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Business Report格式范文:Ryanair and GE Total Quality Management (TQM)

论文价格: 免费 时间:2023-01-19 15:20:46 来源:www.ukassignment.org 作者:留学作业网

Business Report格式范文-瑞安航空和通用电气全面质量管理。本文是一篇留学生Business Report写作格式范文,主要内容是讲述所有企业都关注质量,通常是因为他们已经认识到高质量可以带来显著的竞争优势。优质的产品和服务降低了返工、浪费、投诉和退货的成本,最重要的是,产生了满意的客户。值得注意的是,质量被认为是竞争工具中最重要的因素之一。

全面质量管理(TQM)在20世纪70年代末和80年代开始受到所有类型企业的欢迎,其根源在于几位管理思想家的早期工作。Feigenbaum在1957年推广了“全面质量管理”一词。之后,它通过德明、朱兰、石川、田口和克罗斯比等几位“质量大师”的工作得以发展。TQM可以被视为质量相关实践进展方式的逻辑延伸。以下就是这篇Business Report格式的全部内容,供参考。

Report格式范文

Quality Management : History and Purpose 质量管理:历史和目的

All businesses are concerned with quality, usually because they have come to understand that high quality can give a significant competitive advantage.[2] Good quality products and services reduce the costs of rework, waste, complaints and returns and, most importantly, generate satisfied customers. [1] It is noticed that quality is considered as one of the most important factor as a competitive tool.

Total Quality Management (TQM) that became popular with all types of business in the late 1970s and 1980s has its roots in earlier work by several management thinkers. Feigenbaum popularized the term ‘total quality management’ in 1957. After that it was developed through the work of several ‘quality gurus’ including Deming, Juran, Ishikawa, Taguchi and Crosby. TQM can be viewed as a logical extension of the way in which quality-related practice has progressed. [2]

Originally quality was achieved by inspection – screening out defects before customers noticed them. Then the ‘quality control’ (QC) concept developed a more systematic approach to not only detecting but also solving quality problems. ‘Quality assurance’ (QA) widened the responsibility for quality to include functions other than direct operations, such as Human Resources, Accounting and Marketing[2]. Quality management has also made increasing use of advanced statistical quality techniques since 1980’s through Six Sigma process input-output improvement to deliver quality. Some organisations such as Ryanair, Toyota etc. suggests and favour TQM as an outstanding turn around strategy where as some organisations such as GE, GM, Honeywell etc. has attained success through laying down Six Sigma in all its functional chains and processes and they firmly believe and live Six Sigma.

最初,质量是通过检查来实现的——在客户注意到缺陷之前筛选出缺陷。然后,“质量控制”概念发展了一种更系统的方法,不仅可以检测质量问题,还可以解决质量问题质量保证”将质量责任扩大到包括直接运营以外的职能,如人力资源、会计和营销。自20世纪80年代以来,通过六西格玛过程的投入产出改进,质量管理也越来越多地使用先进的统计质量技术来提供质量。瑞安航空、丰田等一些组织建议并支持全面质量管理作为一种杰出的扭转战略,而通用电气、通用汽车、霍尼韦尔等组织通过在其所有职能链和流程中建立六西格玛而取得了成功,他们坚信并践行六西格玛。

Executive Summary 执行摘要

This report follows my conclusions and understanding from readings and abstract from various reliable sources mentioned in the headers, footers and the dedicated referencing part of the report. The report introduces us to the quality approaches followed by Ryanair and GE who are from different industry having different orientations. The report also suggests why Ryanair has tag on TQM and how innovations, changes in business environment and competitiveness are affected and later it is critically discussed that improvement is necessary in Ryanair’s quality management to compete. Since the fashionable peak of TQM and Six Sigma, in general there has been some decline in its status, yet, many of its ideas included in this report, have become accepted quality practice. [2]

本报告遵循了我从页眉、页脚和报告专用参考部分中提到的各种可靠来源的阅读和摘要中得出的结论和理解。该报告向我们介绍了瑞安航空和通用电气采用的质量方法,他们来自不同的行业,具有不同的方向。该报告还提出了瑞安航空为什么要重视全面质量管理,以及创新、商业环境和竞争力的变化如何受到影响,随后,人们对瑞安航空的质量管理需要改进进行了批判性的讨论。自TQM和六西格玛的流行高峰以来,总体而言,其地位有所下降,但本报告中包含的许多理念已成为公认的质量实践。

Reflection in the Report:报告中的反思

My perception before I started my studies and research into this subject matter, the Quality, was that “the quality is found only in the expensive and branded products and that the Quality Control is the out put focused single method of quality management.” My tutor, Mr. Sotunde, the guide to Operations and Process Management by Slack N. and co authors, various readings from Quality and Business magazines have clarified me the concept of quality and how it can be managed effectively.

