Untitled Flashcards Set

1. Class

Quality: Degree to which the product and associated services meet the requirements (expectations) of customers and other interested parties.” (ISO)

ISO 9001: Quality in organizational process, which primary goal is guaranteeing customer trust through process conformity.

Stakeholders- other interested parties

• Companies

• Clients 

• Shareholders

• Employees 

• Suppliers 

• Government 

• NGOs 

• Local communities

!!!!!!Client: Who decides to buy- the advertising targets them

Quality and competitiveness: Dimensions of product or service quality (David Garvin) 

Product 

• Performance 

• Additional features 

• Reliability 

• Compliance with specifications

• Durability 

• Support services (service, support, maintenance, returns, etc.) 

• Aesthetics 

• Perceived quality

Service 

• Access

• Communication 

• Speed

• Cleaning 

• Consistency 

• Comfort 

• Competence 

• Quality of goods 

• Consumer service 

• Specifications 

• Flexibility 

• Compliance

• Durability 

• Cost 

• Reliability 

• Integrity

• Design, Aesthetics

2. Class

Tourism Structure:  The tourism system is made up of different components, which are interrelated. 

• Destinations 

• Transport services 

• Accommodations 

• Events, conferences 

• Local attractions – natural or built 

• Tourism services – agencies, operators, guides, etc.

Market: A place where people exchange products and services with others, always considering the availability of the existing supply and the demand for the good or service offered. The exchange process and the existence of the market are associated with five essential conditions (KOTLER; KELLER, 2006):

• Existence of at least two parties;

• The parties have something of value to the others

• All parties are able to communicate and deliver

• All parties are free to accept or refuse the exchange

• All parties believe it is beneficial to participate in this negotiation-> Win-Win Relationship

Tourist Market: It is formed through several companies that interact, compete, influence and are influenced by the economy. In tourism, a set of relationships and contacts between sellers (suppliers) and buyers (demanders) of tourist goods and services forms the tourist market.

• Demand: consumers or potential consumers, of tourist goods and services;

• Offer: made up of the set of products, services, and organizations actively involved in the tourist experience;

• Geographic space: physical base in which the conjunction or meeting between supply and demand takes place, and in which the resident population is located (which, although not in itself a tourist element, is considered an important factor of cohesion or disaggregation in tourism planning);

• Market operators: companies and institutions whose main function is to facilitate the interrelationship between demand and supply. These are tour operators and travel agencies, regular transport companies, and public and private bodies that organize or promote tourism.

Concept of quality in tourism: “the result of a process which implies the satisfaction of all tourism product and service needs, requirements and expectations of the consumer at an acceptable price, in conformity with mutually accepted contractual conditions and the implicit underlying factors such as safety and security, hygiene, accessibility, communication, infrastructure and public services. It also involves aspects of ethics, transparency, and respect towards the human, natural and cultural environment. Quality, as one of the key drivers of tourism competitiveness, is also a professional tool for organizational, operational and perception purposes for tourism suppliers.”

Quality in tourism today goes beyond standards of excellence of doing things well, but also of working towards sustainability.

• Planet

• People

• Profit

Quality: “Degree to which the product and associated services meet the requirements (expectations) of customers and other interested parties.” (ISO) 

➡ We cannot think about tourism products or services in isolation. The tourist’s EXPERIENCE must be considered.

Main Differences Between Products and Services

Summary: Products are tangible goods that can be owned, stored, and standardized, while services are intangible, inseparable, and tailored to the consumer's needs, with no transfer of ownership.

4 Basic Characteristics of the Services 

• Intangible 

• Indivisible – Simultaneous 

• Variable 

• Perishable

3. Class - Quality management models or systems

Quality management practices were originally developed after World War II to restructure the economies of different countries.

The objective of practices:

• Continuous improvement in the area of products or services

• Focus on improving the quality of products or services according to customer needs.

The ultimate goal is to please the customer – by providing better quality of products or services:

• on the right time

• on the right place

• with minimum cost

Focus on process

Focus on results

Focus on excellence

• Practice make perfection (CHA- Knowledge, Ability, Attitude)

Quality Management:

• It requires a great effort from all employees in the organization

• Support from senior management (which makes the quality policy and the quality management system)

• have a team of people with the responsibility of managing the process

• These practices improve the employer and employee relationship, simply synchronizing the needs of employees and the organization

• Improving the quality of products and services from the design phase to the distribution phase, that is, from start to finish, in order to guarantee defect-free operation.

