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Executive summary 2Introduction 2Product and service range 3Background of Wild geese QMS 3Security 4Front office (Bookings) 5Weddings and Functions Coordinator 5Food and Beverage ( FnB) 5Procurement/Stores 6Administration/ Accounts 6Setup Team 6Kitchen 7Housekeeping 7Garden/Maintenance 7Operations 7Inefficiencies in the current management system 8SWOT analysis of wild geese 9Swot analysis Figure 2Internal Factors 10Strengths 11Weaknesses 11External Factors 12Opportunities 12Threats 13The proposed architecture of improved QMS 13A proposed QMS for wild gees 14Definitions 15Quality Management System 15Quality Manual 16Management responsibility 16Customer Focus 17Quality control 17DMAIC approach to six sigma 17TQM 18Quality Audit 18Continual Improvement 19Corrective Action 19Conclusion 19

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Recommendation 19List of references 19

EXECUTIVEE SUMMARRY.Wild geese lodge does not have a QMS but there is an element of quality management in its internal processes and procedures.

A detailed analysis of the Organizations quality management system and a SWOT analysis entails the need for a defined QMS forWild Geese. The Quality management lacks involvement of all the employees and lack of communication between departments. Work inefficiencies in its processes because the processes are not being monitored and controlled.

A proposed architecture of an improved QMS that will help the organization fix the quality problems and achieve its goal which is customer satisfaction and continuous improvement,

The proposed QMS for Wild Geese lodge will focus on the approach system where it focuses on:

Determining the needs and experience of customer Establishing quality policy and quality objective Determining the process and responsibility Determining and providing resources to attain quality

objective. Establishing methods to measure the effectiveness and

efficiency of each process

This process approach has been used in the quality management system in other organizations and has underlined the importance of:

Understanding and meeting requirements The need to consider processes in terms of added value Obtaining the results of the process performance and

effectiveness

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Continual improvements of processes based on objective measurement.

The organization carries out two audit types which are 1st, 2ndaudit. The 1st party audit (internal audit) is an audit by the organization of its own system and procedures.2ndparty is commonly an assessment by an accredited certification board QMS standard or governing board.

INTORDUCTION

Wild geese lodge is a family owned business with its owners also having business interests in other industries like Energy and mining it boasts assert and financial leverage. It is one of the upmarket Lodging facilities with its operations in Borrowdale oneof Harare’s upmarket suburbs.

The Company was incorporated in 1991 and commenced operations in 1992 with the then owner and then sold to the current owners in 1998. It started operations with one Bar and a restaurant, one small conference room and six rooms.

It has expanded to a self-reliant lodging facilities and one of the best wedding venues.Since 2002 the Lodge has commissioned the following

12 lodging units (2005) A banqueting room with a capacity of catering for up to 300

people (2003) A banqueting room with a capacity of catering for upto 500

people (2005) A banqueting room with a capacity of catering for upto 100

people (2006) A conference room with a capacity of catering for upto 50

people (2009) A quarried car park with a capacity of up to 400 vehicles

(2011)

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Product and service range.Figure 1

BACKGROUND OF WILD GEESE LODGE QMS

A quality management system is a management technique used toCommunicate to employees what is required to produce the desired quality of products and services and to influence employee actions tocomplete tasks according to the quality specifications.

Weddings

Conferences

Banqueting

Corporate functions

Private functions

Accommodation

Team building

Fine Wining & Dinning

SERVICES

FOOD

Alcoholic and non-alcoholicdrinks

PRODUCTS

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ORA collection of business processes focused on achieving your policy or quality objectives i.e. what your customer wants and needs. It is expressed as the organizational structure, policies,procedures and resources needed to implement a quality managementsystem. QMS has tended to converge with sustainability and transparency initiatives as both investor and customer satisfaction and perceived quality is tied to these factors.

Wild geese lodge almost doesn’t have a quality management system but the element of quality management is there in the processes of the organization though not statistical and systematic. To ensure that good quality service is adhered to and offered at all times to the clients. Wild geese lodge is run by a team of management with each one of them having their own roles and responsibilities.At Wild geese quality begins with the quality information materials that is put out in terms of advertising. Marketing teammakes sure that the advertising material is easy to read and appealing to the. The organization’s website is professionally designed and easy to navigate for information.

