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This profile was last updated on 6/11/2016 and contains contributions from the  Zoominfo Community.

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Wrong Gary Johnson?

Gary K. Johnson

President

Macayo

HQ Phone:  (602) 264-1831

Direct Phone: (602) ***-****direct phone

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I agree to the Terms of Service and Privacy Policy. I understand that I will receive a subscription to ZoomInfo Community Edition at no charge in exchange for downloading and installing the ZoomInfo Contact Contributor utility which, among other features, involves sharing my business contacts as well as headers and signature blocks from emails that I receive.

Macayo

1480 E. Bethany Home Road #130

Phoenix, Arizona,85014

United States

Company Description

Macayo�s Mexican Kitchen began in 1946 when Woody and Victoria Johnson opened their first restaurant in Phoenix, Arizona. Still family owned and locally-operated, today Macayo's has over 1,100 employees and 17 restaurants, including three in Las Vegas. Wi...more

Background Information

Employment History

Car Sales Manager

Walston Motors Inc


Owner

MAC Properties


President

Fiesta Canning Co. Inc


Affiliations

West Michigan Insurance Inc

Member


Web References(5 Total References)


tucsoncitizen.com

UPDATE: Telephone conversation with Gary Johnson, CEO of Macayo's and follow up email


www.restaurantleadership.com [cached]

Gary Johnson President


www.westmichiganbusinessdirectories.com

Gary Johnson, JNJ Mobile


www.walstonmotors.com [cached]

Gary Johnson, New Car Sales ManagerPhone: 419-562-5806Fax: 419-562-9083Email: info@walstonmotors.com


www.oakh.com [cached]

Gary K. Johnson had a brainstorm.Like the enlightenment of others before and after, this special moment of understanding transformed his view of business lives, missions, customer expectations.Yet it was a principle of action so simple, so transcendant he never saw the point till he himself was at the point.The view from next doorJohnson was president of WMI Corporation, producing management training used by many industries.he would been asked by several trusted clients to develop a new, practical approach to what we call today Total Quality.Many followed the prevalent quality model--based on quality processes espoused by giants like Deming and Juran and derived historically from manufacturing settings.Superstitiously, too many CEOs slavishly followed form, not substance.And some widely-heralded quality initiatives bit the dust.Johnson's later research revealed that, of all American jobs, 85 % did not involve manufacturing-type processes.More important, many quality initiatives left no room for handling real-world customers and their expectations while the organization re-formed itself.That was not consistent with the best quality theory--just the way it turned out.Still, Johnson pondered what needed to be done to make quality initiatives truly succeed.The unexpected Christmas presentGary Johnson had spent months interviewing clients, conferring with colleagues, retreating to think things over.No answers at hand, he decided to spend the post-Christmas holidays with his wife in the Caribbean.Access to information is what motivates change and improvement..Then, in a moment of clarity and behind-the-scenes peeking, Gary Johnson had his answer to the quality question, like an unforeseen gift.He watched customer service people gamely face wave after wave of his fellow stranded travelers.With such poor service, i will never fly this airline again! was a common threat, met only by staff apologies, apparently sincere.Standing to one side, Johnson could see behind the counter a simple diagram visible to the agents.A flow chart directed what to do for various eventualities.Most--like the Johnsons' canceled flight--led to one solution only : apologize.Johnson later confirmed this with an agent, who had to phone higher-ups for permission even to hand out meal chits.The airline failed to meet passengers' expectations of getting somewhere on time.Quality to that airline's management meant cutting costs to improve profits.Because of this policy decision, the passenger agents--at the point of customer contact--were powerless to help materially.Management feared agents with any authority would give away the store. So the people who could help retain and build customer loyalty were not empowered to solve the problem on the spot.From that revelation, Johnson's firm developed QSE Quality Service Everytime, a program for implementing workable quality initiatives.Anthony Rucci had a brainstorm similar to Gary Johnson's.


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