在我开始研究这一主题“质量”之前,我的看法是“只有在昂贵的品牌产品中才能找到质量,质量控制是质量管理的唯一方法。”,来自《质量与商业》杂志的各种阅读让我清楚了质量的概念以及如何有效地管理质量。

Firstly, I learnt that the quality is a value in product and/or service and it can be established by the customers’ expectations that are to be matched with the actual product and/or service. Secondly, quality cannot be measured with price alone as price is the major factor of companies’ strategy to exploit or to compete in the market and it is the financial factor to affect the profitability. But, quality can be found in low price products or services as well such as in Value for Money goods and services or it is found as a value that a company can deliver in its product or services for a justifiable price.

首先,我了解到质量是产品和/或服务的一种价值,它可以由客户的期望来确定,并与实际的产品和//或服务相匹配。其次,质量不能仅用价格来衡量,因为价格是公司开发或竞争市场战略的主要因素,也是影响盈利能力的财务因素。但是,质量可以在低价格的产品或服务中找到,也可以在物超所值的商品和服务中找到。或者,质量是一个公司可以以合理的价格提供其产品或服务的价值。

I learnt that the quality function is not limited to the out put but it can be practised through out the organisation in to all its processes to produce or provide goods and services of the consistent quality as per the expectations of the customers. As it has to be practised universally it is the responsibility of all and the value of the quality should be understood and communicated within and outside the organisation for example to the suppliers and distributors.

我了解到,质量职能不限于产出,而是可以在整个组织的所有流程中实践,以根据客户的期望生产或提供一致质量的商品和服务。由于必须普遍实施,所有人都有责任,质量的价值应在组织内外得到理解和传达,例如供应商和分销商。

Additionally, there are varieties of approaches to the Quality that are practised by different organisations. Though having similar functions, organisations in the same industry or in direct competition, it is seen that two different organisations follow different quality management approach and both are successful in terms of the quality goods and services it produce or provide.

此外,不同组织采用了多种质量方法。尽管在同一行业或直接竞争中具有相似的职能、组织,但可以看出,两个不同的组织采用不同的质量管理方法,并且在其生产或提供的优质商品和服务方面都是成功的。

Establishing quality standards and following/meeting them sincerely is not enough for the organisations to stay longer on the edge because they could be copied or imitated by our competitors or new entrants or customers’ quality expectation might change. So, it is very much essential for organisations that they make every effort to improve their quality aspect. I have also learnt that the quality approach developed within the organisation such as TQM by Toyota and formalised Six Sigma by Motorola are difficult to be copied exactly overnight and if concepts adopted completely than too one can’t beat them in their own game because they are constantly improving their functions and process to excel the customers perceptions, keeping them always a step ahead. It is also seen that quality standards are formalised by organisations such as ISO and ISI and organisations help each other by affiliations such as EFQM to improve the quality aspects in production or provision of goods and services.

建立质量标准并真诚地遵守/满足这些标准是不够的,因为这些标准可能会被我们的竞争对手或新进入者复制或模仿,或者客户的质量期望可能会改变。因此,对组织来说,尽一切努力提高质量是非常重要的。我还了解到,在组织内部制定的质量方法,如丰田的TQM和摩托罗拉的正式六西格玛,很难在一夜之间完全复制,如果概念被完全采用,人们无法在自己的游戏中击败他们,因为他们不断改进自己的功能和流程,让他们始终领先一步。还可以看到,质量标准由ISO和ISI等组织正式制定,组织通过EFQM等附属机构相互帮助,以提高生产或提供商品和服务的质量方面。

RYANAIR:[3]瑞安航空

Ryanair, currently, Europe’s original and still largest low-fare, no frills airline with workforce of over 5,000 employees, around fleet of 250 aircrafts including new Boeing 737-800 aircrafts provide services to around 12m passengers every year to over 1,100 low-fare routes across 26 European countries.

瑞安航空目前是欧洲最早也是最大的廉价廉价航空公司,员工超过5000人,拥有250架飞机,包括新的波音737-800飞机,每年为约1200万名乘客提供服务,飞往26个欧洲国家的1100多条廉价航线。

According to the CEO, Michael O’ Leary, ‘Our customer service is about the most well defined in the world. We guarantee to give you the lowest air fare. You get a safe flight. You get a normally on-time flight. That’s the package. We don’t, and won’t, give you anything more. Are we going to say sorry for our lack of customer service? Absolutely not. If a plane is cancelled, will we put you up in a hotel overnight? Absolutely not. If a plane is delayed, will we give you a voucher for a restaurant? Absolutely not.’

