an information_processing system is implemented at the Lodge at

Woodcliff, then _they should have the _ability to derive useful and meaningful

reports related to collected data.

Definitionofterms:

Information _processing system: a computerized systemto used to

converted from its 'raw' state

Quality

tools: charts, graphs _and/or techniques used in the assessment

of _quality in an organization (ie. Pareto _{diagramss, frequency}

charts, bar charts, control _charts)

Statistical Process Control (SPC): _Using generated statistics to plot

changes in a particular area of service or product creation over a

period of time

Critical success factors: those elements associated with a service or

product which add to the success of its existence within the

market place

Wholistic organization: an organization which understands its

existence as a series ofinter-related processes which perform

simultaneously to produce its services or goods

Assumptions:

It is assumed that the management and staff of the Lodge at Woodcliff

are committed to the task of _using the _survey data and an information

processing systemto betterunderstand the critical success factors

communicated _by the customers and employees who _supply the data.

The Lodge at Woodcliff has submitted applications for the Excelsior

Award, _indicating their desire to become a 'World

Class'

provider of service.

This classification includes superior practices related to _quality control and

customer research. _Therefore,

developing

the assumption that this project

provides value to the efforts applied toward _achieving 'World Class'

status.

Procedures/Metho_dologv:

The Lodge at Woodcliff will _providing collected data that will be

recoded

by

a team of researchers from the RochesterInstitute ofTechnology.

This provided data will be the subject of statistical manipulation in order to

derive more meaningful information. The proposed software to be used for

such analysis isMinitabs statistical _software, whichis produced _{by Minitabs,}

Inc. Graphic displays and/or reportsto be generated _by the software will

include Pareto _diagrams, run _charts, control _charts, pie charts, radar charts

and

frequency

charts. Further review and analysis will be performed _by the

management team at the Lodge at Woodcliff,

determining

the usefulness of

the _{reports, understanding} of the information contained in the generated

reports and what additional support or changes need to madeto _successfully

integrate the system into the _daily operations of the resort.

To structure the progress of this _project, three stages have been

identified. This outline of the three stages provides an overview of the action

steps which will contribute to the integration of the information _processing

system.

Stage One:

The initial stage of this project will conduct research relative to

the information _processing system. This will entail review of current

periodicals; articles related _{to softwares,} system _{requirements,}

capabilities and the _{compatibility} ofsuch softwares. Price

benchmarking in its most simple form (comparative _pricing of retail

vendors withinthe Rochester area) will be done to determine what

system hardwares are most affordable and capable of_performing the

Stage Two:

At this _point, the actions will turn toward the _installing and

training the operator of the system. This willbe done _using the

manuals provided

by

the software _{manufacturer(s),} on-line support,

software manufacturer support _systems, and experimental trial and

error.

StageThree:

To round out the implementation of _{this project, the} final phase

will support the integration of the information _processing system

through seminars focused on _quality improvement and _quality

improvements tools. Specialinterest will be placed on what these

quality improvement tools represent, and how _they can alter the

decision making process. These seminars will _certainly reflect the goal

of _long term _{quality improvement,} rather than the 'quick fix' approach

Chapter

2

Review

of

Literature

In _researching the dynamics involved in the implementation of the

information _{processing system;} a number of viewpoints were established.

These viewpoints touched on include financial concerns, the technological

aspect of the information _{processing system,} the interaction of the operator

with _{the system,} managerial development and the organizational needs.

Initially concern related to the dollars to be spent on this project

surfaced. The_July, 1995 issue of _Quality magazine offers great insight to the

costs, as well as the applications of over 350 different manufacture's software

packages; all of which are related to quality. Inthe _"Quality Software

Directory,"

a grid format is presented _indicating the abilities ofthe software

and a suggested retail price.

The technological dimension of this project was looked at _very simply.

The system desiredmustbe DOS _{based, easy} to use and provide simpleyet

meaningful reports for the management team. When _reviewing the the

directory, _key components of the software capabilities were that it provide

control _charts, run _{charts, histograms,} Pareto diagrams, distribution _charts,

scatter diagrams and a _summary of statistics. These specificreports/diagrams

are considered_by the management at the Lodge at Woodcliffto be _easy to

create, understand and provide sufficient feedback for defect management. It

was found that the _majority of the softwares on the market are focused on

manufacturing /engineering. Furthermore; very few manufacturers of

From the standpoint of the operator of the system, ease of use and the

availability oftechnical support sits high among priorities. Due to this lack of available _training, software that is _easy to _use, as well as it

being

well

established in industries was sought. This would enable support fromthe external environment (other users of the same software in the local

community).