• Shows the culture and mentality of a company that is always trying to provide the best quality of product or service according to customer needs

• Quality management practices require the involvement of everyone in the organization- all sectors must be involved;

• Focuses on eliminating the practices of waste that creates losses;

• Search for Quality Certifications: Certified Management System = improving the organization’s image

How to manage quality - by systems and tools:

1. 5S

• A methodology aimed at workplace organization and efficiency.

• Steps:

  1. Sort (Eliminate unnecessary items).

  2. Set in Order (Organize items for easy access).

  3. Shine (Keep the workspace clean).

  4. Standardize (Establish norms for consistency).

  5. Sustain (Maintain the process).

2. Check Sheets (Folhas de Verificação)

• A simple tool to collect, organize, and analyze data.

• Used for tracking occurrences, defects, or issues systematically.

• Helps identify patterns and frequency in processes.

3. Flowchart (Fluxograma)

• A diagram representing the steps in a process or system.

• Visualizes workflows, decision points, and process flow.

• Helps in identifying inefficiencies and areas for improvement.

4. Ishikawa Diagram (Cause and Effect/Diagrama de Ishikawa)

• Also known as the Fishbone Diagram.

• Identifies root causes of problems by categorizing potential causes.

• Categories often include manpower, methods, materials, machines, measurement, and environment.

5. PDCA (Plan, Do, Check, Act)

• A cyclical method for continuous improvement, the cycle of planning, execution, verification, and action

  1. Plan: Identify a problem and develop a strategy.

  2. Do: Implement the plan.

  3. Check: Analyze the results.

  4. Act: Make improvements or standardize the solution.

6. Pareto Diagram

• Based on the Pareto Principle (80/20 rule).

• A bar chart that prioritizes action based on impact

• Helps prioritize problems that need immediate attention.

7. SWOT Analysis

• A strategic planning tool for evaluating:

  1. Strengths (Internal positive factors).

  2. Weaknesses (Internal negative factors).

  3. Opportunities (External positive factors).

  4. Threats (External negative factors).

8. Control Charts (Cartas/Gráficos de Controle)

• Graphical tools to monitor process stability over time.

• Displays variations within control limits (upper and lower bounds).

• Used to detect trends, shifts, or abnormalities in processes.

9. Scatter Diagram (Diagrama de Dispersão)

• A graph that shows the relationship between two variables.

• Helps determine correlation or potential causation.

• Useful for analyzing trends and dependencies.

10. Risk Matrix (Matriz de Risco)

• A tool to assess and prioritize risks based on their likelihood and impact.

• Risks are categorized into a grid (e.g., low, medium, high risk) to guide mitigation efforts.

• Helps organizations focus on the most critical risks.

11. 5 Why

• A problem-solving method that identifies root causes by asking "Why?" five times.

• Encourages deep exploration to uncover underlying issues.

• Example: Why did the machine stop? → Lack of lubrication. Why? → Maintenance was missed.

12. 5W2H

• An action plan to solve organizational problems by answering:

  1. What (is the issue?).

  2. Why (is it happening?).

  3. Where (does it occur?).

  4. When (does it happen?).

  5. Who (is responsible?).

  6. How (is it done?).

  7. How much (does it cost or impact?).

13. MASP – QC-Story

• MASP: Method of Analysis and Problem Solving.

• QC-Story: A structured approach to documenting problem-solving efforts, often used in quality control.

• Steps include identifying the problem, analyzing causes, implementing solutions, and verifying results.

14. Six Sigma: DMAIC

• A structured methodology for process improvement:

  1. Define: Identify the problem.

  2. Measure: Quantify the issue.

  3. Analyze: Identify root causes.

  4. Improve: Implement and test solutions.

  5. Control: Ensure sustained improvements.

• Defect tolerance level: 3.4 defects per million

15. Balanced Scorecard (BSC)

• A strategic management tool for tracking organizational performance.

• Measures performance across four perspectives:

  1. Financial: Revenue, profits.

  2. Customer: Satisfaction, retention.

  3. Internal Processes: Efficiency, quality.

  4. Learning and Growth: Employee skills, innovation.

16. PFMEA (Process Failure Modes and Effects Analysis)

• A method for identifying potential failures in processes and their effects.

• Prioritizes failures based on severity, occurrence, and detection to mitigate risks.

• Helps enhance process reliability and safety.

17. SIPOC

• A high-level process mapping tool, that defines:

  1. Suppliers (Inputs providers).

  2. Inputs (Resources needed).

  3. Process (Steps in the workflow).

  4. Outputs (Results).

  5. Customers (End-users).

• Useful for understanding and improving processes.

18. Kanban

• A visual workflow management tool.

• Utilizes cards on a board to represent tasks and their progress (e.g., To Do, In Progress, Done).

