Service Operation Management Strategies of Melbourne Convention and Exhibition Centre - Case Study Example

Sеrviсе ореrаtiоn mаnаgеmеnt strаtеgiеs оf Меlbоurnе Соnvеntiоn аnd Ехhibitiоn Сеntrе Institution: Name: Table of contents Executive summary ……………………………………………………………………………..3 1.0 Introduction……………………………………………………………………………………4 2.0 Analysis ……………………………………………………………………………………….4 2.1 Literature on the quality management services……………………………………….4 2.2Management principles………………………………………………………..……………..4 2.3The features of the MCEC…………………………………………………………….4 2.4Optimizing service delivery …………………………….…………………………….5 2.5Safety management within MCEC…………............…………………………………5 2.6The audiovisual services……………………………………………………………....6 2.7The green team…………………………....…………………………………………..6 2.8Striving for perfection in service delivery…………………………………………….7 2.9The quality of food and wine…………………………………………………………8 2.10 Risk management………….………………………………………………………..8 2.11Fire safety…………….……………………………………………………………..9 3.0 The challenge ……………………………….………………………………………………9 4.0 Relevant recommendation ………………………………………………………………….10 5.0 conclusion……………………………………………………………………………………10 6.0References…………………………………………………………………………………….11 Executive summary Melbourne Convention and Exhibition Center is one of the business and tourist centers is the world. The center is a host to various conventions, seminars conferences, exhibitions, cultural events and galas. It was opened in 2009 and it has set international standards as the first six-star Green star. This report will analyze the quality service management and risk management within the company. The report is divided into different sections. Sеrviсе ореrаtiоn mаnаgеmеnt strаtеgiеs оf Меlbоurnе Соnvеntiоn аnd Ехhibitiоn Сеntrе 1.0 Introduction The Melbourne Convention and Exhibition Center is the largest exhibition and convention facility in the whole of Australia. The center provides a function area in the background, a 5,500 seat plenary hall, 350 seat auditorium. 30,000 square metres of exhibition space and additional organizer suites and meeting rooms. The center is a host to various conventions, seminars conferences, exhibitions, cultural events and galas. It was opened in 2009 and it has set international standards as the first six-star Green star. It represents the global leadership in sustainability, innovation and leadership. It has won various awards such as the public building and urban design and BPN Environ Sustainability Awards. 2.0 Main body 2.1 Literature on the quality management services According to Melbourne Convention and Exhibition Trust (23), quality management in the organization’s ensures that each and every action needs not only planning but also development and application of key valuable services, respect and professionalism to the organizations structure. Quality management is important in boosting individual’s progress and organization’s competencies. Quality management emphasizes on talent management that mainly embraces clear policy to empower employees with an aim of improving their creativity. The global business is associated with the performance of quality structure that was founded on ISO 9000 international standards an aspect that has ensured that organization uses the basis to ensure quality service management. Management principles According to Goldblatt (2012, p. 89), quality management puts into consideration various management principles which the top administration applies to guide the organization towards a better performance. Some of the principles to ensure quality service management include customer focus, procedure approach, continual improvement, customer focus and leadership among others. Therefore, the quality management outlines effective guidelines that facilitate realization of quality values and services within the organization, which is beneficial to all stakeholder groups and contributes to continual capacity development and therefore improvement in the procedure, which is driven by excellent management that mainly focuses on significant parts with key development goals. Another key concept is customer focus that ensures identification of both external and internal customers in addition to ensuring satisfaction of the needs of the customers by providing quality products and services. Another important value pertains to deterrence and nonconformity. This value ensures that non-compliance issues are avoided and mainly focuses on preventing adverse issues that relate to services and products. However, it is the role of the top management to ensure that that the product and services offered are of quality and meets the customers’ needs. 