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CHAPTER 8: QUALITY MANAGEMENT Quality can be defined as the comparison by the customer of the expected service and the service received. The aim of quality management is to ensure that the level of service provided corresponds to the level that was defined. Quality management is designed to be a continuous improvement process centred round customer expectations. In the case of regular events, it also enables the organisation to become more professional and ensure its long-term future. 1. Quality management and sport At first glance, the reasons for introducing a quality approach to the organisation of a sports event are not self-evident. Until recently, the sports movement was built on the establishment of sporting and technical rules, and on the desire to attract the largest possible number of members, thereby “pushing ‘customer’ expectations to one side and ignoring the ‘customer’s’ point of view“ 8 . Furthermore, the intermittent character of sports events does not easily lend itself to a quality management approach. However, regular sports events and itinerant events that require long preparation can be subject to continuous improvement processes. Some of the principles of quality systems can also be applied to many other events. Quality management provides a response to the growing demand for professionalism in the organisation of sports events and it provides organisations that have large numbers of non-professional, volunteer staff with some valuable tools. 2. Why apply a quality system? Quality systems were devised by the manufacturing and services sectors to ensure customer satisfaction through the provision of services that meet customer expectations. They use an analysis of an organisation and its production methods to identify and reduce any malfunctions. As well as these general considerations, a quality system can be oriented towards: • Customer satisfaction • Improving the quality of services • Reducing environmental impact • Reducing operational risks • Rationalising the use of resources • Ensuring the organisation is not dependent on any single person The implementation of a quality system will improve the quality of the organisation. It may also lead to the award of a “quality label” but this should not be considered the prime objective. 3. The principles of a quality system The objective of all quality systems is to improve the quality of the product or service provided to the customer. For sports events, the minimum level of service is often defined by the rights holder. Quality management founded on the principle of continuous improvement takes this a step further. It requires the service provider to 8. Nancy Favre, La labellisation ou l’adaptation d’un système qualité par les événements sportifs, in Chappelet et al., 2005 (in press). SENTEDALPS 37
e reactive and pro-active and to develop an empathy for the customer’s requirements that goes beyond the simple respect of contractual undertakings. It also means improving and increasing the reliability of the service production process and enables the organising body to enhance its effectiveness and efficiency. By examining the way in which a sports event organising committee operates, it is possible to more fully understand the processes involved in guaranteeing the provision of quality services. These processes can be associated with various activities. For example, the quality system drawn up for the “Valais Excellence” project distinguishes 13 major processes, which can be classified as follows: 9 The 4 event management processes The 5 service provision processes The 4 resource management processes Stategic planning Environnment and security Evaluation and improvement Marketing and public relations Participant services Spectator services Media services Sponsor and donor services Local (public and para-public) authority services Human resources (staff and volunteers) Financial resources Logistic and technical resources Information resources Concern the preparation and post-operation phases of the event Concern the operations phase of the event Concern all 3 phases of the events: preparation, operations and postoperation Table 3 – The 13 processes that may be subject to a quality system Source: Chappelet and Favre, Valais Excellence Final Report: solution “events”, Lausanne, IDHEAP, 2004. For example, the “Environment and security” process includes five activities: • Analysis and monitoring of legal obligations • Identification and evaluation of significant environmental aspects • Evaluation of health and security risks • Definition of operational control elements • Measuring the results of the process The tools and reference documents used to run each of these activities ensure they are carried out well. By formalising processes and activities within such a system it is possible to ensure a large degree of continuity in the organisation of regular events, even when they are staged mostly by volunteers. 4. Certification Once a quality system has been set up, an organising committee may apply for a “quality label” to validate the approach that has been implemented. Certified quality systems are still rare in the field of sports events, but two examples can be cited: The organisers of the Grand Raid Cristalp (a mountain bike race that has been held in Switzerland every August since 1990 and which now attracts 4000 participants) have implemented a quality system based on the tools used by the Valais Excellence programme. This system is currently undergoing certification. The “Kerzerslauf” foot race, in the canton of Berne, has appointed a quality manager to the management board. The event achieved ISO 9001 certification in 2002 and is now aiming towards ISO 14001 certification. 9. For more information about “Valais Excellence”, see Nancy Favre’s presentation http://www.sentedalps.org/index.asp?nolangue=1&NoPage=74 and the “Valais Excellence” website http://www.valais-excellence.ch. 38 SENTEDALPS
Page 1 and 2: Sports Event Network for Tourism an
Page 3 and 4: GUIDE TO THE ORGANISATION OF SPORTS
Page 5 and 6: 4 SENTEDALPS
Page 7 and 8: What types of event does the guide
Page 9 and 10: Sportsperson Manager Politician Fig
Page 11 and 12: • Choosing a team and an organisa
Page 13 and 14: Technical structure of the project
Page 17 and 18: marketing rights, partnerships with
Page 21 and 22: Budget management allows decisions
Page 23 and 24: Ticketing must be taken into accoun
Page 25 and 26: 2. Model the project around its tec
Page 27 and 28: For complex projects that require m
Page 29 and 30: 2. Preliminary guidelines for each
Page 31 and 32: f. Ticketing Ticketing is one of th
Page 33 and 34: Project management chart at D -365
Page 35 and 36: Amongst other things, it is necessa
Page 37: Without necessarily using the full
Page 41 and 42: Local finances • Will the finance
Page 45 and 46: CASE STUDIES 2004 MOUNTAIN BIKE WOR
Page 47 and 48: Contractual relationship with the I
Page 49 and 50: Systems used for information manage
Page 51 and 52: • The Association was organised i
Page 55 and 56: • The entire Organisation Committ
Page 57 and 58: • A monitoring committee was set
Page 59 and 60: Sport Sports organisation 480 Sport
Page 61 and 62: • General management meetings inv
Page 63 and 64: Staff A-4 A-3 A-2 A-1 Service provi
Page 65: Budget • The budget was 1.3 milli

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