...Quality Management Principles Quality Gurus / Philosophies And Frameworks 1 Leaders in the Quality Revolution Edward Deming • Joseph M. Juran • Philip B. Crosby • Armand V. Feigenbaum • Kaoru Ishikawa • 2 Edward Deming • 1950’s introduced importance of quality and Statistical Quality Control to the Japanese • Credited with helping the Japanese to become an economic power • Developed a 14 point plan for managers to improve quality, productivity and competitive position Edward Deming The Deming philosophy focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management. Deming Chain Reaction Improve quality Costs decrease Productivity improves Increase market share with better quality and lower prices Stay in business 5 Provide jobs and more jobs Deming’s 14 Points (Abridged) (1 of 2) 1. Create and publish a company mission statement and commit to it. 2. Learn the new philosophy. 3. Understand the purpose of inspection. 4. End business practices driven by price alone. 5. Constantly improve system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear and create trust. 6 Deming’s 14 Points (2 of 2) 9. Optimize team and individual efforts. 10. Eliminate exhortations for work force. 11. Eliminate numerical quotas and M.B.O. Focus on improvement. 12. Remove...
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...Definition of Quality Management Principle: A quality management principle is a comprehensive and fundamental rule / belief, for leading and operating an organization, aimed at continually improving performance over the long term by focusing on customers while addressing the needs of all other stake holders". The principles are 1) Customer-Focused Organization: Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations". Steps in application of this principle are. 1. Understand customer needs and expectations for products, delivery, price, dependability, etc. 2. Ensure a balanced approach among customers and other stake holders (owners, people, suppliers, local communities and society at large) needs and expectations. 3. Communicate these needs and expectations throughout the organization. 4. Measure customer satisfaction & act on results, and 5. Manage customer relationships. 2) Leadership: Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives. Steps in application of this principle are. 1. Be proactive and lead by example. 2. Understand and respond to changes in the external environment. 3. Consider the needs of all stake holders including customers, owners...
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...Introduction – Quality Producing and deliver high quality goods or service is a must for any businesses. No consumers would buy poor quality goods or pay to experience poor quality service. However most consumers have a difficult time defining quality. For examples every consumers have different opinion on the quality of the sports outfit of Nike. Some may said Nike quality is better than Reebok and others may disagree. So till today quality does not have any single universal definition (Reid & Sanders, 2005). Some may view quality as performance to standards while others view it as meeting the customer’s needs or satisfying the customer (Reid & Sanders, 2005). In common, there are a series of characteristic to define quality which are (1) conformance to specifications, (2) fitness for use, (3) value for price paid, (4) support services and (5) psychological criteria. (1) Conformance to specifications measures how well the product or service meets the targets and tolerances determined by its designers (Reid & Sanders, 2005). For example if a Nike said that their sport shoes are made in light blue color but turnout navy blue then it would not consider in good quality. (2) Fitness for use focuses on how well the product performs its intended function or use (Reid & Sanders, 2005). For example if Nike watches claim to be waterproofs for 5m but turnout the real watches malfunction in 1m then it would not consider in good quality. (3) Value for price paid is a definition of quality that...
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...One of the most important attributes that ISO 9000 offers are the principles of quality management, which the ISO Systems introduces. The philosophy of TQM would be of enormous benefit to any organization if properly implemented. The whole concept of TQM is aim to ensure performance through the process of Total Employee Involvement (TWI), continuous improvement and standardization. The result will certainly be * - Committed customers * - Improve productivity * - Reduced costs * - Improved certainly in operation * - Improved company image * - Dedicated management * - Increase employee participation In order to have a good appreciation of the subject matter, an attempt shall be made to de-mystify the term Total Quality Management. Quality is the process of continuously improving a process and this is the foundation of TQM. Quality seeks to constantly improve the performance of everyone through improving the process even if no problem is identified. Quality, which in essence means customer satisfaction, is generally recognized today as the key to the achievement of competitive advantage. Innovation and cost reduction are still relevant, but are to no avail if costumers ultimately reject because production does not meet their expectations. Quality is achieved through people and in accordance with a basic HRM principle; investment in people is a pre-requisite. Total simply implies absolute involvement of all...
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...Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems – Fundamentals and vocabulary, and in ISO 9004:2009, Managing for the sustained success of an organization – A quality management approach. This document gives the standardized descriptions of the principles as they appear in ISO 9000:2005 and ISO 9004:2009. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations’ performance. Contents : Principle 1 – Customer focus Principle 2 – Leadership Principle 3 – Involvement of people Principle 4 – Process approach Principle 5 – System approach to management Principle 6 – Continual improvement Principle 7 – Factual approach to decision making Principle 8 – Mutually beneficial supplier relationships The next step Principle 1 – Customer...
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...Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems – Fundamentals and vocabulary, and in ISO 9004:2009, Managing for the sustained success of an organization – A quality management approach. This document gives the standardized descriptions of the principles as they appear in ISO 9000:2005 and ISO 9004:2009. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations’ performance. Contents : Principle 1 – Customer focus Principle 2 – Leadership Principle 3 – Involvement of people Principle 4 – Process approach Principle 5 – System approach to management Principle 6 – Continual improvement Principle 7 – Factual approach to decision making Principle 8 – Mutually beneficial supplier relationships The next step ...
