mission statement

Managing for Quality in the Hospitality Industry © 2006 Pearson Education, Inc.King/Cichy Upper Saddle River, NJ 07458

Strategic Quality Plan



“Managing quality is often a topic we onlyassume is being addressed until reality tellsus otherwise.”

Allegra Johnson, CCMClub Manager

Dunwoody Country ClubDunwoody, GA



“Everyone in the organization must believe in theStrategic Quality Plan and integrate the plan’sdirectives into all actions and decisions. When theplan is used, the associates and the customersknow it, and teamwork and partnerships arecreated.”

Bob Wills Executive Vice President Operations

HDS ServicesFarmington Hills, MI


Learning Objectives• Define “a vision” and the desired link between

a personal vision and an organization’s vision

• Describe the characteristics of a shared vision

• Detail the question that core values answer and how the vision, mission, and core values fit together in an organization


Learning Objectives (cont.)

• Describe strategic goals and the areas of the organization that they typically address

• Define how to generate the strategic quality plan and make it operational

• Understand how to build commitment for a strategic quality plan

• How are the Balanced Score Card and the Strategic Action Plans linked?


Strategic Planning Process

• Quality– Defined processes– Continuously improved

• Strategic quality planning process– Comprehensive– Position organization for the long term– Key strategic issues in the near term


• A vision of the future

• An ideal view of where we want to be or what we want to create

• The expected impact of our current and future performance

• Personal vision

Strategic Planning Process (cont.)


Shared Vision

• Core values of employing organization must be genuinely reflected by employees

• Reflection of both individual visions and the

collective shared vision of the group

• Organizational and personal visions evolve


Shared Vision (cont.)

• Grows from personal vision

• A reflection of the personal visions of the people in that organization

• Uses synergy to make itself stronger than each individual’s personal visions

• Results from the interaction of personal visions in an organization


Enrollment• Freedom to choose; not “buy in”

• Easy if personal vision in line with organization’s

• The leader enrolls first, others will follow

• A shared vision is based on trust and placing the needs, wants, and expectations of others first


Vision

• Visions are crafted by discussing the completion of this statement:

– The vision of the [organization] is to be [state what we want to create to complete this sentence]


Sample Vision Statement

• The Detroit Athletic Club– The vision of the Detroit Athletic Club

is to be recognized as the premier private gathering place in Southeast Michigan


Sample Vision Statement (cont.)

• Elk Creek Resort– We will be the Pinnacle in Hospitality,

Unmatched Among Destinations

• HDS Services– We will be the preferred partner in providing

management and consulting in the Food Service and Hospitality Industries


Mission

• A mission statement answers the questions:– “Why do we exist?” – “What is our purpose?” – “In what interest do we function/operate?”

• The mission seeks to clarify why the organization exists, and how the organization adds value

• A mission is often expressed in terms of what we are in business to do or the line of work we are in


Mission (cont.)• A mission is crafted by discussing the

completion of this statement:– the mission of the [organization] is to be

[state the purpose for internal customers/ associates]

– [state the purpose for external customers]

– [state the purpose for partners/suppliers]– [state the purpose for the community] – [state the purpose about financial

expectations]


Sample Mission Statement

• HDS Services– HDS Services is dedicated to providing

hospitality-based dining services management at a level which exceeds our customers’ expectations


Sample Mission Statement (cont.)

• RARE Hospitality, Inc.– The mission of RARE Hospitality is to be

financially successful through GREAT PEOPLE consistently delivering GREAT FOOD, GREAT SERVICE, and making every guest a loyal guest


Core Values

• How do we want to act?

• Behaviors important to the organization

• Helps determine our morals and decide which commitments we are willing to make

• Guides our interactions with others


Core Values-Examples• Customer

Satisfaction

• Merit

• Credibility

• Efficiency

• Honesty

• Quality

• Integrity

• Service

• Loyalty

• Personal Development

• Mutual Respect

• Improvement


Core Values• The core values of the organization are

surfaced by discussing the completion of this statement: – The core values of the [organization] are

[state the ways that we will act/how we will behave] ______________, ______________, ______________, ______________, ______________, ______________, ______________, ______________, ______________, ______________, ______________, ______________, and ______________.


Sample Core Value Statement


Sample Core Value Statement

• The University Club of Michigan State University– The core values of The University Club of

MSU are personal and professional growth, communication, integrity, teamwork, balance, leadership, and excellence


Sample Core Value Statement (cont.)

• Nordic Lights Resort & Conference Center– The core values of Nordic Lights Resort &

Conference Center are loyalty, integrity and ethics, mentoring, honesty and trust, diversity, positive attitude, respect, empowerment, fun, teamwork, continuous quality improvement, and a passion for excellence


Core Values

• Discover values through benchmarking

• Model values of most admired leaders

• Vision, mission, and core values tell others why we exist, how we think, and how we act

– What? (the vision)– Why? (the mission)– How we act? (the core values) – Together: what we believe in


Self-Knowledge

• Requires honesty with oneself and the ability to accept feedback from others

• Clarify personal values by asking:– What values are attractive to me in others (historic

and modern day leaders, role models) and why?– Who do I admire and why?– Who do I try to emulate because I respect them?– What do I believe in and why?– What do I stand for and why?

• What other questions can you think of?


Organization’s Values

• Ask and answer the following questions to clarify the organization’s values:

– What values are attractive to our organization in other organizations (e.g., leaders in our industry) and why?

– Who do we admire most in our industry segment and why?

– Which organization(s) does our organization try to emulate because we respect the other organization(s)?

• What other questions can you think of?


