QUALITY MANAGEMENT REPORT ON

DISNEY LAND
DISNEY LAND

Submitted to : Dr. Archana Gandhi

Submitted by : Manish Kumar

Suraj Kedia

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 Table of Contents

Introduction ..................................................................................................................................... 1
Discussion ....................................................................................................................................... 1
Paradigms of Total Quality Management (TQM) ...........................................................................1
Types of Clients in Total Quality Management (TQM) ................................................................. 2
Disneyland’s Business Enterprise ................................................................................................... 4
Evaluation of Disneyland’s Business Enterprise’s and Development of TQM .............................. 6
Organisational structure .................................................................................................................. 8
Timeline .......................................................................................................................................... 9
Staff training at Disney ................................................................................................................... 9
Deming Principle ............................................................................................................................ 9
Customer Service Improvements at Disneyland ........................................................................... 12
Implementation of Measures Proposed Joseph Juran to Improve Quality at Disneyland ............ 12
Six Sigma ...................................................................................................................................... 14
Bench Marking.............................................................................................................................. 16
CSR ............................................................................................................................................... 16
Quality Failures .............................................................................................................................. 20
Conclusion .................................................................................................................................... 22
References ..................................................................................................................................... 23

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 Quality Management report on Disneyland

Introduction

Total Quality Management (TQM) could simply be explained as a structured and a

comprehensive approach towards organizational management, which aims to improve the quality

of products and services produced by an organization through ongoing refinements in response

to continuous feedback (Gimenez-Espin et.al, 2013). Total Quality Management (TQM) refers to

a strategy that focuses on constructing quality awareness in all the processes of an organization.

Oakland, (2014), a renowned author of quality management, defined Total Quality as

“philosophy, culture, strategy or management style of a company according to which all persons

in the same, study, practice, participate and promote continuous quality improvement”. The

concept of Total Quality Management (TQM) could also be explained as a continuous

improvement process, with the aim of achieving optimal quality in all areas, which in Disney’s

case would be its movies, television shows, and the Disneyland the biggest theme park in the

world.

Discussion

Paradigms of Total Quality Management (TQM)

The term of Total Quality Management (TQM) is extensively used in education,

government, manufacturing and service industries.The Total Quality Management consists of

three paradigms:

 Total: Wide organization.

 Quality: With their usual definitions and all its complexities.

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 Management: Management system with steps such as planning, organizing, controlling,

leading, etc.

Another essential concept that comes under Total Quality Management (TQM) is quality,

a concept that applies to both the product and the organization. Total Quality Management

(TQM) aims to generate a high level of customer satisfaction through providing them with

quality care and service, which in turn results in the generation of profits for all members of the

company (Conti, 2012). Therefore, it does not only relate to the process of manufacturing a

product with the sole purpose of selling, but it also covers several other aspects such as improved

working conditions and staff training.

Types of Clients in Total Quality Management (TQM)

The concept of total quality distinguishes two types of clients, who are identified as

internal and external.

 Internal Clients: These are the employees that are working within the company who are

responsible for production of products like action figure from Toy Story, or providing service

to the consumers at the Disneyland.The internal employee at Disneyland receive a long list of

benefits, they have chances of receiving a promotion, and are recognized when they perform

their jobs with excellence. At Disneyland each and every employee is treated the same way

without any distinction

 External Clients: Are the ones who buy the products or services offered by the company,

without necessarily having another relationship with this. External customers of the

Disneyland are its main focus; Disney goes to all extent in order to overcome their

expectations from a friendly smile to the kind words of employees, the convenience and

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 attractions that park offers. An example of how valuable Disney thinks of its customers is the

establishment of the intake system to the attractions of parks, which eliminates the huge

queues. The visitor removes a ticket in attracting entry that specifies the time at which the

visitor should return without facing queue.

Thus, Total Quality Management (TQM) is a process in which efforts are added to

achieve a goal and overcome it in a relevant way and improve the product or service to offer.

Total quality can be defined in two words: “ContinuousImprovement ”.The responsibility rests

with the leadership quality and plays an important role throughout the process, as long as they

are better organized and blended all members of the organization, the better the work performed

and provide better results as a whole.