• Promotes continuous flow, limits work in progress and boosts efficiency.

4. Class - Designing service and the influence on quality management

In designing service organizations we must remember one distinctive characteristic of services: We cannot inventory services. Unlike manufacturing, where we can build up inventory during slack periods for peak demand and thus maintain a relatively stable level of employment and production planning, in services we must (with a few exceptions) meet demand as it arises. Consequently, in services, capacity becomes a dominant issue. 

Think about the many service situations you find yourself in—for example, eating in a restaurant or going to a Saturday night movie. Generally speaking, if the restaurant or the theater is full, you will decide to go someplace else. 

So, an important design parameter in services is “What capacity should we aim for?” 

• Too much capacity generates excessive costs. 

• Insufficient capacity leads to lost customers. 

In these situations, of course, we seek the assistance of marketing to influence demand. This is one reason we have discount airfares, hotel specials on weekends, and so on. This is also a good illustration of why it is difficult to separate the operations management functions from marketing in services. 

• One of the main challenges of quality marketing in services: addressing intangibility and variability in services.

The service triangle: 

Service Blueprinting and Fail-Saving:

Just as is the case with manufacturing process design, the standard tool for service process design is the flowchart. In services, the flowchart is called a service blueprint to emphasize the importance of process design. 

• Service blueprinting helps by breaking down each part of the service process, allowing businesses to identify and control both the visible and invisible parts of the service. By mapping these processes, businesses can ensure that every customer has a smooth, consistent experience.

• Customer Interaction Maps: Physical Evidence, Customer Actions

• Visible parts and invisible parts: On-stage contact, Back-stage contact, support process

Limitation: Does not provide direct guidance on making the process conform to the design.

• Solution: Application of Poka-Yokes:

• Procedures designed to prevent mistakes from becoming service defects.

• Origin: Japanese term meaning “avoid mistakes.”

• Purpose: Ensure quality and error prevention in processes.

Examples of Poka-Yokes:

• Fixtures: Allow parts to be attached only in the correct way.

• Automatic switches: Shut off equipment when a mistake occurs.

• Kitting: Pre-packaging parts to ensure the correct quantities.

• Checklists: Ensure the proper sequence of steps is followed.

Usage:

• Common in factories to eliminate defects and improve efficiency.

• Can be adapted to service processes for error-proofing.

Capacity management ensures that demand is met, service design and blueprinting map out how to do this efficiently, marketing helps balance supply and demand, and Poka-Yoke ensures that errors don’t disrupt the service. Together, they create a holistic approach to delivering high-quality, customer-satisfying services.

5. Class - Service experience – How to manage?

“At its most basic level, the hospitality industry is made up of organizations that offer guests courteous, professional food, drink, and lodging services, alone or in combination. But the hospitality industry is more than just hotels and restaurants.”

The Guest Experience: Components

1. Product, Setting, and Delivery:

   • The guest experience is the sum of the service product, service setting, and service delivery system.

   • These elements must work seamlessly to exceed guest expectations.

2. Service Product:

   • The reason guests visit; includes both tangible and intangible components.

   • Defined by what the guest values, not just what the organization offers.

3. Service Setting:

   • The servicescape, or physical environment, heavily influences guest impressions.

   • Examples: Themed restaurants, immersive settings like casinos or resorts.

4. Service Delivery System:

   • Includes human components (e.g., servers) and process components (e.g., technology, organization).

   • Frontline employees are pivotal, often shaping the guest’s overall perception.

5. Service Encounters and Moments of Truth:

   • Critical interactions between guests and employees that shape the experience.

   • Each interaction can be a "moment of truth," where impressions are solidified.

Guest Expectations:

1. Expectations are shaped by:

   • Advertising, brand reputation, previous experiences, and word of mouth.

2. Consistently meeting or exceeding expectations is vital for repeat business and reputation.

3. Avoid over-delivering (e.g., making guests uncomfortable with excess service).

Quality, Value, and Cost Defined:

1. Quality Equation:

   • Value depends on quality relative to all costs incurred by the guest (e.g., time, price, effort).

2. Who Defines Quality and Value?:

   • Guests define both based on their perceptions and experiences, not the organization.

   • Tangibility and guarantees (e.g., satisfaction pledges) can help align guest expectations with delivered experiences.

Explanation:

At its core, the hospitality industry includes businesses that provide services like food, drinks, and lodging (hotels), either individually or together. However, it’s more than just hotels and restaurants—it covers a broad range of services aimed at making guests feel welcome and comfortable.