Viewing

this project as an investment is simple to do. The _discovery

of organizational growth in terms of financial strength is supported _by the gains in stock value of those companies who _had received the Malcolm

Baldridge National _Quality Award. From an unspecified month in 1991 until September _{1, 1994,} stock of organizations who had received the Baldridge Award rose _99% whileDow Jones Industrials rose _41.9% and Standards and

Poors rose 34.1%. _{(Helton,1995)} The financial growth in such companies can

directly

be related to _quality initiatives placed within each organization.

Further support for the implementation of an information _processing systemis highlighted _by common characteristics withinBaldridge Award recipients. In each of the organizations _receiving the Baldridge _Award, training programs focused on the application of _quality tools and techniques. This led to organizational _growth, increased awareness of theprocesses

occurring within the organization and higher standards of quality.

At the _beginning stages, one must ask _themselves; what can such a system do for our organization? In simple _{terms, develop} greater

awareness of the variation that is present in _{the organization,} provide

feedback to make better decisions for which to combatdefects and

develop

an understanding of the adhesive that links the processes within _any

organizationinto a system.

While conducting research, one article that stood out as _providing

reason for such a system. "The Role of Statistical_Thinking in Management,"

which appears inthe_February, 1995 issue of_Quality Progress _{(Hare, Hoerl,} Hromi, Snee, 1995) _clearly states the advantages given to management who

perform workfunctions based on statistical feedback. Three objectives of

statistical _thinking as outlined

by

the article are "process _thinking,

understanding variation, and _{using data} whenever possible to guide

actions."

Process _thinking encompasses the theories that all workis an

interrelated _string of events or _processes, in which the _majority of defects

occur. The affective manager looks to correct the process in order to engineer

a system that delivers the end product _mamtaining the desired quality.

Within the processes _{taking place,} there is variation. This is considered a

given parameter. Statistical _thinking strives to understand _{the variation;}

thus _reducing it to the most minuscule amount. _{Understanding} the

variation is derived from data retrieved throughout the system (linked

processes). Facts based on the correct amount ofinformation guide actions

aimed at improvements to the system.

Educational support which will conclude this project is enhanced _by

the writings of Peter Mears Ph.D. Mears authored _"Quality Improvement

Tools and Techniques." Here can be found a _simple, progressive introduction

into the uses of _quality tools and _techniques, such as control _charts, Pareto

diagrams, histograms, scatter _diagrams, and distribution charts. Writings

detail how these tools/techniques are _{created; starting} with the origin of the

data and followed up with an explanation of the significance and _meaning of

the representative chart/diagram. Comprehensive review of the _tools/

are _{applied, and}

whythey are applied.

Additionalsupport _pertaining to the statistical _background associated

withthe education process is provided _by the writings ofBob. E. Hayes and

A.C. Rosander. Hayes provides indepthstatistical _knowledge, most of which

focuses on the _validity ofthe data _collected, and the reports _{derived from} the

data. Rosander provides excellent examples of practical application for the

quality tools/techniques. It is through valuable application ofthese

tools/techniques that the statistical _thinking process begins. Statistical

thinkingis developed as a behavior. _{By using} the _quality tools_/techniques,

behavioral patterns will change and create an environment _seeking

opportunities for which to _{apply quality} tools and techniques.

(Hare, Hoerl, Hromi, Snee, 1995)

There is yet one issue which cannot be left out. This is the contribution

of all those involved in this information _processing system. There has to be

some physical labor involved withthis system. Whether itbe the people

who collect the _data, the personwho creates the data file on the computer or

those who receive the reports generated _by the information _processing

system; the commitment of all involved is _{necessary for} success. The _key to

this is that members are ensured that _they will be _heard, and that their

contributions will be respected. _(LoSardo, Rossi, ₁₉₉₃₎ Barriers of

participation mustbe taken into consideration. These _may consist of lack of

education_{regarding statistics,} fear of identificationof problems in one's own

work _{area, conflicting goals,} personal grievances or the employees _{may be} too

close to the problemto recognize thatone exists. "At the Service _Quality

Frontier: A Handbook for Managers, Consultants and Other Pioneers"

dedicates an entire chapter to this _issue;

identifying

techniques to be used in

gaining commitment of those involved in the process.

In an article written

by

Jaclyn R.