据首席执行官迈克尔·奥利里说,我们的客户服务是世界上定义最明确的。我们保证给你最低的机票。你会得到一个安全的航班。你的航班正常准点。这就是包裹。我们不会也不会再给你任何东西。我们是否要为我们缺乏客户服务而道歉?绝对不是。如果飞机被取消,我们会让你在酒店过夜吗?绝对不是。如果飞机晚点,我们会给你一张餐厅的优惠券吗?绝对不是。”

GE: [9]通用电气

GE is a diversified infrastructure, finance and media company taking on the world’s toughest challenges. From aircraft engines and power generation to financial services, medical imaging, and television programming, GE operates in more than 100 countries and employs more than 300,000 people worldwide. Their businesses fuel the global economy and improve people’s lives. Their global research team with more than 2,500 researchers working towards the next breakthrough, GE is positioned to continually innovate, invent and reinvent.

通用电气是一家多元化的基础设施、金融和媒体公司,面临着世界上最严峻的挑战。从飞机发动机和发电到金融服务、医疗成像和电视节目,通用电气在100多个国家开展业务,在全球雇佣了30多万员工。他们的企业推动了全球经济,改善了人们的生活。他们的全球研究团队拥有2500多名研究人员,致力于下一个突破,GE将继续创新、发明和重塑。

General Electric (GE) says that its commitment to quality is based on the ideas of globalization and instant access to information, and products and services that continue to change the way its customers conduct business.

通用电气表示,其对质量的承诺基于全球化和即时获取信息的理念,以及不断改变其客户经营方式的产品和服务。

Their quality mission statement reads, in part, “Today’s competitive environment leaves no room for error. We must meet our customers’ needs and relentlessly look for new ways to exceed their expectations.”

他们的质量使命声明部分写道:“当今的竞争环境不容出错。我们必须满足客户的需求,并坚持不懈地寻找超越客户期望的新方法。”

Ryanair v/s GE 瑞安航空与通用电气

Quality Philosophy and approach:质量理念和方法

For both Ryanair and GE, quality means the consistent conformance to customers’ expectations by laying down the concepts of service quality, process management, quality assertion and quality perfection, but, their approach to quality management is quite different.

对于瑞安航空和通用电气来说,质量意味着通过制定服务质量、流程管理、质量主张和质量完善的概念,始终符合客户的期望,但他们的质量管理方法却截然不同。

Ryanair and TQM:瑞安航空和全面质量管理

Ryanair offers value for money, point-to-point air travel and aims nothing close to luxurious service. Quality provision at Ryanair is intended from their point of view giving adequate consideration to the expectations and perceptions of their targeted segment for the fare it is offering and it is seen that Ryanair is delivering these expectations by its on time journeys, passenger and baggage safety, good appearance and attitude of crews, the way it meets the industry challenges and resolves the service failures. Since 1997, it has adopted and living the total quality management to deliver its quality objectives through its Lowest Fares and Passenger Service Charter. [6] The up to date highlights (non-exhaustive, for complete list please follow Appendix 1) from this charter stating their significant commitments are:

瑞安航空提供物超所值的点对点航空旅行,其目标与豪华服务毫不接近。瑞安航空的质量提供旨在从他们的角度出发,充分考虑到他们所提供票价的目标群体的期望和看法,可以看出,瑞安航空通过其准时旅行、乘客和行李安全、良好的外观和机组人员的态度,它应对行业挑战和解决服务故障的方式。自1997年以来,该公司一直采用全面质量管理,通过最低票价和乘客服务宪章实现其质量目标。本章程的最新亮点,说明其重要承诺如下:

To offer the lowest fares at all time on all routes.在所有路线上始终提供最低票价。

To notify passengers of known delays, cancellations and diversions.通知乘客已知的延误、取消和改道。

To allow reservation changes.允许更改预订。

To respond quickly to passenger complaints and provide prompt refunds.快速响应乘客投诉并及时退款。

To take measures to speed up check-in.采取措施加快办理登机手续。

The success and growth that Ryanair is currently enjoying is due to providing the best value for money service as right first time in all its functions from booking the ticket to the baggage handling. It is universally understood within the organisation that little extra effort will bring big results and these efforts do not require a huge investment in training. The Ryanair control its functions and processes through its industry benchmarking and setting its own internal quality standards. It uses Servicemail and other performance statistics to evaluate their position in their highly competitive aviation industry.

