DISNEY LAND
QUALITY MANAGEMENT REPORT ON DISNEY LAND
Submitted to : Dr. Archana Gandhi
Submitted by : Manish Kumar Suraj Kedia
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Table of Contents
Introduction .............................................. .................................................................................................... ...................................................... ................................. 1 Discussion ....................................................................................................................................... 1 Paradigms of Total Quality Management (TQM) ...........................................................................1 Types of Clients in Total Quality Management (TQM) ................................................................. 2 ................................................................................................... ................................................... 4 Disneyland’s Business Enterprise ................................................ Evaluation of Disneyland’s Business Enterprise’s and Development of TQM.............................. 6
Organisational structure ............................................. .................................................................................................. ..................................................... ................ 8 Timeline .......................................................................................................................................... 9 Staff training at Disney .............................................. ................................................................................................... ..................................................... ................ 9 Deming Principle ............................................................................................................................ 9 Customer Service Improvements at Disneyland ..................................................... ...................... 12 Implementation of Measures Proposed Joseph Juran to Improve Quality at Disneyland ............ 12 Six Sigma ...................................................................................................................................... 14 Bench Marking.............................................................................................................................. 16 CSR ............................................................................................................................................... 16 Quality Failures ................................................. ....................................................................................................... ...................................................... .......................20 20 Conclusion .................................................................................................................................... 22 References ................................................ ...................................................................................................... ...................................................... ............................... 23
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Quality Management report on Disneyland
I ntroduction Total Quality Management (TQM) could simply be explained as a structured and a comprehensive approach towards organizational management, which aims to improve the quality of products and services produced by an organization through ongoing refinements in response to continuous feedback (Gimenez-Espin et.al, 2013). Total Quality Management (TQM) refers to a strategy that focuses on constructing quality awareness in all the processes of an organization. Oakland, (2014), a renowned author of quality management, defined Total Quality as “ philosophy, culture, strategy or management style of a company according to which all persons
in the same, study, practice, participate and promote continuous quality improvement”. The concept of Total Quality Management (TQM) could also be explained as a continuous improvement process, with the aim of achieving optimal quality in all areas, which in Disney’s case would be its movies, television shows, and the Disneyland the biggest theme park in the world.
Discussion Paradigms of Total Quality Management (TQM) The term of Total Quality Management (TQM) is extensively used in education, government, manufacturing and service industries.The Total Qualit y Management consists of three paradigms:
Total: Wide organization.
Quality : With their usual definitions and all its complexities.
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Management : Management system with steps such as planning, organizing, controlling,
leading, etc. Another essential concept that comes under Total Quality Management (TQM) is quality, a concept that applies to both the product and the organization. Total Quality Management (TQM) aims to generate a high level of customer satisfaction through providing them with quality care and service, which in turn results in the generation of profits for all members of the company (Conti, 2012). Therefore, it does not only relate to the process of manufacturing a product with the sole purpose of selling, but it also covers several other aspects such as improved working conditions and staff training.
Types of Clients in Total Quality Management (TQM) The concept of total quality distinguishes two types of clients, who are identified as internal and external.