Jeffrey

_(1995), entitled _"Preparing the

Front Line,"

motivating employees is labeled as one of three

key

elements to

providing excellent customer service. In the fourteen organizations researched for _{this article,} it found that one _way these companies are

motivating employees is to give them the _information, skills, tools, and

knowledge to performtheir jobs effectively. When this is _done; we see a

paradigm shift. The manageris now _servicing the employee. At this point

we created an empowered employee with the confidence to perform at the

desired standard and with the goals ofthe organizationin mind.

Through active collection of _data, analysis of that _data, and _making

decisions based uponthat _data, managers can _successfully move forward into

Chapter

Three

Stage

One

Stage One ofthis action researchis to make the decision of what

computer and software to _buy based upon a review of literature related to

technology issues and perform a simple price benchmark study. The

technology issues looked at included _softwares, system_{requirements,}

compatibility and _capability of softwares that provide statistical analysisin a

variety of forms. A simple price benchmark _study was performed to

determine which software and hardware combination is most affordable as

well as functional.

Both internal and external influences had a part in _deciding what

computer and softwarewas to be purchased for the Lodge at Woodcliff.

Outlined below are these influences and an explanation of what part each

may have played in the _{decision making} throughout stage one of this project.

Present _Operating System

The Lodge atWoodcliff _presentlyuses DOS base computers

throughout the operation. Staff members who use computers as part

of their _daily job routine are familiar with DOS applications. Therefore

itwas decided that a DOS base computer wouldbe used to performthe

statistical analysis work at the Lodge at Woodcliff.

System Requirements

It was also determined through past experience and projected

future needs that the computer systembe at least 16K insize to store

large data banks of_statistics, operate statistical analysissoftware, as well

as _{many other software applications associated withthe} operations of

the Lodge at Woodcliff.

Compatibility

The Lodge at Woodcliffuses Microsoft Windows to set _up

the desk _top computer systems throughout the resort. The

chosen statistical analysis software mustbe compatible with the

presently used Microsoft Windows.

Capability

At the time ofthis _study, datarelated to defects in service

had been collected from various departments at the Lodge at

Woodcliff. _Initially the purpose ofthe statistical analysis was to

reduce defects. Defect management maintains a reactive

position, as it focuses on what has already takenplace and

requires a rather _longperiod of time to collect alarge data

sample and analyze the output of the 'system.'

When _selecting the statistical analysis software for the

Lodge at_Woodcliff, the future needs ofthe organization had to

be taken into account. The Lodge at Woodcliffnot _only needed

to work on defect_management, but also _develop a proactive

strategy for managing service defects. Time andlabor needs tobe

reduced to initiate this proactive effort. The software for this

transitionshould be capable of_providing statistical reports such

Lodge at Woodcliff to become proactive in its _quality efforts.

Software

The_July, 1995 issue of_Quality magazine offers great

insight to the _costs, as well as the applications of over350

different manufacture's software _packages; all of which are

related to quality. Inthe _"Quality SoftwareDirectory,"

(Appendix _A) a grid format is presented _indicating the

capabilities ofthe software and a suggested retail price. Itwas

determined that the best software to perform the statistical

analysis would be Minitabs. Minitabsis able to produce

reports associated with defect _management, as well as provide

the valuable reports such as run _charts, control charts and radar

charts.

Early inthe research, it was realized that the _primary

operator of the information _processing system was quite

intimidated _by the idea of statistical analysis. In the _long runof

the project this did not turnout to be a problem. None the _less,

this had to kept in mind throughout the project. When _deciding

which software to use for this _{project, those that} are more

'user-friendly'

certainly offer a greater potentialfor success. One

additional concern related to _choosing software for this project is

that outside

help

be readily available. This _may be sought from

industry professionals, educators and students. _Therefore, it was

important to use a software that is _commonly used in various

settings.

Price Benchmark _Study

A _very simple price _{benchmark study} was performed in the

Rochester, New York area. The purpose ofthis was to determine

where to purchase the computer system inorder to receive the best

value for the price. Three major computer retail stores were visited.

The three stores visited are _{Comp USA,} Computer _City and Lechmere.

The decision was made to make the purchase at _Comp USAbecause

the value of _{the service, warranty} and capabilities of the particular

system exceeded those of the other two retail stores.

Organizational Focus:

There _may be _many elements which contribute to the

successfully transforming any organizationinto a _quality focused

organization. Some of the more critical elements which _apply to this

research _{may be knowing} what_quality service is all _about,

understanding sampling, _mastering basic tools, process _thinking,

involve people and _lastly know how to _apply all of these theories.

