...Task 1 Definitions of quality in terms of business and services provision Quality in business, engineering and manufacturing has a pragmatic interpretation as the non-inferiority or superiority of something; it is also defined as fitness for purpose. Quality is a perceptual, conditional, and somewhat subjective attribute and may be understood differently by different people. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace. Producers might measure the conformance quality, or degree to which the product/service was produced correctly. Support personnel may measure quality in the degree that a product is reliable, maintainable, or sustainable. There are five aspects of quality in a business context: Producing – providing something. Checking – confirming that something has been done correctly. Quality Control – controlling a process to ensure that the outcomes are predictable. Quality Management – directing an organization so that it optimizes its performance through analysis and improvement. Quality Assurance – obtaining confidence that a product or service will be satisfactory. (Normally performed by a purchaser) Service quality is a comparison of expectations with performance. A business with high service quality will meet customer needs whilst remaining economically competitive. Improved service quality may increase economic competitiveness. This aim may be achieved by understanding and improving...
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...INTRODUCTION Quality Quality is generally defined as conformance to requirements. It is also conformance to a standard that is required. However, many consider that quality need not just be conformance to requirements but should be an assurance of being the best in the world of that type. In addition, it should also keep a constancy of purpose. Total Quality Total quality refers not only to the product but also to the way the product is made as well as presented to the customer. Total quality asks for customer orientation, process orientation, people management and leadership.All these are continuous processes. Total Quality Managers They believe in a learning organization. They want people not only to learn but also to internalize the learning. Statistical control of quality is very important to them. They believe that work ethic is an important part of any organization’s growth process. They don’t believe that there is a substitute for work ethic, which should become a part of every individual. Total Quality Management (TQM) Total Quality Management (TQM) is a management philosophy which focuses on continuous business improvement through company-wide employee participation and involvement with the fundamental objective of satisfying customer. TOM seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives.This has led many researchers and...
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...Total Quality Pioneers Quality is essential to providing products to and generating loyal customers. Quality encompasses customer expectations, the value of the product or service, and that what is considered quality may vary depending on the times, the region, or the environment. Echoing the words of Goetsch and Davis (2010), "quality is a dynamic state associated with products, services, people, processes, and environments that meets or exceeds expectations and helps produce superior value." (p. 5). Quality and Elements Total Quality attempts to increase continuously the competiveness of an organization by working to improve the quality of products, services, people, processes, and environments. The key elements of total quality consist of strategically based, customer focus, obsession with quality, scientific approach, long-term commitment, teamwork, continual process improvement, education, training, freedom control, unity of purpose, employee involvement, and empowerment (Goetsch, Davis, 2010). The Strategic base element states that the company would need to have a mission, vision, broad objectives, and activities that need completing to achieve set objectives (Goetsch, Davis, 2010). External and internal business functions should focus on customer satisfaction. Obtaining a goal of 100% customer satisfaction involves teamwork from every department within the organization. This teamwork aids in the continual process improvement; continuously working to improve systems...
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...Guru’s Approach to Quality: • Deming’s Approach o Exceeding customer expectations. o Focus on continuous improvements in products and services quality by reducing variability and it is driven by the leadership of the top management. o Deming’s 14 points for management for quality improvement program. • Juran’s Approach o Quality is “fitness for use” and therefore it is judge by the customer. o Quality should be viewed from both internal and external perspectives. o Product conformance to requirements results in customer satisfaction. o Juran advocate ten steps to quality improvement. • Crosby Approach o Quality is free. o Quality means conformance to requirement. o Zero Defect is the only performance standard. o Crosby proposed 14 steps for the quality improvement process. • Feigenbaum’s Approach o Product/service quality is dynamic in nature because customers’ expectations are subject to change. o Total quality management covers the full scope of the product and service life cycle. • Gorocock’s Approach o Quality of a product is the degree of conformance of all the relevant features and characteristics of the product to all of the aspect of a customer’s need (value-led). o Zero defects and no longer period for reflection or review at the end of the program. • Taguchi’s Approach o “Loss imparted to the society from the time a product is shipped”. Economic value of being on target and reducing variation. • Ishikawa’s Approach o Quality control extends beyond...