The concept of Total Quality Management (TQM) is related to another concept: the

“perceived quality” which is the perception of the consumer of the quality of a product or how

people see a company or a brand (how they sell, the types of movies produced by Disney,

services Disney performs for helping children through various CSR activities). Overall

satisfaction, as the name suggests, not only applies to the customers of each company, but the

entire “universe” of the company, i.e. to the employees and other companies that sell their

products / services. Various research studies have revealed that after implementing a quality

system following results are achieved such as:

 Increased satisfaction customer

 Internal company work more efficiently

 Increased productivity

 Higher profits

 Lower costs

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  Higher quality products

Disneyland’s Business Enterprise

Walt Disney is a huge company founded in the United States in 1923, which is named

after its founder, Walter Elias Disney. Walt Disney was originally closely related to the

production of drawings and animated films, including the famous “Mickey Mouse”, who remains

to be the brand ambassador of the company even today (Watts, 2013). Today, The Walt Disney

Company is present throughout the world, and has parks, produces films, owns television

channels, has resorts and sells all sorts of merchandises, so there are several companies within

this great company.

Walt Disney from its inception has always aimed to maintain a strong commitment to

quality entertainment based on its legacy of exceptional quality and creativity, managing to stay

in place for many years, causing both grandparents as small children continues to be entertained

by Mickey Mouse and all his friends (Finch, & Disney, 2011). Throughout the years, The Walt

Disney Company has grown enormous and turned out having four major companies in which all

tasks are divided. Among them most significant is Disney Studio Entertainment. The creation

and production of films and animations are distributed to the public through “Walt Disney

Pictures,” which includes Miramax Films, Pixar Animation, Walt Disney Animation Studios,

Studios, Disney Toon Studios, Touchstone Pictures and Hollywood Pictures.

Moreover, it has developed Disney Parks and Resorts, the company that begins with the

creation of the first theme park, Disneyland in California. Disneyland officially Disneyland Park

since the 1990s, is a park located in Anaheim California, United States. It was the first park of its

kind built by The Walt Disney Company, and the only one that was designed and built under the

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supervision of producer and filmmaker Walt Disney. Disneyland was built with the aim of

diversifying the business model with the construction of an amusement park. Disneyland opened

its doors to the press and invited guests on July 17, 1955, just over a year after that it would start

construction, and the next day it was open to the public. Although some executives of

Disneyland believed it would fail, in its first week Disneyland recorded an attendance of over

160,000 people. In 1957, two years after its opening, Disneyland was one of the major tourist

attractions in the United States, surpassing in popularity to places like the Grand Canyon or

Yellowstone National Park. It is estimated that 2015 has been one of the amusement park’s

busiest year worldwide besides being visited by over 700 million people since its opening

(Rosenberg, 2012). Walt Disney is credited with having “redefined the concept of family

vacations” and Disneyland has been listed as a “tourist mecca.” The design, divided into subject

areas, proved to be a novel concept at the time and the incorporation of robots audio-

animatronics used in some of its attractions and the first roller coaster built with tubular steel

created history.

Disney Consumer Products is an enterprise of the company dedicated to the expansion of

Disney-branded products, which include a huge range of products ranging from toys, clothes,

books, electronic games, drinks, food, to electronics and parts of art. Finally, Disney Media

Networks is one area that deals with business related to radio, cable television, Internet and

advertising of The Walt Disney Company. This company has several TV channels and radios,

among which could be mentioned Walt Disney Internet Group, Disney-ABC Television Group,

ABC Owned Television Stations and ESPN Inc. As already mentioned, the company is also

engaged in marketing, advertising, research, sales and communications of this huge company.

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Evaluation of Disneyland’s Business Enterprises and Development of TQM

Walt Disney is among the few organisations of the world that has been successful in

incorporating new concepts of the quality in the definition of the Total Quality Management.

