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建立人际资源圈The Afan Forest Park Tourism Essay---Essay代写精选范文
2016-08-20 来源: 51Due教员组 类别: Essay范文
Essay代写范文：The Afan Forest Park Tourism Essay这篇Essay范文以阿凡森林公园作为论述对象，从其开发形成到建立的发展过程，及其发展宗旨。实现阿凡森林公园的潜力，户外荒野的地方社区和企业相结合，使旅游访问者振奋和愉悦。为塔尔波特港人民和社区创造一个更加繁荣，更好的教育，更健康，更环保，更安全，更自信的未来。
Afan Forest Park is very close to many areas of dense urban population, including Swansea, Neath, Port Talbot and Bridgend. It is adjacent to the M4, making it highly accessible to visitors from South Wales and southern /central England. In 1972 the Countryside Agency designated an area of the valley as a Country Park, the visitor centre and South Wales Miners Museum opened in 1976.The Forestry Commission designated a wider area as a Forest Park in the 1980s.Cyle and walking routes have been developed, and more recently mountain biking routes.
Afan Forest Park is run jointly by Forest Commission and Neath Port Talbot County Borough Council that covers 13,000 hectares. The Afan Forest Park consists of 9 walking trails, which are all varied in distance and technicality ranging from 1 miles easy walk to 8 miles strenuous 4 technical mountain bike trails, allowing the mountain biker to experience thrilling sections of downhill single track. A low level cycle route that could stretch up to 20 miles orienteering course varied in distance and technicality theatre Tymaen- a 200 seat open air theatre fishing at Glyncorrwg pouds Horse Trekking at Cimla trekking centre all ability trails suitable for Beamer Trampers (motorised scooters that can be hired within the visitor centre).
The Afan Valley Forest Park project has developed four world class mountain bike trails which resulted in visitor numbers increasing from just over 1,000 in 2002 to over 24,000 in 2003.The percentage of planning applications determined within 8 weeks fell from 82% to 69%, although this is still above the welsh average.
The Afan Forest Park visitor centre and surrounding area offers:
Café, Gift shop, South Wales miner’s museum and outdoor exhibits, Conference/training room, Information centre, Camping, Cycle hire and Toilet facilities as well.
宗旨一Mission Statement:
The Afan Forest Park is to create a more prosperous, better educated, healthier, greener, safer and more confident future for the people and communities of Neath Port Talbot.
The Vision for Afan Forest Park the Park
To realise Afan Forest Park’s potential as outdoor wilderness where communities and business combine to make the destination one of the most exhilarating and enjoyable visitor experience in Wales. In achieving these visions it requires satisfy of the visitors so that they would come again.
Evaluating the Strategic Objectives
In the strategic objective/aims of operations management of Afan forest park
Operation management is the process of obtaining and utilizing resources to produce useful goods and services so as to meet the goals of the organization. This includes the role of operations, strategic objectives and operation strategy. Where you can understand about the operation strategy as a long-range game plan for the production of the company’s products /services, and provides a road map for the production function in helping to achieve the business strategy.
The Afan forest park set out three strategic objective/ aims:
To build upon the distinctive strengths of Afan forest park through improvements to product quality and a good onward communication and promotion of the park’s assets.
To capture benefits realised through the development of Afan forest park to improve the economic, social and health scenarios with the geographical sphere of influence of the TGA initiative.
To give encouragement and support to those in the private sector wishing to purse opportunities within the umbrella of the TGA initiative and to help nurture ideas by helping signpost people to sources of support if outside of , but complimentary to the TGA.
Following on from TGA reports, a further study was commissioned to develop a marketing and interpretive strategy for Afan forest park which would integrate with the TGA action plan. This study has resulted in the production of four documents-three strategies and an executive summary/ action plan:
A visitor management strategy, an interpretation strategy, a marketing plan, this executive summary and action plan.
Together, these strategies provide a framework for achieving the aims set out in the TGA report.
The three strategies have been kept as separate documents for practical purposes but there is a large degree of overlap between them.
阿凡森林公园之游客管理策略一Afan Forest Park Visitor Management Strategy:
The visitor management strategy provides and overview of the current visitor experience within AFP, highlighting issues to be addressed and providing a strategic framework for future development.
The AFP product is reviewed in terms of the needs of the four key visitor groups which we believe will form the primary source of visitors to the area in the future.
These groups are General Day visitor, Local residents, Activity niche markets –day visitors, Activity niche markets-shorts breaks visitors.
The visitor management strategy defines an overarching aim for the visitor experience in Afan forest park.
To continually improve the quality of the visitor experience within Afan forest park so the visitors, improves the quality of life of local residents and provides opportunities for local businesses, without detriment to the environment.
From this six strategic visitors’ experience objectives have been developed:
Develop a management structure that puts the visitor at the heart of the all visitor related functions to enable the management team to respond effectively to visitors needs, Raise levels of visitors satisfaction by improving the quality of visitor facilities, Provide local people and visitors with enjoyable experiences, Increase levels of visitor satisfaction, Raise awareness amongst key market groups through marketing, Increase income from visitor.
According to Kotler (2003) Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. Total quality management is an organisation wide approach to continuously improving the quality of all the organisation process.
