Risk and Quality Management at Melbourne Zoo - Example

Risk and Quality Management at Melbourne zoo Name Institution Table of contents 1.0 Introduction…………………………………………………………………………….3 1.1 Background information…………………………………………………………………3 1.2 Reasons for writing the report……………………………………………………………3 1.3 Objectives of the report…………………………………………………………………..3 1.3.1 Specific objectives………………………………………………………………3 2.0 Literature review………………………………………………………………………..4 2.1 Risk management……………………………………………....4 2.2 Quality management……………………………………………………………………...5 3.0 Results and discussion of the findings……………………………………………….…5 3.1 Quality management at Melbourne zoo…………………………………………………5 3.2 Risk assessment and management at the Melbourne zoo…………………………………6 4.0 Recommendations……………………………………………………………………….8 Bibliography………………………………………………………………………………….9 1.0 Introduction 1.1 Background information Melbourne zoo is located 2.5 miles from the center of Melbourne. It has 320 species of animals. The Melbourne zoo was opened in 1862. The management of Melbourne zoo is undertaken by the Victoria zoos. The revelation of the business is to be the world’s leading zoo based conservation organization. Their mission is to galvanize communities to commit to the protection of wildlife as well as wild places. The organization’s areas of focus include; conservation, animals, visitors, people and financial viability (Wallace, N. 2011 pg 78). 1.2 Reasons for writing the report The rationale behind writing this report is to assess risk and quality management at Melbourne zoo. Risk management refers to an organized method for determining and measuring risk and for choosing, expanding and executing options for the handling of risk. It is a procedure that is reliant on planning, early identification and examination of risks, continuous risk monitoring and reassessment, early implementation of remedial actions, communication, certification and harmonization (Jordao, B 2010 pg 45). Quality management is a management system used to correspond to staff members what is required to create quality products and services to influence employee’s actions to conclude tasks according to the standards of quality. Quality and risk management are part of operation management techniques which aid in promoting the success of an organization (Naidu, N.V, Babu, K.M & Rajendra, Q 2006 pg 57). According to the international organization for ISO certification employment of operation management techniques in an organization enhances the performance of the organization. 1.3Objectives 1.3.1Specific objectives I. The objective of this report is to investigate the functions of operation management at Melbourne zoo. II. To identify the appropriate recommendations for further improvement of risk and quality management at Melbourne zoo. 2.0 Literature review 2.1 Risk management. Risk management begins with the process of risk assessment. The process of risk assessment is carried out to identify hazardous substances to health and to determine the essential procedures to be taken to prevent or control exposure to the hazard. Legislation has been used to demarcate the standards used to assess safety and health at the zoo. Assessment is carried out to identify hazards to employees and the visitors. The health and safety policy for the zoo sets out how the risk of zoonotic infection to visitors will be managed. In the U.S the health and safety framework provides guidelines on management of infections at the workplace, it also requires the employers to protect their employees by assessing the risk of exposure to zoonotic agents by preventing the agents or by putting measures that control exposure. The animal health legislation such as the zoo licensing act of 1981 which requires inspection and licensing of animal zoos in the U.K. The standards of modern zoo practice indicate the provision of high standards of animal health care and the animal contact areas. The animal health act of 2002 gives guidelines on how to control the transmission of zoonotic. By 2009 there were 500 zoos in the U.K of these 267 are licensed and are subject to periodic inspection by the local authorities. In U.K the zoo licensing act requires that zoos renew their licenses every six years. Teachers are advised to make a pre-visit of the zoo to carry out risk assessment at the zoo before undertaking the actual visit. 2.2 Quality management In order to maintain high levels of visitation zoo managers are increasingly recognizing the importance of providing high quality service. Their commitment to enhance quality is reflected by the increased amount of capital investment they have made. The American zoo and Aquarium association the amount of investment made on zoos between 1992 and 1997 was $911 million. Today most studies on zoos have focused on examining demographic profiles of visitors and visitors’ perception and attitudes towards wildlife. These studies have provided imperative information about visitors (Wesley, F. 1996 pg 100). For most visitors the determinants of quality include; physical surroundings, equipment and appearance of personnel but they are not able to assess the four dimensions of quality (responsiveness, reliability, assurance and empathy).The ability of zoo managers to enhance the quality of visitors’ experience is dependent on the ability of the manager to influence and develop the quality of zoo’s tangible elements (Wallace, N. 2011 pg 67). Bitner examined the impact of physical surroundings on the behaviors of both visitors and employees. She noted that even before purchase customers usually look for prompts about the firm’s ability and superiority. The physical settings are affluent in such cues and can be very important in communicating the firm’s reputation and the principle to its clientele. Dimensions of the tangible environment such as spatial layout, functionality, signs, symbols and artifacts can be manipulated by zoo managers to promote or diminish visitor’s perceptions. According to Finlay if zoos are not careful in how they present their exhibits and programs they may reinforce inappropriate stereotypes of wild animals as pests. If zoos want to obtain and holds visitor’s attention, they have to make animals appear as unrestrained as possible and present them in a naturalistic environments. 