瑞安航空目前所取得的成功和增长得益于其从订票到行李处理的所有功能中首次提供了性价比最高的服务。组织内部普遍认为,很少的额外努力会带来巨大的成果,而这些努力不需要在培训方面进行巨额投资。瑞安航空通过其行业基准和制定自己的内部质量标准来控制其职能和流程。它使用Servicemail和其他性能统计数据来评估他们在竞争激烈的航空业中的地位。

GE and Six Sigma:通用电气与六西格玛

Most of the GE business segments are involved in large scale manufacturing activities at a greater extent. In 1988 with a program called Work-Out, GE started focusing on quality issues that has helped them to open its corporate culture to established ideas from any quarter regarding quality management that later created an environment that eventually led to Six Sigma. Work-Out was used to identify and eliminate unneeded processes and tasks by development teams from multiple departments to find a solution to a problem. Now, Six Sigma is embedding quality thinking into every level of operation around the globe. These uses statistical tools and systems to monitor and control processes and functions to have outputs close to zero defects.

通用电气的大部分业务部门在更大程度上参与了大规模的制造活动。1988年,通用电气通过一项名为“工作”的计划,开始关注质量问题,这有助于他们开放企业文化,接受任何一个季度关于质量管理的既定理念,后来创造了一个最终导致六西格玛的环境。WorkOut用于识别和消除来自多个部门的开发团队不必要的流程和任务,以找到问题的解决方案。现在,六西格玛正在将质量思维融入全球各个运营层面。它们使用统计工具和系统来监控和控制过程和功能,以使输出接近零缺陷。

The three key elements that GE focuses to their quality initiatives are customers, processes and employees. Everything the company does in its quest for world-class quality focuses on these three essential elements. Customers are at the centre of GE universe and they define quality by their expectations of performance, reliability and other factors. To attain the level of quality that their customers require, GE conducts what it calls “Outside-In Thinking”.

通用电气专注于其质量计划的三个关键要素是客户、流程和员工。公司在追求世界级质量的过程中所做的一切都集中在这三个基本要素上。客户是通用电气世界的中心,他们通过对性能、可靠性和其他因素的期望来定义质量。为了达到客户要求的质量水平,通用电气开展了所谓的“外部思考”。

Outside-In Thinking calls on GE to look at its business from its customers’ perspective. “By understanding the transaction lifecycle from the customer’s needs and processes, we can discover what they are seeing and feeling. With this knowledge, we can identify areas where we can add significant value or improvement from their perspective,” GE’s quality statement reads.

Outside In Thinking呼吁通用电气从客户的角度看待其业务。GE的质量声明中写道:“通过从客户的需求和流程中了解交易生命周期,我们可以发现他们所看到的和感受到的。有了这些知识,我们可以从他们的角度确定我们可以增加显著价值或改进的领域。”。

The employees are a key to the quality approach and at GE, quality is embedded as the responsibility of every employee. Keeping this in mind, all GE employees are provided training in the strategy, statistical tools and techniques of Six Sigma Quality. Variety of training courses are offered at different levels including basic awareness to Six Sigma; basic tool introduction to equip employees to participate on Six Sigma teams; Master Black Belt, Black Belt and Green Belt Training for leader managers; and Design for Six Sigma training.

员工是质量方法的关键,在GE,质量是每个员工的责任。牢记这一点,为所有通用电气员工提供六西格玛质量战略、统计工具和技术方面的培训。在不同级别提供各种培训课程,包括对六西格玛的基本认识;基本工具介绍,使员工能够参与六西格玛团队;为领导者管理者提供黑带、黑带和绿带大师培训;和六西格玛培训设计。

Summing-up:总结

Both, Ryanair and GE are trying to deliver exceeding quality products and services to both their internal and external customers, clearly understanding that quality is a consistent versatile activity having both quantitative and non-quantitative attributes such as re-visiting customer? Yes/No. They have emphasised and communicated throughout the organisation that quality is the responsibility of every individual and through these responsibility they ensures that all processes, inputs and outputs, maintain and produce consistent confirmative level of quality products and services.

瑞安航空和通用电气都在努力向其内部和外部客户提供超高质量的产品和服务,清楚地认识到质量是一项具有定量和非定量属性的一致性多功能活动,如重新访问客户?是/否。他们在整个组织中强调并传达了质量是每个人的责任,通过这些责任,他们确保所有过程、输入和输出保持并生产出一致的质量产品和服务的确认水平。

Is TQM really good for Ryanair?TQM真的对瑞安航空有好处吗?

Ryanair’s business strategy is based upon the product orientation for its air travel and quality strategy as the customer orientation. Ryanair is constantly trying to keep its costs as low as possible to transfer benefits of cost savings to it’s passenger in the form of low fares. The common misconception is that the quality comes for price. Critically, it can be argued that quality can be delivered for the low price service as well, rather again to say simply, “Quality in Price”.