Quality is used more and more often in companies, whether in the food, industrial or services sectors, and especially in the IT sector. In this report, the term "company" independently refers to any company, organization or association in the public or private sector. In the same way, the term "customer" must be taken generally to mean "beneficiary" and the term "product" the provision of a material or immaterial (service) deliverable. Many concepts hide behind the term "quality". This report aims to define the main terms and understand the goals and methods of implementing a quality procedure.
内部质量与外部质量一They are two types of Quality like External Quality and Internal Quality.
1. External quality, which corresponds to the satisfaction of customers. Achieving external quality requires providing a product or services that meet customers’ expectations in order to establish customer loyalty and therefore improve market share. The beneficiaries of external quality are a company's customers and external partners. This type of procedure therefore requires listening to customers but also must allow implicit needs that are not expressed by customers to be taken into account.
2. Internal quality, which corresponds to the improvement of a company's internal operation. The purpose of internal quality is to implement the means that make it possible to best describe the organization, and to spot and limit dysfunction. The beneficiaries of internal quality are the company's management and employees. Internal quality generally goes through a participative step in which internal processes are identified and formalized.
The purpose of quality is therefore to provide the customers with a suitable offer with controlled processes while ensuring that this improvement does not translate into additional costs. It is possible to improve a large number of problems at a low cost. However, the closer you get to perfection, the higher the costs reach.
In the absolute, for private sector companies it is not really a question of exhaustively meeting client expectations ("zero defects") but rather of meeting them better than the competition. In the public sector, quality reveals whether or not public funds are being used expertly in providing a service that is adapted to citizens' expectations.
The opposite of quality or a quality defect also has a cost. Indeed, it is generally more costly to correct defects or errors than to "do it right" from the beginning. In addition, the cost of a quality defect is greater the later it is detected. For example, making a defective product over will in the end cost more than double the production price that the initial product would have cost if it had been produced correctly the first time. Moreover, the price difference will be less if the defect is detected during production than if it is detected by the end customer.
It is a question of finding the right balance that eliminates quality defects as much as possible, in order to earn a good degree of customer satisfaction and customer loyalty and make profits, all with a reasonable budget.
One of the basic principles of quality is prevention and continual improvement. This means that quality is a never-ending project whose goal is to spot dysfunction as quickly as possible after it occurs. Thus, quality can be represented by a cycle of corrective and preventative actions called a "Deming cycle":
This cycle, represented in the Deming cycle, is called the PDCA model. PDCA refers to the four following steps:
"Plan: define the goals to be reached and plan how to implement the actions
Do: implement the corrective actions
"Check: verify that the set goals are achieved
"Act: depending on the results that occurred in the previous step, take preventative measures
Improving both internal and external quality can allows Afan forest park to work with its visitors in the best conditions, which translates into a relationship of trust and gains that are both financial (increased profits) as well as personal (clarification of roles, needs and the product/service; employee motivation) in nature.
Improving quality is a process that requires the participation of the entire Afan forest park and most of the time leads to changes in work habits and even organizational changes. Thus, a quality procedure is an organizational approach to continual progress in the area of elating quality defects. It is a participative procedure, meaning that the whole Afan forest park, including the highest level of the hierarchy, must participate.
According W.E Deming one the quality gurus for quality to be achieving you need to improve constantly and forever every process for planning, production, and service. Search continually for problems in order to improve every activity in the company, to improve quality and productivity, and thus, to constantly decrease costs. Institute innovation and constant improvement of product, service and process. And he continues to emphasis on top management commitment and action which clearly defines top management’s permanent commitment to ever improving quality and productivity and their obligation to implement all of these principles.Indeed,it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to that is, what they must do. Create a structure in top management that will push every day on the preceding 13 points, and take action in order to accomplish the transformation. Support is not enough action is required.
Quality system is defined in ISO 8402 as organization structure, procedures, processes and resources needed to implement quality management, (Hoyle, 1998).
Quality management is the all activities of the overall management function that determine the quality policy, objective and responsibilities, and implement them by means such as quality planning, quality control, quality assurances and quality improvement within the quality system. None of these definitions tells us much about what system is, although they identify the components of a system (the organization, resources, process etc.) but not what constitutes a system.
Having stated our quality policy and our objectives, we need a system to ensure the policy is implemented and the objectives achieved. Hence the relationship between the quality policy and the quality system shown below:
QUALITY
POLICY
QUALITY
OBJECTIVES
QUALITY SYSTEM
PRODUCTS AND SERVICES
MARKETS
The Model shows that the quality policy and objectives drive the quality, which itself produces the products and services. If the cycle functions dynamically, it should enable the organization to become world class in the quality of its products and service. The model therefore depicts a continual improvement cycle.
In the West and Japan, the prevalent quality systems framework is total quality management. It aims to mobilize the entire workforce in the pursuit of specific company goals aims at satisfying customer requirements for quality, price, and delivery by continuously improving the effectiveness and efficiency of every element in the business through the use of statistical thinking managing with facts, and defect and error prevention. It requires a company-wide awareness of the customer requirements and a culture based on continuous improvement (Kolarik, 1995)
Total quality management and other similar quality systems have been tried and used unsuccessfully in different country because of the different political and economical systems as well as the different quality awareness and assurance methods.
