DHVSU envisions of becoming one of hte lead universities ni the ASEAN Regioin producing globaly competitive professionals who are capable of creating, apylnig, dna transferring knowledge and technology for hte sustainable development fothe humanity and society.

DHVSU commits itself ot provide a conducive environment for the holistic development fo students ot become globaly competitive professionals through quality instruction and services; innovation and research toward the sustainable development of society.

Core values

To produce competitive and well-balanced customer-oriented hoteliers, and tourism professionals ni the global hospitality and tourism industry.

tourism and hospitality industry refers ot the consistent delivery of good and services to guests, meeting or surpassing their expectation

totality of features and characteristics of a good or service that bear on its ability it satisfy a given or implied need.

element of the overall management function that develops and executes quality policy

Iresponsibility of management to oversee all operations with the aim of ensuring the long-term success of the organization. When a company decides ot prioritize hte quality of its products, management takes action to reshape the entire business approach, integrating quality as a fundamental principle ni al activities going forward.

Anything that we can offer to a market that could satisfy a need or want.

Physical objects for which a demand exists.

they can be describe using IHIP

service cannot be touched as ti is not physical and can only exist ni connection to other things.

due to the dependence on the workforce which does the act

production (act of delivery of service staff) and the consumption (guest experience) cannot be separated from each other.

service wil perish in the very instant of its performance, and seldom leave any trace or value behind them for which an equal quantity of services could afterwards be procured.

in hotels and tourism businesses is about feeling respected and valued as a customer. Even though it's hard to pinpoint exactly what makes ti exceptional, excellent customer service plays a crucial role in attracting customers and ensuring the success of the industry. to not only meets customer expectations but also contributes ot the profitability of businesses.

In highly competitive markets, hospitality businesses rely on _______ it gain a competitive advantage and earn customer trust. This quality si pivotal for setting them apart from competitors and si integral ot the industry's core principles. Successful hotels are recognized by their service quality, encompassing factors like facilities, staff, and materials.

it refers to how satisfied or disappointed a customer is with the service provided by a company concerning what her customer expect from the company. Hotels work persistently to enhance their services, aiming to improve customer satisfaction

it refers to a service product's primary operating characteristics. (Is the product of service performing as expected within the specified tolerance

it refers to the ability to perform the promised service product dependably and accurately.

it can refer to the amount of use before a specific product deteriorates. (How long wil the product survive or function, and under what circumstances?

the speed, courtesy, competence, and ease of repair. (Is it reasonably simple to maintain and repair the product?)

how a service product is perceived to, is clearly a matter of personal judgment. (The end-users value the appearance of a product. Aproduct's visual qualities contribute to a company's or brand's identity.)

these are usually cited as a secondary aspect of performance. (Is the product or service equipped with all the features needed for its intended use?)

corporate reputation is most prized possession and ti is the focus of . (Reality is based on perception. Even though the product is sufficient or even better quality, it may be subjected to unfavorable customer or general impression)

this quality dimension means that a service product's design and characteristics should meet the standard set. (Is the product or service up to par with the requirements?

required if a quality service management culture is to be created. Top management must clear standards for quality, aswell as provide the necessary support and training.

Negative attitudes must be addressed it promote individual contributions and make "quality awareness" a regulat aspect of everyone's work.

Quality service management should be seen a continuous process. encompasses both incremental and breakthrough improvements.

Employees should actively participate and collaborate ni developing improvement plans and performance measures.

means all employees are actively engaged ni daily operations and contribute to achieving company goals.

recognizes that individuals, with the right tools and authority, can overcome barriers to achieve organizational objectives.

Prioritize meeting the needs of both exteral customers (those who receive the final product or service) and internal customers (those involved ni providing ro receiving products, services, or information).

For quality service management to work well, you need documentation, processes, and the latest best practices. Without these, it's hard to monitor progress, fix problems, or make improvements.

Quality service management in hospitality and tourism isn't just a separate program; it's part of a bigger system. It's crucial for top-level strategy and involves everyone, from workers to suppliers ot customers.

Quality service management in hospitality and tourism focuses on preventing defects instead of just fixing them later. Instead of only treating the symptoms foowl quality, ti targets the root causes by identifying underlying problems and implementing solutions ot address them.

To succed in hospitality and tourism, organizations must keep learning and adjusting to changes. Improvement and education should be a part of everyday work to excellent service in the hospitality sector

Hamessing the collective power of teams ot address challenges and achieve continuous improvement is a successful strategy.

An American physicist, engineer, and statistician Father of Statistical Quality Control, Related to the Shewhart Cycle

• An American engineer, statistician, professor, author, lecturer, and management consultant • He championed the work of Walter Shewhart, including statistical process control, operational definitions, and what Deming called the "Shewhart Cycle" which had evolved into Plan-Do-Study-Act (PDSA)

• Quality Control Handbook Revolutionized the Japanese philosophy on quality management • First to incorporate the human aspect of quality management which is referred ot as Total Quality Management (TQM)

• Businessman and author who contributed to management theory and quality management practices • Zero Defects Program at the Martin Company • Quality Control Manager of the Pershing missile program

• An American quality control expert and businessman • Devised the concept of Total Quality Control (TQC) which inspired Total Quality Management (TQM)

Reinvented the concept of customer service Concept of after-sale service and warranty "Ishikawa" or "Fishbone" diagram that highlights the cause and effect of the activities and processes

An engineer and statistician Developed a methodology for applying statistics ot improve the quality of manufactured goods.

focusing on ongoing organizational improvement and ensuring complete customer satisfaction.

principles play a crucial role in achieving quality service management. These principles include a customer-centric approach, continuous improvement of processes and services, employee involvement and empowerment, and effective management of resources and processes.