瑞安航空的业务战略以航空旅行的产品导向和客户导向的质量战略为基础。瑞安航空一直在努力将成本保持在尽可能低的水平,以低票价的形式将成本节约的利益传递给乘客。人们普遍的误解是质量就是价格。关键的是,可以说,低价格的服务也可以提供质量,而不是简单地说,“价格中的质量”。

In these past 25 years, Ryanair has well balanced the expectations and perceptions by introducing revolutionary and innovative ways of providing low fare air travel. Keeping its target market in centre, they have defined and communicated the quality of their services in their own terms. Ryanair’s customers know what they will get and their job is to deliver these expectations at its best by managing each and every, direct and indirect processes that are related to the passengers which are later judged by passenger’s experience. Ryanair’s approach to its quality management as different from other successful organisations such as GE has serious implications on its innovations, changing business environment and competition.

在过去的25年中,瑞安航空通过引入革命性和创新的方式提供低价航空旅行,很好地平衡了人们的期望和看法。他们以目标市场为中心,用自己的术语定义并传达了服务质量。瑞安航空的客户知道他们会得到什么,他们的工作是通过管理与乘客相关的每一个直接和间接流程来实现这些期望,这些流程稍后将根据乘客的体验进行判断。瑞安航空不同于GE等其他成功组织的质量管理方法,对其创新、不断变化的商业环境和竞争产生了严重影响。

Innovations in Ryanair:瑞安航空的创新

Putting an innovative thought into quick action is the core competence of Ryanair. Most of the Ryanair innovative ideas have brought the revolution in the way people perceived travelling by air. For many successful companies such as GE, innovations has cost them fortune and these costs were recovered from customers in the higher prices, but, for Ryanair innovations were implementing a simple ideas bringing additional revenues that in turn benefiting customers in lowest price tickets.

将创新思维付诸于快速行动是瑞安航空的核心竞争力。瑞安航空的大多数创新理念都带来了人们对航空旅行的看法。对于通用电气等许多成功的公司来说,创新使他们失去了财富,这些成本以更高的价格从客户手中收回,但对于瑞安航空来说,创新实施了一个简单的想法,带来了额外的收入,反过来又使最低价机票的客户受益。

Firstly, with its turn around strategy of mid 1990s, Ryanair, apart from no frills has introduced no class, single model air crafts. These fleets of hundreds of aircrafts were ordered often and bought at a heavy discount. The overhead cost of training and cleaning were brought down to nominal because of these standardised aircrafts. The focus and resources were diverted to introduce new routes, increasing customer base and harnessing quality factors in its provision of services.

首先,凭借20世纪90年代中期的扭转战略,瑞安航空除了没有任何装饰外,还推出了无级别、单一型号的飞机。这些由数百架飞机组成的机队经常被订购,并以很大的折扣购买。由于这些标准化的飞机,培训和清洁的间接费用降到了名义上。重点和资源被转移到引入新路线、增加客户基础和利用服务提供中的质量因素。

From 2000 and onwards it started using the e-commerce tools and websites for online booking, check-in and informing customers about the special offers on its tickets. Ryanair was first to advertise third parties advertisement on its boarding pass and flights. The customer service were improved by introduction of web application, Bing, that updates air fares directly to its customer’s computer and by implementing a Servicemail, a point of contact and response for customers. Servicemail is then extended to collect data regarding customer choices, preferences, trend analysis and measuring KPIs.

从2000年起,它开始使用电子商务工具和网站进行在线预订、办理登机手续,并向客户告知机票上的特别优惠。瑞安航空率先在登机牌和航班上刊登第三方广告。通过引入web应用程序Bing,客户服务得到了改善,Bing将机票直接更新到客户的计算机上,并实现了Servicemail,这是客户的联系和响应点。然后扩展Servicemail以收集有关客户选择、偏好、趋势分析和衡量KPI的数据。

In future:未来

The fare charged by Ryanair reflects the price of travelling from point A to B. It offers other ancillary services such as in flight meals, drinks, baggage costs etc. at a charge for those who want it. The lasting visionary CEO, O’Leary has a vision that in coming years travel by Ryanair will be free and all its revenue will be streamed by providing ancillary services, third party advertisements, holidays, insurance, hotels and connections bookings sold through Ryanair website.