Internal Clients: These are the employees that are working within the company who are responsible for production of products like action figure from Toy Stor y, or providing service to the consumers at the Disneyland.The internal employee at Disneyland receive a long list of benefits, they have chances of receiving a promotion, and are recognized when the y perform their jobs with excellence. At Disneyland each and every employee is treated the same way without any distinction
External Clients: Are the ones who buy the products or services offered by the company, without necessarily having another relationship with this. External customers of the Disneyland are its main focus; Disney goes to all extent in order to overcome their expectations from a friendly smile to the kind words of employees, the convenience and
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attractions that park offers. An example of how valuable Disney thinks of its customers is the establishment of the intake system to the attractions of parks, which eliminates the huge queues. The visitor removes a ticket in attracting entry that specifies the time at which the visitor should return without facing queue. Thus, Total Quality Management (TQM) is a process in which efforts are added to achieve a goal and overcome it in a relevant way and improve the product or service to offer. Total quality can be defined in two words: “ContinuousImprovement ”.The responsibility rests with the leadership quality and plays an important role throughout the process, as long as they are better organized and blended all members of the organization, the better the work performed and provide better results as a whole. The concept of Total Quality Management (TQM) is related to another concept: the “ perceived quality” which is the perception of the consumer of the quality of a product or how
people see a company or a brand (how they sell, the types of movies produced by Disney, services Disney performs for helping children through various CSR activities). Overall satisfaction, as the name suggests, not only applies to the customers of each company, but the entire “universe” of the company, i.e. to the employees and other companies that sell their products / services. Various research studies have revealed that after implementing a quality system following results are achieved such as:
Increased satisfaction customer
Internal company work more efficiently
Increased productivity
Higher profits
Lower costs
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Higher quality products
Disneyland s Business E nterpri se ’
Walt Disney is a huge company founded in the United States in 1923, which is named after its founder, Walter Elias Disney. Walt Disney was originally closely related to the production of drawings and animated films, including the famous “Mickey Mouse”, who remains to be the brand ambassador of the company even today (Watts, 2013). Today, The Walt Disney Company is present throughout the world, and has parks, produces films, owns television channels, has resorts and sells all sorts of merchandises, so there are several companies within this great company. Walt Disney from its inception has always aimed to maintain a strong commitment to quality entertainment based on its legacy of exceptional quality and creativity, managing to stay in place for many years, causing both grandparents as small children continues to be entertained by Mickey Mouse and all his friends (Finch, & Disney, 2011). Throughout the years, The Walt Disney Company has grown enormous and turned out having four major companies in which all tasks are divided. Among them most significant is Disney Studio Entertainment. The creation and production of films and animations are distributed to the public through “Walt Disney Pictures,” which includes Miramax Films, Pixar Animation, Walt Disney Animation Studios, Studios, Disney Toon Studios, Touchstone Pictures and Hollywood Pictures. Moreover, it has developed Disney Parks and Resorts, the company that begins with the creation of the first theme park, Disneyland in California. Disneyland officially Disneyland Park since the 1990s, is a park located in Anaheim California, United States. It was the first park of its kind built by The Walt Disney Company, and the only one that was designed and built under the
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supervision of producer and filmmaker Walt Disney. Disneyland was built with the aim of diversifying the business model with the construction of an amusement p ark. Disneyland opened its doors to the press and invited guests on July 17, 1955, just over a year after that it would start construction, and the next day it was open to the public. Although some executives of Disneyland believed it would fail, in its first week Disneyland recorded an attendance of over 160,000 people. In 1957, two years after its opening, Disneyland was one of the major tourist attractions in the United States, surpassing in popularity to places like the Grand Canyon or Yellowstone National Park. It is estimated that 2015 has been one of the amusement park ’s busiest year worldwide besides being visited by over 700 million people since its opening (Rosenberg, 2012). Walt Disney is credited with having “redefined the concept of family vacations” and Disneyland has been listed as a “tourist mecca.” The design, divided into subject areas, proved to be a novel concept at the time and the incorporation of robots audioanimatronics used in some of its attractions and the first roller coaster built with tubular steel created history. Disney Consumer Products is an enterprise of the company dedicated to the expansion of Disney-branded products, which include a huge range of products ranging from toys, clothes, books, electronic games, drinks, food, to electronics and parts of art. Finally, Disney Media Networks is one area that deals with business related to radio, cable television, Internet and advertising of The Walt Disney Company. This company has several TV channels and radios, among which could be mentioned Walt Disney Internet Group, Disney-ABC Television Group, ABC Owned Television Stations and ESPN Inc. As already mentioned, the company is also engaged in marketing, advertising, research, sales and communications of this huge company.