Quality assurance is the guarantee to maintain a certain level of quality according to target goals. It is guided by a framework document that formalizes the quality assurance measures.
标准8402-94给出下列定义一The standard 8402-94 gives the following definition:
The series of pre-established and systematic activities lay out in the quality system framework that performed when needed to prove that an entity will meet quality expectation.
It is obvious that the business environment, cultural traditions and human performance in Afan Forest Park are quite different from those of other Forest Park. We must develop for ourselves appropriate quality systems to meet the requirements.
Based on that model quality system it consists of the following subsystem. (The CIMS Center of NUAA, (1994;1995).
A Model of The Quality System Consists of The Following Subsystems:
Quality Management
Quality Planning
Process Quality Inspection and Control
Quality Improvement
The structuring of this quality system into the above four subsystem is based on the practical considerations on how it would be logically implemented. This is briefly described below:
In the light of the macro quality requirement of CAD/CAM’s engineering information system, define and set up the product quality standards and specifications.
According to the macro quality planning produced by management information system decompose quality plan monthly into action plans.
Based on the product design specification and manufacturing information, draw up inspection processes of parts and components of the products.
Receive and examine manufacturing data from shop floor, e.g. inspection results and quality control information; look for the reasons of defeats; feed the information back to the appropriate personnel or sections or processes; and then generate forecast quality targets which will be used as a reference for controlling manufacturing and assembly activities.
Process the various data collected from shop floor, design and technology sections suppliers and customers using chosen quality strategy to put forward the solutions for further quality improvement.
Experience has shown that quality improvement cannot be a one-off issue. The philosophy of continuous improvements in TQM has helped Japanese companies to achieve world-class manufacturing and in recent years, many outdated Western enterprises to find new life and vigour and achieve profitability. Developing and sustaining a good quality culture is deemed an essential component of this quality system.
Quality Management initiatives in service companies have been an ongoing effort. These initiatives have met with considerable success in some companies, and have less been less successful in others. The theories, concepts and frameworks adopted by service firms have typically been those advocated by Deming, Juran and other quality experts as well as the practical framework quality awards such as the Malcolm Baldrige National, Deming Price and the European Quality Award.
The Quality Management Consists of Six Modules, namely they are the comprehensive management of quality information, the materials quality management, the quality management of implements, the process quality management, the quality management of the after sales services of products, the inspection staff performance management.
Quality Planning Subsystem Is Made Up of Three Modules Which Support:
He collection of original inspection data, the setting up of the quality plans, the management of quality plans
Process Inspection and Control Subsystem is Composed of Five Separate Modules That Support:
The measurement and monitoring of manufacturing quality, The collection and classification of inspection data, The diagnosis of nonconformity, The analysis and evaluation of inspection data, The forecast and control of manufacturing quality.
Quality Improvement Has Four Modules Which Handle:
The collection of user suggestions regarding product quality problems form different subsystems of the CIM system, the collection of expressed needs for changes in the manufacturing sections, The gathering and documentation of design changes, The consolidation and execution of quality improvement action plans.
Quality improvement includes both the strategic aspects of the product or service offering (doing the right thing) and the execution of that product or service (doing it right first time).Quality products and service are no longer considered just a support activity, they are harnessed to support the firm’s overall strategy and exploited as a potential strategic weapon. Since Afan Forest Park offered service, they must plan for to ensure that high-quality products and services are produced efficiently.
Implementation of the Quality System
The quality system, involves a large amount of work and its scope is expensive. This brings up some difficulties of its implementation. The tasks to be done are many, but often we do not know where we should start from. Secondly, the quality system should reflect a firm’s strategy and policy which affect its survival. May issues are concerning quality management closely related to the goals or mission of an enterprise.
In an Integrated Approach to Service Quality Improvement
Parasuraman etal, (1994) described is the degree of discrepancy between customers normative expectations for the service and their perceptions of the service performance. Survive quality common definition is that the service should correspond to the customers’ expectation and satisfy their needs and requirements. It is customer-oriented, but should not be interpreted as meaning that the service provider should always comply with the customer and his wishes. That it is the customer who decides what is good or bad quality does not mean that the customer is always right or that the customer can always fully articulate or verbalize his needs and wishes. In order to also detect and understand non-verbalized customer needs, a sense of sight, functional dialog with the customer and an understanding of his situation are required. It is often appropriate to distinguish three groups of people whose expectations, needs and demands should be taken into accounts apart from customers, these are employees and owners.
Quality improvement can be regarded as a game where all participants are winners. This should be the point of departure for all quality development.
A conceptual model of service quality which includes five gaps is proposed by Parasuraman et al (1985), and Zeithamal et al. (19888).They is as follows:
Gap one is about managers’ perceptions of customers’ expectation on crevice quality.
Gap two is about service quality standards
Gap three is the difference between service quality standards and the level of service actually delivered.
Gap four is the difference service providers’ and service delivery and service providers’ promises through external communications
Gap five is the difference between expected service and perceived service from customers’ points of view.
This conceptual model is useful in that it is easy for practitioners to understand service quality components. However, for service quality improvement, a number of issues need to be examined and resolved first. For example:
How can these five service quality gaps be measured?