With the aim of paying attention to every minute detail, Disney aims to exceed the expectations

of it s guests visiting the theme park. Disneyland considers its guest as VIPs, and very individual

people also, a factor that contributes towards the success of the Disney is people serving the

people. Disney believes it is up to them to make life easier for the guests at the Disneyland.

Every time a guest returns back to the Disneyland there expectation are even higher (Ingelsson

et.al, 2012). This is the reason why Disney strictly believes in attention to minute details, and

providing its guests with VIP treatment as an extremely important factor of the success of the

Corporation as a whole.

Walt Disney Company demonstrates exceptional quality when it comes to the operating

of Disneyland. The focus of Disneyland is towards customer satisfaction, with specific focus

over the role of the employees in delivery of service. Walt Disney views its employees as an

essential organisational resource; this is the reason why great care is taken in the hiring and

training process of the employees. At Disney all the employees are known as “cast members,”

regardless of whether they are performers, or janitors. Disney trains its employees extensively in

customer service, quality awareness and communication. Continual monitoring of quality is

considered as an essential component at Disneyland, and employees regularly meet together in

order to evaluate their effectiveness. All employees are provided with a brief illustration of how

the quality of their individual jobs contributes to the success of the Disneyland.

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 Disney aims to provide the people visiting their theme park with a high level customer

service. In order to ensure that each and every customer visiting Disneyland experience the

highest standards, Disney ensured that every employee has an essential role to play in

contributing towards the excellent products and services offered to the customers at Disneyland.

Through the utilisation of Total Quality Management (TQM), Disney implemented a culture of

Innovation, Design Engineering Organization (IDEO’S), under which Disney follows a non-

hierarchical organization culture (Malik, &Yusof, 2014). Under the IDEO’S the employees at

Disneyland are not rewarded based on the seniority of the ranks within the company, but the

employees are rewarded based on the number of projects that he o r she has undertaken.

This enabled Disney to establish a system, in which the voice of each and every employee is

being heard. Through the implementation of IDEO’S Disney succeeded in removing the

existential hierarchy from its organizational culture. This was the willingness that was possessed

by Walt Disney for disclosing the corporate information to each and every employee working

within the organization. Walt Disney always looked towards the facilitation of openness and

transparency in the process of communication within the organisation (Herzallah et.al, 2014).

Disney through the adoption of Total Quality Management (TQM) succeeded in establishing a

system for effectively conveying the important messages to all of his employees and made them

felt like a part of the company as employees had an equally important role to play within the

organisation. It is the employees working within the organisation that will provide a high quality

of service and products to the consumer through continuous feedbacks and suggestion related to

improvements, which will help them become more competitive and ensure maintenance of high

quality standards of Disney. Furthermore, Disney always strives to provide its employees an

environment which is both enjoyable and productive at the same time, and an environment in

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which the employees could realise their full potential and fulfil their career aspirations.

Organisational Structure

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Timeline

July 18, 1955 - Disneyland was opened to the

public on July 18, 1955 in Anaheim, California.
It was renovated and expanded in 2001.

October 1, 1971 - The Walt Disney World

Resort was opened to the public, with the
Magic Kingdom and three resort hotels. Today,
it is the largest holiday resort in the world.

April 15, 1983 - Tokyo Disneyland opens.

April 12, 1992 - Euro Disney, later renamed

Disneyland Paris, opens with two theme parks
and a golf course.

September 4, 2001 - Tokyo DisneySea, a £2.5

billion nautically-themed resort, opens.

September 12, 2005 - Disneyland Hong Kong

opens, a joint venture between Disney and the
Hong Kong government.

Staff Training at Disney

Deming Principle

Edwards Deming stated that quality does not mean luxury. Quality is a predictable degree

of uniformity and reliability, low cost and adapted to market. In other words, quality is

everything consumers need and crave (Deming, 2012). Since the needs and desires of consumers

are always changing, how to define the quality with reference to the consumer is to constantly

redefine the requirements. It increases productivity while decreasing variability.

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 Figure 1: Deming’s Cycle

Thus, following the principle proposed by Deming Disneyland states that training of the

staff members is necessary, and the foremost part of their business strategy since they are

providing a service to the consumers and they can only ensure quality service through providing

their staff with high quality training. Following are the points proposed by Deming which are

followed by Disney

1. Creation of reliability of function for improvement of service: This vision of Disneyland

guides the corporate culture and provides an objective to the organization.