The Guest Experience: Key Components

The guest experience is made up of three key parts:

1. Service Product: This is what guests come for, and it includes both tangible things (like food and a bed) and intangible things (like service quality or atmosphere). What’s important here is that guests define the value of the product based on what they care about, not just what the business offers.

2. Service Setting: This refers to the physical environment where the service happens. It can strongly influence how guests feel about their experience. For example, the atmosphere of a themed restaurant or the decor at a resort can affect how guests perceive the service.

3. Service Delivery System: This includes both the people (like servers) and processes (like how technology is used or how the service is organized). Frontline employees, such as waiters or receptionists, are especially important in shaping a guest's opinion about the service.

Service Encounters and Moments of Truth

When guests interact with employees, these moments are critical to shaping the overall experience. These are called "moments of truth", where a guest’s impression can be made or broken based on how the interaction goes.

Guest Expectations

Guest expectations are influenced by:

• Advertising (what the business promises)

• Brand reputation (how well the brand is known)

• Past experiences (if they’ve been to the place before)

• Word of mouth (what others have said)

Meeting or exceeding these expectations is very important for gaining repeat business and maintaining a good reputation. However, businesses should also be careful not to over-deliver (offering too much service might make guests feel uncomfortable).

Quality, Value, and Cost

• Quality is how well the service meets the guest's expectations.

• Value depends on how good the service is compared to what the guest pays and the effort it takes to get it (including time and energy).

Guests define what is good quality and what is value for money based on their own perceptions and experiences. So, what the business thinks is good quality may not always align with what the guests expect. Things like satisfaction guarantees can help businesses make sure guests are happy and that their expectations match the service they receive.

6. Class

1. The search for quality has two aspects: 

Reactive – The reactive approach is directly related, as the name suggests, to reacting to complaints and managing their effects to improve the customer experience. In this approach, there is no planned and ordered effort to define requirements for customer satisfaction. They stick to the basics- and always with standardization, which results in them not working very well.  SOLVING PROBLEMS ONLY AFTER COMPLAINTS 

Proactive – This approach is at the strategic level, i.e. Quality is used to differentiate the organization's service offering and is at the heart of the organization's strategy to gain competitive advantage. Here, quality is generally one of the main drivers of the business. The corporate image is built around the quality of the offer. The phenomenon of “quality” is the source to strengthen and differentiate the offer and organization from what is offered by competitors.

2. SQM

Generally, strategic quality management (SQM) is a systematic approach to establishing and meeting company-wide quality goals (Juran and Gryna, 1988). It can be defined as a comprehensive and strategic framework that links profitability, business objectives and competitiveness to quality improvement efforts with the aim of leveraging human, material and information resources throughout the organization to continually improve products or services that will enable customer delivery. satisfaction (Tummala and Tang, 1996). 

• This framework links quality improvement to profitability, business goals, and competitiveness. It uses human, material, and information resources to continuously enhance products or services. The ultimate aim is to meet or exceed customer satisfaction by delivering better value and ensuring long-term success.

3. What is corporate culture? 

A set of unwritten decrees, rituals, and definitions of a pattern of shared values and norms that permeate an organization's corporate culture (Desphande and Webster, 1989). 

Factors that contribute to the culture or climate include: 

• the organizational structure of reporting and relationships, 

• company policy, 

• personnel practices, 

• workflow and workloads, 

• job design, 

• management and supervisory styles

Factors essential for a quality organizational culture- Quality Culture starts with: 

• defining quality; 

• developing quality standards;

• continuous measurement of quality; 

• developing effective corrective-action procedures; 

• making changes to eliminate quality problems; 

• integrating all factors that affect quality. 

All the systems and procedures are designed to meet not only the needs of the organization, but also the needs of its customers, both internal and external. Tourism organizations must understand that their most important resource is people.

7. Class - Implementation of a Quality Management System

Quality seals: A quality seal means CONFIRMATION that the company follows its processes, as defined, from start to finish, and that they meet the requirements established in the production of that product or service. In other words: it has quality processes, but above all a quality standard that meets the needs or expectations of the customers of that product/service. It does not necessarily mean that it is considered GOOD for or by ALL people.

ISO: the organization follows steps and processes to control quality

Phases of implementing a quality system:

1. Customer focus: Identify and describe who your customers are and what they expect from your company and its service (research, investigation) 

2. Leadership: It is necessary to identify those responsible for implementing and controlling the process. 

3. People involvement: How teams will be made aware of quality 

4. Process approach: Identify all the company's activities, actions to be developed to achieve the expected quality, and how each one contributes to the company's quality goal.