Is it necessary to reach to all service quality indicators or to only those that are below expectation?
What opportunities exist for further service quality improvement?
How potential service quality improvement projects should be evaluated.
Which department is responsible for service quality examination and evaluation?
Who is responsible for or accountable to service quality gaps?
服务质量的鉴定一The Measurement of Service Quality:
According to Juran(1992) , defines quality as ‘fitness for use’’ .He contends that the product must conform to be the needs and expectations of the end users.To explain quality further, Juran uses five dimensions:
Quality design
Quality of conformance
Availability
Safety
Field use
His major focus is on applying quality concepts and tools to enhance product features and reduce product deficiencies.
However, in service setting, as noted by Kettinger and lee (1994), there are no direct guidelines for measuring quality.
The series of re-established and systematic activities laid out in the quality system framework that are performed by Afan Forest Park will meet quality expectations.
Developing a Detailed Quality Action Plan to Include A Gap Analysis And Targets for the Specific Area Sited in the Case Study Survey That Needs Improvement:
The concept of total quality management refers to the implementation of a business plan that is based on a quality procedure that involves all employees, i.e. a comprehensive strategy by which an entire Afan forest park uses everything to satisfy its customers in terms of quality, cost, and deadline. A quality spirit must be developed and shared by all in order for total quality management to succeed.
The quality action plan should involve every section within the Afan Forest Park. This quality plan most leads to over roll improvement of services. The action plan most be understood by all parties and consultation should be made before such plan is made and implemented.
The levels of visitors satisfaction by improving quality of visitors facilities the Afan visitors management strategy provides overview of the current visitor experience which was highlight by visitors and there is need of improvement, this includes:.
Shower facilities
More prevalent and clear sign posting on bike trails
More litter bins
Play areas for children
Improve public transport.
But, the area of concern was the need for more litter bins and better signposting on bike trails.
Among the action plan that should be undertake by Afan Forest Park in addition to that has been mention in the case includes:
Sign Board, Calling centre, Danger Zone, Recreational facilities, Baby Changing room, Disable Toilet, Suggestion box
Sign board must be clear label and visible that can guard the visitors in the Afan Forest Park. Since the forest is growing with trees, it will be always be difficult for some visitors to locate some of the area for visit, if there is n sign board. This can even tell well about the exit and entry in Afan forest park and non entry area.
Calling Centre which can be helpful to visitor when needs arise. For example, they can provide intercom facilities at different locations which visitors use to get in touch with reception if they required further assistance/ services.
Danger Zone should be properly identifying sign labels to avoid any visitor to danger. Because forests are always dangerous, considering the wild animals is leaving in there. It will always important for the visitors coming to the forest park should be care and look after for the purpose of health and safety.
Recreational facilities are also necessary for visitors like Gym and places where visitor can come wonderful outing.
Baby changing room can be a very good idea of implementing within Afan Forest Park. This can help the women who accompany with their children. It is very necessary and important to be putting in place.
In addition to, the toilet facilities been provided, you can provide disable toilet for the benefit of the disable people as the benefit of the disable visitors because disable have their right likewise the able people.
Suggestion box also can be very fatal in terms of satisfying visitors. It is always fine to welcome your customer suggestion in order to plan ahead. This will improve your service future.
The above information can be added to the areas emphasis by visitors like more litter bins and better signposting on bike trails stand out this year as a new area of concern.
Clarifying planning objectives before embarking on the planning process is an important first step in quality planning. In Afan Forest Park quality planning has been conducted as a means of achieving top management involvement while some other organisations have conducted quality planning in order to identify potential quality improvement applications. Before an organisation knows why it wants to conduct quality planning, it is difficult to assess which planning method it should use and how the outcomes of the planning process can be evaluated.
The planning process also varies in terms of its sophistication and formality. Although a planning process implies a degree of formality, some organizations rely heavily on very structural and formal procedures and documentation whereas others have less formal procedures or documentation.
It is pleasing that last year, improvements and developments have continued in spite of the severe pressure on resources.
This service excellence has been recognized through various Independent inspections – for example, the inspection of School Improvement concluded that Neath Port Talbot has an “excellent” service with “excellent prospects for improvement”.
A range of other external judgments have consistently praised the Authority for having good services with promising prospects for improvement. Although few areas were concerned by the visitors which need to be improve including the additional areas which are recommended and suggested as need to improve that area and implemented.
The Audit Commission in Wales stated that “there is clear evidence that the Council has taken opportunities to improve services and is committed to implementing further change”.
Afan Forest Parks Information and Communication Technology service was judge a good service with promising prospects for improvement. Best practice in business planning was identified leading to a more consistent approach across the council a number of service reviews have been completed with action plans in place to deliver improvement.
Citizens’ Panel consultations were undertaken, giving resident an opportunity to express their views about a range of services. All parts of the council have attained investor in people status.
Afan Forest Park will continuous tackling a number of service and organizational problems that will help them to improve their service they will also work with regulators and inspectors to continue testing the quality of their service. Full versions of the improvement plan are available for inspection at neath.