Wild geese lodge works as a team of departments with each departments with each department having a head or a supervisor. Each department contributes and works towards one objective and one goal which is to offer a good quality service to its clients i.e. customer satisfaction.

The departments are as follows.1. Security2. Front Office (Bookings)3. Weddings & Functions (Coordinator)4. Food & Beverage5. Procurement/ Stores6. Setup Team7. House Keeping8. Kitchen9. Maintenance/ Garden10. Administration/ Accounts

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11. Operations

Each department works hand in hand with the other to ensure that there is customer satisfaction. There are also internal procedures put in place to be followed and adhered to by each department.Below is an outline of department and how they work towards quality improvement.

1. Security.

Wild geese has its own security department as opposed to a contracted security company. Security is trained by Wild geese so as to be familiar with how to greet guests, they play a very important role in in the quality system of the organization. Initial communication with the guestsThey go through communication skills training. They are the ones who communicate with the guests first as they arrive. Because they say first impressions lasts. The service that is expected by the guests is determined by the way they are greeted and treated at the gate as they come in.The head of security is responsible for monitoring his subordinates for the following.i) Politeness-ii) Responsiveness- how well do they respond when a guest

arrives. For example if the guest arrives and no securitypersonnel shows up they will end up honking at the gate.

iii) Concise and to the point.

2. Front office (Bookings)

As soon as a guest signs in at the gate the security calls the front office to alert them of guests coming. The Front Office (FO) is responsible for receiving the guests or rather welcoming them. They are responsible for conveying relevant information to the guests pertaining function, accommodation, dining, and conferencing packages and what is

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expected of the guests. The FO Manager is responsible for monitoring FO staff.They lookout for the following;i. Politeness- how polite are they when answering calls or

communicating to the guests in person.ii. Responsiveness- how well does the front office staff

responds to a call and emails or attend to guest in person.

iii. Attention to detail- to what extend do they pay attention to details of the guests when taking a booking.

If all these procedures are not adhered to they will impinge the quality of services provided.

3. Weddings/Functions (Coordinator)

Weddings and functions coordinator works hand in hand with Front Office and other departments, he/she is responsible for taking provisional bookings from front office and do follow ups and confirm the bookings with the guests. The Coordinator also monitors FO to ensure that they adhere to procedure.The coordinator organize pre meetings with the guests so as to discuss issues like their menus, venue, setup style, payment plans.Securing of the bookings.Once the booking is confirmed the Coordinator makes sure that it is secured and looks after the clients. She/he pays attention to details with their instruction and requests andto be flexible to the client’s needs when necessary.The Coordinator also helps the client with planning or coordination of their function hence they are called Coordinators.

4. Food and Beverage (FnB)

The food and beverage department is headed by the food and beverage manager. It gets the menus form the coordinator andnumbers as well once bookings are confirmed, secured and

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numbers are finalized. FnB is responsible for production of menus and recipes and they are expected of the following;i. Communicationii. Flexibility with menus to customers’ needs. For example

if there are vegans attending the function and there isno vegan dish in any of the function menus the FnB has to get out of its way and be a little bit flexible.

The FnB works hand in hand with the weddings/ functions coordinator, kitchen and procurement department.The FnB gets information menus, and numbers from the Coordinator and produces recipes which he then sends to the kitchen and Passes on menus to Procurement.

5. Procurement/ Stores

Procurement - The process of acquiring, receiving and payingfor goods, non-payroll services. And personal, real or intellectual property whether by purchase, rent, lease, joint venture, etc. Once the menus have been finalized by the wedding coordinator, FnB and the client, FnB passes on the menus andnumbers to the Procurement department. The Procurement department sources for the materials needed i.e. all the material from raw food stuffs such as meats, vegetables, andto even the toiletries.At Wild geese, Quality and Quantities are very important factors to lookout for when sourcing in the procurement process.Material has to be purchased of good quality and in right quantities at the right time. The Procurement when receivingthe goods, they check for the following

Freshness – are the food stuffs in a fresh state Quality – are the goods of good quality Quantity – is it the right quantities ordered.If this is not done according to the procedure it will compromise on the quality of the food that will be produced hence resulting in a defected service.Procurement also works hand in hand with Administration and other departments FnB.