(LeFevre, 1989) These subjects will be discussed furtherin Chapter

Chapter

Four

Stage Two

The second stage of this project focused on _installing the computer

system and most _{importantly training} the operator of the system.

Installingthe System andSoftware:

Installing the computer system and software is a much smaller

task than one can imagine. When the computer system was

purchased, the installationservice was included in the price ofthe

computer system. _Installing the software was as simple as _following

the software manufacturer's directions and _loading disks into the

external drive ofthe computer. The software has the _capability to place

its own

functioning

system into the proper _file(s) for operation.

Installing the system and software turned outto be _extremely easy.

Training the Operator

The bigger task to accomplish _during StageTwo ofthis project is

to train the operator of the system. As stated _{earlier, the primary}

operator of_{the system,} Jose _Abarca, expressed _anxiety overthe idea of

statistical analysis. Due _{to this concern,} it was decided that_training the

operator had to come in small _steps, while _avoiding technical terms

associated withstatistical analysis.

While most statistical software _may seem difficult to _use,

Minitabs has provenin both private and educational settings to be

easy to operate as well as be

highly

functional. _Having fun and

generating useful _{information using Minitabs} was the tone set for

time spent _training the operator. It was not _hard to convince the Jose Abarcathat _{using Minitabs} canbe fun as well as educational and

inspiring. It now seems that _{collecting data} and _analyzing it has turned

into a 'hobby' for those atthe Lodge at Woodcliff. The toughest

question asked _is, "What else can I

measure?"

Familiarity:

On the agendafor the _{first meeting} withJose Abarca was to familiarize him with the ease of Minitabs. After _spending

an hour creating fictitious spread sheets of data and _converting theminto visual _tools, Jose Abarca that _using Minitabs to do

statistical analysis is _extremely easy. It wasn't_longbeforehe felt comfortable _using Minitabs and _seeking opportunities to exercise his new skills.

Pareto Diagrams:

The focus ofthe second _meeting with Jose Abarca was on

understanding the meaning of the generated information. Creating Pareto diagrams withMinitabs is effortless, but

understanding exactly what important information _they contain may notbe effortless to everyone. AppendixB contains the educational materials used to explain Pareto diagrams to Jose

Abarca, as well as _being offered as _training tools forthe

Jose _Abarca, Pareto _{diagrams simply} provide information

highlighting

the major contributors to the subject _being

analyzed. _{(Mears, 1995)} This tool allows _any organizationto

choose a _starting point for problem_{solving, monitoring} success

or_identifying thebasic cause of a problem. _{(Brassard,1988)} The

illustration in Figure 4.1 is an example of how the Pareto

diagram may be used. Data hasbeen gathered on the subject of

defects occurring in the rooms division ofthe resort. A Pareto

diagram such as the one below may be created _using the collected

data.

Rooms Division Complaints (Figure _4.1)

100%

A: Room not clean

B: _A/Cnot _working

C: Television not _working

D: Desk staff not courteous

E: No hotwater

As illustrated _by the above Pareto diagram, the most

frequently

occurring complaint pertains to guest rooms not

being

sufficiently cleaned. The second most

frequently

occurring complaint pertains to the A/C not _working

properly in the guest rooms. This indicates that trouble _shooting

energy should be focused on _{properly cleaning} of rooms and

correcting the A/Cproblems.

In order to monitor successes related to these individual

subjects it is _necessary to compare data collected _during different

time periods. This will indicate if problem _solving efforts have

beensuccessful.

UsingPareto diagramsto _identifybasic causes to a

problem _may involve the use of process flow charting.

Understanding the process _taking place in order to clean a guest

room _may

help

to _identify the root cause of the problem.

Pareto diagrams can offer a _variety of _information;

valuable to _measuring the _quality services/goods in _any

organization.

As stated _earlier, additional educational materials are

contained in Appendix B. These materials demonstrate the

versatility ofPareto diagrams for use in the various departments

Control Charts:

The second _meeting with Jose Abarca detailed the creation

of control charts with the use of Minitabs as well as the

significance of the information contained within these graphic

illustrations. A control chart is _essentially a visual _display of a

process, _indicating whether or not the process is within statistical

control. The data contained within the graphic illustration

represents samples taken over a period of time. A simple

example ofhow a control chart could be used is givenbelow.

The subject _being analyzed is the number of dinner reservations

received for the _dining room atthe Lodge at Woodcliff.

