RC Hotel is the only hotel company to receive a national quality award. Its total quality management program is implemented in a top-down manner. Top executives allocate about 25% of their time to quality related matters, and the they meet weekly with the quality management team to review customer satisfaction and quality levels. RC is the industry leader in staff training. For recruitment, its accept to reject ratio is 1:10. New employees attend job orientation workshops and receive extensive training following which they get a job certification. They also receive 100 hours of training each year and RC spends about 10% of annual staff cost on training. To meet its total quality objectives, RC collects data on a daily basis. This includes maintenance cycles, guest check-in wait times, time to achieve clean room appearance, and time to service an occupied room. RC also has a system to track preferences and requirements of return guests. Another system RC has implemented coordinates preventive maintenance with housekeeping. This guarantees all rooms are defect-free every 90 days. For these systems to work, employees are also trained in quality processes and give the tools to rectify any lapse in quality. RC’s quality standards have become famous in several industries, and its customer satisfaction rates are higher than all its competitors. To determine: Does being an expensive luxury hotel chain enable RC to have an approach to quality that less expensive, economy-class hotel chains cannot afford? Is revenue a factor in implementing a successful QMS, or is it a result?

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RC Hotel is the only hotel company to receive a national quality award. Its total quality management program is implemented in a top-down manner. Top executives allocate about 25% of their time to quality related matters, and the they meet weekly with the quality management team to review customer satisfaction and quality levels.

RC is the industry leader in staff training. For recruitment, its accept to reject ratio is 1:10. New employees attend job orientation workshops and receive extensive training following which they get a job certification. They also receive 100 hours of training each year and RC spends about 10% of annual staff cost on training.

To meet its total quality objectives, RC collects data on a daily basis. This includes maintenance cycles, guest check-in wait times, time to achieve clean room appearance, and time to service an occupied room. RC also has a system to track preferences and requirements of return guests.

Another system RC has implemented coordinates preventive maintenance with housekeeping. This guarantees all rooms are defect-free every 90 days. For these systems to work, employees are also trained in quality processes and give the tools to rectify any lapse in quality.

RC’s quality standards have become famous in several industries, and its customer satisfaction rates are higher than all its competitors.

To determine: Does being an expensive luxury hotel chain enable RC to have an approach to quality that less expensive, economy-class hotel chains cannot afford? Is revenue a factor in implementing a successful QMS, or is it a result?

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