Building Commitment

• This strategic quality planning process will be worth the effort if we _________________

• People commit if they are involved

• Each person must be clear about their goal

• The vision must be compelling


Strategic Goals

• Action plans and identify with a prime mover to drive the goal

• Each goal has a time frame indicating start and end date

• Broad definitions of how the organization intends to assign resources to move toward the mission and vision

• Describe how people intend to focus


Balanced Score Card

• For strategic goals that can be measured

• A change process, not a metrics process

• Five categories of strategies:– Financial– Marketing/Growth– Organizational Effectiveness– Human Resources– Customer Satisfaction


Critical Processes• Necessary to meet present and future needs of

organization’s customers• Human resources processes• CQI process• Detroit Athletic Club (DAC) Five Points of

Hospitality– Greet– Anticipate– Instill– Suggest –discuss-take action- follow-up– Continuously improving


Sampling of Strategic Goals

• Financial– Increase in overall dollar volume– Increase in profit– Productivity


Sampling of Strategic Goals (cont.)

• Marketing/Growth– What to sell– Who is the customer– Pricing– Advertising– Promotions and sales– Marketing– New products– Maintaining the competitive edge



• Organizational Effectiveness– Process identification– Organizational functions– Staffing requirements– Control procedures– Technology– Materials, equipment, and facilities– Scheduling– Hassle identification



• Human Resources– External growth rate vs. internal talent– Associate expectations– Idea generation– Associate training– Associate selection– Benefits– Wage/salary administration– Associate turnover rates



• Customer Satisfaction– Feedback– Areas for improvement– Expectations


Strategic Quality Planning Process Model


Linking the BSC

• Measurable information from the Strategic Action Plans is put on the BSC

• BSC aligns performance measures with the activation of strategies that affect any particular metric

• BSC keeps everyone focused on the future


Balanced Score Card


Balanced Score CardHDS SERVICES

BALANCED SCORE CARDFiscal Year 2004

MEASUREMENTOUTCOME REPORTINGTARGETFREQUENCY

CURRENTPERFORMANCE

BASELINEPERFORMANCEAREA PERFORMANCE TOOL

3. Customer Satisfaction3.1 Overall client satisfaction

3.1a Sanitation of department3.1b See value in HDS3.1c Would recommend HDS3.1d # of Red Flagged accounts

3.2 Improve internal customer satisfaction3.2a Operations Staff Survey3.2b Accounting

3.2c General Services

4. Organizational Effectiveness4.1 Enhance our primary vendors'

satisfaction with our systemsand processes

4.1a Satisfaction with primaryvendors

4.2 Compliance with basic programs in all accounts oversix months tenure

4.3 Balanced Score Card in place inall current units of operation by July 03, new units within90 days

5. Human Resources5.1 Improve EEOC compliance

5.2 Fill open management positions

5.2a Unit Director5.2b Assistant Director

5.2c Chef

5.2d Registered Dietitian

5.3 Improve associate satisfaction


Strategic Results

• Begin with vision, mission, and core values

• Agree that the vision, mission, and core values accurately reflect what we want to create, why we exist, and how we act

• S.W.O.T. Analysis

• Develop a “wish list” for the next one, three, and five years


Strategic Results (cont.)

• Brainstorm “wish-list” and prioritize

• Set target dates for each issue as well as tentative completion dates for each

• Select project manager, establish goals

• Build commitment empowering all

• Best plans are based on CQI process


Building Commitment

• The process of planning is relatively easy compared to the process of building commitment for the strategic quality plan.


Building Commitment (cont.)

• Understand each person’s point of reference in the strategic quality planning process by asking each individual to complete the following statement:

– This strategic quality planning process will be worth the effort if we _____________


Building Commitment• Some questions to ask at the onset of the

planning process include the following:– What is my personal definition of quality?– What is our internal customers’ definition of quality?– What is our external customers’ definition of quality?– How does our organization’s definition of quality fit

with these definitions?– How does our organization survive?


Summary

• Strategic quality planning is the core process in any high performance service organization

• Processes should be continuously improved

• Strategic quality planning embedded in all processes


Summary (cont.)

• Other processes are derived from the organization’s strategic quality planning process

• The strategic quality planning process is the heart and soul of the organization


Key Terms

• Balanced Score Card (BSC)

• Benchmarking

• Building Commitment

• Core Values Statement


Key Terms (cont.)

• Critical Processes

• Enrollment

• Mission

• Mission Statement

• Personal Vision


Key Terms (cont.)

• Shared Vision

• Statements of Core Values

• Strategic Goals

• Strategic Planning Process

• Strategic Quality Plan


Key Terms (cont.)

• Strategic Quality Planning Process Model

• Strategic Results

• S.W.O.T. Analysis

• Targets

• Vision


Relevant Web Sites

• Best Practices in Resolving Customer Complaints: http://govinfo.library.unt.edu/npr/library/papers/benchmrk/bstprac.html

• Detroit Athletic Club Website:

http://www.thedac.com/

• HDS Services Website

www.hdsservices.com

• RARE Hospitality International, Inc. Website: http://www.rarehospitality.com


Relevant Web Sites (cont.)

• Strategic Quality Plan: http://www.co.mecklenburg.nc.us/cobudget/pdf/Introduction/StrategicQualPlan01.pdf

• Strategic Quality Planning Through Quality’s Five Dimensions (by Richard Winder): http://www.ldri.com/articles/93stratqualplan.html

• University Club of MSU Website: http://www.universityclubofmsu.org

• What is Strategic Planning?: http://www.allianceonline.org/FAQ/strategic_planning

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