...Strategic Quality Management and Customer Satisfaction MGT449 February 28, 2011 Rich Wagner Strategic Quality Management and Customer Satisfaction Strategic planning, as noted in our text, “is the process whereby organizations develop a vision, a mission, guiding principles, broad objectives, and specific strategies for achieving the broad objectives.” (Goetsch & Davis, 2010). Without strategic planning, it is unlikely that an organization will be successful. This is especially important because of the global competition that exists in most industries. Because each step of the strategic planning process builds on the last, it is important to complete the steps in the order listed above. Learning Team A will go through the strategic planning process for Blue Cross/Blue Shield. SWOT Analysis of BlueCross/BlueShield Health insurance is something that all Americans should think about before buying. There are many health insurance companies; some larger than others. When buying health insurance, consumers may want to consider the type of coverage needed, and the price of the coverage. As the cost of health care increases, health insurance rates increase also. BlueCross/BlueShield is one of the leading health insurance companies in America. Even though Blue Cross/Blue Shield is one of the leading health insurance companies, the company must offer affordable healthcare insurance policies and a variety of benefits and coverage to accommodate every individual’s needs...
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...Strategic Quality Management and Customer Satisfaction Team B MGT 449 May 22, 2012 Teresa Knox Strategic Quality Management and Customer Satisfaction Every organization must establish a strategic position at which it wants to enter or maintain in their chosen industry. They accomplish this by developing a quality management approach and customer satisfaction measurements adhered to by all employees. This paper illustrates Apple Inc.’s SWOTT analysis and how the company develops its vision, mission, and guiding principles based on this analysis. This paper also reviews how Apple’s strategic plans and objectives define quality as a core principle. Finally, an assessment of some tools Apple uses to measure customer satisfaction and how these measurements can enhance quality. Apple Inc. Apple designs, develops and markets personal computers, media devices, and portable digital music players. Founded in 1979 by Steve Wozniak and Steven Jobs, Apple has become a world leader in the personal electronic entertainment industry. Apple leads the digital music revolution with its iPods and iTunes online stores. The company reinvented the mobile phone with its revolutionary iPhone and application stores, and has recently introduced its magical iPad that is defining the future of mobile media and computing devices. The organization built this empire by sustaining the Four Basic Values establish from its conception. Honesty; Ensures Apple demonstrate honesty and high ethical standards...
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...Individual Top Quality Pioneers Paper Norma Torres University of Phoenix MGT/449 Quality Management and Productivity Dr. Vernon Wooldridge June 21, 2012 Top Quality Pioneers Paper To administer effective quality management, understanding the big picture and specific details encompasses the practical elements of quality management. The first portion of this paper will define what quality means and what elements entail. Followed by describing the quality pioneer’s use of the total quality elements made the pioneer successful. In addition, explain why the elements of quality are useful in today’s environment. The final portion of this paper will cover what to foresee about the future of quality. According to Geotsch and Davis, 2010, “quality may be viewed differently from a consumer’s perspective; it means meeting or exceeding customer expectations. Total quality is an approach to doing business that attempts to maximize an organization’s competitiveness through the continual improvement of the quality of its products, services, people, processes, and environments” (Geotsch & Davis, 2010 p. 4). A clear focus on customer needs is to continually improve and innovate all processes, services, and products. Such as effective empowerment and recognition of individuals under a team involvement approach. Sound planning for quality with fact-based decision making, variability reduction, defect prevention (Wadsworth, Stephens, & Godfrey, 2002, p. 31). In essences...
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...Introduction This paper will examine how quality is linked to Riordan’s strategic plan and its strategic objectives. The analysis has been made of a process improvement plan in which the organization currently uses. Listed below are some tools and techniques that are used to measure quality and customer satisfaction within Riordan. Discussion will also include what party is ultimately responsible for quality assurance. Finally, a look at how Riordan’s process improvement plan is related to their strategic plan. Quality in the Strategic Plan and Objectives Quality is a key objective to any successful organization; this is true with the Riordan manufacturing group as well. The strategic plan is simply to develop and deliver a quality product on time. Building the brand through delivery is an excellent design and a key to the “Time to market” approach. With some improvements, the time to market will improve the quality of the products. Collaborating on the design of the Riordan product will assist in the over all quality as well. Identifying future needs within the organization will aid with sales and give the customers a brand to identify with for years to come. To accomplish this, Riordan is using its customers to help in the development of plans that address the needs of quality they seek. With this quality, the customer relationship will be strengthened and this is a strategic objective identified as a need. To achieve this in minimal time the company will use a sales...
