Quality Management System - Assignment Example

By (Name) Name of the class (Course) Professor (Tutor) Name of the school (University) City and State The Date List of figures Figure 1.0: Villa Rosa Kempinski Hotel. Figure 1.1: Inputs and Outputs into a process. Figure 1.2: Georgiou Group Australia. Figure 1.3: S & R Cement Plant. Figure 1.4: Risk Assessment Chart. List of Tables Table 1.0: Stakeholder Analysis Kempinski. Table 1.2: Stakeholder needs Georgiou Group. Table 1.3: Operations’ Processes. Table 1.4: Environmental Aspects and Impacts. Table 1.5: Actions to achieve Environmental Targets. Table 1.6: Probability Metric. Table 1.7: Severity Metric. Table 1.8: Detectability Metric. Table 1.9: Comprehensive Risk Assessment. Table 2.0: Risk Mitigating Actions. Quality Management System (QMS)/ISO 9001 Luxury Kempinski Villa Rosa hotel is a five-star hotel located in Westlands at the heart of Nairobi Kenya. Its strategic location close to the Central Business District and state of the art facilities complete with a presidential suite at the roof top has made it a favorite resort for the super-rich and visiting heads of state. The Villa Rosa luxury hotel in Nairobi, one of the Kempinski group of hotels was chosen for this task. Quality Management Policy: Villa Rosa Kempinski. Kempinski Villa Rosa seeks to provide the ideal hospitality services that are tailored to customer needs and as such consumer satisfaction is the operating element in this endeavor. The following objectives guide this focus. I. To provide high quality, uncompromised services. II. To ensure a highly qualified and motivated staff. III. To prioritize customer needs above all concerns. IV. To offer world class standards and facilities. V. To provide a variety of choices to customers. In order to achieve the above objectives, the hotel has identified certain specific activities that will enable materialization of the identified ideals in conformity with the ISO_9001_2008. These activities are; Designing easy check-in forms that will be completed at the visitors’ comfort in their rooms so they wouldn’t have to wait for long at the reception. Assigning specific staff to customers so to enhance service delivery. Crafting flexible work schedules for staff and providing appropriate remuneration. Ensuring safety of customers by providing communication gadgets to clients and setting up a 24-hour CCTV coverage. Providing standard 24-hour reception, room and clearance services to guests. Providing online booking and clearing services for convenience. Beautify and maintain the Westlands square which provides a fascinating view from the hotel waiting room. Offering world class spa and gym complete with modern facilities and highly qualified instructors. Providing 24-hour transport and tour guide services to guests. Providing room and lounge entertainment for guests. Ensuring international health standards for food served and room conditioning. Paying suppliers on time and proper record keeping. Meeting required obligations by Nairobi County Authority. Moreover, this QMS is not only to be maintained but its effectiveness be continually improved by the management in accordance with ISO_9001_2008. Stakeholder Analysis: Villa Rosa Kempinski Stakeholders are parties concerned in one way or another in the operation of an organization and as such have varied interests. Villa Rosa Kempinski is not an exception and the shareholders with their various needs are as outlined in table 1.0 below Stakeholder Need Guests High quality service Affordable prices Efficiency in booking, operations and clearance Security Employees Competitive remuneration Flexible working schedules and good working conditions Teamwork County Government Compliance with city business operation regulations Environmental concerns Community based programs Owners Productivity Future growth prospects Hotel reputation in the industry Suppliers Prompt payment as agreed Good working relationship Processes that may be required to meet stakeholder needs The greatest concern of the management is to meet stakeholder needs. In this respect, the following processes would have to be undertaken as a necessary condition for smooth operation of the hotel. I. Offer competitive salaries to motivate employees. II. Hire highly qualified personnel and consistently conduct in-service training. III. Employ cost effective mechanisms to cut unnecessary costs. IV. Develop a user friendly online reservation system. V. Structure an impartial internal conflict resolution mechanism VI. Participate in the monthly city cleaning process by the county government. VII. Develop a blueprint to detail future growth strategies. VIII. Keep clear records of supply invoices and payments. IX. Convene regular stakeholder meetings to deliberate on hotel operations. Inputs and outputs for the process The analytical framework of 1.2 and 1.3 is as presented below, briefly providing the inputs