瑞安航空收取的票价反映了从A点到B点的旅行价格。瑞安航空还提供其他辅助服务,如飞机餐、饮料、行李费等,并向需要的人收取费用。这位长期富有远见的首席执行官O'Leary有一个愿景,即未来几年,瑞安航空的旅行将是免费的,其所有收入将通过提供辅助服务来实现,通过瑞安航空网站销售的第三方广告、假日、保险、酒店和连接预订。

Change:改变

TQM approach adopted by Ryanair is a flexible approach to a change in external circumstances as it has to just focus ‘do new thing at its best but at lower cost’.

瑞安航空采用的TQM方法是一种灵活的方法来应对外部环境的变化,因为它必须专注于“以最佳的方式但以较低的成本做新的事情”。

Customers:客户

Ryanair is a focused cost leader and open to customer fatigue so it has to understand that in the long run it has to move along with the taste of the customer that might be affected by pressure groups, regulators, EU and other regional governments. Currently, Ryanair is managed by an aggressive approach to capture market and in future it might require strategic rethinking, but, its approach to quality can stay the same to entice and satisfy passengers.

瑞安航空是一家专注于成本的领先企业,并对客户疲劳持开放态度,因此它必须明白,从长远来看,它必须顺应可能受到压力集团、监管机构、欧盟和其他地区政府影响的客户的口味。目前,瑞安航空采用积极的方法来占领市场,未来可能需要重新进行战略思考,但其质量方法可以保持不变,以吸引和满足乘客。

Suppliers:供应商

The advantage to Ryanair is that within UK and Europe, each major region of the countries has more than one airport, which can accommodate Ryanair at competitive rates on landing and handling fees, leaving Ryanair with the upper hand. The traffic at these secondary airports is low increasing the quality level of airport handling services and on-time departures enjoyed by the passengers. The other suppliers are caterers, maintenance and repair contractors. It is natural that Ryanair must be managing its suppliers’ relationship through service level agreements with a backed hefty compensation for the breach of service term(s).

瑞安航空的优势在于,在英国和欧洲,每个国家的主要地区都有一个以上的机场,可以以具有竞争力的价格为瑞安航空提供着陆和装卸费,从而使瑞安航空占据上风。这些二级机场的交通量很低,这提高了机场处理服务的质量水平和乘客享受的准时起飞。其他供应商是餐饮供应商、维护和维修承包商。瑞安航空必须通过服务水平协议管理其供应商关系,并为违反服务条款提供高额赔偿,这是很自然的。

EU and Local Governments:欧盟和地方政府

The growth of the Ryanair rooted due to EU’s deregulation of the aviation industry. EU court decision can negatively impact upon the way Ryanair is functioning. For instance, Ryanair was forced to refund against its non-refund policy for flight cancellations due to Icelandic volcanic eruptions and was charged 3m Euros by Italian Government for not helping passengers after its flight cancellations. To stay in business and avoid fines Ryanair has to comply with such unavoidable regulations but it could not impair its quality approach as others too have to comply.

瑞安航空的增长源于欧盟对航空业的放松管制。欧盟法院的裁决可能会对瑞安航空的运作方式产生负面影响。例如,瑞安航空因冰岛火山爆发而被迫取消航班,并因航班取消后没有帮助乘客而被意大利政府收取300万欧元。为了保持业务并避免罚款,瑞安航空必须遵守这些不可避免的规定,但这不会影响其质量方法,因为其他公司也必须遵守。

Quality and Competitiveness:质量和竞争力

Of course, quality products and services are the competitive advantage and Ryanair keenly has laid down this aspect into it air flights and routes. The key to success of Ryanair is implementing different marketing strategies over a period of time to survive the cut throat competition in the aviation industry. Ryanair is recognised as the most punctual flight from Dublin to London and Ryanair is top rated against its close competitors such as EasyJet, Virgin and British Airways.

当然,优质的产品和服务是竞争优势,瑞安航空敏锐地将这一方面纳入了航空航班和航线。瑞安航空成功的关键是在一段时间内实施不同的营销策略,以在航空业的激烈竞争中生存下来。瑞安航空被公认为从都柏林飞往伦敦最准时的航班,与易捷航空、维珍航空和英国航空等竞争对手相比,瑞安航空的排名最高。

“People made it possible” statement is true for Ryanair because the success of Ryanair is behind its crew members as they are in the direct contact with the passengers. Ryanair has not spent much on the training but is paying modestly to its crew and this has encouraged them to behave as pleasantly as possible on the flights.