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...Continuous Improvement: A Process for Implementation Abstract This paper will explore the basic steps of a process improvement model utilizing the Deming cycle, or Plan-Do-Check-Act (PDCA), as a guide, in order to provide a framework for implementing continuous improvement. The first PDCA step is Planning, which has six tasks supporting the investigative planning process. The PDCA tasks include: 1) Describe the current process; 2) Collect data on the current process; 3) Identify and prioritize opportunities for process improvements; 4) Identify all possible causes; 5) Identify potential improvements; 6) Develop an action plan. The next PDCA step is the Do step and explains what is required for implementation of the selected improvements. The next PDCA step is the Check step. The Check step ensures a thorough review of the planned opportunity improvements from the previous steps as well as the execution of a supporting data collection effort. The final step is the Act step and is a culmination of all the previous PDCA steps, which results in a decision to adopt, adapt or abandon the selected improvements. The conclusion of this paper explains how the PDCA process improvement model can be utilized as a framework for implementing a continuous improvement. Introduction According to Neave (1987), in 1982 Dr. W. Edwards Deming provided one of his first statements regarding continuous improvement. He wrote,“Search continually for problems, to constantly...
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...Total Quality Jennifer Schilling-Shaw University of Phoenix Student MGT/449 February 11, 2012 Jennifer Schilling-Shaw University of Phoenix Student MGT/449 February 11, 2012 Elements and Future Elements and Future Quality? Quality involves meeting or exceeding the customer’s desires or expectations and can form from products, services, people, processes, and surroundings (Goetsch & Davis, 2010). Most will judge the quality of services, people who provide the services, response time, price, environment, and overall satisfaction. Many different individuals have brought useful information to form total quality including Deming, Juran, and Crosby. Today all elements from total quality management are useful to help the organization meet the customer expectations and employee satisfaction. Total quality is about continuous improvement of the quality of services, products, processes, people and the environment (Goetsch & Davis, 2010). Total quality has 11 critical elements that helps grasp total quality within the whole organization. First it is important for an organization to have a strategic base that includes a vision, mission, broad objectives, and actions that will accomplish the broad objectives. Customer focus also is important which looks to satisfy both the internal customers work together within the organization surrounding the quality of product or services and external customers value the level of quality of the delivered products or...
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...Walter Shewhart - The Grandfather of Total Quality Management. His Ideas The original notions of Total Quality Management and continuous improvement trace back to a former Bell Telephone employee named Walter Shewhart. One of W. Edwards Deming's teachers, he preached the importance of adapting management processes to create profitable situations for both businesses and consumers, promoting the utilization of his own creation -- the SPC control chart. Dr. Shewhart believed that lack of information greatly hampered the efforts of control and management processes in a production environment. In order to aid a manager in making scientific, efficient, economical decisions, he developed Statistical Process Control methods. Many of the modern ideas regarding quality owe their inspirtation to Dr. Shewhart. He also developed the Shewhart Cycle Learning and Improvement cycle, combining both creative management thinking with statistical analysis. This cycle contains four continuous steps: Plan, Do, Study and Act. These steps (commonly refered to as the PDSA cycle), Shewhart believed, ultimately lead to total quality improvement. The cycle draws its structure from the notion that constant evaluation of management practices -- as well as the willingness of management to adopt and disregard unsupported ideas --are keys to the evolution of a successful enterprise. Deming’s 14 Points on Quality Management, a core concept on implementing total quality management, is a set of management practices...