and end products of the listed processes above. Figure 1.1 Methods and parameters to measure the performance of a process Feasibility studies and ultimately, the implementation process has been used to transform the identified inputs into desired outputs. The extent to which this process is successful can be gauged through the following metrics. I. Consumer satisfaction. II. Stakeholder confidence. III. Level of service delivery. IV. Level of yearly proceeds. V. Frequency of guest arrivals. In order to ascertain whether these parameters have be achieved or not, or otherwise the extent to which they have been met, the following approaches may be employed. I. Providing a feedback survey form on the client online portal through which feedback is channelled complete with a suggestions’ slot. II. Monitoring labour turnovers and interviewing employees. III. Assessing employee improvements and dexterity through test retest-reliability tests. IV. Presenting hotel’s financial statements periodically and in a time series format. V. Observing number of guest arrivals over time. Key elements of the continuous improvement program Villa Rosa Kempinski, just like any other hospitality business, exists in an ever-dynamic industry characterised by a high degree of competition. It is therefore necessary for the entity to focus on certain unique features to not only ensure its survival but more so to continue growing and retain its vitality. A continuous advancement program for the business would entail; I. Hiring and training of employees: A hotel of this calibre ought to hire the best graduates and equip them with necessary skills if a high quality of service delivery is to be realized. Higher qualified staff are able to adapt swiftly to changes in the industry as well as serve a variety of guests. Essentially, hotels that hire highly qualified staff spend little on in-service training. Moreover, it’s very important to enhance ability of workers and managers to anticipate possible hazards at work place (Lin & Mills, 2001, np) II. Consumer feedback: Consumer satisfaction is the operating element the world over and especially so the hospitality industry. As such it follows that seeking consumer feedback is a fundamental course in trying to better service delivery in a consumer oriented industry. III. Growth blueprint Due to the uncertainties that embody this kind of business, it comes only as a matter of necessity that a deliberate roadmap is drawn towards achieving business goals and objectives that are sometimes inherently inconsistent. This strategy must describe in details how these objectives will be met and strike a balance between growth and sustainability. IV. Teamwork: There is need to invest in building a strong horizontal and vertical working relationship with individuals working to achieve common goals and objectives. Each and every member of staff, always and everywhere, needs to be a hotel ambassador to bolster the image and reputation of the business as well as inculcate a virtue of ownership among employees. V. Record keeping: The entity’s financial records and other documents should be well kept and conveniently available to appropriate parties. Such records should also be immediately susceptible to both internal and external audit as may be prescribed by shareholders. Environmental Management System (EMS) / ISO 14001 Georgiou Group is a national Australian civil infrastructure, building construction and property Development Company that delivers mega projects across Australia, Queensland, Victoria and New South Wales. Georgiou Group has as its guiding principle a desire to be the best company to work for. Georgiou was selected to complete this task. Environmental Management Policy (Georgiou Group) Georgiou Group is manufacturing company that recognizes the negative effects of its extractive activities and as a result has a commitment to not only conserve but also to better natural environment. At the heart of the group policy is environmental concerns that provides a rigorous scrutiny of its activities to ensure sustainability. This cannot be better stated with the company’s mega project Alkimos Beach being the first in Western Australia to receive all the six leaves of UDIA EnvironDevelopment accreditation. In accordance with ISO_1400 Georgiou Group is committed to reduce to the lowest level possible, its impact on the natural environment and social surroundings for the good of the present generation and posterity. It seeks to achieve the following objectives as a result. I. To align its standards to the ISO-14001 specifications. II. To continue completing internal performance audits and assess compliance. III. To protect and enhance natural environment. IV. To adopt better management policies of materials and wastes. To achieve the above objectives, the company seeks to undertake the following activities. Engaging in community based environmental activities. Setting