3.0 Results and discussion of findings 3.1 Risk management. The management and employees of zoo recognize their role in mitigation activities to decrease the consequence of emergencies that may occur. The likelihood of emergency is reduced by reviewing the existing policies of the institutions, the statutory and world practices. The zoological parks and private grounds board is the prevailing body for all the major parks and zoos. The national zoo biosecurity manual is used at the zoo to provide a platform for assessing biosecurity risks at the zoo. The manual provides the basis for best practices for conducting biosecurity risk assessment to establish the risks that exist in each area of operation in the zoo. The manual also gives the recommended quality standards to consider in the operation of the zoo (Wallace, N. 2011 pg 70). Risk management during visits have been clearly outlined by the management of the Melbourne zoo. Table 2.0 shows how identified risks will be managed before they occur. Table 2.0 Identified risk Risk reduction or control Walking through the zoo grounds 1. Visitors should be aware and should be prepared for walking through big sites (African rain forests or trail or elephants). 2. Visitors should wear appropriate foot wear. 3. Teachers/ supervising adults should implement effective supervision activities such as name badges, utilizing staff during emergencies. 4. Zoo staffs have adequate emergency equipment to handle medical emergency. Risk of falling in water and drowning 1. Metal/wooden barriers. 2. Non-slip surface in animal adventure splash zone. Traffic hazards 1. Pick up zones are located in front of the rail gate. 2. Marked walkways 3. Staff driving vehicles on site are competent and trained. Risk of visitor infection 1. Good personal hygiene 2. Excluding zoo animals from designated eating and drinking areas. 3. Provision of hand washing facilities in appropriate areas. 4. Providing visitors with information on risks about acquiring zoonotic infection such as what to do when bitten by a snake. Leaflets are provided when entering the zoo; pictorial posters are present at the zoo. 5. Direct supervision by a member of staff. 6. Presence of fans that provide ventilation. 7. Water treatment using U.V light helps to maintain animal health. 8. Hand washing after touching the animals. 9. Prohibiting visitors from feeding the animals. 10. Food dishes and feeding areas are out of reach of the visitors. 11. All diseased animals are quarantined. 12. Kissing or any other type of facial contact with animals is discouraged. 13. Regular cleaning regime of the enclosures or animal areas to which visitors are given access. 14. Closure of enclosures following the diagnosis of potentially zoonotic disease. 15. Continous training of zoo managers on health and safety. 16. Vaccination of staff and animals. 17. Prompt investigation of any suspicion of disease and treatment as required. 18. After feeding session the feeding equipment should be decontaminated and uneaten food should be disposed. Fire 1. Clearly marked fire exits that have complied with fire control regulations. 2. Trained service managers. 3. Visitor safety should be maintained as per the fire procedures. Injury and damage 1. Insurance cover for injury and damage. 2. Perimeter and animal enclosure. 3. Hand rails. Risk of being bitten by dangerous animals 1. Warning signs on enclosures 2. Safety barriers in place. 3 Feeding of animals is prohibited. Risk of injury from electric shock 1. Electric fence warning signs 2. Danger- keep out signs. Risk of dangerous animals escaping 1. Enclosures are designed to be secure and safe 2. Listen to directions from the zoo staff or tannoy announcements. Lost children 1. Adequate supervision of the children. 2. Staffs are approachable and have the proper equipment to inform other departments of a lost child. 3.3 Quality management at Melbourne zoo In July 2012 the Melbourne zoo became ISO certified. The zoo received ISO 14001 certification which showed the best practice management in reduction of environmental impacts are utilized. The procedure of total quality management (TQM) is emphasized in every aspect of the organization. TQM is reflected in employee empowerment when the organization takes its time to train its employees. The dimensions of quality such as reliability and responsiveness is portrayed by how they handle their visitors. The high number of consistent visits reflects how the organization is reliable in providing high quality services (Wolkins, D. 2001 pg 96). The management and staff know that setting challenging goals and supporting them with organizational structures reflects an intelligent, receptive strategic plan to influence organizational performance. Staff training and documentation is up to date the facilities and equipments at the zoo are up to date and customer service is not disappointing. The management at Melbourne zoo has realized the importance of empowering employees in order to achieve its objectives. Water quality and supply is important. Effective treatment of water helps to prevent the development of zoonotic infections. Fresh drinking water is supplied to all the zoo animals. Regular testing and treatment of water ensures high quality of the water. The water treatment system is up to the required standards by the relevant authorities. The food offered to the zoo animals is always free from diseases. Food storage and preparation practices minimize the risk of introduction of diseases. To minimize the risk of infection the drainage of waste from the zoo is elaborate and up to high standards (Wallace, N. 2011 pg 98). 4.0 Recommendations The management should engage in continuous quality management to ensure that the strategies for maintaining quality are sustainable. The zoo managers should promote an atmosphere that allows the visitors to enjoy their experience at the same time learn about the animals. In order for the zoo to thrive more stress on the need to integrate the education role in to the duty of engaging and fascinating visitors and smoothening the progress of socialization amongst them. Bibliography Garcia, D. (2009). Quality management. Chandni Chowk, Delhi [India: Global Media. Hopkin, P. (2013). Risk Management. London: Kogan Page. Jordão, B. (2010). Risk management. New York: Nova Science Publishers. Naidu, N. V., Babu, K. M., & Rajendra, G. (2006). Total quality management. New Delhi: New Age International. Sheepshead — Brevard Zoo — Melbourne, FL. (n.d.). Sheepshead — Brevard Zoo — Melbourne, FL. Retrieved April 6, 2014, from https://brevardzoo.org/animals/paws/sheepshead total quality management (TQM). (n.d.). BusinessDictionary.com. Retrieved April 6, 2014, from http://www.businessdictionary.com/definition/total-quality-managementip-TQM.html Wallace, N. (2011). 150 years Melbourne Zoo. Thornbury, Vic.: Bounce Books. Westley, F., & Vredenburg, H. (1996). Prison or ark? the drama of managing the modern zoo. Studies in Cultures, Organizations and Societies, 2(1), 17-30. Wolkins, D(2001). Total quality; Framework for leadership. Management leadership series. New York. Productivity press. Read More