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...IN AN ADVANCED PERSPECTIVE OF TOTAL QUALITY MANAGEMENT Author: Salvatore Moccia Universidad de Valencia Abstract Purpose: The purpose of this paper is to analyze the relation between personal values and the principles of Total Quality Management and thus to propose a tentative framework of relationships. Design/methodology/approach: The paper is conceptual. It reviews some lists of values present in literature, and summarizes them in a more comprehensive list. Then it follows the definitions of these values according to some philosophical models, and the analysis of their implications in the business life in general. Thus, tries to explain the relation between them and the principles of TQM, passing through the two mediating variables passion and trust. Findings: A model of quality management based on personal values is proposed. Research limitations: The lack of empirical data that can validate the model, and the lack of specific hypothesis of investigation. Practical Implications (if possible): Considering the emphasis placed on personal values, the model can have some practical implications in the field of recruitment, promotion, and leadership. Originality/value: The model fills the gap between personal values and the principles of Total Quality Management, being the first attempt to present a comprehensive model of interactions. A novel framework that can provide a basis for further research into the profound nature of quality management has been proposed. Furthermore, some...
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...Brighton School of Business and Management Limited Quality Management and Project Management Combined Assignment Word Count for each assignment should be between 2,000 and 2,500 words Assignment 1 Quality Management in a Business and Services Context You need to: describe how quality assurance and control is applied to the operational activity within your organisation describe how quality performance is measured within your organisation explain how communication and record keeping is managed in your organisation describe how quality management principles are applied to the strategic planning carried out by your organisation Assignment 2 Quality Controls and their Benefits to the Customer You need to: define quality in terms of customer satisfaction assess the information made available to customers explain the relationship between effective marketing and customer satisfaction evaluate the benefit of user and non-user surveys in determining customer needs examine the methods of consultation employed in your organisation to encourage participation by under-represented groups investigate the value of your organisation’s complaints procedure and analyse how this is used to improve quality Assignment 3 Quality Management Schemes You need to: select three different quality management schemes appropriate to commercial operations describe the rationale underpinning each scheme identify the main similarities and differences between these schemes explain how...
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...While ISO 9001 contains the basics of a good quality system the challenges of implementing across a large organisation with many business units can be many. Some specific issues Sears may have had to face could have included: * The tendency for people to prioritise compliance over quality * Hostility from the frontline workforce * Less than full engagement from management From the case study it is clear that Sears has paid careful attention to implementation of the ISO 9000:2000 Quality management principles due to the nature of the success of the program. Some specific examples in the text include: Principle 5 – Systems approach to management. Leadership of the program structured it so that they would achieve registration of the carry in service centres and then turn to the in home service side. Most likely lessons learned from the implementation in one side of the business were used to avoid the same issues on the other. Principle 4 – Process approach. The increase in output of the Chattanooga facility shows that processes for repair of lawn mowers was standardised and documented. A doubling of output would not be possible without such measures in place to ensure everyone was following the same steps in the same way. Principle 6 – continuous improvement could then be utilised to refine the processes as necessary. Principle 6 – Continuous improvement. The reduction of the frequency of recall rate shows application of continuous improvement in their processes...
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...first feedback is the quality post by Ndagire in which she discuss the strategic issues of quality and ethics in Toyota Motor Corporation in line with the recall crisis at Toyota and its overall impacts to the brand as revealed by (Greto, Schotter & Teargarden, 2010) in their study titled, “Toyota: The Accelerator Crisis.” In her process identification, Ndagire introduces us to the drivers of the Toyota accelerator crisis and in her response, she contends with the fact that nonfamily members who were obsessed with quantity influenced the crisis in quest. In addition, the author says that the reason behind the recall crisis at Toyota was the nonfunctional management structure. Ndagire goes on o mention that failure by the top management to involve the employees in decision making especially concerning the TPS system demoralized the employees hence they could not support the corporate brand while the stakeholders would only do so upon invitation and satisfaction of the model quality. Also to not from the process identification is that Toyota did not manage public relation in U.S in the verge of the accelerator crisis thus need for crisis management. According to Ndagire, for the CEO to restore Toyota‘s reputation, he should change the management structure by ensuring flow of information among different units as well as minimizing on cost cutting. Further, she concludes that Toyota lost sight of its long-term philosophy by focusing on quality rather than quality and that three different...