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E valuation of D isneyland s Business E nterpri ses and Development of TQM ’
Walt Disney is among the few organisations of the world that ha s been successful in incorporating new concepts of the quality in the definition of the Total Quality Management. With the aim of paying attention to every minute detail, Disney aims to exceed the expectations of it s guests visiting the theme park. Disneyland considers its guest as VIPs, and very individual people also, a factor that contributes towards the success of the Disney is people serving the people. Disney believes it is up to them to make life easier for the guests at the Disneyland. Every time a guest returns back to the Disneyland there expectation are even higher (Ingelsson et.al, 2012). This is the reason why Disney strictly believes in attention to minute details, and providing its guests with VIP treatment as an extremely important factor of the success of the Corporation as a whole. Walt Disney Company demonstrates exceptional quality when it com es to the operating of Disneyland. The focus of Disneyland is towards customer satisfaction, with specific focus over the role of the employees in delivery of service. Walt Disney views its employees as an essential organisational resource; this is the reason why great care is taken in the hiring and training process of the employees. At Disney all the employees are known as “cast members,” regardless of whether they are performers, or janitors. Disney trains its employees extensively in customer service, quality awareness and communication. Continual monitoring of quality is considered as an essential component at Disneyland, and employees regularly meet together in order to evaluate their effectiveness. All employees are provided with a brief illustration of how the quality of their individual jobs contributes to the success of the Disneyland.
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Disney aims to provide the people visiting their theme park with a high level customer service. In order to ensure that each and every customer visiting Disneyland experience the highest standards, Disney ensured that every employee has an essential role to play in contributing towards the excellent products and services offered to the customers at Disneyland. Through the utilisation of Total Quality Management (TQM), Disney implemented a culture of Innovation, Design Engineering Organization (IDEO’S), under which Disney follows a nonhierarchical organization culture (Malik, &Yusof, 2014). Under the IDEO’S the employees at Disneyland are not rewarded based on the seniority of the ranks within the company, but the employees are rewarded based on the number of projects that he o r she has undertaken. This enabled Disney to establish a system, in which the voice of each and every employee is being heard. Through the implementation of IDEO’S Disney succeeded in removing the existential hierarchy from its organizational culture. This was the willingness that was possessed by Walt Disney for disclosing the corporate information to each and every employee working within the organization. Walt Disney always looked towards the facilitation of openness and transparency in the process of communication within the organisation (Herzallah et.al, 2014). Disney through the adoption of Total Quality Management (TQM) succeeded in establishing a system for effectively conveying the important messages to all of his emplo yees and made them felt like a part of the company as employees had an equally important role to play within the organisation. It is the employees working within the organisation that will provide a high quality of service and products to the consumer through continuous feedbacks and suggestion related to improvements, which will help them become more competitive and ensure maintenance of high quality standards of Disney. Furthermore, Disney always strives to provide its emplo yees an environment which is both enjoyable and productive at the same time, and an environment in
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which the employees could realise their full potential and fulfil their career aspirations. Organisational Structure
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Timeline July 18, 1955 - Disneyland was opened to the public on July 18, 1955 in Anaheim, California. It was renovated and expanded in 2001.
October 1, 1971 - The Walt Disney World Resort was opened to the public, with the Magic Kingdom and three resort hotels. Today, it is the largest holiday resort in the world.
April 15, 1983 - Tokyo Disneyland opens.
April 12, 1992 - Euro Disney, later renamed Disneyland Paris, opens with two theme parks and a golf course.
September 4, 2001 - Tokyo DisneySea, a £2.5 billion nautically-themed resort, opens.
September 12, 2005 - Disneyland Hong Kong opens, a joint venture between Disney and the Hong Kong government.
Staff Training at Disney Deming Principle
Edwards Deming stated that quality does not mean luxury. Quality is a predictable degree of uniformity and reliability, low cost and adapted to market. In other words, quality is everything consumers need and crave (Deming, 2012). Since the needs and desires of consumers are always changing, how to define the quality with reference to the consumer is to constantly redefine the requirements. It increases productivity while decreasing variability.