up a waste management and recycling unit. Designing environment friendly structures and projects like the Alkimos Beach. Restructure to surpass international standards. Enforcing regulations to punish deviance on set environmental guidelines. Providing basic education to society on waste management’ Undertaking self-assessment to ensure compliance and improvements. Stakeholder Analysis (Georgiou Group) Like any other reputable business, Georgiou Group strives to meet stakeholder needs so as to progress. The group identifies the community as a major partner amongst other important partners. The table below provides a summary of stakeholders with their needs. Table 1.1: Stakeholder needs Stakeholder Stakeholder need Community Environmental conservation. Welfare improvement. Provision of social amenities. Employee Good remuneration. Good working conditions. Safety at work place. Welfare programs. Owners Profits Management credibility and accountability. Business reputation Growth plan and sustainability. Government Compliance with set regulations. Employment for citizens. Poverty reduction. Customers High quality services. Affordable prices. Honest counsel. Mutual working relationship. Commitment to terms of contract. Processes that describe Georgiou group operations. Georgiou Construction Company undertakes several activities including civil infrastructure, building construction and property management. The table below provides a summary of some of the processes that describe the group’s operations. Table 1.2: Georgiou group operations’ processes Step Processes Identifying a market niche Conducting property market surveys. Acquiring land for development Undertaking procurement procedures. Honoring legal obligations. Designing projects Reviewing alternatives. Customizing designs to local conditions. Considering environmental and statutory requirements Surveying client needs Building prototypes and sourcing for materials. Carrying out feasibility and pilot studies Transporting building materials to the site. Site preparation and foundation Clearing rock, debris and tree. Site clearance. Installing footings. Plumbing, electrical and HVAC Running pipes and wires in the interior walls and ceiling. Sidings and roofing. Installing ductwork for Heating, Ventilation and Air Conditioning.( HVAC) Installing insulation Installing fibre glass and cellulose Interior textures and hard surface flooring Exterior finish grading Wood flooring. Final walkthrough Acquainting client with property. Making corrections as per customer desires. Checking functionality of doors and other fixtures. Commissioning and handing over Publicizing property through media. Inviting dignitaries to formally open property. Handing over ownership to clients. 2.4 Environmental Aspects for two processes This section provides environmental aspects of two process listed above. 1 Site clearing The environmental aspects involved here include the following. I. Trees in the construction site may have to be cut down thus deforestation and this has clear implications for the environment as far carbon regulation, rain formation and wind flow is concerned. II. The debris cleared from the site may not be disposed of responsibly and harmful materials could end up in polluting river water. III. The heavy machinery used to level the ground emit harmful gases into the air. IV. The site might have been a habitat for wild organisms which will either die or be displaced thus altering ecological balance. V. The process is likely to trigger soil erosion and its associated hazards. 2 Material Sourcing This involves the following aspects. I. Resource depletion. II. Sound pollution as it may involve heavy machinery and extraction. III. High energy inefficiency. IV. Ground plastering by heavy trucks reduces soil aeration. V. Increased terrestrial radiation which causes global warming. Environmental impacts The identified aspects in 2.4 each have associated spiral effects which are as below. 3 Site clearing Following logically from 2.4.1 above, these are the impacts associated with the above aspects. I. Reduction in rainfall frequency as well as adverse effects of wind due to deforestation. II. Spread of disease and death of aquatic organisms due to water pollution. III. Spread of airborne diseases and global warming due release of toxic fumes into the atmosphere IV. Uneven distribution of living organisms owing to displacement from original habitats thus ecological imbalance. V. Loss of top fertile soil layer and therefore reduced agricultural productivity. 