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...Syllabus-MBA (Hospital Administration) PAPER – I: BASIC CONCEPT OF HEALTH -Code MHA 101 Concept of Health and Disease • Concept of health & disease and well being. • Natural history of disease and role of hospitals to offer various levels of care • Prevention aspect of diseases • Dynamics of disease transmission • Changing pattern of diseases • Concept of health indicators Preliminary Human anatomy and Physiology • Basic concepts of human anatomy • Basic concepts of human physiology Suggested Reading: Human Anatomy- Prof. Samar Mitra Human Anatomy- Prof. A. K. Dutta Text Book of Human Physiology- Dr. C. C. Chatterjee Common Pathological Conditions • Basic concepts of pathogenesis of common diseases • Basic concepts of interpretation of investigations reports Suggested Reading: Robbin’s Textbook of Pathology – Robbin, Cotran, Kumar Textbook of Microbiology – Ananantanarayan & Paniker Basic concepts of Pharmacology: Commonly used Medicine in a hospital, Narcotic drugs, use and abuse of drugs. Dispensing of medicine, Drugs store, drug stock / purchase of medicine, oxygen, I/V Fluid, Chemicals etc. Suggested Reading: Textbook of Pharmacology: Dr. K. D. Tripathi PAPER – 2: Hospital Based Healthcare & Its changing scenario-Code MHA 102 Overview of Hospital • Concept of Modern Hospital & Privatization in Health Sector • Public Sector Hospitals and Level of care / offered facilities ...
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...INTRODUCTION Although significant progress has been made over several years in the evolution of management theories, the discipline has suffered from a deluge of theories that may be more confusing in practice than directional (Koontz, 1980). Though the earlier work from classical theorists like Taylor and Fayol contributed significantly to developments in management practice (some still applicable today), it has become clearer that confidence in the universal validity of management theories developed in countries like the United Kingdom (UK) and the United States of America (USA) is questionable. Frederick Taylor and Henri Fayol are historical figures, well known within the field of business for their challenging views on business and administration policies and principles. In this regard, the convergence of Fayol’s principle and Taylor’s theory has made contribution to the applicability of management philosophies across cultures and has lent some form of sanity to the body of knowledge by tackling the differences in relevance across regions as being attributable to cultural differences. MANAGEMENT DEFINED If you walked into a company, how could you tell who the managers are? Management expert Peter Drucker says that management “. . . is the responsibility for contribution.” In other words, it is the manager who is responsible for making sure that the company achieves its goals. A manager is someone who is responsible for accomplishing an organizational unit’s goals and who...
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...MANAGING QUALITY 12/2010 Introduction TheStore is a large scale mass merchant of retail goods throughout the United States. The retail giant has had a storied career dating back to 1962 when it opened its doors for the first time in City, State. TheStore is now a subsidiary company of XYZ Holdings Corporation which purchased TheStore in 2005. XYZ Holdings is the parent company which has both XYZ and TheStore under its corporation banner. XYZ Holdings Corporation ranked 48th in the Fortune 500 rankings for 2010 and raked in just over $44 million dollars in revenue in 2009. XYZ Holdings Corporation operations are now based out of Another City, State with TheStore having its headquarters in Town, State. TheStore and XYZ Holdings Corporation are two closely knitted companies that operate with a close relation with one another, carrying many of the same products in both stores. They have shown positive growth in the form of revenue generated from doing business and have grown in market share. XYZ Holdings Corporation currently operates nearly 1,327 TheStore stores throughout the United States and U.S. territories, with varying sizes ranging from the biggest, Big TheStore and TheStore Super Centers to the traditional size, regular TheStore store. Store sizes range from 93,000 to 168,000 square feet. TheStore boasts some of the top retail brands with A, B, C, D and E. TheStore is a one stop shop for all of your household needs. The stores house everything from air fresheners...
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...telecommunication started a new division called BT Retail. This division was providing telecommunication solutions to 21 million customers in the UK. Their first CEO, Pierre Danon, instilled a culture that saw the division excel for a number of years. This culture was driven by all top management and its employees in order to realise their set targets. The culture that was adopted by BT Retail was total quality management (TQM) throughout the organisation. This meant that all top management displayed and practised TQM. The author takes us through what is TQM and what are the principles that BT Retail instilled in order to gain customer satisfaction. The following principles were discussed: * Customer Focus * Continuous Improvement * Employee involvement and Empowerment * Systems Thinking. These four pillars made sure that BT Retail was able to reduce the cost of poor quality, through continuous improvement methods and early identification of problems. In turn there was a decline in defective work, decline in dissatisfied customers, very little inspection was required and an increased sense of prevention. BT retail remained to be successful because all stakeholders were involved and quality was a way of life from managers to employees. In the next session we will answer three fundamental questions on the success of BT Retail....
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...Common Principles and Practices Used to Successfully Manage the 21st Century Technology-Intensive Organization. VIJENDRA KALYAN CHAKRAVARTHI NANDURI CWID: 50116137 Assignment #1 TMGT 599 01W Management of Technology in Organizations Presented to: Dr. Jerry D. Parish, Professor of Technology Management October 8 Abstract Effective use of Technology provides a competitive edge. Technology is a means, not an end. People are the most important resources. Most projects fail due to poor management. The lessons learned from the traditional business management practices and principles which lead for the today’s technology – intensive organizations are * Imbalance between technology generation and technology diffusion in the Industries * Requirements of international facility location and technology transfer * Technology will be useful only when it is used. * More emphasis needs to be placed on adoption, adaptation, and exploitation of technology. Technology refers to the theoretical and practical knowledge, skills, and artifacts that can be used to develop products and services as well as their production and delivery systems...
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