Zadar Airport Limited Quality Management System

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Table of Contents

Quality Policy for an Airline company in accordance with the ISO9001:2008
Stakeholders
Establishing a vision for continual improvement
Creating the incentive for a change
Benchmarking, Auditing, Monitoring and Reviving
References

Quality Policy for an Airline company in accordance with the ISO9001:2008

The superiority of service and universal business of Zadar Airport Limited are the chief objective of the corporation, which depends on the evaluation of customers of the company’s services. In support of this course, the criterion for quality of service is the response the company gets from its customers.

By relating the technique of analysis to customer contentment, the company keeps an eye on the work quality management scheme, with the intention of attaining permanent developments based on procedure advance management.

The Company administration will endlessly improve the effectiveness and dependable management scheme in agreement with valid a policy. For this reason, the management will provide the essential resources which principally involve the necessary guidance of employees and technical equipment. In addition to this, the administration will set up annual quality goals and monitor their realisation and observance with strategies.

Quality goals are detailed by management levels, and in agreement with that the administration and workers analytically and completely put this policy into operation. Additionally, the policy was openly announced.

Stakeholders

For each stakeholder, at least one stakeholder need was identified and for each stakeholder’s need, at least five processes were identified (New South Wales Government, 2012). This has been presented in the table below.

Stakeholder	Stakeholder’s Need	Processes
Customers	Safety and security	Through the introduction of an SMS pilot project, so as to identify industry best practices for implementation of the project. By ensuring flight readiness. Partnering with a security company. The company will be in charge of testing new security screening at the key hubs. Focusing on dangerous goods by ensuring that they are all properly declared. Ensuring passenger health and safety on board company’s flights.
Employee	Progress	Making a significant part of the costs employee related. Reconstruction of debt structures, and workforce basics. Continued investment in employee development through personnel training programs. Recognising the employees’ performance and rewarding them.
System users	capacity	Adding more runways Implementing the use of reliever airports. Implement changes to the requirement for separation standards. Pursuing of innovative techniques of wake avoidance either by practical means or through uncovering of the disturbances. Improve the capacity of the terminal area.
Service providers	Efficiency	Provision of NAS status. Having collaborative decision making between airlines and the Central Flow Management. Flexible and special use of air space. Providing automated tools to assist the controller to contain and better order the mix in the terminal area. Carrying out research
Government	Create employment	Fund some students for courses Create a good relationship with investors. Offer relevant educational training to employees. Abide in paying taxes Offer safe and dependable service.

The process picked is that of the employee stakeholder. Below is a table representing the inputs and outputs representing this process.

Inputs	Process	Output
Employees Employee selection Training venue Management approval Setting of training days and training time Trainers/tutors Case studies Evaluation of staff and grading. Appropriate facilities/equipments Feedback from previous training	Training programs of airport personnel	Enhanced services Improved efficiency Self development Enhanced safety Employees motivation Quality service

For the airline employee training process used in section 1.3, five performance parameters and five methods that can be applied to measure those performance parameters are as identified below (Kulzick 1999).

Performance parameter	Measurement Method(s)
Improved service	Customer satisfaction research customer quantity Customer complaints
Efficiency	Time used to do a job task Time taken to undertake a process Customer complain
Staff satisfaction and motivation	Staff evaluations Staff retention levels Staff punctuality
Enhanced safety	Accident happenings Near-miss report External audit
Positive attitude	Gratuity levels staff punctuality
Self development	Improved performance Providing quality service

The elements (components) that are needed to implement a continuous improvement program for the organisation are as below.

Establishing a vision for continual improvement

The main role of the administration is to offer an organisational vision that holds continual development. The top manager ought to use the vision, as an important tool in the communication of the overall goals for continual development, thereby inspiring the personnel and aligning continual development actions with the goal of the organisation.

Including a cross-section of workers in the course of developing a vision has been established to increase a feeling of possession and commitment all through the organisation (Hull, 2011).

Creating the incentive for a change

The senior administration needs to raise awareness of everyone in the organisation, concerning the need for considerable change as an ingredient of achieving extensive commitment to constant development. Individuals find change extremely uncomfortable and choose to maintain things the way they are, even after they recognise that being rigid will ultimately lead to failure.

Consequently, the senior administration must inspire staff members by communicating bluntly the benefits that lively contribution in the persistent improvement programme would fetch for each department, or purpose within the organisation (International Atomic Energy Agency, 2006).

Benchmarking, Auditing, Monitoring and Reviving

It is really vital to make sure that the company is heading in the right direction, and continually improving. Without the above mentioned four measures, this would be impossible to gauge. Results from bench marking, auditing, monitoring and reviewing, will help in identifying the strengths, weaknesses and gaps in the company’s undertaking, and can be used to improve procedures, processes, systems and future training.

Procedures and processes should be continually reviewed to ensure their suitability. Procedures could be updated to reflect recent changes in legislation or suggestions by external consultants.

Processes on the other hand, could be updated to take advantage of recent technological advances. These regular reviews and updates are likely to contribute to continuous improvement (Australian Procurement and Construction Council Inc & Department of Labour Advisory Committee, 1997).

Systems should be regularly reviewed to determine if they can be improved. Systems could be updated based on staff members’ feedback and suggestions by external consultants. Upgrading of computer systems and infrastructure could also contribute to continuous improvement by taking advantage of the latest technology (Construction Industry Forum et al., 2003).

Staff training could also be essential in ensuring that all procedures and practices are accomplished with efficiency, and that all staff members understand their job function.

All the members should have a professional development program that clearly identifies their training shortcomings, and maps out their training requirements. They should learn new skills likely to directly contribute to continuous improvement (International Atomic Energy Agency, 2006).

Creating a continual development culture could also be important. This is likely to be even more successful if it is initiated into a company that has an educational culture. In this, it is vital to realise and comprehend the background of an organisation. This will assist in identifying what requirements are to be changed to encourage continual development (Haddow, Bullock & Coppola, 2010).

References

Haddow, J, Bullock, J & Coppola, P 2010, Introduction to Emergency Management, Prentice Hall, London.

Hull, J 2011, Fundamentals of Futures and Options Markets, Pearson, New Jersey.

Hylmö, K 2005, The Acceptance Process in Road Planning, Two Swedish Case Studies, Swedish University of Agricultural Sciences, Stockholm.

International Atomic Energy Agency 2006, ‘Application of the Management System for Facilities and Activities’, IAEA Safety Standards Series, no. GS-G-3.1, pp. 27-28.

Kulzick, R 1999, Stakeholder analysis for business. Web.

New South Wales Government 2012, Work Cover Authority of NSW. Web.

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