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...Analysis Of National and Regional Quality Awards by Robert J. Vokurka, Gary L. Stading and Jason Brazeal Q UALITY, AS MOST ORGANIZATIONS KNEW IT, RAPIDLY CHANGED DURING THE 1980s. Due to successful Japanese efforts, U.S. industries began to discover the competitive advantages that quality could bring and how the lack of a quality system could bring an end to business. With customers demanding quality and competitors responding to such demands, businesses turned to total quality management (TQM) as the key to enhance overall performance. As customer expectations increased and performance improvement initiatives were implemented, quality evolved from a product specific focus to an organizationwide effort, from a separate manufacturing function to a strategic business initiative. The quality function was expanding, and with that came new practices concerning continuous improvement. In the late 1980s and early 1990s, several countries established programs to recognize the inventive, yet effective, quality practices taking place—once again, after Japan, which began honoring quality practices in the 1950s. The criteria of most of these award programs encouraged strategic initiatives in the approach and deployment of quality practices. But as with most successful quality initiatives, the award programs underwent continuous improvements in design and administration. In their pursuit of TQM, organizations around the world began turning to quality award programs for more than just...
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...Industry-specific Management Control Systems and Ccorporate Qquality Ttargets – Insights from ten years American Customer Satisfaction Index (ACSI) Data Authors: Thomas Pock Research Scholar, Ross School of Business, University of St. Gallen, St. Gallen, SwitzerlandMichigan National Quality Research Center 701 Tappan Street, 48103 Ann Arbor, MI, USA Phone: +1-734-709-1036 tpock@bus.umich.edu Prof. Fritz Fahrni University of St. Gallen Director of the Institute for Technology Management Dufourstrasse 40a, 9000 St. Gallen, Switzerland Phone: +41-71-224-7201 fritz.fahrni@unisg.ch Prof. Anders Westlund Stockholm School of Economics, Director of the Center for Economic Statistics and Decision Support 65 Sveavaegan, 11383 Stockholm, Sweden Phone: +46-8-736-9231 anders.westlund@hhs.se Prof. Fritz Fahrni University of St. Gallen, Director of the Institute for Technology Management Dufourstrasse 40a, 9000 St. Gallen, Switzerland Phone: +41-71-224-7201 fritz.fahrni@unisg.ch Thomas Pock Research Scholar, Ross School of Business, University of Michigan National Quality Research Center 701 Tappan Street, 48103 Ann Arbor, MI, USA Phone: +1-734-709-1036 tpock@bus.umich.edu rewrite abstract according to instructions Abstract Purpose – The paper provides a well-founded analysis of situation specific drivers and limitations to quality targets and the complexity...
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... | | |Quality Management and Productivity | Copyright © 2010, 2009, 2005, 2004, 2003 by University of Phoenix. All rights reserved. Course Description This course examines the concepts of continuous improvement and quality management, viewing quality as a systematic process that improves customer satisfaction. The course covers methodologies that will aid managers in assuring that the organization's quality system is effectively meeting the organization's continuous improvement goals. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Goetsch, D. L., & Davis, S. B. (2010). Quality management for organizational excellence: Introduction to total quality (6th ed.). Upper Saddle River, NJ: Prentice Hall. All electronic...
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... What is a Balanced Scorecard? Definition of BSC as a strategic management system Steps in a strategic management system: 1. Clarify and translate vision and strategy 2. Communicate and link strategic objectives and measures 3. Plan, set targets, and align strategic initiatives 4. Enhance strategic feedback and learning 4 Where Did the BSC Come From? A long time ago in a far away galaxy… Then (pre 1970s) Now (post 1970s) Industrial Revolution Financial Measures Tangible Assets Lagging Indicators (aka: outcome measures, historic measures) Information Age Financial plus non-financial Measures Non-tangible assets (invisible assets) Leading Indicators (aka: performance drivers, predictive measures) 5 The Balanced Scorecard Framework 6 The BSC reflects the balance between: Short and long term objectives Financial and non-financial measures Lagging and leading indicators (i.e., outcome measures vs performance drivers) External and internal performance perspectives 7 Some Generic BSC Measures Perspective Financial Customer Internal Business Learning and Growth Measure Return on investment and economic value-added Satisfaction, retention, market, and account share Quality, response time, cost, and new product introductions Employee satisfaction and information systems availability BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES CUSTOMER - Customer Satisfaction - Effective Service/Partnership 8 FINANCIAL - Optimum...
