ASCOTT LIMITED

Ascott Limited

Table of Contents

1.1 Principles and Theories of Quality Management3

TQM3

Lean Management4

1.2 Tools and Techniques of Quality Management6

2.1.Quality Systems and Requirements7

2.2.Impact of Quality Standards and Accredition Schemes on the Facilities Management Function10

3.1.Strategies for Improving Customer Service12

3.2.Review Good Practice in Customer Service13

3.3.Options for Improving Customer Service15

3.4.Views of Staff and Stakeholders to reach agreement with relevant people on option to be implemented.17

4.1.Strategies for Improving Customer Relationship18

4.2 Systems for Developing and Managing Long Term Customer Relationship19

4.3 The Culture and Practice Within the Facilities Management Function for Dealing With Customers, Clients and End Users, Evaluating Their Needs and Resolving Complex Issues Or Problems21

5.1 Application of Relevant Theories and Methods22

6.1 Evidence Provided by Learners26

References30

Ascott Limited

1.1 Principles and Theories of Quality Management

TQM

Total Quality Management - a management system based on the production of quality in terms of customer products and services. TQM is defined as focused on quality, customer-focused, evidence-based, and managed by a batch process. TQM aims at systematic strategic objective through continuous improvement of the organization of work. TQM principles are also known as "general improvement of the quality", "world class quality", "continuous quality improvement", "total quality service" and "total quality management". The word "total" in the concept of "Total Quality Management" means that the process must engage everyone in the organization, the word "quality" means for the satisfaction of customer needs, and the word "management" refers to the people and processes required to achieve a certain level quality. Total Quality Management - is not a program, it is a systematic, integrated and organized work style, aimed at continuous improvement. This is not a management fad; it is a time-tested management style for decades successfully used by companies around the world. At the core of TQM are the following principles:

Customer focus.

Involvement of workers, allowing organizations to capitalize on their ability.

Approach to the system of quality as a process.

System approach to management.

Continuous improvement (Faulkner, 2002, p. 63-72).

Lean Management

Lean Management involves all stakeholders to eliminate waste which reduce the efficiency and performance of an enterprise, a production unit or department thanks to problem solving. For this, the Lean Management eliminates operations that do not provide value to the customer. Lean Management will therefore address the seven types of waste: overproduction, expectations, scrap, rework / corrections and ranges poorly adapted business processes, transport / underruns, unnecessary movements and inventories (productive or administrative). For lasting results, Lean Management is based on continuous improvement with a strong involvement of all personnel involved in the process to optimize. The engine of continuous improvement and therefore lean management is the PDCA. Lean Management is based on the strategy of small steps, also called KAIZEN. Problem solving happens on the field with the players and is often formalized in a report to A3. Becoming a learning organization is one of the fundamental principles of Lean Management. Lean Management covers all areas of the business (productive and unproductive) (Faulkner, 2002, p. 63-72). As such, the Lean Management, Lean Manufacturing comes in (optimization of the productive sectors), Lean Development (optimization of new product development), and ...