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6. Administration/Accounts .

Once the Procurement has decided and finalized theirs ordersof what they need to buy they communicate with the accounts department so that admin will disburse funds the procurementof needed commodities. It is also responsible for the following;

Organizing stationary for conferences and offices.For example if accounts does not release funds / money in time that will draw back stores in their processes and this will also affect the down line even to the Kitchen and HouseKeeping and it will result in a defected service since therewill be impingement of quality.

7. Setup Team

The setup team is responsible for setting up all the functions, conferences, weddings, and banquets and they are under the supervision of the Functions/ Weddings coordinator. They get setting up information, menus and numbers from the wedding coordinator as this will help them to know what number of people to set for, the style they want and determine what crockery and cutlery to use. The wedding coordinator monitors the team periodically to ensurethat they follow everything according to plan.

8. Kitchen

The kitchen is headed by the executive chef but falls under the supervision of FnB. They are responsible for all the cooking and serving the food to the clients. The FnB Managergives out menus and recipes to the kitchen and a day before the function they request stock of what they need from stores and this is usually according to menus unless they have stock on hand. The Executive chef is responsible for checking the stocks for freshness, quality and quantities during the receiving process. He also makes sure that the kitchen staff adheres to the rules and regulations of the

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kitchen such as keeping work areas tidy. During the cooking process the FnB monitors their progress to ensure that they are following recipes and menus to specifications so that the outcome will not compromise on quality.

9. Housekeeping

House Keeping runs under the supervision of a head house keeper who reports to the Front office manager. Its responsibilities are;

Cleaning of rooms i.e. function and accommodation rooms Washing of the banqueting linen. Cleaning of bathrooms Supply toiletries to functions and roomsAnd they have to follow the proper procedures.

10. Garden/ Maintenance

Maintenance also contribute to the quality system of wild geese lodge. They are responsible for the repairs of all theequipment used in the everyday operations of the organization/ business such as stoves, boilers, cold rooms, ovens, burners, washing machines, dryers, freezers just to name a few. They are responsible for the maintenance of the grounds i.e. lawns, flowers, swimming pool. For a place to be smart and presentable it has to have a well maintained garden. The outlook of a place say a lot about the service being provided inside.Aesthetic attribute of quality.

11. Waiters and Barmen

Waiters are responsible for serving food and drinks on the day of function. They are monitored by the coordinator and the FnB on hygiene, politeness when talking to guests and should be well trained.

12. Operations

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Operations managers have many roles and responsibilities. Some of these responsibilities may vary depending on the industry and size of the company the operations manager works for, but her general roles and responsibilities are the same -- financial management, risk management and short-and long-term goals. At wild geese Lodge the operations is also responsible for managing the overall day to day operations of the organization and acts as a general managerin some instances since wild geese does not have a General manger, The operations managers monitors all the departmentsmakes sure that procedures are being followed.

Coordination and monitoring on the day of the function- this includes;

Waiters and barmen Kitchen Food and drinks Timings and programs, Client requests.

These departments work as a team hand in hand with each other to ensure that the main goal is achieved i.e. good quality service leading to customer satisfaction. In order to achieve that management and departments have got procedures put in place that they follow or adhere to in every process. The most important aspect in these procedures is communication between and management, heads of departments and their subordinates and this falls under the internal procedure of Wild geese Lodge which states that communication should be clear, precise and informative.

To ensure quality wild geese has also follows the rules and regulations of the governing board i.e. the Zimbabwe Tourism Authority [ZTA]. At the moment wild geese lodge is rated as a four star lodge.

After the function; the Coordinator follows up for feedback from the clients as this will help with a knowhow of shortcomings in terms of standards and quality. They get feedback from all other

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departments especially heads of departments. If there were any defects in the services offered corrective action is taken so that the same mistake or problems will not occur in future.