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...BBA (5th Semester) Session: 2013-2017 Subject: Total Quality Management Submitted To: Sir Naqi Haider Acknowledgement: First and Foremost, I would like to thank Almighty Allah for his blessings. I would like to thank my Module Instructor “Sir Naqi Shah” for his valuable guidance and advice throughout this project. Without his superior knowledge and experience, the Project would not pursue in a quality of outcomes. Table of Contents: * Introduction * General Introduction * Company Introduction & Products (Nestle) * Mission & Vision Statement and Core Values * Mission Statement * Vision Statement * Core Values * Tasks * Task # 1 * Task # 2 * Task # 3 * Task # 4 * Conclusion * Recommendations * References and Bibliography Introduction: Today’s business world is highly dynamic uncertain and challenging the globalization and rapid peace of technology results in the integration of social culture economic and unsituational markets. Today the customers are very much aware about the market trends they know what is good for them and they want quality products and services at reasonable prices. The organization must effort to attract and retain customers long term and this can only made if the organization can design and develop strategic planning to establish goals and objectives with the use of their resources...
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...Influence of Information Technology on Quality Management in Pakistan Abstract Both information technology and quality management are important for the survival and sustainable growth of organization in the current era of competitiveness and both have been studied widely in recent last few years. But there is little well-founded research on relationship of information technology with quality management and how IT effects the different dimensions of Quality management like Top management support, strategic planning process, output quality assurance, important innovation, information and analysis, human resource utilization, customer satisfaction and quality results. This paper explores such linkage between IT and Quality management dimensions and the extent of affects through interview survey of different companies based in Pakistan. Using a pre test questionnaire we selecting the sample of 140 companies for targeted respondent and collect the data through face to face survey. After applying statistical tools on collected data we conclude that information technology influences all dimensions of total quality management and extent of affects increases with increased use of IT in total quality management. Ultimately, extent of IT use in total quality management reflects in shape of improve services quality, improved services productivity and improvement in quality management. Keywords Quality management, Information technology, empirical study, Pakistan, Questionnaires, TQM...
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... |MGT/449 Version 8 | | |Quality Management and Productivity | Copyright © 2010, 2009, 2005, 2004, 2003 by University of Phoenix. All rights reserved. Copyright © 2009, 2006 by University of Phoenix. All rights reserved. The Mission of University of Phoenix is to provide access to higher education opportunities that enable students to develop the knowledge and skills necessary to achieve their professional goals, improve the productivity of their organizations, and provide leadership and service to their communities. Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this Course Design Guide is considered the ruling document. Technical Support: Technical Support is available 24 hours a day, 365 days a year. Call 1-877-832-4867, or use the e-mail support form. Answers to the most common issues are found in the Knowledge Base by clicking Help, found at the top of every student Web site. Copyright © 2010, 2009, 2008, 2007 by University of Phoenix. All rights reserved. GENERAL COURSE INFORMATION COURSE NUMBER: MGT/449 COURSE TITLE: Quality Management and Productivity COURSE START DATE: 3/21/2012 COURSE END DATE: 4/18/2012 Campus/Learning Center: East El Paso Campus, El Paso, TX REQUIRED READING:...
