Professional Documents
Culture Documents
1992, many people within the company and in the rest of the hospitality
industry asked, “Where can Ritz-Carlton go from here?” If you already give
the best customer service, how can you improve? What can you do to build
An ordinary firm might have hung the award on the wall and been
content with its status, but not this company. Ritz-Carlton management
knows that total quality management is an ongoing process. After all, the
seem like a difficult task, but when you consider all the changes in employee
Carlton had already made, you have to ask “What's left to improve”?
To answer that question, you first need to know what total quality
skills and give them minimal training. The result is poor quality or
inconsistent service, low employee morale, and high turnover. At the Ritz-
certification.
routinely tests more than 75 percent of its employees. Employees are tested
on two front: (1) their mastery of skills associated with their particular
employment and (2) their grasp of knowledge that will qualify them as
“quality engineers.” Skills testing varies with the job: telephone operators
might have their customer calls monitored to ensure that they adhere to
fails the skills test, a company trainer attempts to determine the cause of the
something else. The company expects 100 percent compliance with skills
the company's twenty basic points of service. All employees must learn the
company credo and the three steps of service. The Ritz-Carlton Credo
states:
The Ritz-Carlton Hotel is a place where the genuine care and comfort
of our guests is our highest mission. We pledge to provide the finest
personal service and facilities for our guests who will always enjoy a
warm, relaxed yet refined ambiance. The Ritz-Carlton experience
enlivens the senses, instills well-being, and fulfills even the
unexpressed wishes and needs of our guests.
The three steps of service are (1) a warm and sincere greeting, (2)
anticipation and compliance with guest needs, and (3) a fond farewell, using
At the Ritz-Carlton, employees are not servants, they are “ladies and
say “Good morning” or “good afternoon”, not “Hi, how's it going.” The
employees feel more comfortable in their jobs, so that they will be more
says.
What sorts of decisions can employees make? They can handle any
customer complaint on the spot and spend up to $2,000 doing so. And they
can demand the immediate assistance of other employees. Twenty minutes
later, they should telephone the guest to make sure that the complaint was
automatically get the desired service the next time he or she stays at a Ritz-
the 1-10-100 rule: “What costs a dollar to fix today will cost $10 to fix
avoid them in the first place. Any employee who spots a potential problem
market growth and development, and other business indicators. From top
Carlton collects daily reports from each of the 720 work areas in each of the
ways. First, the company aimed at global recognition for its quality efforts.
Self-Directed Work Teams (SDWTs). Progress toward the first goal occurred
when the Ritz-Carlton, Cancun, won Mexico's National Quality Award, and
other Ritz-Carlton hotels won the Australia State and National Customer
Service Awards, Hawaii's State Quality Award, and Houston's City Quality
Award.
The Self-Directed Work Teams project got off the ground in Tysons
Corner in 1993. It proved so successful that it was rolled out in the other 30
SWDTs have two major benefits: They liberate and unleash the creative
employees are happier and more satisfied with their jobs and managers are
free to provide vision and direction rather than direct supervision.
In the future, the Ritz-Carlton may be able to “sell” its service know-
how. Recently, United Airlines enlisted the help of the Ritz-Carlton to train
the well on the bottom of the bottle) to gracefully serving from a platter
during turbulence (maintain your composure). More important than the skills
The president of the Ritz-Carlton chain has set a new goal of 100
a costly process that can reduce company profits, and some critics believe
that Ritz-Carlton is not sensitive enough to its bottom line. For example, to
and employee effort for a relatively low dollar return. Besides, how can any
firm anticipate all possible problems and eliminate all complaints? Should it
even try?