TOTAL QUALITY MANAGEMENT

THE GRIZZLY BEAR LODGE

Diane and Rudy Conrad own a small lodge outside Yellowstone National Park. Their lodge has 15 rooms that can accommodate up to 40 guests, with some rooms set up for families. Diane and Rudy serve a continental breakfast on weekdays and a full breakfast on weekends, included in the room rates they charge. Their busy season runs from May through September, but they remain open until Thanksgiving and reopen in April for a short spring season. They currently employ one cook and two waitpersons for the breakfasts on weekends, handling the other breakfasts themselves. They also have several housekeeping staff members, a groundskeeper, and a front-desk employee. The Conrads take pride in the efficiency of their operation, including the loyalty of their employees, which they attribute to their own form of clan control. If a guest needs something—whether it’s a breakfast catered to a special diet or an extra set of towels—Grizzly Bear workers are empowered to supply it.

The Conrads are considering expanding their business. They have been offered the opportunity to buy the property next door, which would give them the space to build an annex containing an additional 20 rooms. Currently their annual sales total $300,000. With expenses running at $230,000—including mortgage, payroll, maintenance, and so forth—the Conrads’ annual income is $70,000. They want to expand and make improvements without cutting back on the personal service they offer to their guests. In fact, in addition to hiring more staff to handle the larger facility, they are considering collaborating with more local businesses to offer guided rafting, fishing, hiking, and horseback riding trips. They also want to expand their food service to include dinner during the high season, which means renovating the restaurant area of the lodge and hiring more kitchen and wait staff. Ultimately, the Conrads would like the lodge to be open year-round, offering guests opportunities to cross-country ski, ride snowmobiles, or hike in the winter. They hope to offer holiday packages for Thanksgiving, Christmas, and New Year’s celebrations in the great outdoors. The Conrads report that their employees are enthusiastic about their plans and want to stay with them through the expansion process. “This is our dream business,” says Rudy. “We’re only at the beginning. DIanehas read and learnt something about TQM and is seriously considering to implement these tools at the Grizzly Bear Lodge

Considering all above, if you were The Conrads, which steps should you take to proceed with a TQM implementation in terms of:

· How should you further empower the different employees’ categories (Staff, Groundskeeper and Front desk)? Do you feel their level of involvement is enough?

· Customer satisfaction. Which KPI´s could you implement for measuring it? Prioritize three of them and explain the reason of your choice

· Continuous improvement. Which processes do you believe could be more likely to improve?

· KPI´s implementation. Which other KPI´s (not related with customer satisfaction should you implement?

· Internal organization. Do you believe this functional structure could be aligned with the purposes of the Company? Do you agree with the hierarchical levels stated? Would you suggest hiring an external Manager? Why?