2. Adopt the new philosophy: It is essential to continuously update its process of providing

adequate training to all of its employees to keep up with the changing market and customer

needs.

3. Away from dependence on inspection to achieve quality: Disneyland utilizes modern

tools such as statistical process control, the evolving operations, experience design and

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 deployment of the quality function, with the aim of assessing a problem and “inspect

quality".

4. Disney looks to minimize the total cost to operate; end the practice of allocating

operations only on the basis of price.

5. Improve constantly and forever every process: Disney believes that the process of

improvement is constant and increased productivity constantly reducing costs. Through

constant training to its staff members Disneyland aims to overcomes defects and improve

the process.

6. Training institute in function:At Disneyland training applies to all levels of the

organization, from the lowest to the highest.

7. Adopt and institute leadership:Disney strongly believes in the fact that leadership comes

from the knowledge, expertise and interpersonal skills, not the authority.

8. Eliminate the fear: Disneyland resolves this issue by identifying and filling the gaps in

communication, culture and training.

9. Break down barriers between staff areas: At Disneyland everyone must work as a team

toward a common goal. Teamwork is an imperative in modern management.

10. Eliminate slogans, exhortations and targets for the workforce:Disney effectively

eliminates unrealistic targets for its workforce in order to ensure high level of quality.

11. Eliminate numerical quotas for workers and numerical goals for management:Disney

has eliminated all numerical quotas as they are not capable of considering the statistical

factors that affect all workers. Not all workers may be above average; not all below it.

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 12. Eliminate barriers that prevent staff pride in the work experience: At Disneyland it is the

responsibility of supervisors to pass the volume and quality end result, and remove the

barriers that prevent people from the opportunity to be proud of their work (Holt, 2012).

13. Institute a energetic training program and self-improvement for the staff: Disneyland

provides all of its cast members adequate and effective training, the results of the training

may not manifest immediately, but often have important effects in the long run. Self-

improvement is a progressive task of self-development at Disneyland.

14. Make work all staff of the company to achieve transformation: At Disneyland all the

staff members are committed to the highest levels as they understand that transformation is

necessary.

Customer Service Improvements at Disneyland

Implementation of Measures Proposed by Joseph Juran to Improve Quality at

Disneyland

Joseph explained quality as suitability for use in terms of design, shaping, availability,

security and practical use and is based on systems and techniques for solving problems (Juran,

2012). Juran focused his attention on the management view and top-down methods or techniques

rather than pride or satisfaction of the worker, a factor that differentiates Joseph from the

philosophy of Deming.

Thus, Disneyland has adopted the measures proposed Joseph through which the whole

staff members at Disneyland are treated as cast members and all the senior managers are

involved in steering down the quality system at Disney Land. At Disneyland the quality

objective has now become the part of the business plan of the company (Kennedy et.al, 2013).

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 Disney has successfully implemented the Juan Trilogy model with the aim of effective

management of total quality at the park. Disneyland utilises the following processes in order to

ensure that high level of customer service is always maintained through:

• Quality Planning

• Quality Control

• Quality Improvement

Quality Planning: Under this activity Disney provides training and development to its

staff member to ensure that the services provided by them meet the customer requirements. In

order to achieve this goals following are the activities that are performed by Disney Land.

• Identify customer needs

• To provide quality services to the customer

• Develop a process capable of ensuring a high quality of service to each and every

individual visiting Disneyland

Quality Control: This is an administrative process, which includes the following steps:

• To evaluate the current process performance

• C current performance with quality goals (actual versus standard)

• Acting on the difference

Quality Improvement: In the list of priorities for Disneyland improving quality

occupies first place. In this sense, it has developed a structured proposal, which includes a list of

non-delegable responsibilities for senior executives:

• Create the infrastructure: institute a quality advice; select improvement projects;

designate equipment; providing facilitators.

