The quality management questions and answers - UEF

Câu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngCâu hỏi ôn tập quản trị chất lượngQ1)What is Quality Management?Q2)Define Total Quality Management. Explain how important of TQM in a coffee store chain and provide examples

Q1) What is Quality Management?

Quality management is the act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement It is also referred to as total quality management (TQM)

Source: Quality Management Definition (investopedia.com)

Q2) Define Total Quality Management Explain how important of TQM in a coffee store chain and provide examples

Total quality management (TQM) is the continual process of detecting and reducing or

eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service

Starbucks Quality Management Key requirements, capabilities and challenges

The key operations requirements for Starbucks to achieve excellence in the quality management framework includes may be maintaining high levels of product and service quality The rising levels of competition in the coffee industry has fuelled the level of clients expectations on product fleshiness and quality From the operations assessment, it is evident that Starbuckss has a robust and highly efficient quality management system which incorporates best management approaches and practices in its operations Through the logistics and distribution analysis, starbuck has far reaching distribution channels that helps in reducing redundancy as well as maximizing business operations efficiency (Rodrigo,2012) Starbucks has a fine quality control [process which helps in delivering high quality products ad services The products offered are exclusively customer driven and are normally produced based o the clients tastes and preferences thus attracting customers to purchase the products In order t0 achieve produce high quality products, Starbuckss incorporates a wide range of initiatives including checking on the quality measures involved the production of coffee beans from the farms

Despite of the extensive success factors in Starbucks quality management strategies, the

company also experience some challenges associated with the quality management processes Among the presenting challenges include responding to changing customer need Since its initiation, Starbucks has proven an outstanding ability in recognizing the needs of different customers The company always seeks to mot only provide the customer with a beverage but and experience in an effort to make starbuck “third place between work and home which have ” have separated Starbucks from other coffeehouse chains These experiences are shaped from different tastes, flavors and even packaging designs and in order to sustain the clients, the

companies needs to adapt to these customers needs and preferences’ he other challenge facing starbuck is m poor

Q3) “The Four Ps and Three Cs form is the basis of a simple model for TQM to take organizations successfully into the twenty-first century” Explain your understanding about statement with examples in a business.

These ‘four Ps’ form the basis of a simple model for TQM and provide the ‘hard management necessities’ to take organizations successfully into the twenty-first century From the early TQM frameworks, however, we must not underestimate the importance of the three Cs – Culture, Communication and Commitment The new TQM model is complete when these ‘soft outcomes’ are integrated into the four P’s framework to move organizations successfully forward

This new TQM model, based on all the excellent work done during the last century, provides a simple framework for excellent performance, covering all angles and aspects of an organization and its operation

Performance is achieved, using a business excellence approach, and by planning the

involvement of people in the improvement of processes This has to include:

• Planning – the development and deployment of policies and strategies; setting up appropriate partnerships and resources; and designing in quality

• Performance – establishing a performance measure framework – a ‘balanced scorecard’ for the organization; carrying out self-assessment, audits, reviews and benchmarking

• Processes – understanding, management, design and redesign; quality management systems; continuous improvement

• People – managing the human resources; culture change; teamwork; communications; innovation and learning

Wrapping around all this to ensure successful implementation is, of course, effective

leadership and commitment

Explain your understanding of statements with examples in a business.

The principle of Focusing on Customer This is the basis of companies such as Walmart, which are totally focused on offering 100% customer satisfaction in every interaction

Employee involvement Companies such as Home Depot offer continual training to offer

employees tools to interact with customers

Process centered It is at the core of a "well-oiled" organization that has complicated operations

An example could be Federal Express's operations in their hubs

Strategic approach Insurance companies such as Met-Life had to implement good strategies to open new markets successfully

Decision making Tough decisions must be made almost on a daily basis That is why companies such as Tesla keep the company as an attractive one to invest in it

Communications This is the basis of any company's success Starbucks is known to promote open lines of communication between employees and managers, in order to understand the necessities of the company

Total Control The constant effort to improve, no matter the conditions or the presence in the market The NFL is a great example of trying to change and innovate year after year

Q4) Define cost of quality (COQ) and its importance in quality management Figure out components of COQ with their examples.

Cost of quality is a method for calculating the costs companies incur ensuring that products meet quality standards, as well as the costs of producing goods that fail to meet quality standards The necessary activities will incur costs that may be separated into prevention costs, appraisal

costs and failure costs Failure costs can be further split into those resulting from internal and external failure

Prevention costs:

These are associated with the design, implementation and maintenance of the quality

management system Prevention costs are planned and are incurred before actual operation

Examples include new product review, quality planning, supplier surveys, process reviews,

quality improvement teams, education and training

Appraisal Costs:

These costs are associated with the supplier’s and customer’s evaluation of purchased

materials, processes, intermediates, products and services to assure conformance with the

specified requirements

Examples include inspection, testing, process or service audits, calibration of measuring and test

equipment

Internal failure costs:

These costs occur when the results of work fail to reach designed quality standards and are detected before transfer to the customer takes place

Examples include scrap, rework, re-inspection, re-testing, material review, material downgrades.