Inefficiencies in the current QMS.

a) There is lack of communication in the system that is currently there between departments since everything happensconcurrently but not systematic and this will impinge on thequality of services offers.

b) There are no quantifiable or measureable standards being following or matrix used in the system.

c) There are no records of defects and problems encountered forfuture reference.

d) Procedures are there but they are not systematic.

SWOT ANALYSIS OF WILD GEESE LODGE QMS

What is a SWOT analysis?

A systematic or rather strategic planning used to evaluate the strengths, weaknesses, opportunities involved in the processes ofthe business venture and Identifying the internal and external factors that favorable and unfavorable to achieving the organization’s objective.The aim of a SWOT analysis is to identify the key internal and external factors that are important to achieving the objective ofthe business.SWOT analysis groups key pieces of information into two main categories:

a) Internal factors- the strengths and weaknesses internal to the organization.

b. External factors- the opportunities and threats presented bythe external environment.

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The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization’s objectives. What may represent strength with respects to one objective may bea weakness for another objective. The factors may include all the4Ps as well as personal, finance, manufacturing capabilities and so on.

The external factors may include macro-economic matters, technological change, legislation and socio cultural change as well as changes in the market place or competitive position. The results are often presented in the form of matrix.

A SWOT analysis of Wild Geese Lodge.Figure 2

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ITERNAL FACTORSStrengths and Weaknesses

STRENGTHS.

a. Experienceb. Professional staffc. Good procedure to

followd. Customer loyaltye. Brand namef. Versatileg. Size advantageh. Strong management

WEAKNESSES

a) Work inefficiencies

b) High staff turnover

c) High debt burdend) Lack of

communicatione) Fewer roomsf) Lack of training

OPPORTUNITIES

a) New technologyb) Innovationc) Fragmented marketd) New servicese) Expansion

THREATS

a) Substitute services

b) Volatile costsc) Government

regulationsd) Intense

competitione) Political riskf) Bad economy

INTERNAL

EXTERNAL

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Strengths.

a) Experience – wild geese has been in business for over eighteen years and this spells a lot of experience.

b) Professional staff – wild geese has got professional staff because its employees are hired through recruitment agencies. This also has an advantage in its recruiting processes since there is no room for nepotism.

c) Good procedures – Wild geese has set of procedure that are put in place for the employees to follow in order to achievethe objective of good quality service.It also makes it easier for everyone within the organization to flow with thework flow and employees to know what is required of them.

d) Customer loyalty- wild geese has managed to build customer loyalty with a lot of individuals and corporate who now brings even more customers. This has been achieved through the following;

Remembering what they like and don’t like Providing best services that precedes their

expectations. Rewarding them for choosing Wild geese over its

competitors. Treating the employees well so they treat the customers

well.e) Versatile- offers a wide range of services as opposed to

some competitors who specialize in one service as their corecompetence.

f) Size advantage –the property is located on a vast area of land therefore providing secured space for a parking lot. The space can also be used for future expansion of the business i.e. conference and banqueting rooms.

g) Strong management – The management at Wild geese is able to organize and coordinate the activities of the organization to achieve defined objective. According to the management guru Peter Drucker (1909-2005), the basic task of managementincludes both marketing and innovation, and wild geese management has proven to be strong in that they achieve the

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best results with the least resources available. This also has a positive impact on the QMS of the organization since top management is responsible for the implementation of the organization’s quality management system.

h) Brand name.Wild Geese has become a brand name in that all its customersidentifies it with its best quality services.

Weaknesses

a) Work inefficiencies. Inefficiencies in work processes due topeople to reluctant to follow procedures. Last minute bookings are usually taken for the sake of having business but this compromises on quality since some of the work processes and procedures are by passed in order to keep on track with the timings and program.

b) High staff turnover- A high staff/ employee turnover rate implies that the company's employees leave their jobs at a relatively high rate. Employee turnover rates can increase for a variety of reasons, and turnover includes both employees who quit their jobs and those who are asked to leave. At Wild geese many of the employees who leave are citing lack of motivation. This portrays a negative image ofthe organization and can tarnish the organization’s image. This can impinge on the company’s quality management system because each time there is new staff and they need time to learn procedure put in place and to blend into the organization’s culture.