• Provide training on how to provide quality service to the customer

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 • Review the quality progress regularly

• Reward and appreciate the winning teams

• Promote the results

• Studying the reward system to accelerate the pace of improvement

• Maintaining the momentum to expand the business to include the goals of quality

improvement plans

Figure 2: Juan Trilogy Model

Six Sigma

It is a revolutionary approach to measuring and improving management quality which

has become a standard method for the management of quality at Disneyland, as it helps the

company to meet the needs of customers and providing high quality of service (Evans, &

Lindsay, 2014). There are several technique used by Disneyland under this TQM technique

which includes; Design, communication, training, production, management, losses, etc.

However, the management of Disneyland still believes that the possibilities for improvement and

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cost savings are enormous, but the Six Sigma process requires commitment of time, talent,

dedication, persistence and, of course, financial investment. Following are some of the principles

of Six Sigma that are being followed by Disneyland.

1. Leadership engaged from top to bottom. At Disneyland this methodology involves a

change in how to conduct operations and make decisions. The strategy is supported and

committed from the highest levels of management to the bottom level of employees.

2. Six Sigma is based on a management structure that includes full-time staff. Disneyland

manifests the commitment to Six Sigma by creating a management structure that

integrates business leaders, projects, experts and facilitators.

3. Each of the actors in the Six Sigma program requires specific training

workouts. Disneyland provides all of its employees training through different training

programs and ensures that the employees must take extensive training, known as

curriculum of a black belt.

4. Customer-oriented and focused on processes. Disneyland seeks that all processes meet

customer requirements and quality standards and meet the performance standards of Six

Sigma.

At Disneyland the Six Sigma programs are based on an intense policy of communication

between all members and departments within the organization and outside the organization

(Basu, & Wright, 2012). This ensures that all the employees are well aware of the current

happening within the organisation and are connected with the changes that are being made in the

organisation.

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 Bench Marking

Disneyland has implemented a highly effective and efficient benchmarking system for

rewarding and appraising the performance of its employees. Disneyland does not reward based

on the seniority of the ranks within the company, but the employees are rewarded based on the

number of projects that he or she has undertaken (Sweis et.al, 2015). Along, with that

Disneyland also conducted external and internal benchmarking programs with the aim of

evaluating the performance of its cast members in order to effectively hand the staff members

which are the most essential assets of Disneyland.

The Walt Disney Company (more commonly known as Disney) is one of the largest media and

entertainment corporations in the world. Headquartered in Burbank, California, Disney’s main

operating units are studio entertainment, theme parks and resorts, media networks, and consumer

products. Disney had revenues of US$30.8 billion in 2004.

Disney’s approach to CSR is comprised of six main components. They are:

1) Business Standards and Ethics – This includes workplace policies, hiring, training, equal

opportunities, the prevention of harassment and discrimination business conduct guidelines, and

ethical and legal standards.

2) Corporate Governance – This includes guidelines on the composition of the board of

directors, codes of business conduct and ethics for directors, standards of business conduct,

bylaws and processes for shareholders and other parties to communicate with the board.

3) Community – This includes public service initiatives, community outreach initiatives,

philanthropic donations and employee volunteer programmes within local communities.

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4) The Environment – This includes the concept of Environmentality, which the company says

it established as a fundamental ethic to blend its business needs with conservation. Under this

Environmentality umbrella Disney has integrated conservation efforts into its daily operations.

The company says its employees around the world proactively support environmental initiatives

through all aspects of its business and states that it is “committed to balancing environmental

stewardship with our corporate goals throughout the world.”

5) International Labour Standards – Disney has implemented an International Labour

Standards (ILS) programme that includes policies, practices and protocols designed to protect the

interests of workers engaged in the manufacture of Disney merchandise, whether for licensees or

for direct sale at company properties. This includes a code of conduct (covering working

conditions, health and safety, compliance with the law etc) for manufacturers of Disney-related

merchandise.

6) Safety and Security – This includes theme park safety programmes and policies, internet

safety, workplace safety programmes and training, park security, product safety and a policy on

the depiction of smoking in movies.

