This study addresses three main questions of how effective is the Ritz-Carlton on service process management. They are 1) What process management do they use, 2) What are the top three priorities and 3) How do they measure what they are measuring against. These three questions were asked how the Ritz-Carlton were able to maintain their excellent quality after winning the Malcolm Baldridge National Quality Award. To address these questions, two main approaches were taken. Two interviews were conducted, On March 29th, 1995 with Mr. Patrick Mene, Director of Quality Control, at the Corporate Office in Buckhead, Georgia and August 7th, 1995 with Mr. Paul Roa, Director of Quality at the New York City location via telephone. Also, extensive research materials through the library as well as The Ritz-Carlton Hotel Company. Results indicate that the Ritz-Carlton was able to maintain their high standards of quality by staying focus with their priorities. Result also indicate that the Ritz-Carlton is always trying to improve its quality and product. The Malcolm Baldridge National Quality Award was a foundation for the Ritz-Carlton to continuously keep improving onto world class quality.

Library of Congress Subject Headings

Ritz-Carlton Hotels (Firm)--Customer services; Hotels; Hotel management; Customer services

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Marecki, Richard


Note: imported from RIT’s Digital Media Library running on DSpace to RIT Scholar Works. Physical copy available through RIT's The Wallace Library at: TX911.3.C8 J33 1996


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