对于瑞安航空来说,“人们使之成为可能”的说法是正确的,因为瑞安航空的成功背后是机组人员与乘客的直接接触。瑞安航空没有在培训上花太多钱,但对机组人员的报酬很低,这鼓励他们在航班上表现得尽可能愉快。

There are concerns raised from some unsatisfied customers and dissident that the ancillary services provided by Ryanair are priced high and are of poor quality. Ryanair should deal with this issue as early as possible as the success of total quality management lies upon delivering quality in all aspects of its activities. Despite all cutting corners to save on ticket prices, more and more people are flying

一些不满意的客户和持不同意见者担心瑞安航空提供的辅助服务价格高昂,质量低劣。瑞安航空应尽早解决这一问题,因为全面质量管理的成功取决于其活动的各个方面的质量。尽管为了节省票价而不惜一切代价,但越来越多的人乘坐飞机

Ryanair, which, in the end, might be the ultimate validation of O’Leary’s assessment of what travellers really want and how Ryanair is delivering it.

瑞安航空,最终,这可能是对奥利里对旅行者真正想要什么以及瑞安航空如何提供的评估的最终验证。

However, TQM is not the end in itself. Ryanair should continuously strive upon improving its quality standards that can help them to further reduce costs, increase revenues, reduce risks and improve the way it helps handle complaints and dissatisfied passengers.

然而,TQM本身并不是目的。瑞安航空应继续努力提高其质量标准,以帮助他们进一步降低成本、增加收入、降低风险,并改进其处理投诉和不满乘客的方式。

Improving Quality in Ryanair 提高瑞安航空的质量

The ultimate aim of operations and process management is the performance improvement and Ryanair should consider this as an ultimate objective to improve its quality objectives of on time flights, speed, ancillary services and dependability. Despite of all efforts to manage its quality, Ryanair is seen and blamed that it sacrifices the quality in pursuit of minimising costs and that it fails to align the interests of its passenger’s well. These issues could be addressed by setting the minimum performance standards and outperforming them, as well said, ‘promise little and deliver above expectations’. One way Ryanair could win its goal to become world’s biggest and cheapest airliner is by aligning all its functions within the organisations to commit to quality levels and agreeing the quality deliverables with its contractors. ‘Kaizen’ aka Continuous Improvement if adopted could blend well with the current TQM approach followed by Ryanair, however, this could affect the innovations, change and current competitive position in a favourable manner. Kaizen involves focus on small but never ending improvements that will become part of normal culture for all operations.

运营和流程管理的最终目标是提高绩效,瑞安航空应将其视为提高准时航班、速度、辅助服务和可靠性的质量目标的最终目标。尽管做出了所有努力来管理其质量,但瑞安航空被视为并被指责为其为了最小化成本而牺牲了质量,并且未能协调乘客的利益。这些问题可以通过设定最低绩效标准并超越它们来解决,正如所说的,“承诺很少,实现超出预期”。瑞安航空实现成为世界上最大、最便宜的客机的目标的一种方式是,在组织内调整其所有职能,以保证质量水平,并与承包商达成质量交付协议如果采用“持续改进”,则可以与瑞安航空目前采用的全面质量管理方法很好地融合,但这可能会以有利的方式影响创新、变革和当前的竞争地位。改善包括专注于小而无止境的改进,这将成为所有运营的正常文化的一部分。

Innovations:创新

We are aware that since 1997 Ryanair’s passenger base is growing at a tremendous 20% average every year and it still has an appetite for growth and market to expand. It has become increasingly important that Ryanair addresses the improvement issue in its quality management to satisfy this increased demand, number of new routes, destinations and growth prospects with Kaizen. Ryanair could extend or assign the responsibility towards quality improvement to the regional processes owners affecting passengers’ quality perception. These processes owners would identify the performance gaps and recommend actions to fulfil them by innovative actions or contribute ideas for further analysis. A close contact is required with the crew members who will bring them the stories or experience they had with customers and how they overcame the demands or problems of different customers.

我们意识到,自1997年以来,瑞安航空的客运量每年以20%的速度增长,并且仍有增长和市场扩张的欲望。瑞安航空解决其质量管理中的改进问题,以满足日益增长的需求、新航线数量、目的地和Kaizen的增长前景,这一点变得越来越重要。瑞安航空可以将质量改进的责任延伸或分配给影响乘客质量感知的区域流程所有者。这些流程负责人将确定绩效差距,并建议采取行动,通过创新行动实现这些差距,或提出进一步分析的想法。需要与团队成员密切联系,他们将向他们介绍他们与客户的故事或体验,以及他们如何克服不同客户的需求或问题。

We have Servicemail as a point of customer contacts and correspondences, but, we may need a system for internal communications that could be called a Central Information System (CIS). Through CIS every crew teams, employees and contractors as a lean system, directly submit key ideas, stories, experience to their respective process owner, who in turn filter the messages and re-post it that shall be compulsorily viewed, shared, commented and recommended upon by all regional process owners for further analysis that may involve the PDCA cycle or DMAIC cycle approach.