Some of the CSR INITIATIVES

Disney sponsors many organizations across the world. One of them is the Boys & Girls Clubs of

America (BGCA) School Supply Drive. Their mission is to prepare children to succeed in

school. One million kids fail to graduate high school every year and Disney is here to make a

difference. This club provides school supplies, homework help, academic enrichment activities,

as well as tutoring help. Did you know 15.1 million kids are left unsupervised after school

everyday?! Thanks to BGCA, kids are provided with after-school programming to keep them on

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track to a successful future. Disney announced a $250,000 donation and Disney VoluntEARS

helps support the cause and pushes kids towards a positive future. VoluntEARS is a charitable

organization that provides opportunities for Disney cast members and employees to dedicate

their time for giving back to local communities. The reason behind all of this giving and

corporate citizenship parallels with Disney’s values.

Disney’s goal to support the creation of 50 play spaces for children by 2016. Under the status of

the project lists “on track,” with a description stating that “in 2012, 22 spaces were

completed.” Disney’s overall goal for its community engagement is to build on their

philanthropic legacy with programs that share resources to make lasting, positive change in

communities and promote the happiness and well-being of kids and families. This specific

program is a great example of how The Walt Disney Company aims to positively affect its

community at such a magnified level.

The Company continues to give to charity, with an increased focus on natural disasters such as

the earthquakes in Haiti in 2010.

Volunteerism is a major focus for Disney, offering free tickets to a million people in exchange

for a day of volunteer service from an organization of their choice. This encouraged over one

million people in the United States to commit to service efforts to volunteer in their

communities.

Disney has focused on the environment from the beginning as is a reoccurring theme in business

practices. Through motion pictures and television programming geared toward the environment,

Disney encourages environmental education. Disneynature films, part of Walt Disney Motion

Picture Studios, share compelling stories and immerse audiences in the natural world. Part of the

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proceeds from three Disneynature films to date – Earth, Oceans, and African Cats – have planted

three million trees in Brazil’s threatened Atlantic Forest, protected 40,000 acres of coral reef in

the Bahamas, and conserved 50,000 acres of savanna wildlife corridors in Africa.

The Disney Worldwide Conservation Fund, established on Earth Day in 1995, supports efforts of

local and global non-profits who protect wildlife, ecosystems, and make a positive impact on the

community. Since its inception, the Disney Worldwide Conservation Fund has helped to support

over $20 million in projects in over 112 countries.

Disney supports local economies by contributing significant tax revenue and by consuming local

goods and services. As an employer, they hire, train and support a workforce and its families.

Walt Disney became interested in personalizing animals’ characters after carelessly killing a

small owl as a young boy. He felt deeply remorseful and guilty and vowed never again to kill a

living creature. Personally, I forget that most of Disney’s characters are modeled after animals.

And for that reason, it is no surprise that Disney plays a large role in ensuring nature

conservation and animal care. Disney is such an inspiring business because they choose to act on

their late founders values to this day. To act on Walt’s values, the company founded their very

own organization, the Disney Worldwide Conservation Fund, in 1995 (on Earth Day), to help

scientists and communities worldwide study animals and their habitats. The fund supports the

study of wildlife and the protection of habitats and the development of community conservation

and education programs in critical ecosystems around the world. Recently the organization has

expanded their focus to help connect kids and nature through exploration and discovery. The

goal of this program is to help educate kids to ensure they will have lifelong conservation values.

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Green energy has been a significant focus of the Walt Disney World Park. This includes

running ride vehicles on environmentally friendly biodiesel, compressed natural gas, and

electricity. Additionally, the Walt Disney World Park has undertaken a massive conversion of

changing its light fixtures to LED. These efforts have gained the Walt Disney World Resort an

EPA “Energy Star Partner” status.

Waste management is a huge concern of the Walt Disney World Park and in the eyes of Disney

there is no better way to be environmentally conscientious than reusing and recycling what one

uses! At the park recycling initiatives have resulted in the Walt Disney World Park recycling

more than 100,000 tons of material every year.