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Figure 1: Deming’s Cycle
Thus, following the principle proposed by Deming Disneyland states that training of the staff members is necessary, and the foremost part of their business strategy since the y are providing a service to the consumers and they can only ensure quality service through providing their staff with high quality training. Following are the points proposed by Deming which are followed by Disney 1. Creation of reliability of function for improvement of service: This vision of Disneyland guides the corporate culture and provides an objective to the organization. 2. Adopt the new philosophy: It is essential to continuously update its process of providing adequate training to all of its employees to keep up with the changing market and customer needs. 3. Away from dependence on inspection to achieve quality: Disneyland utilizes modern tools such as statistical process control, the evolving operations, ex perience design and
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deployment of the quality function, with the aim of assessing a problem and “inspect quality". 4. Disney looks to minimize the total cost to operate; end the practice of allocating
operations only on the basis of price. 5. I mprove constantly and forever every process: Disney believes that the process of improvement is constant and increased productivity constantly reducin g costs. Through constant training to its staff members Disneyland aims to overcomes defects and improve the process. 6. Training institute in function: At Disneyland training applies to all levels of the organization, from the lowest to the highest. 7. Adopt and institute leadership: Disney strongly believes in the fact that leadership comes from the knowledge, expertise and interpersonal skills, not the authority. 8. E liminate the fear: Disneyland resolves this issue by identifying and filling the gaps in communication, culture and training. 9. Break down barr iers between staff areas: At Disneyland everyone must work as a team toward a common goal. Teamwork is an imperative in modern management. 10. E liminate slogans, exhortations and targets for the workforce: Disney effectively eliminates unrealistic targets for its workforce in order to ensure high level of quality. 11. E liminate numerical quotas for workers and numerical goals for management: Disney has eliminated all numerical quotas as they are not capable of considering the statistical factors that affect all workers. Not all workers may be above average; not all below it.
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12. E liminate barriers that prevent staff pride in the work experience: At Disneyland it is the responsibility of supervisors to pass the volume and quality end result, and remove the barriers that prevent people from the opportunity to be proud of their work (Holt, 2012). 13. I nstitute a energetic training program and self-i mprovement for the staff: Disneyland provides all of its cast members adequate and effective training , the results of the training may not manifest immediately, but often have important effects in the long run. Selfimprovement is a progressive task of self-development at Disneyland. 14. Make work all staff of the company to achieve transformation: At Disneyland all the staff members are committed to the highest levels as they understand that transformation is necessary.
Customer Service I mprovements at Disneyland Implementation of Measures Proposed by Joseph Juran to Improve Quality at Disneyland Joseph explained quality as suitability for use in terms of design, shapin g, availability, security and practical use and is based on systems and techniques for solving problems (Juran, 2012). Juran focused his attention on the management view and top-down methods or techniques rather than pride or satisfaction of the worker, a factor that differentiates Joseph from the philosophy of Deming. Thus, Disneyland has adopted the measures proposed Joseph through which the whole staff members at Disneyland are treated as cast members and all the senior managers are involved in steering down the quality system at Disney Land. At Disneyland the quality objective has now become the part of the business plan of the company (Kennedy et.al, 2013).
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Disney has successfully implemented the Juan Trilogy model with the aim of effective management of total quality at the park. Disneyland utilises the following processes in order to ensure that high level of customer service is always maintained through: •
Quality Planning
•
Quality Control
•
Quality Improvement Quality Planning: Under this activity Disney provides training and development to its
staff member to ensure that the services provided by them meet the customer requirements. In order to achieve this goals following are the activities that are performed by Disney Land. •
Identify customer needs
•
To provide quality services to the customer
•
Develop a process capable of ensuring a high quality of service to each and every individual visiting Disneyland Quality Control : This is an administrative process, which includes the following steps:
•
To evaluate the current process performance
•
C current performance with quality goals (actual versus standard)
•
Acting on the difference Quality Improvement: In the list of priorities for Disneyland improving quality
occupies first place. In this sense, it has developed a structured proposal, which includes a list of non-delegable responsibilities for senior executives: •
Create the infrastructure: institute a quality advice; select improvement projects; designate equipment; providing facilitators.
