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TQM improvement program at a ZBO
For this assignment, we worked for an independent administrative body that was originally part of a government ministry. There was dissatisfaction within the organization with the performance of the facilities department.
Both the line organization and the staff departments felt the quality was inadequate, even though the service provision was broad and critical to the functioning of the entire organization. This included the restaurant, security, mailroom and mail distribution, reception, executive chauffeurs, reprographics, and room reservations. Our brief was clear: quality had to improve without increasing costs. If this wasn't possible, outsourcing was on the agenda.
We started with the SERVQUAL model to gain a clear understanding of the internal expectations for services and where the current approach fell short. This analysis provided a concrete overview of the differences between desired and perceived quality. Based on this, we established several Quality Circles. These groups consisted of facility department employees and internal customers, ensuring both perspectives were fully represented. Boswinkel & Partners facilitated these sessions and ensured that the methodology was applied correctly.
Our approach consisted of a structured TQM methodology:
- Establishing and facilitating Quality Circles
Employees and internal customers collaborated to identify and resolve bottlenecks.
- Use of TQM tools
We applied, among other things, the House of Quality and Deming's PDCA cycle to achieve structural improvements.
- Implementing projects
All solutions were integrated into projects that operated according to the PDCA cycle and were monitored based on two KPIs: costs and internal customer satisfaction.
- Implementing targeted improvement actions
- Restaurant: More varied menu via a staff panel
- Reception: Customer service training at fixed intervals
- Room reservations: Automated
- Mail rounds: More frequent
- Repro: SMART agreements on delivery times
- Executive chauffeurs: Flexible schedule
- Security: Additional checks at random times
After a few months, the effects were clearly visible. Quality improved without increasing costs, and internal satisfaction increased. The organization was then able to continue the improvement program independently, and outsourcing was no longer necessary. This is an example of how a classic TQM program, when properly implemented, can stabilize and improve an organization in a short time.