2.5.2 Material Sourcing The impacts outlined in this section follow from the environmental aspects identified in 2.4.2. I. Pressure on existing stock for which replacement may not be readily available. II. Hearing problems and to some extent flaccidity of ear drums due to sound pollution. III. Asset bubbles due to increased resource demand. IV. Death of organisms living below earth surface due to suffocation. V. Alteration of genetic constitution due to increased exposure to electromagnetic rays. The table below summarizes the identified aspects and their corresponding impacts. Table 1.3: Process Aspects Impacts Deforestation Falling rain levels Extreme effects of wind Water pollution Water borne diseases Death of aquatic organisms Site Clearing Air pollution Air borne diseases Global warming Organic habitat distortion Ecological imbalance Soil erosion Reduced soil fertility Resource depletion Pressure on resources Sound pollution Impaired hearing and perception Material sourcing Unsustainable use of non-renewable energy Higher prices due to reduction in supply Congestion Death of soil inhabiting organisms. Increased radiation Altered genes Environmental Objectives (Georgiou Group) Given that site clearance and material sourcing have generated grave environmental concerns, the company has formulated the following objectives to address these concerns. I. To avoid unnecessary cutting down of trees in identified sites. II. To avoid dumbing debris and other material next to water bodies. III. To reduce air pollution. IV. To avoid marking major ecological zones for construction. V. To minimize soil erosion. VI. To ensure efficient use of inputs. VII. To minimize sound pollution. VIII. To utilize energy efficiently. IX. To limit movement of heavy machines. X. To minimize employee exposure to stray electromagnetic waves. Environmental targets Georgiou Group has identified certain specific targets to ensure the objectives in 2.6 are met. Within a period of two years, the following targets must be realized. I. Reduce tree clearance at sites by half. II. Reduce water pollution by 60%. III. Cut fume emission by 55%. IV. Mark sites for construction that have less than 40% organic life. V. Reduce soil erosion by 40%. VI. Ensure over 90% effective utilization of factor inputs. VII. Reduce noise in the factory by 60%. VIII. Cut fuel usage by 50%. IX. Restrict movement of heavy machines to sites only. X. Minimize exposure to stray radiations to utmost 20%. Actions to achieve the Environmental Targets Table 1.4 below summarizes the actions necessary to meet the environmental targets as outline in 2.7. Table 1.4 Environmental target Actions to be undertaken Reduce tree clearance at sites by half. Design structures that integrate trees as part of the project to avoid clearance. Avoid sites that have a forest of trees. Reduce water pollution by 60%. Use debris cleared from a site for landscaping. Recycle materials from a cleared site. Cut fume emission by 55%. Use catalytic converters in all chimneys and vehicle exhaust pipes. Ensure proper maintenance to avoid incomplete combustion of fuels. Mark sites for construction that have less than 40% organic life. Design Greenfield projects that do not require green environment to blend readily. Conduct ecological surveys to ascertain degree of organic inhabitation. Reduce soil erosion by 40%. Engage effective machines that work faster and do not affect areas away from the sites. Construct gabions and ensure other soil erosion prevention mechanisms where damage has been done. Ensure over 90% effective utilization of factor inputs. Supplying only necessary inputs required for a process. Recycling waste materials of a construction process. Reduce noise in the factory by 60%. Use electronic silencers for noisy engines. Providing workers with ear gear to reduce intensity of noise. Cut fuel usage by 50%. Using light machines for local operations. Hiring services of specialized companies, Restrict movement of heavy machines to sites only. Designating loading and offloading sections within the site. Use cranes to move heavy object over short distances. Minimize exposure to stray radiations to utmost 20%. Using steel to cover devices that emit electromagnetic rays Providing workers with protective clothing. Methods to measure and monitor implementation of actions. Having considered in details the environmental aspect, impacts and targets for only two processes of Georgiou Construction Company, it is now clear that companies should develop comprehensive system which provides a scheme that enables monitoring of proposed actions against the ultimate objectives. The following approaches can be used to assess environmental performance. 4 Catalytic Converters Emission of toxic cement and smoke fumes into the air is one of the greatest hazards to the environment. Georgiou Group seeks to funnel each chimney with a catalytic converter complete with charges to neutralize fumes released into the air so as to reduce the fume impact on the environment. 5 Internal and External auditing The company has adopted a culture of internal auditing periodically to ensure high environmental standards and improvements. The audit process should critically evaluate the employee practices and assess their commitment to reducing sound, air and water pollution and use of protective equipment. 