2.2 The features of the MCEC The center was constructed with communication, audio visual and IT infrastructure that has established new standards in services to the convention event, meeting and exhibition sector. The design and the development of the center is so unique and of quality featuring complex undertakings that have never been witnessed in the whole of Australia. There is high quality video that ensures that the customers with the much-needed versality can take control of their presentation without hitches. The MCEC provides the customers with back of house technician who drive the presentation manually. The place also has variety of choices for cafes and restaurants as well as shopping areas. It dinning ranges from cheap food to fine foods to underground cellars and roof top bars. This is exceptionally provided without interfering with the quality of the services. 2.3Optimizing service delivery Optimizing the service delivery the center has terms that need to be adhered to. The management has adopted about 200 FM service performance pararemeter. There are about 30 failure incidents and 170 quality failures. The QFM plays significant role in not only managing deadlines but also mitigating risks. The staff at the MCEC are professional and provides customers with all the required information about the facility. Additionally, they work with the customers to ensure that their needs are met and the events are running smoothly. Additionally, there are event planners that are the primary contact within the MCEC and assist customers with coordination of their requirements and communicates with other departments in the center on behalf of the client. To further ensure quality management of its services, the center has a loading dock making it easily accessible. The MCEC has a loading dock management department that manages and controls it. In order to avoid risk and ensure safety, all the vehicles entering the dock need to obtain an access ticket, which is available at the entry, check point. Animals and children are not allowed to move in and out in the loading area. This is to ensure risk minimization (Gustavsson, Edvardsson, Gummesson & Brown, 1991, p. 56). 2.4 Safety management within MCEC The center’s management ensures that the place is safe for all the visitors and the staff. It has to adhered to the Australian standards and legal requirements pertaining to safety and hence has in place stringent safety policies and procedures. The event organizers also have to share the policies and procedures in order to avoid risks. It is important for the event organizers to ensure that there exhibitors, staff, contractors and other people are aware of the safety requirements within the center (Oh & Pizam, 2008, p. 78). 2.5 The audiovisual services The center has a technology department that is equipped with the lastest equipment for the exhibitors and these include sound systems, projection systems, video systems and modern sound systems. Despite the fact that additional fee are applicable to the aforementioned services, they are of quality (Stebbing, 1990, p. 72). 2.6 The green team In order to ensure delivery and environmental performance, the MCEC has formed a team known as the M-Green team to ensure the same. The team is dedicated towards coming up with strategies that will ensure the environmental performance. Additionally, the team is responsible for raising awareness and meets the event planners pertaining to sustainable environment by issuing a green checklist and green information (Nazarko, 2004, p. 17). 2.7 Striving for perfection in service delivery It is not only the customers who are happy about the wonders of the facility but also the managers. This is because the centers technology to adapt easily to the changes with line with existing demand. There is also the building users’ guide that is developed in adherence to the Green Star Standards. This ensures that all the team members are well informed and facilitates consistent usage towards the building (Ford, Sturman & Heaton, 2012, p. 90). 2.8 The quality of food and wine The center gives support to Victorian producers, winemakers and farmers in addition to sourcing local ingredients with an aim of creating quality services for its customers. The mentioned strategies employed are successful because of various reasons. This is because they meet the needs of the customers. Additionally, the employed strategies ensure safety within the building making the client to conduct the business without fear. Additionally, collaborating with the local wine producers and makers assist in creating a positive image for the company (Council of Australian Food Technology Association., & Australian Institute of Food Science and Technology, 1998, p. 45). 2.9 Risk management Frenkel, Hommel, Rudolf & Dufey (2005, p. 78) in his study defines risk management as managing risks at the strategic level. There are seven core principles of risk management with three being core principles and three defining principles towards risk management. In order, successfully manage risk there should be open communication. The free flow of information within the organization at all levels in order to curb all the risks. Therefore, the process should involve formal, impromptu and informal communication. It is also important to have integrated risk management within the organization. This is because if risk management is perceived as a side activity, there are high chances of team members becoming too frustrated (Hester, Harrison & Royal Society of Chemistry, 1998, p. 70). 