# of Dinner Reservations in _Dining Room (Figure _4.2)

UCL

AVG

LCL

Date 2/1 2/2 2/3 2/4 2/5 2/6 2/7 2/8 2/9 2/10 2/11 ₍₁₉₉₆₎

As illustrated in Figure_4.2, on the _day of_{February 6,} 1996

there was a _unusually great number of reservations taken for

dinner service in the _dining room, _{reaching beyond} the upper

control limits (UCL). On the date of_{February 8,} 1996 there was

an _unusually low number of reservations taken for dinner

service in the

dining

_{room, reaching beyond} the lower control

limits (LCL). The use of this informationis to _identify out of

control _occurrences, such as the two dates _identified, as well as

highlight trends which _may occur. These out of control

occurrences as well as trends _{may be} caused_by a_variety of

reasons which can be identified through examination of the

variables which effect the process. The next logical _step here _may

be to chartthe collected data as itrelates to particular days ofthe

week. This _{may lead} to further identification of out of control

processes ortrends.

Additional educational materials related to control charts

offered in Appendix B.

Radar Charts:

The purpose ofthe final _meeting withJose Abarca was to

discuss radar charts. Radar charts are aform of pie chart which

have data plotted _along the the slices fromthe center of the pie.

Each slice is representative of a question. The response to the

question is the datapoint plotted. Figure 4.3 is a radar chart

illustrating the responses that _may have given _by guests who

had attended a banquet function.

Figure 4.3 indicates that guests were most satisfied with

the friendliness ofthe _staff, identified

by

a score of6.8. Guests

banquet _function, identified

by

a score of3.9. What this radar

chart tells us is that efforts should be made to enhance the

atmosphere of the banquet facilities.

Radar charts a_frequently used to

display

data retrieved

from surveys _using a LikertScale to capture the level of

satisfaction of customers. There is a great _possibility that in the

future, Jose Abarca will be _{analyzing survey} data with the_help of

Minitabs. Radar charts are just one simple

method _by which_survey data canbe quicklytranslated into a

more meaningful form.

Figure 4.3 Radar Chart ofBanquet Function _Survey

Friendliness

Atmosphere

Value

Responsiveness

25

Accessibility

Chapter

Five

Stage

Three

Stage Three of the proposed project is to integrate the information

processing system throughout the resort. The actual actions taken to

integrate the system must to be initiated

by

themanagement of the resort.

More _interesting to the process of integration _may be the resistance to

conform. As it is difficult to _fully participate in the process of_integration,

valuable information related to _{successfully accomplishing} the task _may be

soughtto better the chances of success.

Integration:

Resistance to Conform:

Instituting change in _any environment is not an _easy task.

Resistance to conform is a natural reaction of _many employees that

have _{been working} in an environment with a _strong hierarchal

structure. _Asking them to communicate

freely

and provide

information about their work without fear of punishment for less than

adequate performance is a toughconcept for many employees to

buy

into.

Creating the Right Environment:

Because of the natural resistance to _conform, it is _necessary to

empathy.

Speaking

the truth and _presenting real scenarios related to the

processes _taking place in an environment helps everyone involved in

process improvement efforts to understand the challenges faced

by

each _individual on a

day

to _day basis. The more details an employee

can provide about their work _{environment, the} more _likely it is that

others can contribute to the improvement of that environment. A

realistic

display

of the work environment and its processes is a great

start to process improvement.

Developing an _{understanding} within each individual that _they

are accountable for their work environment and the processes

contained within it is _very important to conformity. When _getting

together to discuss practices that take place in an _environment, it

should be done with the _{understanding} that _{only they} knowthat work

environment well. _{Afterall, they} are the owners of that work station.

Measure the changes that occur under the control of each individual in

that environment. The successes that come to exist in that work

environment are due to their hard _work, and commitment to make

improvements. Because _they own _{the process, they} shall celebrate its

successes.

In order to _fully understand the challenges faced within _any

work _environment, it is vital that those _coaching teams through

process improvement put themselves in the shoes of others. _Imagine

yourself in _{their positions, performing} the same tasks _they do

everyday. Canyou feel their sense offrustration? What can be done to

better that work environment? Can you understand how the process

came to exist in its present form? Is it in need of total _{reengineering} or

just some minor adjustments? _{By understanding} the challenges faced

by

those _individuals, one can better understand the tasks needed to be

performed to make improvements. This _{understanding} is known as

empathy.