5. Approach to management as a system: Each step is a part of the business “gear”. All parts contribute to its correct functioning and none works in isolation when it is part of this system. THE INTEGRATION OF ACTIVITIES FOR JOINT FUNCTIONING

6. Continuous improvement: The entire quality process presupposes improvement and refinement. When a quality objective is achieved, improvements must always be made. This is a fundamental premise since we are talking about process evolution. There is always something to be done better. 

7. Fact-based approach to decision-making: Know the company's information, which must always be documented, and make decisions based on facts. Based on evidence (facts, traces), clues (relationship between facts and traces), and inferences (deduction), where I can draw conclusions based on the previous items.

8. Relationships with suppliers. Suppliers are an essential part of business management. Defining quality criteria for the supply of materials is essential. But this definition can and should be constructed together with suppliers so that it is a mutually beneficial relationship. A win-win relationship. There is an evaluation of suppliers in the quality management process.

The most important thing is financial gains – profit – the goal of any organization:

1. Achieve organizational goals. 

2. Reduce costly errors. 

3. Improve customer satisfaction. 

4. Market your business more effectively. 

5. Manage growth more effectively. 

6. Improve documentation availability. 

7. Correct issues to improve products and services. 

8. Grow market share in new territories and market sectors. 

9. Creates a culture of quality. 

10. Embed vision for all projects. 

11. Better internal communications. 

12. Consistent products. 

13. Measure the performance of individuals and teams 

14. Improve compliance

8. Class

Clients: 

• internal: employees

• external: users, consumers

!!!The client is who decides.

Well-organized and functional internal systems, as well as valued and happy employees in their work environment, ensure a good service offering to external users.

“14 points of quality” or “Deming’s 14 points”

1. Create Constancy of Purpose for Improvement of Product and Service

2. Adopt the New Philosophy

3. Cease Dependence on Inspection to Achieve Quality

4. End the Practice of Awarding Business on Price Tag Alone

5. Improve Constantly and Forever the System of Production and Service

6. Institute Training on the Job

7. Institute Leadership

8. Drive Out Fear

9. Break Down Barriers Between Staff Areas

10. Eliminate Slogans, Exhortations, and Targets for the Workforce

11. Eliminate Numerical Quotas for the Workforce and Numerical Goals for Management

12. Remove Barriers to Pride of Workmanship

13. Institute a Vigorous Program of Education and SelfImprovement for Everyone

14. Put Everybody in the Company to Work Accomplishing the Transformation

According to Deming’s Model, the essential focus for Quality Management System is to meet customer needs. 

Deming was also the developer of the already-known PDCA Cycle, which should also be used to monitor quality indicators.

George T. Doran wrote the SMART acronym for objectives and indicators in the 1980s: Specific – knows exactly what he's chasing 

Measurable – has a clear way of how progress will be measured 

Assignable/ Achivable – has someone specific responsible for its fulfillment 

Realistic/ Relevant – it is possible to be carried out given the resources provided for the task Time-related – there is a defined time for it to be achieved

Specific, Measurable, Achievable, Relevant, and Time-Bound

 Quality Indicators: KPYs – Key performance Indicators

Top 5 types:

• Efficiency Indicator 

• Efficacy Indicator

• Effectiveness Indicator 

• Service Indicator 

• Safety Indicator

1. Efficiency Indicator – Productivity: It is responsible for measuring how many resources are needed to carry out production. Knowing the resources can identify waste that should be controlled (material resources, people, and time). Monitoring the number of times something needs to be redone or a resource used during a process, for example. This directly impacts the budget. You can use software or Excel spreadsheets. Knowing this information promotes a process of continuous improvement. DOING THINGS RIGHT, NOT WASTING RESOURCES

2. Efficacy Indicator - Customer Satisfaction and Loyalty: Through a survey to find out if the customer is satisfied, if they would use the company's service again, and if they recommend it. This is the business success indicator! The customer survey shows me the quality and productivity performance, and if what I invested meets the customer's expectations, generating satisfaction. The way to calculate this is to ask the customer. Use physical or digital forms.

3. Effectiveness Indicator- Value/ Consumer Behavior: How do you know if your product or service really works? This indicator helps you understand the influence and relevance that what you offer has on your customers' routines. This data is obtained through satisfaction surveys and market research. It is important to know what is happening in the market, in your area of activity, and to know your competitors and what they offer. Participating in events and trade fairs in the sector is essential to improve processes and service offerings.

4. Service Indicator - Customer Complaints: Customers are the thermometer of the business. When there are a lot of complaints, it is a sign that things are not going well. Having performance indicators for quality and productivity in customer service is essential to have control over the internal organization. All performance, good or bad, is reflected in the external environment. In the IMAGE of the company. Be careful whether everything in the company is working correctly, and whether employees are performing their tasks successfully and striving to provide the best service. After-sales provides us with parameters, through satisfaction forms. It generates loyalty and, consequently, a good reputation in the market. 

