Research Paper on:
Improving Quality at Pal's Sudden Service

Unformatted Sample Text from the Research Paper:
Ritz-Carlton pioneered the concept of applying the principles of Total Quality Management (TQM) to a service business, so has Pals Sudden Service in Kingsport, Tennessee pioneered the application of the  same principles to fast food. A $17 million company at the time, Pals total annual revenues were less than a large multinational organizations annual office supply budget. Pals  has placed rabid attention to Demings 5th and 6th Points. That is, the company strives to "Improve constantly and forever the system of production and service" (Deming, 1986; p.  23) and it is dedicated to training on the job. One point that Pals could have trouble implementing is Point 13, "Institute a  vigorous program of education and self-improvement" (Deming, 1986; p. 24). Two points that Pals could apply more efficiently are Point 7 and Point 14. Those are "Institute leadership"  and "Put everybody in the company to work to accomplish the transformation. The transformation is everybodys job" (Deming, 1986; p. 23-24). Pals Industry  One of the qualities that the fast food industry shares with the hospitality industry is its notoriously high rates of employee turnover. Industry average is well over 200  percent annually; Pals closest competitor topped 300 percent in 2001. Pals was able to reduce its turnover rate to 127 percent, still high for other industries but unheard-of low  in fast food (Pals Sudden Service, 2002). By 2004, Pals had reduced turnover to only 56 percent, as the rest of its industry still hovered around the 300 mark  (Crecca, 2005). The effect applies to more than only hourly employees. "Only four unit managers have voluntarily left Pals since 1981" (Crecca,