Disneyland, the biggest theme park in the world opened on July 17th, 1955 with 18 rides and attractions. 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. Walt Disney is credited with having redefined the concept of family vacations and has been listed as a "tourist mecca" Disneyland is like everything a child would dream of when watching a Disney movie. That’s why it’s a place where dreams would come true. Disneyland has been designed, and its people are trained, to make the happiest place on Earth. This is your short trip back to memory lane during your childhood, feel the nostalgia as if you were a child once again.


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The intended learning outcome by the end of this WebQuest is to help you identify and answer this question: What are the strategies and organizational activities of Walt Disney Company that are being implemented in implementing TQM? Let us guide you through this WebQuest to help you know more.


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

• Higher quality products


A. Evaluation of Disneyland's Business Enterprise's and Development

  • Implementing a culture of Innovation, Design Engineering Organization (IDEO'S) that follows a non-hierarchical organization culture
  • Disneyland's VIP treatment to all guests
  • Employees are known as 'cast members' regardless of whether they are performers, or janitors.
  • Continual monitoring of quality is considered as an essential component at Disneyland and employees regularly meet together in order to evaluate their effectiveness (Cross-Functional Teams)
  • Rewards are not based on the seniority of the ranks within the company but the employees are rewarded based on the number of profits that he or she has undertaken 

B. Staff Training at Disney

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. 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 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 governs the corporate culture and provides an objective to the organization.
  2. Adopt the new attitude; in order to stay up with changing market and consumer expectations, it is critical to continually update its method of delivering proper training to all of its personnel.
  3. Away from relying on inspection to accomplish quality: Disneyland employs modern techniques such as statistical process control, changing operations, experience design, and quality function deployment to assess an issue and "inspect quality."
  4. Disney aims to reduce total operating costs by eliminating the practice of allocating operations only on the basis of pricing.
  5. Improve constantly and permanently every process. Disney thinks that the process of improvement is continual and increased productivity constantly cutting expenses. Disneyland strives to eliminate flaws and improve the process by providing continuous training to its employees.
  6. Disneyland's training institute functions: Training is provided at all levels of the organization, from the lowest to the top.
  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. 
  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. 

C. Customer Service Improvements on Disneyland

Customer Service Improvements on Disneyland

Implementation of Measures proposed 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 Disneyland. At Disneyland the quality objective has now become the part of the business plan of the company (Kennedy, et. al, 2013).

Quality Planning: Under this activity Disney provides training and development to its staff members to ensure that the services provided by them meet the customer requirements. In order to achieve this goal, the following are the activities that are performed by Disneyland.  

  • 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

  • Compare 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 quality advice; select improvement projects; designate equipment; provide facilitators.

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

  • 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


It is a revolutionary approach to measuring and improving management quality has become a standard method for the management of quality at Disneyland, as it helps the company to meet the needs of customers and provide high quality of service (Evans, & Lindsay, 2014). 

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.


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).

D. Customer Focus

According to Disney Institute, The Walt Disney Company ­­utilizes ‘listening posts’ to enhance customer experience, these posts are a customer-centric tool which companies use to assess customer experience and identify where customer needs are not being met. Listening posts are not only about collecting statistical data from your customers, but rather feedback that will help enhance customer satisfaction by understanding their needs, wants, and expectations. Customer satisfaction does not solely rely on objective statistics instead it can be used to improve and refine strategies to address gaps in the service experience. There are four methods to gather guest feedback through various listening posts, including:

·   Face to Face Research: This is a simple way to ask guests for their feedback, asking their thoughts on whether they liked a certain ride or event. Immediate feedback offers a quick response to make a short-term adjustment and alleviate service recovery

·   Direct Guest Communications: Listen to the letters, emails, and phone calls you receive from customers, compliments from satisfied guests and complaints from unhappy customers are a great source to learn and improve

·   Websites & Social Media: Most information needed are available on the world wide web, reviews are not any exception and it is crucial to know what kind of comments customers are leaving on your brand online as it travels beyond the storefront, comments whether filtered or not is an opportunity to learn from the perception of your customer

·   Talk to Your Employees: Front-line employees or the employees on the ground understand customers more than anyone else because of their direct communication with them, cast members are knowledgeable with customer experiences

Read more about us here: https://disneyland.disney.go.com/

Send letters and emails here: https://www.disneyinstitute.com/contact-us/

Provide Your Feedback to Guest Experience Team: https://disneyworld.disney.go.com/guest-services/guest-experience-team/

E. Continuous Improvement

The Deming Institute created a theory of Continuous Improvement into a cycle called PDSA (Plan, Do, Say, Action) Cycle or more commonly known as the Deming Wheel or Deming Cycle. Disney has implemented this cycle in their companies, the cycle summarizes that:

·   Planning involves identifying a goal and creating a plan

·   Do involves implementing components of the plan

·   Study involves outcomes are monitored to identify areas of problem or improvement

·   Act involves closing the cycle and integrating the plan on a larger scale

Disney Cruise Line

Disney continued to manifest with continuous improvement with the creations of the many subparts, including the Disney Cruise Line that has a fleet made up of four ships: Disney Magic, Disney Wonder, Disney Fantasy, and Disney Dream.