5. Security Indicator – Quality It is essential to take care of the safety of the company's customers and employees. It is necessary to take care of every detail to avoid causing harm to the health or physical integrity of customers. Beforehand, carry out tests in all areas of the company. Check whether it meets all security measures and requirements of national and international certifications and standards. It is also necessary to have a privacy policy that contains all the rules on how to handle customer data (LGPD).

Procedures for defining indicators: 

• Every indicator must be created based on the company's strategic planning. 

• It must meet business goals and strategic objectives

• The indicator's purpose is to help achieve the company's goals.

• A quality indicator must have a “purpose”. It must have well-defined and measurable goals for each indicator.

• It must be developed based on the metrics to be analyzed and evaluated. By defining a macro objective, it is possible to define the metrics (e.g. if the strategic objective is to reduce the company's costs, the metric used should be on expenses in different areas of the organization). 

• Define the data collection method. It is necessary to define the method and frequency of data collection. It is also necessary to define who is responsible for providing the necessary numbers and who will be responsible for reviewing this data.

• Have well-defined goals for each indicator. These goals must be realistic. They can be in absolute numbers or percentages.

• Small goals help you scale up to the larger objective. Weekly, monthly, half-yearly and annual goals. 

• No less important, monitoring and generating reports. Reports are essential aids in monitoring and tracking the performance of indicators and, consequently, the company's performance. Only then is it possible to see where to improve, where to work to solve flaws, and promote CONTINUOUS IMPROVEMENT!

Attention! Indicator targets are different from strategic objectives. The objective is where the company intends to reach at the end of an evaluation cycle (one year, 2 years, or 5 years). Targets are each of the steps you need to climb to achieve the objective.

Key Difference:

• Objective: The final destination (the "where").

• Targets: The step-by-step progress (the "how much and by when").

Analogy:

Think of climbing a mountain:

• The objective is to reach the summit.

• The targets are the checkpoints along the way that help you stay on track.

9. Class - Six Sigma 

Definition and Origins

1. Definition:
   
   

   • Six Sigma is a quality management methodology aimed at improving processes and reducing defects.

   • Goal: Achieve a defect rate of 3.4 defects per million opportunities, indicating high quality and consistency.

2. Origins:
   
   

   • Developed by Motorola in the 1980s.

   • Popularized by General Electric (GE).

3. Economic Relevance:
   
   

   • Reduces costs related to waste, rework, and customer dissatisfaction.

   • Positively impacts financial results and competitiveness.

Principles of Six Sigma

1. Data Focus:

   • Decisions are based on data analysis for real, measurable improvements.

2. Variation Reduction:

   • Consistent, predictable processes result in fewer defects.

3. Customer Orientation:

   • Improvements aim to enhance customer satisfaction.

4. Continuous Improvement:

   • Promotes a culture of ongoing refinement and prevents recurring issues.

Six Sigma Methodology: DMAIC

1. Define:

   • Clearly identify the problem and set the project goal.

   • Example: Reducing loan approval time from 10 to 5 days.

2. Measure:

   • Collect data to assess current performance and identify defects.

3. Analyze:

   • Determine root causes of problems using collected data.

4. Improve:

   • Develop and implement solutions to address root causes.

   • Example: Automate parts of the credit analysis process.

5. Control:

   • Monitor improvements to ensure sustained results.

Key Tools and Techniques

1. Pareto Chart:

   • Uses the 80/20 rule to identify and prioritize impactful problems.- prioritize actions based on impact

   • Example: 80% of customer complaints stem from 20% of issues.

2. Ishikawa Diagram (Cause and Effect):

   • Identifies potential causes of problems by category (e.g., equipment, methods, materials).

3. Process Mapping:

   • Visualizes all process steps to spot inefficiencies.

4. Control Charts:

   • Monitors process stability and detects anomalies.

5. Statistical Tools:

   • Regression analysis: Identifies relationships between variables.

   • Hypothesis testing: Validates the effectiveness of implemented changes.

   • ANOVA: Compares variability across groups.

Cost of Quality

1. Types of Costs:

   • Prevention Costs: Investments to avoid defects (e.g., training, process redesign).

   • Appraisal Costs: Costs of inspections and testing.

   • Internal Failure Costs: Costs of defects within the system (e.g., scrap, rework).

   • External Failure Costs: Costs of defects reaching customers (e.g., warranty claims, customer loss).