As part of their commitment to improving the economic, social and environmental well-being of the area, Neath Port Talbot Council and Forest Enterprise are embarking on a tour of the communities to explain the benefits of tourism, and how this fits in with forest enterprises plans to develop forest for the future.
It will be an idea opportunity for the local people who took part in the wide consultation process to see how their ideas are being used to bring about lasting change.
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Afan Forest Park is very close to many areas of dense urban population, including Swansea, Neath, Port Talbot and Bridgend. It is adjacent to the M4, making it highly accessible to visitors from South Wales and southern /central England. In 1972 the Countryside Agency designated an area of the valley as a Country Park, the visitor centre and South Wales Miners Museum opened in 1976.The Forestry Commission designated a wider area as a Forest Park in the 1980s.Cyle and walking routes have been developed, and more recently mountain biking routes.
Afan Forest Park is run jointly by Forest Commission and Neath Port Talbot County Borough Council that covers 13,000 hectares. The Afan Forest Park consists of 9 walking trails, which are all varied in distance and technicality ranging from 1 miles easy walk to 8 miles strenuous 4 technical mountain bike trails, allowing the mountain biker to experience thrilling sections of downhill single track. A low level cycle route that could stretch up to 20 miles orienteering course varied in distance and technicality theatre Tymaen- a 200 seat open air theatre fishing at Glyncorrwg pouds Horse Trekking at Cimla trekking centre all ability trails suitable for Beamer Trampers (motorised scooters that can be hired within the visitor centre).
The Afan Valley Forest Park project has developed four world class mountain bike trails which resulted in visitor numbers increasing from just over 1,000 in 2002 to over 24,000 in 2003.The percentage of planning applications determined within 8 weeks fell from 82% to 69%, although this is still above the welsh average.
The Afan Forest Park visitor centre and surrounding area offers:
Café, Gift shop, South Wales miner’s museum and outdoor exhibits, Conference/training room, Information centre, Camping, Cycle hire and Toilet facilities as well.
宗旨一Mission Statement:
The Afan Forest Park is to create a more prosperous, better educated, healthier, greener, safer and more confident future for the people and communities of Neath Port Talbot.
The Vision for Afan Forest Park the Park
To realise Afan Forest Park’s potential as outdoor wilderness where communities and business combine to make the destination one of the most exhilarating and enjoyable visitor experience in Wales. In achieving these visions it requires satisfy of the visitors so that they would come again.
Evaluating the Strategic Objectives
In the strategic objective/aims of operations management of Afan forest park
Operation management is the process of obtaining and utilizing resources to produce useful goods and services so as to meet the goals of the organization. This includes the role of operations, strategic objectives and operation strategy. Where you can understand about the operation strategy as a long-range game plan for the production of the company’s products /services, and provides a road map for the production function in helping to achieve the business strategy.
The Afan forest park set out three strategic objective/ aims:
To build upon the distinctive strengths of Afan forest park through improvements to product quality and a good onward communication and promotion of the park’s assets.
To capture benefits realised through the development of Afan forest park to improve the economic, social and health scenarios with the geographical sphere of influence of the TGA initiative.
To give encouragement and support to those in the private sector wishing to purse opportunities within the umbrella of the TGA initiative and to help nurture ideas by helping signpost people to sources of support if outside of , but complimentary to the TGA.
Following on from TGA reports, a further study was commissioned to develop a marketing and interpretive strategy for Afan forest park which would integrate with the TGA action plan. This study has resulted in the production of four documents-three strategies and an executive summary/ action plan:
A visitor management strategy, an interpretation strategy, a marketing plan, this executive summary and action plan.
Together, these strategies provide a framework for achieving the aims set out in the TGA report.
The three strategies have been kept as separate documents for practical purposes but there is a large degree of overlap between them.
阿凡森林公园之游客管理策略一Afan Forest Park Visitor Management Strategy:
The visitor management strategy provides and overview of the current visitor experience within AFP, highlighting issues to be addressed and providing a strategic framework for future development.
The AFP product is reviewed in terms of the needs of the four key visitor groups which we believe will form the primary source of visitors to the area in the future.
These groups are General Day visitor, Local residents, Activity niche markets –day visitors, Activity niche markets-shorts breaks visitors.
The visitor management strategy defines an overarching aim for the visitor experience in Afan forest park.
To continually improve the quality of the visitor experience within Afan forest park so the visitors, improves the quality of life of local residents and provides opportunities for local businesses, without detriment to the environment.
From this six strategic visitors’ experience objectives have been developed:
Develop a management structure that puts the visitor at the heart of the all visitor related functions to enable the management team to respond effectively to visitors needs, Raise levels of visitors satisfaction by improving the quality of visitor facilities, Provide local people and visitors with enjoyable experiences, Increase levels of visitor satisfaction, Raise awareness amongst key market groups through marketing, Increase income from visitor.
According to Kotler (2003) Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. Total quality management is an organisation wide approach to continuously improving the quality of all the organisation process.
Quality is used more and more often in companies, whether in the food, industrial or services sectors, and especially in the IT sector. In this report, the term "company" independently refers to any company, organization or association in the public or private sector. In the same way, the term "customer" must be taken generally to mean "beneficiary" and the term "product" the provision of a material or immaterial (service) deliverable. Many concepts hide behind the term "quality". This report aims to define the main terms and understand the goals and methods of implementing a quality procedure.