•
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Provide training on how to provide quality service to the customer
•
Review the quality progress regularly
•
Reward and appreciate the winning teams
•
Promote the results
•
Studying the reward system to accelerate the pace of improvement
•
Maintaining the momentum to expand the business to include the goals of quality improvement plans
Figure 2: Juan Trilogy Model
Six Sigma It is a revolutionary approach to measuring and improving management quality which has become a standard method for the management of quality at Disneyland, as it helps the company to meet the needs of customers and providing high quality of service (Evans, & Lindsay, 2014). There are several technique used by Disneyland under this TQM technique which includes; Design, communication, training, production, management, losses, etc. However, the management of Disneyland still believes that the possibilities for improvement and
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cost savings are enormous, but the Six Sigma process requires commitment of time, talent, dedication, persistence and, of course, financial investment. Following are some of the principles of Six Sigma that are being followed by Disneyland. 1. Leadership engaged from top to bottom. At Disneyland this methodology involves a
change in how to conduct operations and make decisions. The strategy is supported and committed from the highest levels of management to the bottom level of employees. 2. Six Sigma is based on a management structure that includes full-time staff. Disneyland
manifests the commitment to Six Sigma by creating a management structure that integrates business leaders, projects, experts and facilitators. 3. Each of the actors in the Six Sigma program requires specific training
workouts. Disneyland provides all of its employees training through different training programs and ensures that the employees must take extensive training, known as curriculum of a black belt. 4. Customer-oriented and focused on processes. Disneyland seeks that all processes meet
customer requirements and quality standards and meet the performance standards of Six Sigma. At Disneyland the Six Sigma programs are based on an intense policy of communication between all members and departments within the organization and outside the organization (Basu, & Wright, 2012). This ensures that all the employees are well aware of the current happening within the organisation and are connected with the changes that are being made in the organisation.
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Bench Marking Disneyland has implemented a highly effective and efficient benchmarking system for rewarding and appraising the performance of its employees. Disneyland does not reward based on the seniority of the ranks within the company, but the employees are rewarded based on the number of projects that he or she has undertaken (Sweis et.al, 2015). Along, with that Disneyland also conducted external and internal benchmarking programs with the aim of evaluating the performance of its cast members in order to effectively hand the staff members which are the most essential assets of Disneyland. The Walt Disney Company (more commonly known as Disney) is one of the largest media and entertainment corporations in the world. Headquartered in Burbank, California, Disney’s main operating units are studio entertainment, theme parks and resorts, media networks, and consumer products. Disney had revenues of US$30.8 billion in 2004. Disney’s approach to CSR is comprised of six main components. They are:
1) Business Standards and Ethics – This includes workplace policies, hiring, training, equal opportunities, the prevention of harassment and discrimination business conduct guidelines, an d ethical and legal standards. 2) Corporate Governance – This includes guidelines on the composition of the board of directors, codes of business conduct and ethics for directors, standards of business conduct, bylaws and processes for shareholders and other parties to communicate with the board. 3) Community – This includes public service initiatives, community outreach initiatives, philanthropic donations and employee volunteer programmes within local communities.
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4) The Environment – This includes the concept of Environmentality, which the company says it established as a fundamental ethic to blend its business needs with conservation. Under this Environmentality umbrella Disney has integrated conservation efforts into its daily operations. The company says its employees around the world proactively support environmental initiatives through all aspects of its business and states that it is “committed to balancing environmental stewardship with our corporate goals throughout the world.”