Management's Challenge:

It is the challenge of the management team at the Lodge at

Woodcliff to create an environment rich in _honesty, accountability,and

empathy to start the improvement process. Without these principles

in _place, itwould be a waste of _energy to implement _{any quality}

initiatives within their work environment. _Soliciting buy-in from

employees has to be _{sincere, rewarding} and inspiring. Like _marketing

any intangible product, _quality has to have its positive impacts

enhanced. Throughfree communication of the challenges to be _faced,

aligning individuals with organizational goals and _displaying the

rewards, an organization with a _'quality first attitude _may transpire.

For all the _{techniques, training} or ideas that _may exist in an

organization, none of them will prove to be affective if the people

within the organization can't work together for a common reason.

(Lizard, Ross, 1993)

Organizational Focus:

As mentioned at the end of Chapter_Three, the writings of _Henry

LeFevre suggest that therebe six critical success factors which mustbe

quality focus. Discussed here are the six elements which can have an

impact on the survival rate of _quality initiatives.

Knowwhat _QualityService isAll About:

To initiate _quality, we must have a _{strong understanding}

of what _quality is. _Quality varies

depending

on the _industry,

market, organization, organizational _goals, competitors

standards and most_importantly, customer standards. _Having a

firm understanding of expectations and how _quality is affected_by

outside variables allows us to focus our efforts on the important

issues which contribute to the processes which take place within

our environment.

UnderstandingSampling:

Sampling is a importantpart to _collecting valid data to

measure quality. Continuous sampling:

allows forless disruption to a process due to smaller

sampling sizes.

accelerates responses to problems and _efficiency to

solving those problems.

identifies _quality performance in terms of _workers, steps

in a process or _meeting workstandards.

identifies special needs that _may require additional

tiaining, redistribution of work tasks or resources.

helps to set realistic goals which fluctuate

depending

on

feedback and reward milestone achievements.

MasteringBasicTools:

Researchhas told us that one of the factors _contributing to

the success of individuals within theirjobs is the _mastering of

quality tools. (Jeffrey, 1995) Providing workers with the tools to

succeed is important. Just as important _may be the inspiration

provided to workers to _applythese tools and make them part of

their _everyday work environment. It is important to _fully

understand and know how to _{apply quality} tools.

Process Thinking:

Understanding the steps which take place in a process

make it easier to _{apply quality} tools. _{Identifyingmeasurements,}

knowing

what tool tobe used to determine level of _{quality being}

maintained and where opportunities for improvement exist are

all part of process thinking.

Involving People:

Single-handedly is not the approach to take when _looking

to yutiate a _quality campaign. There are owners of the processes

which take place in a work environment. _Consulting those

closest to the processes often provides the most realistic

understanding of the process itself. Reach a level of

accountability forwhattakes place _during a process. This will

facilitate participationin _quality efforts. To state goals and

monitor the rate of _achieving them is not enough. Surround

coaching sits high on the list of priorities.

Knowhow to_Applythe Critical Success Factors:

Adjusting and fine _{tuning play} a major role in the

implementation of _{any quality} initiatives. Custom _fitting the

previously mentioned critical success factors into your

organization requires a great _{understanding} of your organization

and the dynamics contained within it. _Applying these critical

success factors differs in _every case. The role ofmanagement

during

the initial implementation _{may be} to educate everyone

involved about what the goals of such new practices _are, how

the changes in their environment will affect them and the _long

termimpacts it _mayhave. _Educating the workforce _maybe the

adhesive which transforms an organization into one with a

'quality first,

'wholistic'

organization.

Education:

Educating and _training people how to succeed in a new environment is

very important. Essentially, the rules ofthe game are changing. _(Marecki,

1995) _Integrating new strategies into a work environment means that there is

reason to support employees with new tools for success. When _instituting

quality strategies in the work environment at the Lodge at _{Woodcliff, quality}

tools can aid in the rate of success of those individuals _working in the

environment. Supplied in the appendixes of this written report are

materials which canbe used _during educational seminars.

By giving staff members a_{strong understanding} of_quality tools and

their uses, the Lodge at Woodcliff is one _step closer to _implementing its

information _processing system. To reiterate the writings of _{Hare, Hoerl,}

Hromi and _Snee; actions based uponstatistical dataprovide managers with a

higher rate of success. These _qualitytools will provide managers with the

statistical reports needed to make good decisions based on the data.

Identifying Measurements:

Identifying

measurements is not a difficult task. There are so

many opportunities to collect data related to the _many processes that

are _taking place within _any environment. What is most important to

identifying

measurements is that the data collected is capable of

producing information of value.