内部质量与外部质量一They are two types of Quality like External Quality and Internal Quality.
1. External quality, which corresponds to the satisfaction of customers. Achieving external quality requires providing a product or services that meet customers’ expectations in order to establish customer loyalty and therefore improve market share. The beneficiaries of external quality are a company's customers and external partners. This type of procedure therefore requires listening to customers but also must allow implicit needs that are not expressed by customers to be taken into account.
2. Internal quality, which corresponds to the improvement of a company's internal operation. The purpose of internal quality is to implement the means that make it possible to best describe the organization, and to spot and limit dysfunction. The beneficiaries of internal quality are the company's management and employees. Internal quality generally goes through a participative step in which internal processes are identified and formalized.
The purpose of quality is therefore to provide the customers with a suitable offer with controlled processes while ensuring that this improvement does not translate into additional costs. It is possible to improve a large number of problems at a low cost. However, the closer you get to perfection, the higher the costs reach.
In the absolute, for private sector companies it is not really a question of exhaustively meeting client expectations ("zero defects") but rather of meeting them better than the competition. In the public sector, quality reveals whether or not public funds are being used expertly in providing a service that is adapted to citizens' expectations.
The opposite of quality or a quality defect also has a cost. Indeed, it is generally more costly to correct defects or errors than to "do it right" from the beginning. In addition, the cost of a quality defect is greater the later it is detected. For example, making a defective product over will in the end cost more than double the production price that the initial product would have cost if it had been produced correctly the first time. Moreover, the price difference will be less if the defect is detected during production than if it is detected by the end customer.
It is a question of finding the right balance that eliminates quality defects as much as possible, in order to earn a good degree of customer satisfaction and customer loyalty and make profits, all with a reasonable budget.
One of the basic principles of quality is prevention and continual improvement. This means that quality is a never-ending project whose goal is to spot dysfunction as quickly as possible after it occurs. Thus, quality can be represented by a cycle of corrective and preventative actions called a "Deming cycle":
This cycle, represented in the Deming cycle, is called the PDCA model. PDCA refers to the four following steps:
"Plan: define the goals to be reached and plan how to implement the actions
Do: implement the corrective actions
"Check: verify that the set goals are achieved
"Act: depending on the results that occurred in the previous step, take preventative measures
Improving both internal and external quality can allows Afan forest park to work with its visitors in the best conditions, which translates into a relationship of trust and gains that are both financial (increased profits) as well as personal (clarification of roles, needs and the product/service; employee motivation) in nature.
Improving quality is a process that requires the participation of the entire Afan forest park and most of the time leads to changes in work habits and even organizational changes. Thus, a quality procedure is an organizational approach to continual progress in the area of elating quality defects. It is a participative procedure, meaning that the whole Afan forest park, including the highest level of the hierarchy, must participate.
According W.E Deming one the quality gurus for quality to be achieving you need to improve constantly and forever every process for planning, production, and service. Search continually for problems in order to improve every activity in the company, to improve quality and productivity, and thus, to constantly decrease costs. Institute innovation and constant improvement of product, service and process. And he continues to emphasis on top management commitment and action which clearly defines top management’s permanent commitment to ever improving quality and productivity and their obligation to implement all of these principles.Indeed,it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to that is, what they must do. Create a structure in top management that will push every day on the preceding 13 points, and take action in order to accomplish the transformation. Support is not enough action is required.
Quality system is defined in ISO 8402 as organization structure, procedures, processes and resources needed to implement quality management, (Hoyle, 1998).
Quality management is the all activities of the overall management function that determine the quality policy, objective and responsibilities, and implement them by means such as quality planning, quality control, quality assurances and quality improvement within the quality system. None of these definitions tells us much about what system is, although they identify the components of a system (the organization, resources, process etc.) but not what constitutes a system.
Having stated our quality policy and our objectives, we need a system to ensure the policy is implemented and the objectives achieved. Hence the relationship between the quality policy and the quality system shown below:
QUALITY
POLICY
QUALITY
OBJECTIVES
QUALITY SYSTEM
PRODUCTS AND SERVICES
MARKETS
The Model shows that the quality policy and objectives drive the quality, which itself produces the products and services. If the cycle functions dynamically, it should enable the organization to become world class in the quality of its products and service. The model therefore depicts a continual improvement cycle.
In the West and Japan, the prevalent quality systems framework is total quality management. It aims to mobilize the entire workforce in the pursuit of specific company goals aims at satisfying customer requirements for quality, price, and delivery by continuously improving the effectiveness and efficiency of every element in the business through the use of statistical thinking managing with facts, and defect and error prevention. It requires a company-wide awareness of the customer requirements and a culture based on continuous improvement (Kolarik, 1995)
Total quality management and other similar quality systems have been tried and used unsuccessfully in different country because of the different political and economical systems as well as the different quality awareness and assurance methods.
Quality assurance is the guarantee to maintain a certain level of quality according to target goals. It is guided by a framework document that formalizes the quality assurance measures.