5) International Labour Standards – Disney has implemented an International Labour Standards (ILS) programme that includes policies, practices and protocols designed to protect the interests of workers engaged in the manufacture of Disney merchandise, whether for licensees or for direct sale at company properties. This includes a code of conduct (covering working conditions, health and safety, compliance with the law etc) for manufacturers of Disney-related merchandise. 6) Safety and Security – This includes theme park safety programmes and policies, internet safety, workplace safety programmes and training, park security, product s afety and a policy on the depiction of smoking in movies. Some of the CSR INITIATIVES
Disney sponsors many organizations across the world. One of them is the Boys & Girls Clubs of America (BGCA) School Supply Drive. Their mission is to prepare children to succeed in school. One million kids fail to graduate high school every year and Disney is here to make a difference. This club provides school supplies, homework help, academic enrichment activities, as well as tutoring help. Did you know 15.1 million kids are left unsupervised after school everyday?! Thanks to BGCA, kids are provided with after-school programming to keep them on 17 | P a g e
track to a successful future. Disney announced a $250,000 donation and Disney VoluntEARS helps support the cause and pushes kids towards a positive future. VoluntEARS is a charitable organization that provides opportunities for Disney cast members and emplo yees to dedicate their time for giving back to local communities. The reason behind all of this giving and corporate citizenship parallels with Disney’s values. Disney’s goal to support the creation of 50 play spaces for children by 2016. Under the status of the project lists “on track,” with a description stating that “in 2012, 22 spaces were completed.” Disney’s overall goal for its community engagement is to b uild on their
philanthropic legacy with programs that share resources to make lasting, positive change in communities and promote the happiness and well-being of kids and families. This specific program is a great example of how The Walt Disney Company aims to positively affect its community at such a magnified level. The Company continues to give to charity, with an increased focus on natural disasters such as the earthquakes in Haiti in 2010. Volunteerism is a major focus for Disney, offering free tickets to a million people in exchange for a day of volunteer service from an organization of their choice. This encouraged over one million people in the United States to commit to service efforts to volunteer in their communities. Disney has focused on the environment from the beginning as is a reoccurring theme in business practices. Through motion pictures and television programming geared toward the environment, Disney encourages environmental education. Disneynature films, part of Walt Disney Motion Picture Studios, share compelling stories and immerse audiences in the natural world. Part of the 18 | P a g e
proceeds from three Disneynature films to date – Earth, Oceans, and African Cats – have planted three million trees in Brazil’s threatened Atlantic Forest, protected 40,000 acres o f coral reef in
the Bahamas, and conserved 50,000 acres of savanna wildlife corridors in Africa. The Disney Worldwide Conservation Fund, established on Earth Day in 1995, supports efforts of local and global non-profits who protect wildlife, ecosystems, and make a positive impact on the community. Since its inception, the Disney Worldwide Conservation Fund has helped to support over $20 million in projects in over 112 countries. Disney supports local economies by contributing significant tax revenue and by consuming local goods and services. As an employer, they hire, train and support a workforce and its families. Walt Disney became interested in personalizing animals’ characters after carelessly killing a
small owl as a young boy. He felt deeply remorseful and guilty and vowed never again to kill a living creature. Personally, I forget that most of Disney’s characters are modeled after animals.
And for that reason, it is no surprise that Disney plays a large role in ensuring nature conservation and animal care. Disney is such an inspiring business because they choose to act on their late founders values to this day. To act on Walt’s values, the company founded their very
own organization, the Disney Worldwide Conservation Fund, in 1995 (on Earth Day), to help scientists and communities worldwide study animals and their habitats. The fund supports the study of wildlife and the protection of habitats and the development of community conservation and education programs in critical ecosystems around the world. Recently the organization has expanded their focus to help connect kids and nature through exploration and discovery. The goal of this program is to help educate kids to ensure they will have lifelong conservation values.
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Green energy has been a significant focus of the Walt Disney World Park. This includes
running ride vehicles on environmentally friendly biodiesel, compressed n atural gas, and electricity. Additionally, the Walt Disney World Park has undertaken a massive conversion of changing its light fixtures to LED. These efforts have gained the Walt Disney World Resort an EPA “Energy Star Partner” status.