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...resist becoming content with merely improving a product's quality, insisting that quality improvement can always go one step further. His notion of company-wide quality control called for continued customer service. This meant that a customer would continue receiving service even after receiving the product. This service would extend across the company itself in all levels of management, and even beyond the company to the everyday lives of those involved. According to Ishikawa, quality improvement is a continuous process, and it can always be taken one step further. With his cause and effect diagram (also called the "Ishikawa" or "fishbone" diagram) this management leader made significant and specific advancements in quality improvement. With the use of this new diagram, the user can see all possible causes of a result, and hopefully find the root of process imperfections. By pinpointing root problems, this diagram provides quality improvement from the "bottom up." Dr. W. Edwards Deming --one of Isikawa's colleagues -- adopted this diagram and used it to teach Total Quality Control in Japan as early as World War II. Both Ishikawa and Deming use this diagram as one the first tools in the quality management process. Ishikawa also showed the importance of the seven quality tools: control chart, run chart, histogram, scatter diagram, Pareto chart, and flowchart. Additionally, Ishikawa explored the concept of quality circles-- a Japanese philosophy which he drew from obscurity...
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...fractures and head trauma. Medical cost for such falls are $34 billion yearly, and hospital cost account for two-thirds of the total of falls (CDC, 2013). Along with this information, hospital losses from falls occurring as inpatients have lost millions of dollars in revenue. Many of these fall can be avoided, and can also decrease extended inpatient care along with decrease profit loss. A process must be developed here at Davis Healthcare System (DHS), in response to patient falls, injuries and profit loss. In the Mission and Vision statement at the DHS, it states several key words: high-quality care, safety, innovation, patient-centered care, and that is the reasons that we must initiate the quality improvement plan immediately. Safety deals with lack of harm to the patient and Quality is an effective, efficient and focused direction that to get to safety. Our team of experts in quality improvement will use our mission, tools, communication along with collaborating with the patients to get to the root and cause of this problem. There are several ways to accomplish this goal, 1). Purchasing an item called Radio Frequency Identification floor mats 2). Lowering beds to the floor, 3). Hourly rounds, and 4). Identifying fall risk patients. The only cost involved would be the floor mats, which after discussing with the company of our needs, The Rainbow Company would negotiate a price value on the number of mats sold. Purchasing the mats would be an investment in patient safety...
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...areas that serve small cities and towns in the South Central United States. Centralia is the primary trade area in Scott County, which is located in central Missouri. Four grocery chain stores accounted for 85% of all food sales in Centralia in 2002. Three of the chains – Harrison’s, Grand American, and Missouri Mart – operated one store in Centralia, and Superior Supermakets operated three. Sales in the three Superior stores were divided as follows: grocery (50%), fresh meat, poultry and seafood (20%), produce (18%), seasonal and general merchandise (7%), bakery and deli (5%). Company officials believed that Superior stores offered a more limited variety of merchandise than the major competitors but that Superior carried high-quality merchandise, particularly in grocery items and produce. In mid-2002, Hall commissioned an independent marketing research firm to conduct a series of studies for the Superior stores in Centralia. The first study consisted of a telephone survey of 400...
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...Introduction Quality is a familiar word. However it has a variety of interpretations and uses, and there are many definitions. For example when searched on the internet it produces ISO 8402-1986 standards defining Quality asthe totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs." BusinessDictionary.com (2013)Many people today claim they understand what is meant by quality and claim they know quality when they see it. In fact quality is a very difficult concept to grasp or understand and many experts have spent many years in defining quality and improving quality in their products and services and they believe there is always room for improvement. However the simplest way of explaining it is ‘meeting customer requirements’ Oakland J. S (1996). We have to therefore look at quality as something good and worth having. To examine quality and how it improves the organisation, we must explore the theorists and their findings. Quality Management was first introduced by the Father of Scientific Management Fredrick Taylor. Until the late 19th century there were little or no principles or theories for management. A manager was of superior importance who told the workers what they wanted done; the worker then went about his duty with little or no training, no motivation and little pay. Everything up until now was made in one unit form, usually from start to finish by the one person (craftsmen). ). From the late...
