Pearson New International Edition International pcl tp indd 1

Emphasize Continuous Quality Improvement
Guests and lodging operations change constantly, so hotels become better or worse;
they do not stay the same. Current emphasis on “better, faster, cheaper” is important.
The first two factors (better and faster), however, should be assessed with guests’
needs in mind. The third factor (cheaper) is a meaningful goal as long as it occurs by
eliminating error and rework from the hotel’s products and services rather than by
reducing value from the guests’ perspective.
The concept of continuous quality improvement (CQI) relates to the efforts
required of all hotel managers and staff to reduce defects (in other words, to get better).
As problems are identified, they should be resolved and corrected in such a way that
they cannot reoccur. Managers practice CQI as they and their employees address
both the largest problems (e.g., guest complaints about service) and the smallest
problems (e.g., a burned out lightbulb in a lobby lamp). In both cases, processes
should be implemented that recognize goals (meeting quality standards) and that
remove defects from the work processes. This is CQI in action. As the CQI effort