6 Material Safety Data Sheets (MSDS) Processing and handling of cement is always and everywhere a dangerous undertaking. It is in this respect that the company maintains a MSDS to carry out an audit on the records entered and consistently review it for policy formulation and long run organizational safety. 7 Feedback from community Georgiou Group considers the community not only as a shareholder but as a vital partner and it’s only fair that the community feedback be sought in monitoring implementation of the processes. Community perceptions on sound, water and air pollution and general environmental concerns pertaining to environment should be taken into consideration in trying to determine the extent to which targets have been achieved, 8 Installing radiation monitors and equipment maintenance Cumulatively, exposure to stray radiations can cause irreparable damage to the human body that may lead to fatalities. Modern radiation detectors must be installed strategically to enable correction and maintenance of the emitting machines to minimize its associated hazards. Occupational Health and Safety Management System (OHSMS) / AS 4801 Smith and Raid Holdings, (S&R) is a cement manufacturing company and part of a multinational corporation that specializes in production of S&R Cement that is distributed worldwide. It has been ranked as the best employer by recent surveys in Australia consistently for two years owing to its non-wage benefits to employees. Figure 1.3 S&R Company was selected for this task. Occupational Health and Safety Policy (S&R Holdings) In light of ever-lurking danger in the company production facilities coupled with both moral and legal responsibilities, S&R has identified and upheld high health and safety standards that are consistent with the AS 4801 specifications. It is important that workers are involved since their involvement and independent vetting is crucial to ensuring OHSMS do not become symbolic (Frank & Walters, 2000, np). The company, has as a matter of priority a determination to ensure: I. Health and safety of workers and the community at large. II. Minimal exposure to cement dust and associated hazards. III. Basic training of employees on how to handle risky undertakings. In trying to undertake the above listed measures the company has outlined an array of objectives to pursue which include. I. To provide basic safety and protection training to all workers. II. To trace all incidents of injury reported. III. To merge this policy with the AS 4801. IV. To provide safety charts and instructions at all working areas. V. To ensure compliance with the Work Health and Safety (WHS) Act 2011 and other statutory provisions. VI. To ensure proper implementation of proposed OHSMS and to their conclusion. VII. To provide medical cover and services to those injured at work. VIII. To build a strong safety-oriented teamwork among employees. Potential risks at S&R Holdings Ensuring good working conditions for employees involves ascertaining risks involved and this is significant since good working conditions are crucial for employee motivation since it influences production quality, ergonomics and occupational health and safety (Matias & Coelho, 2002, 3863) The following risks were identified as likely given daily operations at S&R manufacturing plant in accordance with AS/NZS 4801:2011. I. Automobiles moving cement to the store may cause accidents as same path is shared by pedestrian workers. II. Cranes loading and off-loading cement onto trucks may breakdown and severe workers. III. Workers operating the mixer tanks are susceptible to heat leakages. IV. Lack of adequate personal prevention equipment exposes some employees to cement dust which might trigger chronic illnesses. V. Chemical hazards are real as the production process involves use of several chemicals. VI. Long operating shifts imply a possibility for fatigue and mental stress for employees. VII. A disconcerting mix of noise and heat may have a cumulative effect of distorting workers senses of perception. VIII. Electrical and mechanical faults in the facility may result in fatalities. IX. Radiation of electromagnetic waves used to count cement bags may lead to alteration of genetic materials of workers exposed to the rays. X. Operation of heavy machinery like dredgers and lifting heavy load could cause injuries due to failures or accidents. Risk Assessment Chart In this section, the chances of the risks identified in 3.2 occurring vis-à-vis their extent and detectability is examined. This essentially is in realization of the fact that a risk is characteristically three dimension: probability, detectability and severity aspects. In order to check potential risks for probability, detectability and severity, there is need to develop measurement scales for the three variables as shown below. Table 1.5: Probability metric