2. Key Insight:

   • Prevention is cheaper than fixing failures; every dollar spent on prevention can save up to $10 on defect-related costs.

   • Three Basic Assumptions: 

   • 1.Failures are caused. 

   • 2.Prevention is cheaper. 

   • 3.Performance can be evaluated. 

Statistical Process Control (SPC) 

1. Sample Size:

   • Small samples (4-5 units) are preferred for timely collection and reduced costs.

2. Control Limits:

   • Typically set at three standard deviations above and below the mean to detect out-of-control processes.

3. Monitoring:

   • Frequent sampling is initially recommended and can be reduced as process confidence increases.

This summary captures Six Sigma’s focus on structured problem-solving, customer satisfaction, and data-driven decision-making to ensure consistent quality improvements.

10. Class- Continuous Improvement

To improve it is necessary to change;

• Change procedures, change attitudes, improve;

• Continuous improvement presupposes systematic innovation to maintain competitiveness and maintain the business;

• Innovation depends on work.

• The work depends on structured organization.

The structured organization presupposes systematic practices: 

1. Permanent improvement of everything you do (new materials, process changes, new technologies...); 

2. Exploration – development of new applications based on your own success. Understand your own development cycle and grow through it; 

3. Innovation – can and should be organized as a systematic process. It should be part of the company's development cycle. 

Innovation = idea + implementation + result

Improvement must occur through everyone’s involvement.

There are companies that develop internal programs to generate ideas, such as idea incubators, innovation laboratories, and awards for adopting valuable ideas, among other actions.  

• Everyone must participate in decisions that affect their work (ergonomics, effort expended...); 

• Rewards or participation in financial gains generated or achieved through the application of your ideas and effort.

Sources of innovation can be: 

• Internal: Employees, Process engineering professionals, Planning teams, Internal auditors and personnel from other sectors of the same company 

• External: Customers, Suppliers,  Competitors or other types of businesses, Research institutions, Consultants, universities, Industry or science fairs/events/magazines, Others

Standardized Management Systems 

ISO implementation: ISO was born in 1947, with the aim of unifying industrial standards. Many countries had their standards and guidelines, creating problems in international supply as they were often discrepant. In the 80s, England was one of the countries that had one of the best standards systems for the quality of industrial products. They were called British Standards (BS). With accelerated globalization in the 1980s, it became necessary to intensify the adoption of international quality standards and quality management systems. The BS 5750 series then served as the basis for ISO 9000.

Currently, more than 160 countries follow ISO 9001 standards. Each country has a system. In Portugal, standards are adopted and standardized mainly through the Portuguese Quality System (SPQ) of the Portuguese Quality Institute (IPQ). Technical Commissions evaluate and generate documents called Portuguese Standards (NPs). IPQ is the National Standards Organization and the National Metrology Institution. As the National Coordinating Body of SPQ, IPQ is responsible for managing, coordinating and developing the Portuguese Quality System, with a view to integrating all relevant components to improve the quality of products, services, and quality and qualification systems of people*.

• ISO does not cover all activities

Technological elements such as Ergonomics, safety, health, and product reliability is not covered. There are specific standardization systems. ➡ The European Union has a specific system, through European Directives. The USA has its system too. Companies follow what is in their context.

Competitive elements are also not covered, such as Strategy, information, technology, data protection systems, customer satisfaction, and quality planning. ➡ There are specific standardization systems. For example. GRI – Global Reporting Initiative for the environment, human rights and corruption. It is related to competiitve strategy. GDPL - General Data ProtecDon Law

Therefore, when we talk about Quality Management System, ISO is a part of the process.

11. Class- New Technologies for Quality Management

Technology is a great help to obtain better results:

• Provides more agility in process management – digitalization of processes (e.g. instead of paper forms, an app is used) 

• Improves the organization 

• Facilitates communication – tools with integration of different resources 

• Makes management interactive 

• Increases efficiency as it can be monitored in real-time of different activities

1. Big Data - this is a strategic system for collecting and analyzing in-depth data. This technology organizes information and generates reports that are true companions for efficient quality management. Big Data delivers important data and helps you transform it into strategies for monitoring and continuous improvements.

2. Deep Learning (DL), deep learning is a phase that arises from Machine Learning. Machine learning is nothing more than a branch of Computer Science and Engineering that recognizes patterns and creates analytical models. The method understands that systems are developed with data and standards for decision-making. In this case, Deep Learning generates incredible optimization of demands, delivering faster, more efficiently, and generating savings in the long term.

• Deep Learning is the stage where machines are trained to perform more complex and increasingly human-like tasks. For example, these tasks might include:

• Recognizing faults or triggers,

• Identifying specific images,

• Predicting work processes.