c) High debt burden- the organization has a high debt burden due to supplier accounts that are always neglected and left for too long to accumulate. Procurement dept. is forced to source supplies somewhere else and sometimes it will not be the best option or quality but it will be the last option. This can also tarnish the image of the organization.

d) Lack of internal communication between departments or individuals.

e) Outdated technology – Using outdated systems and technology in the organization’s processes and procedures. For example the stores department does not have an automated system for

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inventory management and this will consume much of their time doing manual work which could be used for sourcing for best quality, prices and suppliers.

f) Fewer rooms – Wild geese has got 10 rooms only but has the capacity to do functions of up to 500 people and there is noscope for future expansion of the accommodation side of the business. Example; The University of Zimbabwe will book for a four day conference for 20 people requiring accommodation for all the people. It then means that the University of Zimbabwe will then have to look for an alternative conference venue. The accommodation capacity is not proportional to the functions capacity.

g) Lack of training – Lack of training or no training at all isoffered to staff on quality systems, policies and proceduresof the organization. Staff has to blend themselves into the organization’s culture.

EXTERNAL FACTORS

Opportunities and threats

Opportunities.

a) New technology – in this era of advanced technology the organization could resort to included cutting edge and latest automated systems in their processes and procedures in order to increase productivity.

b) Innovation – The organization should focus on recruiting theY Generation in the organization. Generation Y The generation of people born during the 1980s and early 1990s. The name is based on Generation X the generation that preceded them, because children born during this time period have had constant access to technology(computers, cell phones) in their youth, they have required many employers to update their hiring strategy in order to incorporate updated forms of technology. Also called internet generation, iGen, net generatio.

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c) New Services – the organization could introduce new servicesto the ones that are there already to compete with the market.

d) Fragmented Market - A marketplace where there is no one company that can exert enough influence to move the industry in a particular direction. The market consists of several small to medium-sized companies that compete witheach other and large enterprises.

e) Expansion - A business strategy in which growth is obtained by increasing the number of stores in Wild geese’s case Lodges in which customer can get the organization’s services. Unlike relocation, business expansion entails opening up newstores in different physical locations while still maintaining the current business locations.

Threats.

a) Substitute services – there are competitors who have substitute or rather relatively cheaper services on the market. Some competitors only provide one service and can focus on improving that service because it’s their core competence and this threatens in the sense that Wild geese cannot attain that level of quality because of its versatility.

b) Government regulations - Zimbabwe Tourism Authority as the governing and regulatory board has rules and regulations that governs hotels and lodging facilities but there is no force behind those regulations for smaller and inexperiencedentities mushrooming around the country. Some of these entities are not even registered so they can provide or offer alternatively cheaper and counterfeit services since they do not pay any levies or taxes. There are no policies put in place to stop such activities or if they are there they are not adhered to because of a number of reasons and corruption is one of them.

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c) Volatile Costs – Unstable costs varying frequently between extreme highs and lows, this affects on the pricing of services.

d) Intense competition – with the dollarization of the economyeveryone can afford to expand and improve on the quality of their services and their quality management systems. Hence this presents stiff competition.

e) Political risk – the political climate is not favorable for investors and stakeholders so organizations are not spendingor expanding of which Wild geese gets a third of its market share from the corporate world i.e. functions and conferences.

f) Bad Economy – The economy of the country is not predictable and not favorable so no one wants to invest than what they have put already

g) Mature Market – h) ZTA ratings – all hotel and lodging facilities that needs

undergo through ZTA grading and ratings is required to pay asubstantial fee and this has caused quite a few entities to pull out. It has a negative impact on the organization because most people identify quality with a measureable and quantifiable standards in this case star ratings from ZTA

The proposed architecture of the improved quality management system QMS.

Background of Quality Management systems in the hospitality Industry

Quality standards and systems in the hospitality industry

Both in Zimbabwe and in other countries with tourist tradition the service quality assurance is accomplished in two ways:

1. According to the different types of standards 2. And according to the quality management systems.

Moreover, standards include: norms shaped by official organizations of different countries such as the standards of category classification (stars),

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occupational and other standards including facility, procedure, management, which are mostly created by hotel chains, especially those from 1994, since the first procedure of tourist star classification settled by The Ministry of Tourism and later on followed-up by several other variants. The occupational standard is the document that states the competitive units and their levelof quality according to their activity outcome for one occupation. This one includes the fields of competence and corresponding unities of competence. The competence fields are divided into three categories:

1. fundamental2. general3. Specific competences.