Takingmeasurements related to the steps in a process _help to

understand where the opportunities for improvement exist within

that process. To begin this process of _identifyingmeasurements, it is a

good idea to _map out or flow chart the process _being studied. Whenall

the steps withinthe process have been laid _out, we canlook at each

one _individually and determine what makes each _step successful in its

contribution to the process. Question the _integrity of each _step in terms

of its _cost, time efficiency, laborusage or even its impact on the other

steps within the process. With a focus on service _industries, move

yourself through the process as ifyou were _creating the service.

Fully understanding the the process which creates the service

allowsyou to feel the impact ofinefficientsteps within the process. To

identify the measurements within _{the steps,} sense the restraints which

exist and ask yourself, 'how do I measure this restraint?'

issue or perhaps multiple steps

being

accomplished at once? Is this

costing more _money than it should? Does the output ofthis _step have

certain _quality goals that should be monitored? What is the

measurement of that goal?

Once measurements are _identified, we can move into the uses of

quality improvement tools and techniques. Without the focus of what

is the subject to be _measured, a lot oftime canbe spent _collecting

meaningless data and _generating meaningless reports. That is a

practice as useless as not_usingthe data at all.

Background Information Related to _QualityTools:

What are the _quality tools which willbe used to measure _quality

at the Lodge at Woodcliff? What do these graphic illustrations

represent? How can we use them to make decisions? Do these

statistical reports provide us with information about the future? Are

there various ways to _apply these tools in our environment? These

questions will be answered for each of the _quality improvement tools

focused upon.

Pareto Diagrams:

A Pareto diagram is a graphic illustration ofthe

conditions which contribute to a problem. It is represented in

the form of abar chart. The _primary purpose of the Pareto

diagram is to _identify the major contributors to a problem.

By identifying the major contributors to a _problem,

decisions canbe made as to where to direct efforts that will have

a significant impact on the reduction of the problem.(Brassard,

1998) _By comparing charts of the same data from different

periods of _time, it is possible to recognize _{improvements,}

negative impacts or trends that _may exist.

Pareto diagrams can be valuable in_many work

environments. Pareto diagrams can be used to _identify

contributors to problems _occurring injust about _any process.

(Brassard,1988) Pareto diagrams can

help

to see where future

improvement efforts are _going to be focused. When trends are

recognizable withinPareto _diagrams, we can _develop an

understanding of what_{may happen down}the road. Trends are

not always _accurate, but certainly offer some informationof

value. Because trends focus on past _{patterns, they} suggest what

may occur in the future.

Some examples of the uses ofPareto diagrams are

described in AppendixB.

Control Charts:

A control chart is a graphic illustration _representing the

variability contained within a process. Its _primary purpose is to

determine the _consistency of a process over a period of time.

Control charts contain upper control limits _(UCL) and lower

control limits _(LCL), which are _{statistically determined. When} a

process falls outside those _limits, it is known to be out of control.

One ofthe _truly attractive aspects to _using control charts is

that_they do not need alarge sample ofdatato be collected.

Control charts are generated _using a small sample size to

determine the _consistency of the process _being examined.

Control charts are used to make the decision as to whether

or not a process is out of control. In other words, when a process

is altered

by

one or more of the variables within _it, it _{may fall}

outside ofthe control limits. This indicates that the process is in

need of examination. This _may be the first _step to _identifyingthe

root causes of a problem. _Identifying the root causes _may call for

the employment of other _quality improvement tools which

more _closely examine the variables contained within a process.

Trends which exist within control charts indicate that the

variables which alter the_quality of a process _{may be} cyclical. We

can view the reoccurrence of the kind of defectwhich creates a

trend and learn about its existence. _{Byunderstanding} when and

how a variable affects theprocess

being

_studied,we can reduce

the impact it _may have on the process.

Some of the environments where control charts _may be

used are _{manufacturing,} health _{care, insurance,} human

resources, food service, and even urban development.

Some of the more typical applications of control charts

within a resort environment are presented in Appendix B.

RadarCharts:

Radar charts are a formof pie chart

illustrating

the scores

of a _survey whichhas been conducted. Decisions can be made

based upon the changes of scores over _time, the _prioritizing of

categories or the needs of customers.

There is an endless _variety of ways to _employ radar charts

ina resort setting. Figure 4.3 suggests thatitbe used to analyze a

survey conducted related to banquet functions. Radar charts can

be used to view the differences inscores betweenmarket

segments at _{the resort,} perceptions of service _quality between

departments at the resort or the different levels ofjob

satisfaction throughout the staff at the resort.