Disney Cruise Line Navigator App: As people are becoming more technologically advanced, Disney released this app to allow guests to plan their trip, book activities, and make payments and check in online. These are the following benefits of having access to everything on your own electronic device:

·   Hassle free vacation

·   No more long lines to check in

·   Easy to locate rooms, stores, restaurants, bathrooms and more aboard a huge ship

·   Room service or deck service becomes faster when restaurants and bars are crowded

·   Reservations and planning are easily accessible through our mobile phones

Disney strives for continuous improvement through their cruise line making the on-board and off-board processes efficient to maximize customer satisfaction. The implementation of apps is also a strategy to compete with other cruise lines who are also using similar apps. Disney has won awards for 7 consecutive years in World’s Cruise Line Rankings, with awards in Best Cruise Lines for Families and Best Cruise Line in the Caribbean categories.

Download the app now: https://disneycruise.disney.go.com/featured/navigator-app/

New Amusement Park Rides

New Rides in the Theme Park

Widely known as The Most Magical Place on Earth, the design and themes of the park is one of the highlights customers experience when they visit the park, where fantasies and magical experiences come alive. Disney’s high quality improvement can be observed through various aspects from the restaurants, bars and lounges to the fairy-tale attractions and rides, to late night happily ever after parades. They consistently revamp the theme park introducing new rides which correspond with their trendy and newly released movies that show continuous improvement to ensure an unforgettable experience to its customers.

Plan the attractions, restaurants, and parades you wish to see and visit here: https://disneyland.disney.go.com/destinations/disneyland/

Improved Transportation in Walt Disney

Improved Transportation in Disneyland (Monorail)

Aerial Gondola

With the size of the amusement park, getting from point A to B is time consuming and exhausting considering Disney World is almost 40 square miles. The addition of a monorail system, aerial gondola, and buses will help customers to easily navigate through the different areas in the park.

How to get here: https://disneyland.disney.go.com/guest-services/getting-here/

Explore and navigate through the theme park with the help of this map: https://disneyland.disney.go.com/maps/

Disney Institute

Disney Institute Summit Series

The Disney Institute has a course geared towards Quality Service which provides training courses to guide them on practices adopted by Disney in delivering exceptional service at their parks and resorts. The Walt Disney Company always seeks for new ways to improve their customer satisfaction and achieve continuous improvement as they interact with different organizations and industries such as: hospitality, food and beverage, banks, and more.

Register to On-demand Courses to Disney's Approach to Quality Service: https://www.disneyinstitute.com/disneys-approach-quality-service-online/

Register to On-demand Courses to Disney's Approach to Employee Engagement: https://www.disneyinstitute.com/disneys-approach-employee-engagement-online/ 

Register to On-demand Courses to Disney's Approach to Leadership Excellence: https://www.disneyinstitute.com/disneys-approach-leadership-excellence-online/

Answers to your Frequently Asked Questions: https://www.disneyinstitute.com/faq/


Walt Disney Company is a multinational mass media and entertainment conglomerate that has thousands of employees and customers geared towards adopting and implementing Total Quality Management. Establishing close relationships with its employees and constantly training them to maintain and enhance top quality standards that provide high quality products and services to customers. Customer satisfaction generate higher profits which is achieved through its employees that continuously improve by adjusting with the help of customer feedback and suggestions. A high level of customer satisfaction is achieved with providing them with high quality of care, convenience, and consistency that Disney has been successfully doing for several years. They keep up with modern day advancements with the use of technology to better facilitate the development of their products and services. As a customer-oriented company, their focus is on training all of their employees regularly to evaluate the quality of their service while also reaching their organizational goals.



(Bridgemohan et al., 2019). Centered on Quality, Disney delivers Magic. Retrieved from https://stratmatters.wordpress.com/2019/11/25/centered-on-quality-disney-delivers-magic/

Deming, W. E. (2012). The Essential Deming: Leadership Principles from the Father of Quality. McGraw Hill Professional.

Evans, J., & Lindsay, W. (2014). An introduction to Six Sigma and process improvement. Cengage Learning.

Holt, M. (2012). Deming, Schwab, and school improvement. Education and Culture, 12(1), 2.

Juran, J. M. (2012). Joseph M. Juran. Business Theory: High-impact Strategies-What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors, 119.

(Kennedy et al., 2013). The use of weekly departmental review of all orthopaedic intra-operative radiographs in order to improve quality, due to standardized peer expectations and the “Hawthorne effect”. The Surgeon, 11(1), 10-13.

Shaikh, H. (n.d.) Total Quality Management report on Disneyland. Retrieved from https://www.academia.edu/24655813/Total_Quality_Management_report_on_Disneyland?fbclid=IwAR31nhty5xQ94ezlxFHi-46UDUMM3Y48KC1KvqA-jjvTL3H3UzWtXlodcxM

The Disney Institute Team. (2018, May 22). Harness Your Listening Posts to Enhance the Customer Experience. Retrieved from https://www.disneyinstitute.com/blog/harness-your-listening-posts-to-enhance-the-customer/

Teacher Page

Course: TOTALQM - OHIM01


Submitted to: Miss Michelle Pino  

Submitted by: Delos Santos, Maritoni, Dee, John Benedict, De Vibar, Ananias, and Roxas, Patricia Rae