Each unit of competence corresponding to an occupation include: competence elements, accomplishment criteria, variable range and assessment guide. The only way to be competitive in the hotel industry in times of crisis like these, is by implementing an internationally recognized Quality Management System which can be certified underISO 9000 norms. This will result in more frequent clients allowing the hotel to remain in business. The number of importantinternational Hotels acquiring quality certification is increasing, therefore, it is necessary to begin the implementation of QMS within the Organization. This gives reference to the necessary aspects and processes for entities within the hotel industry to implement a Quality Management System according to already established standards and norms.

A proposed Quality management system for wild geese lodge

Scope

The QMS should cover all the departments that are in the organization’s processes and procedures which include;

a. Securityb. Front Office (Bookings)c. Weddings & Functions (Coordinator)d. Food & Beveragee. Procurement/ Stores

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f. Setup Teamg. House Keepingh. Kitcheni. Maintenance/ Gardenj. Administration/ Accountsk. Operations

Definitions

Objective.A specific result that the organization or a system aims to achieve within a timeframe and with available resources.

Quality.The degree of excellence of a product or service in meeting preset standards and customers’ expectations.

Quality ManagementThe coordination of activities to direct and control an organization regarding to quality.

Quality Assurance   ( QA ) Isa way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers. QA is applied to physical products in pre-production to verify what will be made meets specifications and requirements, and during manufacturing production runs by validating lot samples meet specified quality controls

Quality Policy.Overall intention and direction of an organization related to quality as formally expressed by top management. This encompassespolicy statement, objectives and management commitment.

Quality Control (QC)

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A process that is used to ensure that a certain level of quality in a product or service is Maintained or adhered to.

Quality Objective.Specified level of quality that must be met by a product to be deemed acceptable.

Quality AuditA process of systematic examination of a quality system carried out by an internal of external quality auditor or an audit team

Corrective ActionAction taken to avoid defects from occurring in the future by elimination of the root cause.

Preventive ActionAction taken to eliminate causes of a potential defects in the process.

Quality ManualAn outline of requirements of the Quality Management System. It includes processes, procedures and work instructions.

QUALITY MANAGEMENT SYSTEMRequirements

Documentation Requirement.

The organization should establish the following documentation1. Quality Policy Statements2. Quality Objectives3. Quality Manual4. Procedures5. Records

Quality Manual

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An official document produced by a business that details how its quality management system operates. A typical quality manual will include the company's quality policy and goals, as well as a detailed description of its quality control system that might include staff roles and relationships, procedures, systems and any other resources that relate to producing high quality goods or services.

Goals.The QMS of the organization should have defined goals which are;

a. To improve Qualityb. Satisfaction of customers’ needs and expectationsc. Improvement of production processes.

Staff RolesRoles and responsibilities of both staff in the organization’s quality management system should be well defined and documented.

A detailed quality policy of the organization.Procedures and interactions between processes should be describedin this manual. Documents should be controlled as per Control of Documents ProcedureRecords are controlled as per Control of Records Procedure,

MANAGEMENT RESPONSIBILITY

Management Commitment

Management should commit to the QMS through the following.

Communicating the importance of meeting customer, statutory and regulatory requirements by documenting a Quality Policy Statement

Authorizing the Quality Policy Manual Establishing objectives as described in clause Conducting Management Reviews as described in clause Ensuring availability of resources as described in clause

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Customer Focus.

Top Management determines customer requirements through processes. These become input in major management events such as Management reviews and strategic planning where data obtained is analyzed for corrective actions and continuous improvement opportunities.

Planning

Strategic Planning

At the end of each year management should hold a strategic meeting to review performance of the organization throughout the trading year. Each Head of department will make a report on the department’s performance. The management shall establish the objectives of the following year from the data and information provided to them. The Organization’s objectives shall be published so that all staff are aware of the organization’s plansfor the coming year

Meetings

1. Management meetings. Top management will have meetings at monthly intervals to review the departmental progress. This will be done to ensure and monitor performance of each department and to take action where there are work inefficiencies in each department.