Waste management is a huge concern of the Walt Disney World Park and in the eyes of Disney there is no better way to be environmentally conscientious than reusing and recycling what one uses! At the park recycling initiatives have resulted in the Walt Disney World Park recycling more than 100,000 tons of material every year. Water conservation efforts have enabled Disneyland’s aquifer withdrawals to remain level ove r
the past 20 years of Disneyland’s operation. 6 million gallons of water is reclaimed ever y day to recharge the park’s aquifer. With 14 water attractions alone in Disneyland, this water recycling
effort allows for the park to eliminate over consumption of water from its surrounding area. Quality failures at disneylands-
Allegedly failing to evacuate a quadriplegic
During a Nov. 27, 2009 visit, Jose Martinez, who is a quadriplegic and restricted to a wheelchair, was reportedly trapped inside the It's a Small World After All ride for 40 minutes while other visitors were evacuated. (The ride's boats stalled because of a computer glitch.) Martinez's lawsuit against the park states that while waiting for help he suffered from sudden and severe blood pressure that, for people with spinal-cord injuries, can lead to stroke or death. "It feels like an ice pick going through your temples." Martinez said. The pain was only exacerbated by the ride's wrenchingly repetitive tune, he said. Despite asking for help, Martinez reportedly wasn't 20 | P a g e
able to leave until the ride started again and the boat could reach the proper exit. The suit alleges that the park violated the Americans with Disabilities Act by failing to have adequate evacuation procedures for visitors with mobility disabilities. A resort spokeswoman said at the time that the park "is accessible to guests with varying needs… If it is necessary to evacuate an attraction, we
have procedures in place for all guests."
Reports of toxic lead on multiple rides
After conducting tests on the park over the course of a year, three environmental and health advocacy groups reportedly found high amounts of lead in 65 brass fixtures, including the popular Mr. Toad's Wild Ride and Peter Pan's flight. While not lethal, the amount of lead in brass objects including railings and chains could be harmful to children, particularly the very young. In a statement, Disney called the claims "baseless." The groups filed a lawsuit in April 2011 seeking to force the park to comply with the state's toxic-chemical notification law. Disney maintains it is not in violation of the law but could not otherwise comment specifically.
Allegations of air pollution
In 1987, California air management officials filed a lawsuit against Disneyland alleging the park violated 13 state air-pollution rules. The alleged violations mainly surrounded maintenance operations, including the park's gasoline equipment, as well as the park's tram, which had allegedly not been properly maintained since September 1986. Air quality officials said the park's violations did not pose an immediate threat to anybody, rather "just contributes to a smoggier day at Disneyland." The park faced fines of $10,000 per day. Disneyland officials had no official comment at the time.
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The problem in PARIS when they opened
Disney's policy of serving no alcohol in the park, caused astonishment in a country where a glass of wine for lunch is a given. Disney thought that Monday would be a light day for visitors and Friday a heavy one and allocated staff accordingly, but the reality was the reverse. Another unpleasant surprise was the hotel breakfast debacle. "We were told that Europeans 'don't take breakfast,' so we downsized the restaurants," recalled one Disney executive. "And guess what? Everybody showed up for breakfast. We were trying to serve 2,500 breakfasts in a 350-seat restaurant at some of the hotels. The lines were horrendous. Moreover, they didn't want the typical French breakfast of croissants and coffee, which was our assumption. They wanted bacon and eggs."
The reported problem in hongkong
Disney employees chastised some people when they did not understand what was said to them because English is not their 1st language and the rides and hotel rooms seemed to be falling apart according to a report.
Conclusion Thus, in the end it could be concluded that the companies like Disney that are applying Total Quality Management by establishing close relationship with its employees and facilitating them through continuous training and development to ensure the provision of high quality of products and services to the customer visiting the Disneylandwill be the one to succeed, and generate higher profits. A high level of customer satisfaction can only be achieved through providing them with high quality of care and maintaining strong standards which are something that Disney have been doing successfully for years. Thus, the success of the Disneyland seems to
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correlate with the ability of Disney to adhere to its vision and promoting its core values which is high level of service to customers through its employees.
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