Water conservation efforts have enabled Disneyland’s aquifer withdrawals to remain level over

the past 20 years of Disneyland’s operation. 6 million gallons of water is reclaimed every day to

recharge the park’s aquifer. With 14 water attractions alone in Disneyland, this water recycling

effort allows for the park to eliminate over consumption of water from its surrounding area.

Quality failures at disneylands-

Allegedly failing to evacuate a quadriplegic

During a Nov. 27, 2009 visit, Jose Martinez, who is a quadriplegic and restricted to a wheelchair,

was reportedly trapped inside the It's a Small World After All ride for 40 minutes while other

visitors were evacuated. (The ride's boats stalled because of a computer glitch.) Martinez's

lawsuit against the park states that while waiting for help he suffered from sudden and severe

blood pressure that, for people with spinal-cord injuries, can lead to stroke or death. "It feels like

an ice pick going through your temples." Martinez said. The pain was only exacerbated by the

ride's wrenchingly repetitive tune, he said. Despite asking for help, Martinez reportedly wasn't

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able to leave until the ride started again and the boat could reach the proper exit. The suit alleges

that the park violated the Americans with Disabilities Act by failing to have adequate evacuation

procedures for visitors with mobility disabilities. A resort spokeswoman said at the time that the

park "is accessible to guests with varying needs… If it is necessary to evacuate an attraction, we

have procedures in place for all guests."

Reports of toxic lead on multiple rides

After conducting tests on the park over the course of a year, three environmental and health

advocacy groups reportedly found high amounts of lead in 65 brass fixtures, including the

popular Mr. Toad's Wild Ride and Peter Pan's flight. While not lethal, the amount of lead in

brass objects including railings and chains could be harmful to children, particularly the very

young. In a statement, Disney called the claims "baseless." The groups filed a lawsuit in April

2011 seeking to force the park to comply with the state's toxic-chemical notification law. Disney

maintains it is not in violation of the law but could not otherwise comment specifically.

Allegations of air pollution

In 1987, California air management officials filed a lawsuit against Disneyland alleging the park

violated 13 state air-pollution rules. The alleged violations mainly surrounded maintenance

operations, including the park's gasoline equipment, as well as the park's tram, which had

allegedly not been properly maintained since September 1986. Air quality officials said the

park's violations did not pose an immediate threat to anybody, rather "just contributes to a

smoggier day at Disneyland." The park faced fines of $10,000 per day. Disneyland officials had

no official comment at the time.

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The problem in PARIS when they opened

Disney's policy of serving no alcohol in the park, caused astonishment in a country where a glass

of wine for lunch is a given. Disney thought that Monday would be a light day for visitors and

Friday a heavy one and allocated staff accordingly, but the reality was the reverse. Another

unpleasant surprise was the hotel breakfast debacle. "We were told that Europeans 'don't take

breakfast,' so we downsized the restaurants," recalled one Disney executive. "And guess what?

Everybody showed up for breakfast. We were trying to serve 2,500 breakfasts in a 350-seat

restaurant at some of the hotels. The lines were horrendous. Moreover, they didn't want the

typical French breakfast of croissants and coffee, which was our assumption. They wanted bacon

and eggs."

The reported problem in hongkong

Disney employees chastised some people when they did not understand what was said to them

because English is not their 1st language and the rides and hotel rooms seemed to be falling apart

according to a report.

Conclusion

Thus, in the end it could be concluded that the companies like Disney that are applying

Total Quality Management by establishing close relationship with its employees and facilitating

them through continuous training and development to ensure the provision of high quality of

products and services to the customer visiting the Disneylandwill be the one to succeed, and

generate higher profits. A high level of customer satisfaction can only be achieved through

providing them with high quality of care and maintaining strong standards which are something

that Disney have been doing successfully for years. Thus, the success of the Disneyland seems to

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correlate with the ability of Disney to adhere to its vision and promoting its core values which is

high level of service to customers through its employees.

REFERENCES

Basu, R., & Wright, J. N. (Eds.). (2012). Quality beyond six sigma. Routledge.

Conti, T. (2012). Building total quality: a guide for management.Springer Science & Business

Media.

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