3. Basic technologies: is one of the main pillars in Industry 4.0 and represents a large part of what this movement has been bringing to the market and in forms of consumption. In short, they encompass resources such as modern equipment, devices, machinery and systems that integrate information, teams and demands. It is very related to robotics and automation. These are current technologies that make the industry’s work easier.

4. Internet of Things (IoT): Smart sensors and connected devices can be used to monitor and optimize opetions such as temperature control in hotels, asset monitoring and tourist traffic management. 

5. Blockchain: Use of blockchain technology to improve transparency and security in financial transactions, contracts and reservations, reducing fraud and ensuring the authenticity of information. Reduce intermediaries.

6. Mobile Applications and Digital Platforms: Development of mobile applications and digital platforms to facilitate reservations, check-ins, and provide real-time information to tourists, improving efficiency and customer experience. 

7. Predictive Analytics: is used to anticipate seasonal demands, dynamically adjust prices and optimize resource management, such as personnel and inventory. Based on BigData.

8. Online Reputation Management: Social media monitoring and sentiment analysis tools to assess customer satisfaction in real time, allowing quick response to feedback and continuous improvement of services. 

9. Smart Reservation Systems: Implementation of advanced reservation systems that use algorithms to optimize the availability of rooms, flight seats and other services, taking into account historical patterns and trends.

10. Artificial Intelligence (AI) and Machine Learning (ML): Using advanced algorithms to analyze large data sets and predict customer behavior patterns, thus personalizing tourist experiences. 

11. Augmented Reality (AR) and Virtual Reality (VR): Integration of AR and VR to enhance tourism experiences by offering travelers a virtual preview of destinations, hotels and activities.

Compliance - conformance with established standards and norms. Follows a pattern of rules and/or formalities. As the term itself exemplifies, compliance is basically maintaining a work and decision-making routine, in accordance with the laws and standard rules that govern the company's region. Therefore, it is a business standard that must be followed from the way of working to the final part of the service, including the analysis and use of data that has been discussed by the LGPD. In short, compliance is essential for the company to remain within norms and quality standards.

NT Implementation procedures: 

1. Quality Management with qualified professionals for this purpose 

2. Digitization of processes (the electronic checklist system and integration and control apps are efficient alternatives.) 

3. Systems for quality control and management (automate processes with software and automatically connect them to other existing systems) 

4. Action plans to fix problems 

5. Data collection and analysis

12. Class- Human Resources Management in Tourism

Tourism is a 'People Business':  

• Interaction between employees and clients is at the heart of the tourism experience. 

• Motivated and qualified teams = higher customer satisfaction. 

Human Resources as a Competitive Advantage:

• Companies stand out through the quality of service and customer care.

Key steps in recruitment

• Job analysis: Clear definition of roles and desired skills.

• Assertive selection: Interviews, group dynamics, and practical tests.

• Employer Branding: Creating an attractive image for the company in the job market.

Challenges in tourism: High turnover, seasonality, and specialized profiles.

Key talent retention practices: 

• Career plans: Clear progression and realistic goals. 

• Continuous training and development: Encouraging employee growth.

• Competitive benefits: Salary, flexible hours, recognition and well-being.

• Retention benefits: Reduced recruitment costs and greater service consistency.

Professional Qualification:

Importance in tourism:

• Technical skills like languages, reservation management, and front office operations. 

• Continuous updates to stay aligned with industry trends. 

Practical training 

• Specific courses and certifications (hospitality, tour guides, etc.). 

• Technology integration (tourism management systems).

What are soft skills? Interpersonal and behavioral skills that complement technical expertise.

• Key soft skills in tourism:

  • Effective communication,

  • Problem-solving,

  • Teamwork,

  • Empathy and hospitality,

  • Stress management.

• Positive impact: Improves customer relatonships and fosters a harmonious work environment.

Personal Attitude at Work

• Professional behavior: Respect for colleagues and clients, punctuality, Attendance, and appropriate personal appearance.

Practical tips

• Adopt courteous communication.

• Be proactive in solving problems.

Impact on performance

• Distracted employees can harm the customer experience.

• Best practices: Respect internal rules on personal device usage. Avoid using phones in areas visible to clients.

Procrastination: The act of delaying or putting off tasks untill the last minute or past their deadlines.

• Effects of procrastination: Task delays, stress, and negative team impact.

If you don't change the behavior, it can become a form of “disease”

Time management tools:

• Eisenhower Matrix: Prioritize urgent/important tasks. 

• Pomodoro Technique: Work in Time blocks with short breaks. 

• Task lists: Daily organization to maintain focus.