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...practices for measuring customer satisfaction? Is it upper level management, hired consultants, surveys, or reactions to industry swing? So many choices but what really is a best practice. Customer satisfaction programs, research, employee satisfaction, and personal experience all play a role in measuring customer satisfaction. Even when using those practices it takes effort and continuous improvement to stand a chance on improving customer engagement and satisfaction. Hopefully these next few paragraphs can add some insight on measuring results. The problem companies face, is exactly how to and do it well. Companies need to understand how to quantify, measure and track customer satisfaction. Without a clear and accurate sense of what needs to be measured and how to collect, analyze and use the data as a major strategic focus to achieve business success, no firm can be effective in satisfying customer to drive business. Plans must be constructed using customer satisfaction research results and design a strategy that target customers and/or processes that add to the bottom line. The last thing a company should do is not take action, there is collateral damage in asking (resources and time) customers about a service or product if it won't or can't be changed. What are some of the ways to measure customer satisfaction. One used quite frequently because of the associated low cost is using outdated and unreliable measures of customer satisfaction. The data is already...
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...Back to Hotel Strategic Management 101: An examination of hotels’ implementation of Porter’s generic strategy in China Yin-Hsi Lo, Assistant Professor of Hospitality Management, Southern Taiwan University, Taiwan ABSTRACT The market-position view (MPV) of the firm in Porter’s generic strategy hypothesizes that the exploitation of differentiation and cost-leadership can create competitive advantage for a firm, which then has a better chance of outperforming other firms in a homogeneous industry. However, this notion has not been tested in the Chinese hotel industry. In response to this gap, this study empirically examines the relationships between the generic strategies of differentiation and cost leadership and hotels’ organizational performance. The results suggest that differentiation is the only significant generic strategy that influences customer satisfaction in the Chinese hotel industry. These findings have important academic and practitioner implications, which are then discussed. Keywords: Competitive Strategy, Customer Satisfaction, Hotel Performance, Market Positioning INTRODUCTION There has been a great deal of discussion in the literature about the impressive hotel development in China in the past 20 years (Derbaix & Pham, 1998; Devonport, Biscomb, & Lane, 2008; Echtner & Ritchie, 1993; Fakeye & Crompton, 1991; C Fornell, 1992; Foxall & Goldsmith, 1994; Pine, 2002; Yu & Gu, 2005). Specifically, many interesting issues have become the favorite topics...
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...Strategic Quality Management and Customer Satisfaction Paper Team Members University of Phoenix Quality Management and Productivity MGT/449 Instructor Date Strategic Quality Management and Customer Satisfaction Paper Introduction In today’s world the companies have to strive real hard in order to compete the harsh competition prevailing around. The most important thing that the companies need to work towards is the customer satisfaction. Only those businesses succeed who ensure quality and customer satisfaction, in fact the truth is that both the quality and customer satisfaction are strongly related and linked to each other. Unless and until the companies do not offer the exquisite and top class quality, they’ll not be able to attract and satisfy the customers. The companies and organizations need to emphasize on strategic plans, strategic objectives, and process improvement plans along with sufficient tools and techniques required for all this. For this purpose management must come up with various strategies to improve their quality and enhance their customer satisfaction. A lot of strategic management in regard to quality control and customer satisfaction is required if a company wants to gain and retain the customers. Target Corporation Target is a well known store in United States and is popular in regard to the outstanding and exclusive products it offers. The mission statement of the company highlights customer satisfaction and...
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...Firm’s Experience Alexandros Papalexandris, George Ioannou à and Gregory P. Prastacos The Balanced Scorecard (BSC) is a relatively new approach to strategic management and performance measurement and control, which has generated substantial interest in the academic and industrial communities. This paper presents the experience from the implementation of a specific BSC model at a large software development company in Greece. The study illustrates and evaluates the main obstacles and shortcomings, as well as the critical success factors that characterise such BSC projects, while offering managerial insights and guidelines for similar implementations. Q 2004 Elsevier Ltd. All rights reserved. Introduction The shortcomings of traditional management control and performance measurement motivated the development of the Balanced Scorecard (BSC), a management system incorporating all quantitative and abstract measures of true importance to an enterprise.1 The two key elements of the BSC are: (a) Clustering of similar types of measures into groups (perspectives); (b) Limiting the measures and linking their values to improve clarity, allow for transparent communication throughout the organisation, and effectively manage change. 5 An earlier and compact version of this paper was presented at the IEEE International Engineering Management Conference, St John’s College, Cambridge, August 18–20, 2002. à Corresponding author. Tel.: +30-1-8203449; fax: +30-1-8828078; e-mail: ioannou@aueb...
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