2. Head of departments will hold meetings monthly too review performance and take action where necessary. Each head of Department shall compile a performance report and submit it to top management at the end of each month.

The essence of the QMS will be reviewed regarding to changes planned during management review meeting.

Quality Control

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There should a systematic quality control system in the

organization’s QMS.

Quality control tools

The Organization will integrate six sigma andTotal Quality Management TQM in their quality control process.

Six sigma. It is a set of techniques and tools for process improvement.It was developed by Motorola in 1986. A methodology of achieving 3.4 defects per million opportunities. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in the organization’s processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization "Champions”.

DMAIC approach to six sigma.

The DMAIC project methodology has five phases:1. Define the system, the voice of the customer and their

requirements, and the project goals, specifically.2. Measure key aspects of the current process and collect

relevant data.3. Analyze the data to investigate and verify cause-and-

effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation.

4. Improve or optimize the current process based upon dataanalysis using techniques such as design of experiments or mistake proofing, and standard work to create a new, future state process.

5. Control the future state process to ensure that any deviations from target are corrected before they resultin defects. Implement control such as statistical

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control process production boards, visual workplaces, and continuously monitor the process.

Total Quality Management (TQM)

This is a specific approach to quality assurance that aims to develop a quality culture throughout the firm. In TQM, organizations consist of ‘quality chains’ in which each person or team treats the receiver of their work as if they were an external customer and adopts a target of ‘right first time’ or zero defects. And this will improve the levelof communication in the organization because it involves everyone it the company. It will give employees a sense of belonging

Quality Audit.

The company should train an audit personnel who will internal audits quarterly i.e. after every three monthsAn external audit. – The company will hire a contracted company or an independent auditor to do quality audits once and the end of each year.The Organization shall use audits management tool to be used for verifying objective evidence of processes, to assess how successfully processes have been implemented, for judging the effectiveness of achieving any defined target levels, to provide evidence concerning reduction and elimination of problem areas. For the benefit of the organization, quality auditing should not only report non-conformances and corrective actions, but also highlight areas of good practice. In this way other departments may share information and amend their working practices as a result, also contributing to continual improvement.

Continual Improvement

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The organization will continually improves the effectiveness of

the QMS through use of:

a) Quality Policy

b) Quality objectives

c) Audit results

d) Data analysis

e) Corrective actions

f) Preventive actions

Corrective Action

The organization should identify, determines causes and carries out corrective actions as described by the Corrective Action Procedure.

Preventive Action

The organization identifies and carries out preventive actions asdescribed by the Preventive Action Procedure.

AimThe aim of this report was to analyze the QMS of Wild Geese Lodgeand propose an architecture of an improved management systems.

CONCLUSION

A quality management system (QMS) is a collection of business processes focused on achieving your quality policy and quality objectives i.e. what your customer wants and needs. It is expressed as the organizational structure, policies, procedures, processes and resources needed to implement quality management.

RECOMMENDATION

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I would recommend that Wild Geese Lodge should adopt the proposedquality management system. The organization must understand the importance of meeting customer requirements to achieve the goal of customer satisfaction and the need to consider process improvement.

They must obtain results of process performance and effectiveness and continual improvement of processes based on objective measurement.

They should consider the result of the internal audits and take action where corrective action report has been raised and do follow ups.

The organization should work with governing board i.e. The ZTA and consider the benefits of standards and ratings has in the long run.

The organization should train its own internal auditors and ensure are competent enough to carry out the audits.

They should ensure that the Quality Policy is communicated and understood within the organization.

The organization should ensure the availability of resources The organization should show its commitment to the

implementation of QMS QMS should be periodically reviewed

LIST OF REFERENCE. Hoyle, David (2005). ISO 9000 Quality Systems Handbook,

Fifth Edition. Butterworth-Heinemann. p. 686. ISBN 978-0-7506-6785-2

Wild Geese Lodge Internal procedures and processes manual 2012

Wall. G. (1995). “Quality management in urban tourism”. Annals of Tourism Research, 22 (4), pp.

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