Likelihood Serial Standard Rare 1 At most an occurrence every year Less likely 2 At most an occurrence every four months Likely 3 Once every month More likely 4 At least twice a month Very often 5 At least twice every week Table 1.6: Severity metric Extent of injury Serial Standard Insignificant 1 Individual care adequate Significant 2 Care by company dispensing chemist recommended Moderate 3 Medical attention: outpatient Serious 4 Medical attention and rest period as recommended by physician. Fatal 5 If it doesn’t result in death may cause permanent disability Table 1.7: Detectability metric Degree of detectability Serial Standard Total uncertainty 1 No chance of detecting potential cause Low uncertainty 2 Very little chance of detecting potential cause Indeterminacy 3 Split-half chance of detecting potential cause High certainty 4 High chance of detecting potential cause Almost certain 5 Very high chance of detecting potential cause Table 1.8: Comprehensive potential risk assessment Risk Serial Probability Severity Detectability Risk index Automobile accidents to and from silos 1 4 4 3 48 Crane malfunction injuries 2 3 5 2 30 Chemical hazards 3 5 4 1 20 Mixer tank leakages 4 2 3 2 12 Chronic illnesses 5 3 2 4 24 Electrical and mechanical faults. 6 1 5 1 5 Electromagnetic waves 7 1 2 1 2 Physical injury 8 3 2 5 30 Fatigue 9 2 1 5 10 Noise 10 4 2 4 32 Figure 1.4: Risk assessment chart Risk index Risk Serial Actions to reduce or eliminate risks This section presents the actions that can be undertaken to minimize risks where it is not possible to completely eliminate them. These actions can broadly be classified into three categories: engineering specifications, administrative actions and finally personal prevention equipment which is the widely regarded as the measure of last resort in circumstances in which engineering and administrative prerequisites cannot be effected. Table 1.9 below summarizes the engineering, administrative and personal preventive equipment measures respectively. Table 1.9: Risk mitigating actions. Risk Action to mitigate risk Automobile accidents to and from silos Design a separate pedestrian pavement distinct from that used by automobiles Enforce regulations on punishing deviance Equip workers with basic skills on basic road (pavement) usage. Crane malfunction injuries Ensure proper maintenance of cranes Provide safety warnings and restrict access to areas close to cranes Provide employees with helmets and other necessary protection gear Chemical hazards Carry out regular maintenance to check chemical leakages. Enforce regulations to ensure compliance to recommended safety guidelines. Provide protective clothing to reduce exposure to chemicals. Leakages from mixer tanks Ensure maintenance of boilers and mortar Restrict access to the operation rooms to authorized staff only. Provide workers with basic skills and knowledge on how to handle leakages if detected at first hand Chronic illnesses Design mixers with dust absorbing facilities Provide employees with protective equipment Educate employees on proper nutrition and lifestyle to complement other measures instituted to protect them physically. Electromagnetic waves Using scanners that are designed with internal structures to absorb/block stray rays. Rotating employees to minimize exposure time to stray radiations. Provide employees with equipment to detect electromagnetic radiations. Physical injury Equipping staff with light machinery to carry goods over short distances. Ensuring proper maintenance of automobiles to prevent unnecessary breakdowns. Training employees on safer health friendly ways to carry loads Fatigue Operating flexible work schedules and shifts Ensuring reasaonable workloads for employees Providing counselling services to employees where necessary Noise Design efficient machines complete with silencers where possible Equip employees with ear muffs Locate offices away from workshops References AS/NZS 4801:2001, Occupational health and safety management systems – Specification with guidance for use, Standards Australia Limited AS/NZS ISO 14001:2004, Environment management systems – Requirements with guidance for use, Standards Australia Limited AS/NZS ISO 9001:2008, Quality management systems – Requirements, Standards Australia Limited De Oliveira Matias, J. C., & Coelho, D. A. (2002). The integration of the standards systems of quality management, environmental management and occupational health and safety management. International Journal of Production Research, 40(15), 3857-3866. Frick, K. and Walters, D. (2000) Worker participation and the management of occupational health and safety: reinforcing or conflicting strategies. In Frick, K. Langaa-Jensen, P., Quinlan, M. and Wilthagen, T. (Eds) Systematic Occupational Health and Safety Management – Perspectives on an International Development. Oxford, Pergamon Science Georgiou Group, Australia, viewed 2nd May 2015 Read More