我们将Servicemail作为客户联系和通信的一个点,但我们可能需要一个内部通信系统,该系统可以称为中央信息系统。通过CIS,每个团队、员工和承包商作为一个精益系统,直接将关键想法、故事和经验提交给各自的流程负责人,然后由其过滤信息并重新发布,所有区域流程负责人应强制查看、共享、评论和推荐这些信息,以便进行可能涉及PDCA循环或DMAIC循环方法的进一步分析。

This simple CIS should not cost much as it could be readily available or produced upon demand by the tendering process. Assuming that majority of them are computer literate and CIS very user friendly will require bare minimum costs for informing or training. The most contributing team or processes should be measured with process excellence index aka EPI and rewarded on quarterly basis.

这个简单的CIS不应该花费太多,因为它可以在招标过程中随时获得或按要求生产。假设他们中的大多数人都懂计算机,而且CIS非常方便用户,则需要最低的通知或培训成本。最有贡献的团队或流程应采用流程卓越指数进行衡量,并按季度进行奖励。

The other direct and simple approach for improvement is to circulate a postcard size blank form on flight with two columns to list down by passenger’s – good about and dissatisfied about travelling with Ryanair. The employees should be encouraged to identify and forward negative feedbacks only using CIS with a confidence and surety that they will not be judged in any case against negative feedbacks and that the forms will be used for general improvement of quality standards as a whole.

另一种直接而简单的改进方法是在航班上分发一张明信片大小的空白表格,其中有两栏按乘客列出——对瑞安航空公司的旅行表示满意和不满意。应鼓励员工仅使用CIS识别和转发负面反馈,并确保他们在任何情况下都不会受到负面反馈的评判,这些表格将用于整体质量标准的总体改进。

Change and Competitiveness:变革与竞争力

The improved quality means increased revenue and profits due to increased turnover. The Kaizen approach in low cost EU and UK Airline service segment will identify, distinguish and advantage Ryanair from its competitors.

质量的提高意味着由于营业额的增加而增加了收入和利润。低成本欧盟和英国航空公司服务部门的改善方法将识别、区分瑞安航空,并使其从竞争对手中脱颖而出。

If, Ryanair act now and fully implement Kaizen by December 2011 then they could become a cost-cum-service leader, a fully innovative airliner, with the cheapest fares simply covering quality cost of travel and chargeable ancillary quality efficient services with a minimum premium for those who want them. This development will help Ryanair to become a world’s popular brand and will advantage Ryanair in 2012 when the number of international passengers will increase more than double due to London Olympics.

如果瑞安航空现在就采取行动,并在2011年12月之前全面实施经营方法改善,那么他们将成为一家成本与服务领先者,一家完全创新的客机,最便宜的票价只需支付高质量的旅行成本,并为需要的人提供收费最低的辅助优质高效服务。这一发展将有助于瑞安航空成为世界知名品牌,并将在2012年成为瑞安航空的优势,届时由于伦敦奥运会,国际旅客人数将增加一倍以上。

In many instances Ryanair was criticised by the regulators and competitors for not giving any or enough quality in passengers’ safety and ancillary services. Now, with Kaizen all will be reversed and Ryanair will be considered as the industry leader setting the industry landmarks for benchmarking.

在许多情况下,监管机构和竞争对手批评瑞安航空在乘客安全和辅助服务方面没有提供任何或足够的质量。现在,随着Kaizen的到来,一切都将被扭转,瑞安航空将被视为行业领导者,树立行业标杆。

Ryanair has publicly announced that by 2014 it will enter the long haul destinations market and this will require them for a parallel strategic thinking as this segment will bring new challenges in terms of quality management. These routes are proposed to be separately managed, perhaps with most traditional form of flights and some compulsory on board services which will require Ryanair to establish new service standards. There is a scope of success in this segment if it can effectively extend and use of then well functioning Servicemail, CIS and other critical success factors such as brand, price and well established quality standards using Kaizen.

瑞安航空已公开宣布,到2014年,它将进入长途目的地市场,这将要求他们进行并行的战略思考,因为这一细分市场将在质量管理方面带来新的挑战。这些航线建议单独管理,可能采用最传统的航班形式和一些强制性的机上服务,这将要求瑞安航空制定新的服务标准。如果它能够有效地扩展和使用当时运作良好的Servicemail、CIS和其他关键成功因素,如品牌、价格和使用Kaizen建立的质量标准,那么这一细分市场就有一定的成功范围。本站提供各国各专业report写作指导服务,如有需要可咨询本平台。


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