Radarcharts are _easy to produce and can give a glimpse of

the here and now. _Using radar charts to understand the future is

more difficult. Market changes, changes in work

environments and implementation of strategies can have an

affect on the responses received on surveys. We can use radar

charts to _identify the affects ofthe changes and forecast the

reactions to such changes.

Some of the more simple applications of radar charts that

Chapter Six

Summary,

Conclusions

and

Recommendations

There _{may be many} ways to institute _quality within _any organization.

One of the _many tools needed to determine _quality is measurement. At the

Lodge at _Woodcliff, the implementation of an information_processing system

is _certainly a value added to the _qualityefforts

being

employed.

Claiming to provide 'World Class' service without the _ability to

providethe data to supportis has been a practice at theLodge at Woodcliff.

With the

help

of this information _{processing system,} management at the

Lodge at Woodcliff can not _only support their _claims, but monitor the

changes that occur as well as look forward to the future_{by recognizing} and

understanding trends within their environment.

Summary:

In Chapter One, we discussed the thirteen points which

comprise this study. The most note _worthy contributors to this section

of the document are the problem _statement, the proposed _task, the

purpose, the significance of theresearch and _{the procedure/}

methodology. The _linking of these five elements form the foundation

for the study. When _reflectingon the _writings, it is difficult to ignore

the interdependence of these elements and their substantial

contribution to the overall task at hand.

Linking together the thirteen points of rationale from Chapter

One is the review of _literature, contained in Chapter Two. A

simplistic approach was adhered to when _researching the theories/

practices which support the implementation of an information

processing system. A great deal of emphasis was placed on keeping the

action research _{simple, easy} to understand and well within the mental

reach of those

benefiting

from its existence.

Chapters _Three, Four and Five represent the procedure/

methodology guidelines worked within for the project. Outlined

below are the subject matters which started out as a mental model and

finally

transpired into writings.

Chapter Three- StageOne:

Research the organization's needs.

Research the information _processing system's needs.

Benchmark the cost factors associated with the purchase

of the information _processing system.

Organizational Focus

Chapter Four- Stage Two:

Install the information _processing system.

Train the operator on _{the operations/}applications of the

system.

ChapterFive- Stage Three:

How to _identify what to measure.

Integrate the system:

Focus on resistance to conform.

Chapter Five- Stage Three (cont.):

Management's Challenge

Organizational Focus

Organizational Focus (critical success factors)

Know what _quality service is all about

Understand _sampling

Mastering basic tools

Process _thinking

Involving people

Know howto _apply critical success factors

Education

Identifying Measurements

Quality improvement tools:

Understanding of tools:

What are the tools?

What do these graphic illustrations

represent?

How canthese tools be used to make

decisions?

What are the various ways to _apply

these tools in a _working

environment?

Conclusions:

Previous research supports the _theory that

developing

a good

understanding of _quality tools and their applications _among employees

will increase job _{satisfaction,} provide valuable tools needed to succeed

in a work environment and most _importantly, motivate employees.

Qeffrey, 1995)

Integration of this information system and all the possible

quality initiatives which _accompany it is a difficult process. The keys to

bringing

this research a _{reality may be} a change in the work

environment in terms of how personnel operate on a day to day

basis and _educating everyone involved in the _quality efforts

being

employed.

Recommendations:

Because the Lodge at Woodcliffhas not had the _ability to

transform raw data into meaningful _information, recommendations

could be endless. _Keeping recommendations simple is _very

important, so those involved with the project at the Lodge at Woodcliff

are not overwhelmed.

The work environment at the Lodge at Woodcliff must undergo

some changes. An environment conducive to continuous

improvement and lateral communications must be created. This _may

start with an education process. This education process should notbe

limited to management. _Sharing the wealth ofthe education process

with all staff members _may be the _opportunity to breakdown barriers

between management and _staff;

leading

to open communication.

An education process related to the implementation of this

information processing system at the Lodge at Woodcliff should take

involved with this education process.

The focus of the _training should be on:

what _quality means to the Lodge at Woodcliff.

what the information _processing system do.

how to _identify measurements.

what is meant _{by quality} improvement tools.

defining the logistics of _quality improvement tools

what _they represent

how decisions canbe made _using these tools

how to _{apply quality} improvement tools

what _quality improvement tools tell us about the

future.

During the education process _develop three _key elements. These

elements are _{necessary for quality} improvement. These three elements

are _{honesty, accountability} and empathy.

Before _venturing into un