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...Background __________________________________________________________________ 2 2.1 Background of Origin Energy ___________________________________________________ 2 3 Literature Review________________________________________________________________ 3 3.1 Supply Chain Management _____________________________________________________ 3 3.2 Quality Improvement Models and Gap Analysis ____________________________________ 4 3.3 Lean and Six Sigma Technology ________________________________________________ 5 4 Discussion & Analysis ____________________________________________________________ 6 4.1 Supply Chain of Origin Energy _________________________________________________ 6 4.2 SWOT Analysis for Origin Energy _______________________________________________ 7 4.3 Supply Chain Operations Reference (SCOR) Model _________________________________ 9 4.4 Conceptual Improvement Model for Supply Chain Management ______________________ 12 4.4.1 Introduction ____________________________________________________________ 12 4.2.2 Assumptions: ___________________________________________________________ 13 4.3.3 Supply Chain Conceptual Improvement Model (SCCIM) _________________________ 13 4.2.4 Key Benefits of the model _________________________________________________ 16 4.2.5 Validation of the model ___________________________________________________ 16 4.2.6 Conclusion _____________________________________________________________ 16 4.3 Gap Analysis _______________________________________________________________...
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...The Deming Cycle also PDCA or Shewharts Cycle is a management model in four steps implemented by companies to improve their business and solve problems. Graphically it is represented as a circle as implementation requires repetition of the same process over and over again to achieve results. The circles four components are plan-act-do-check. In planning for an improvement, the goal is agreeing on what needs to be done and how it should be done. This stage involves examination of examination of work process, data, current mode of operation and problematic areas. The “Do” part involves carrying out of the problem solving plan. Next is the checking stage where the results from the implementation of the plan are analyzed and evaluated to see whether the expected outcome was achieved. During “act” if the evaluation results declare the trial successful it’s standardized and documented. However, if not what can be learnt is learnt from the fail for future service implementations. The cycle is then repeated again with new plans and strategies. Evans & Lindsay, 2010 The DMAIC is a five phased problem solving sequence. These parts include; Define, Measure, Analyze, Improve, and Control. Define is the first stage of the process in which leaders make a charter and define the high level process of the system and it’s here that they begin to understand their customer needs for the process. Measuring is a data collection point. They define the start line of the process and look for reasons...
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...Best Practiced Trends in Performance Management Shanel Carter HRM 6622, Dr. Richard Voss Troy University Term 4 Best Practiced Trends in Performance Management Abstract Performance management is a comprehensive approach used to identify performance breakdowns within an organizational system and appropriate interventions useful in achieving the desired performance results. When defining performance management one needs to be able to look into the cyclical approach of performance management. Performance management is about more than just managing or documenting annual goals. It is important because it is an ongoing partnership between an employee and a manager that helps guide performance and development within their company. To get a better understanding of the best used practices and current trends within performance management, this research will briefly discuss successful practices used among companies that utilize the four main components of performance management which are, planning, coaching, providing feedback and the performance review. Best Practiced Trends in Performance Management Today’s world is continually changing and expectations are on the rise. Managing employee performance is essential in helping companies meet these expectations. Many companies have adopted the performance management process in order to monitor and improve performance within the workplace. The goal of performance management is to guarantee each...
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...and development. Explain the features which could enhance the quality in product design at the conceptual stage. 1.0 Level of Total Quality Management Adoption The Six different levels of TQM implementation, this includes uncommitted, drifters, tool pushers’ improvers’ award winners and world class. According to them, these stages do not necessarily represent the stages through which organizations pass on their TQM journey. These levels are to help organization in identifying their weaknesses and proffering solutions to them through the use of continuous improvement. (Dale and Lightburn 1992) 1.1 Uncommitted This stage represents organizations that have not started a formal procedure of quality improvement. Organizations in this stage view quality improvement as an added cost and thus have no investment in quality improvement program such as training of employees. Organizations in this stage are termed uncommitted because they are not aware of the benefit of quality improvement and lack an appropriate quality improvement plan. The management of these organizations is characterized by an emphasis on return of sales and net asset employed. For example: non-attendance the meeting, failure to respond to requests the data, and not doing what they had agreed to do. Other common features of this level include: • A major concern for meeting sales target. • Employees show little or no concern for quality. • Full inspection of materials is carried on incoming material...
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