标准8402-94给出下列定义一The standard 8402-94 gives the following definition:
The series of pre-established and systematic activities lay out in the quality system framework that performed when needed to prove that an entity will meet quality expectation.
It is obvious that the business environment, cultural traditions and human performance in Afan Forest Park are quite different from those of other Forest Park. We must develop for ourselves appropriate quality systems to meet the requirements.
Based on that model quality system it consists of the following subsystem. (The CIMS Center of NUAA, (1994;1995).
A Model of The Quality System Consists of The Following Subsystems:
Quality Management
Quality Planning
Process Quality Inspection and Control
Quality Improvement
The structuring of this quality system into the above four subsystem is based on the practical considerations on how it would be logically implemented. This is briefly described below:
In the light of the macro quality requirement of CAD/CAM’s engineering information system, define and set up the product quality standards and specifications.
According to the macro quality planning produced by management information system decompose quality plan monthly into action plans.
Based on the product design specification and manufacturing information, draw up inspection processes of parts and components of the products.
Receive and examine manufacturing data from shop floor, e.g. inspection results and quality control information; look for the reasons of defeats; feed the information back to the appropriate personnel or sections or processes; and then generate forecast quality targets which will be used as a reference for controlling manufacturing and assembly activities.
Process the various data collected from shop floor, design and technology sections suppliers and customers using chosen quality strategy to put forward the solutions for further quality improvement.
Experience has shown that quality improvement cannot be a one-off issue. The philosophy of continuous improvements in TQM has helped Japanese companies to achieve world-class manufacturing and in recent years, many outdated Western enterprises to find new life and vigour and achieve profitability. Developing and sustaining a good quality culture is deemed an essential component of this quality system.
Quality Management initiatives in service companies have been an ongoing effort. These initiatives have met with considerable success in some companies, and have less been less successful in others. The theories, concepts and frameworks adopted by service firms have typically been those advocated by Deming, Juran and other quality experts as well as the practical framework quality awards such as the Malcolm Baldrige National, Deming Price and the European Quality Award.
The Quality Management Consists of Six Modules, namely they are the comprehensive management of quality information, the materials quality management, the quality management of implements, the process quality management, the quality management of the after sales services of products, the inspection staff performance management.
Quality Planning Subsystem Is Made Up of Three Modules Which Support:
He collection of original inspection data, the setting up of the quality plans, the management of quality plans
Process Inspection and Control Subsystem is Composed of Five Separate Modules That Support:
The measurement and monitoring of manufacturing quality, The collection and classification of inspection data, The diagnosis of nonconformity, The analysis and evaluation of inspection data, The forecast and control of manufacturing quality.
Quality Improvement Has Four Modules Which Handle:
The collection of user suggestions regarding product quality problems form different subsystems of the CIM system, the collection of expressed needs for changes in the manufacturing sections, The gathering and documentation of design changes, The consolidation and execution of quality improvement action plans.
Quality improvement includes both the strategic aspects of the product or service offering (doing the right thing) and the execution of that product or service (doing it right first time).Quality products and service are no longer considered just a support activity, they are harnessed to support the firm’s overall strategy and exploited as a potential strategic weapon. Since Afan Forest Park offered service, they must plan for to ensure that high-quality products and services are produced efficiently.
Implementation of the Quality System
The quality system, involves a large amount of work and its scope is expensive. This brings up some difficulties of its implementation. The tasks to be done are many, but often we do not know where we should start from. Secondly, the quality system should reflect a firm’s strategy and policy which affect its survival. May issues are concerning quality management closely related to the goals or mission of an enterprise.
In an Integrated Approach to Service Quality Improvement
Parasuraman etal, (1994) described is the degree of discrepancy between customers normative expectations for the service and their perceptions of the service performance. Survive quality common definition is that the service should correspond to the customers’ expectation and satisfy their needs and requirements. It is customer-oriented, but should not be interpreted as meaning that the service provider should always comply with the customer and his wishes. That it is the customer who decides what is good or bad quality does not mean that the customer is always right or that the customer can always fully articulate or verbalize his needs and wishes. In order to also detect and understand non-verbalized customer needs, a sense of sight, functional dialog with the customer and an understanding of his situation are required. It is often appropriate to distinguish three groups of people whose expectations, needs and demands should be taken into accounts apart from customers, these are employees and owners.
Quality improvement can be regarded as a game where all participants are winners. This should be the point of departure for all quality development.
A conceptual model of service quality which includes five gaps is proposed by Parasuraman et al (1985), and Zeithamal et al. (19888).They is as follows:
Gap one is about managers’ perceptions of customers’ expectation on crevice quality.
Gap two is about service quality standards
Gap three is the difference between service quality standards and the level of service actually delivered.
Gap four is the difference service providers’ and service delivery and service providers’ promises through external communications
Gap five is the difference between expected service and perceived service from customers’ points of view.
This conceptual model is useful in that it is easy for practitioners to understand service quality components. However, for service quality improvement, a number of issues need to be examined and resolved first. For example:
How can these five service quality gaps be measured?
Is it necessary to reach to all service quality indicators or to only those that are below expectation?
What opportunities exist for further service quality improvement?
How potential service quality improvement projects should be evaluated.
Which department is responsible for service quality examination and evaluation?