2.10 Fire safety The MCEC requires that particular stands need to meet certain safety measures in order to prevent the risk of fire outbreak. Some of the stands that are required to adhere to the requirement have the following features uses smoke machines and pyrotechnics, stalls with raised floors made using combustible materials. The stands need to install fire extinguishers and smock detecting machines. The success of the organization further depends on teamwork. This is because teamwork brings various groups together with diverse cultures. The groups can easily figure out the key significant risks to mitigate as well as lower the risks that the organization faces (Khatta, 2008, p. 56). Therefore, it is important to note that risk management is a continuous process. This is because the risks that an organization faces changes with time. Therefore, it is important for the management to adapt strategies that will enable them to identify new risks. 3.0 The challenge The biggest sustainability issue that the facility faces is the overwhelming popularity at the center. The place has a fully booked schedule for the next five years. This has made it challenging for the team to utilize the set conditions that could reduce the rate of energy consumption while the facility is not in use. Nonetheless, the mentioned is a challenge that is experienced by almost every major center globally (Barrows & Powers, 2009, p. 67). 4.0 Relevant recommendation It is evident that the company has tried to put in places strategies that will ensure quality services management and risk management; there are still measures that need to be put in consideration. The center should inform people on the creating the right spaces for the people to connect. This will assist in expanding the customer base. The center should teach people on the leading technology so that people can be more creative. The company should expand its award-winning house and food experience. The aspect of teamwork should be emphasized, experience and skills to assist in coordination of all the customers across the world. The center should expand its provision of expert approach to emerging technologies to create memorable experiences for the customers. The technologies should be simple to use and help the clients to connect with others. The experienced team should be on hand to support the clients and customize all the technologies ranging from lighting to screen directions. Consequently, use of social media in promoting the events and the activities. Food and wine is key to the event experience, therefore food and wine is key to the experience of the event. The MCEC should focus on making their experience more fun by adapting modern technologies. The team of support is in catering, event planning, and customer service and other fields. These team members is nurtured will ensure that the event is successful. 5.0 conclusions In conclusion, Melbourne has a unique character. It is a vibrant city featuring a relaxed atmosphere and it is a perfect place to learn various skills and have an experience. The report has outline the quality service management and risk management within the center. The services and the adapted strategies have been a success to the company. References Barrows, C. W., & Powers, T. F. (2009). Introduction to the hospitality industry. Hoboken, N.J: John Wiley & Sons. Council of Australian Food Technology Association., & Australian Institute of Food Science and Technology. (1998). Food Australia: Official journal of CAFTA and AIFST. North Sydney, Australia: Council of Australian Food Technology Associations. Ford, R. C., Sturman, M. C., & Heaton, C. P. (2012). Managing quality service in hospitality: How organizations achieve excellence in the guest experience. Clifton Park, N.Y: Delmar, Cengage Learning. Frenkel, M., Hommel, U., Rudolf, M., & Dufey, G. (2005). Risk management: Challenge and opportunity. Berlin: Springer. Goldblatt, S. (2012). The complete guide to greener meetings and events. Hoboken, N.J: J. Wiley. Gustavsson, B. O., Edvardsson, B., Gummesson, E., & Brown, S. W. (1991). Service quality: Multidisciplinary and multinational perspectives. Lexington, Mass: Lexington Books. Hester, R. E., Harrison, R. M., & Royal Society of Chemistry (Great Britain). (1998). Risk assessment and risk management. Cambridge: Royal Society of Chemistry. Khatta, R. S. (2008). Risk management. New Delhi: Global India Publications. Melbourne Convention and Exhibition Trust (2006-09-28). Annual report 2005-2006. Melbourn Convention and Exhibition Trust. Archived from the original on 2007-08-30. Retrieved April 4, 2014. Nazarko, L. (2004). Managing a quality service. Oxford: Heinemann. Oh, H., & Pizam, A. (2008). Handbook of hospitality marketing management. Oxford: Butterworth-Heinemann. Stebbing, L. (1990). Quality management in the service industry. New York: Ellis Horwood. Read More