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Using Quality Management Methods and Models in The Restaurant Business
Corresponding Author(s) : Abdullaeva Zulfiya Izzatovna
American Journal of Economics and Business Management,
Vol. 8 No. 7 (2025): July
Abstract
In today’s highly competitive and customer-centric hospitality industry, maintaining high service and product quality is essential for the success and sustainability of restaurant businesses. This article explores the application of quality management methods and models within the restaurant sector, with a focus on improving operational efficiency, customer satisfaction, and overall business performance. It examines widely adopted quality frameworks such as Total Quality Management (TQM), ISO 9001 standards, and the Six Sigma methodology, discussing their relevance and adaptability to the unique dynamics of food service operations. By integrating case studies and practical insights, the article demonstrates how strategic implementation of quality tools—like process mapping, customer feedback systems, and continuous improvement cycles—can enhance consistency, reduce waste, and drive excellence in service delivery. The findings suggest that embracing a culture of quality is not only a competitive advantage but a critical component of long-term success in the restaurant industry.
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- [1] Decree of the President of the Republic of Uzbekistan No. PF-158 dated September 11, 2023. Lex uz. materials. Available: https://lex.uz/docs/4776669
- [2] President of the Republic of Uzbekistan, Resolution No. PQ-5113 dated May 11, 2021.
- [3] President of the Republic of Uzbekistan, Resolution No. PQ-104 dated January 27, 2022.
- [4] Anderson, E. W., Fornell, C., & Mazvancheryl, S. K. (2013). Customer satisfaction and shareholder value. Journal of Marketing, 68(4), 172–185. https://doi.org/10.1509/jmkg.68.4.172.42723
- [5] Antony, J. (2014). Readiness factors for the implementation of Six Sigma in the UK service organizations. The TQM Journal, 26(1), 42–54. https://doi.org/10.1108/TQM-07-2012-0057
- [6] Goetsch, D. L., & Davis, S. B. (2016). Quality management for organizational excellence: Introduction to total quality (8th ed.). Pearson.
- [7] Jain, R., & Singh, M. (2018). Quality management in hospitality: A review of literature. International Journal of Hospitality & Tourism Systems, 11(2), 1–9.
- [8] Kumar, M., Antony, J., Singh, R. K., Tiwari, M. K., & Perry, D. (2019). Implementing the Lean Sigma framework in an Indian restaurant: A case study. Production Planning & Control, 30(10–12), 943–960. https://doi.org/10.1080/09537287.2019.1582108
- [9] Oakland, J. S. (2014). Total Quality Management and Operational Excellence: Text with Cases (4th ed.). Routledge.
- [10] Tari, J. J. (2010). Implementation of ISO 9000 and EFQM excellence models: Empirical study in Spanish companies. Total Quality Management, 19(5), 603–621. https://doi.org/10.1080/14783360802018173
- [11] Wilkinson, G., Dale, B. G., & van der Wiele, T. (2017). Systematic approach to ISO 9001:2015 implementation. International Journal of Quality & Reliability Management, 34(8), 1343–1356.
- [12] Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation. Free Press.
References
[1] Decree of the President of the Republic of Uzbekistan No. PF-158 dated September 11, 2023. Lex uz. materials. Available: https://lex.uz/docs/4776669
[2] President of the Republic of Uzbekistan, Resolution No. PQ-5113 dated May 11, 2021.
[3] President of the Republic of Uzbekistan, Resolution No. PQ-104 dated January 27, 2022.
[4] Anderson, E. W., Fornell, C., & Mazvancheryl, S. K. (2013). Customer satisfaction and shareholder value. Journal of Marketing, 68(4), 172–185. https://doi.org/10.1509/jmkg.68.4.172.42723
[5] Antony, J. (2014). Readiness factors for the implementation of Six Sigma in the UK service organizations. The TQM Journal, 26(1), 42–54. https://doi.org/10.1108/TQM-07-2012-0057
[6] Goetsch, D. L., & Davis, S. B. (2016). Quality management for organizational excellence: Introduction to total quality (8th ed.). Pearson.
[7] Jain, R., & Singh, M. (2018). Quality management in hospitality: A review of literature. International Journal of Hospitality & Tourism Systems, 11(2), 1–9.
[8] Kumar, M., Antony, J., Singh, R. K., Tiwari, M. K., & Perry, D. (2019). Implementing the Lean Sigma framework in an Indian restaurant: A case study. Production Planning & Control, 30(10–12), 943–960. https://doi.org/10.1080/09537287.2019.1582108
[9] Oakland, J. S. (2014). Total Quality Management and Operational Excellence: Text with Cases (4th ed.). Routledge.
[10] Tari, J. J. (2010). Implementation of ISO 9000 and EFQM excellence models: Empirical study in Spanish companies. Total Quality Management, 19(5), 603–621. https://doi.org/10.1080/14783360802018173
[11] Wilkinson, G., Dale, B. G., & van der Wiele, T. (2017). Systematic approach to ISO 9001:2015 implementation. International Journal of Quality & Reliability Management, 34(8), 1343–1356.
[12] Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation. Free Press.