Who is responsible for or accountable to service quality gaps?
服务质量的鉴定一The Measurement of Service Quality:
According to Juran(1992) , defines quality as ‘fitness for use’’ .He contends that the product must conform to be the needs and expectations of the end users.To explain quality further, Juran uses five dimensions:
Quality design
Quality of conformance
Availability
Safety
Field use
His major focus is on applying quality concepts and tools to enhance product features and reduce product deficiencies.
However, in service setting, as noted by Kettinger and lee (1994), there are no direct guidelines for measuring quality.
The series of re-established and systematic activities laid out in the quality system framework that are performed by Afan Forest Park will meet quality expectations.
Developing a Detailed Quality Action Plan to Include A Gap Analysis And Targets for the Specific Area Sited in the Case Study Survey That Needs Improvement:
The concept of total quality management refers to the implementation of a business plan that is based on a quality procedure that involves all employees, i.e. a comprehensive strategy by which an entire Afan forest park uses everything to satisfy its customers in terms of quality, cost, and deadline. A quality spirit must be developed and shared by all in order for total quality management to succeed.
The quality action plan should involve every section within the Afan Forest Park. This quality plan most leads to over roll improvement of services. The action plan most be understood by all parties and consultation should be made before such plan is made and implemented.
The levels of visitors satisfaction by improving quality of visitors facilities the Afan visitors management strategy provides overview of the current visitor experience which was highlight by visitors and there is need of improvement, this includes:.
Shower facilities
More prevalent and clear sign posting on bike trails
More litter bins
Play areas for children
Improve public transport.
But, the area of concern was the need for more litter bins and better signposting on bike trails.
Among the action plan that should be undertake by Afan Forest Park in addition to that has been mention in the case includes:
Sign Board, Calling centre, Danger Zone, Recreational facilities, Baby Changing room, Disable Toilet, Suggestion box
Sign board must be clear label and visible that can guard the visitors in the Afan Forest Park. Since the forest is growing with trees, it will be always be difficult for some visitors to locate some of the area for visit, if there is n sign board. This can even tell well about the exit and entry in Afan forest park and non entry area.
Calling Centre which can be helpful to visitor when needs arise. For example, they can provide intercom facilities at different locations which visitors use to get in touch with reception if they required further assistance/ services.
Danger Zone should be properly identifying sign labels to avoid any visitor to danger. Because forests are always dangerous, considering the wild animals is leaving in there. It will always important for the visitors coming to the forest park should be care and look after for the purpose of health and safety.
Recreational facilities are also necessary for visitors like Gym and places where visitor can come wonderful outing.
Baby changing room can be a very good idea of implementing within Afan Forest Park. This can help the women who accompany with their children. It is very necessary and important to be putting in place.
In addition to, the toilet facilities been provided, you can provide disable toilet for the benefit of the disable people as the benefit of the disable visitors because disable have their right likewise the able people.
Suggestion box also can be very fatal in terms of satisfying visitors. It is always fine to welcome your customer suggestion in order to plan ahead. This will improve your service future.
The above information can be added to the areas emphasis by visitors like more litter bins and better signposting on bike trails stand out this year as a new area of concern.
Clarifying planning objectives before embarking on the planning process is an important first step in quality planning. In Afan Forest Park quality planning has been conducted as a means of achieving top management involvement while some other organisations have conducted quality planning in order to identify potential quality improvement applications. Before an organisation knows why it wants to conduct quality planning, it is difficult to assess which planning method it should use and how the outcomes of the planning process can be evaluated.
The planning process also varies in terms of its sophistication and formality. Although a planning process implies a degree of formality, some organizations rely heavily on very structural and formal procedures and documentation whereas others have less formal procedures or documentation.
It is pleasing that last year, improvements and developments have continued in spite of the severe pressure on resources.
This service excellence has been recognized through various Independent inspections – for example, the inspection of School Improvement concluded that Neath Port Talbot has an “excellent” service with “excellent prospects for improvement”.
A range of other external judgments have consistently praised the Authority for having good services with promising prospects for improvement. Although few areas were concerned by the visitors which need to be improve including the additional areas which are recommended and suggested as need to improve that area and implemented.
The Audit Commission in Wales stated that “there is clear evidence that the Council has taken opportunities to improve services and is committed to implementing further change”.
Afan Forest Parks Information and Communication Technology service was judge a good service with promising prospects for improvement. Best practice in business planning was identified leading to a more consistent approach across the council a number of service reviews have been completed with action plans in place to deliver improvement.
Citizens’ Panel consultations were undertaken, giving resident an opportunity to express their views about a range of services. All parts of the council have attained investor in people status.
Afan Forest Park will continuous tackling a number of service and organizational problems that will help them to improve their service they will also work with regulators and inspectors to continue testing the quality of their service. Full versions of the improvement plan are available for inspection at neath.
As part of their commitment to improving the economic, social and environmental well-being of the area, Neath Port Talbot Council and Forest Enterprise are embarking on a tour of the communities to explain the benefits of tourism, and how this fits in with forest enterprises plans to develop forest for the future.
It will be an idea opportunity for the local people who took part in the wide consultation process to see how their ideas are being used to bring about lasting change.
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