External Failure Costs:

These costs occur when products or services fail to reach design quality standards but are not detected until after transfer to the consumer

Examples include processing customer complaints, customer returns, warranty claims, product

recalls

Q5) Compare the ‘quality gurus’ in America, Deming, Juran and Crosby Provide some examples to prove the differences in their theory.

Definition of quality

• Deming implicitly defines quality as "zero defects" or "reduced variation

• Juran defines quality as "fitness for use." Fitness for use can be thought of in terms of design, conformance, availability, safety, and field use Of the three definitions, it most directly incorporates the customer's point of view

• Crosby defines quality as "conformance to requirements

Cost, Productivity, and Competitive Success

• For Deming, the pursuit of quality results in lower costs, improved productivity, and competitive success

• Juran has developed analytical tools which lead to improved productivity and

competitive success But his cost of quality accounting system suggests that the pursuit of quality pays for itself only up to a certai point, and beyond that point leads to rising costs

• Crosby believes that quality is free This suggests that lower defect levels are always desirable, because the costs of prevention will always be lower than the costs of after-the-fact detection and correction He also believes U.S companies have lo improve quality lo compele His itlea that preventiom meas perfestiom implies improved productivity

Three Major Contrasts

• How does each regard quantitative measures and standards? Deming relies on statistical process control (SPC) as a problem-solving tool which separates systemic causes from special causes, but is unwilling to set quantitative goals for the work force Juran is prepared to measure and quantify everything trom conformance, to risk of injury due to product hazards, to the cost of quality Crosby, on the other hand, is far more interested in motivation than measures although he does suggest the need for cost of quality measurehent system

• How does each regard the relative responsibilities of upper management, quality

professionals, and the work force? All three experts agree on major roles for upper management But only Juran sees a central role for quality professionals who assist top management with planning, measurement, and problem solving.Deming stresses the value of the

worker/management relationship and feels that workers themselves should be responsible for problem solving, once they are properly trained Crosby is also a believer in training and

motivating workers, but he counts on them to communicate problems to the next levels of management rather than to solve problems themselveş

• How does each deal with targets for improvement? Deming and Crosby basically agree

on the need for the ongoing pursuit of zero defects as a goal But Hote on Quality: The Views of Deming, Juran, and Crosby 691-022 Juran's COQ concept suggests to companies that it is increasingly costly to take the final steps to perfection

Q6) Explain the difference between quality and reliability; and between quality of design and quality of conformance.

Quality and reliability

Quality is meeting the customer requirements, and this is not restricted to the functional

characteristics of the product or service

Reliability is the ability of the product or service to continue to meet the customer requirements

over time

Quality is a much broader aspect than Reliability Quality covers almost everything from

organisation, managements, service, procedures, people, product, product-life etc In simple words, Reliability is only a subset of quality, the others being performance, consistency,

efficiency, user experience etc Whereas Quality is the measure of conformance to laid down product specification

We will take an example: Suppose, you went to a shop to buy oranges If the orange is good or bad, that measure is quality You took the oranges that day and returned to home Next day you again visited the same shop to buy oranges and found that the oranges available there are good again You purchased it and returned to your home You repeated the same process for one week and every time you got good oranges Now, you have a trust on that shop that you will always get good oranges there, and that’s Reliability

Quality of design and quality of conformance

Quality of design is a measure of how well the product or service is designed to achieve the

agreed requirements

Quality of conformance is the level of the quality of product actually produced and delivered

through the production or service process of the organization as per the specifications or design When the quality of a product entirely conforms to the specification (design), the quality of conformance is deemed excellent

Q7) What requirements for effective leadership in an organization? Describe how you would go about helping a senior management team in a hospital gain the commitment

of the medical, nursing and administration staff to deliver quality health services to the local community.

Efffective leadership starts with the chief executive’s and his top team’s vision, capitalizing on market or service opportunities, continues through a strategy that will give the organization competitive or other advantage, and leads to business or service success It goes on to embrace all the beliefs and values held, the decisions taken and the plans made by anyone anywhere in the organization, and the focusing of them into effective, value-adding action

Together, effective leadership and total quality management result in the company or

organization doing the right things, right first time Total Quality Management The five

requirements for effective leadership are the following:

1 Developing and publishing clear documented corporate beliefs and purpose – a mission

statement

2 Develop clear and effective strategies and supporting plans for achieving the mission

3 Identify the critical success factors and critical processes

4 Review the management structure

5 Empowerment – encouraging effective employee participation

Q8) Describe the key stages of integrating total quality into the strategy of an

organization of your choice

There are six basic steps also key stages for achieving this and providing a good foundation for the implementation of TQM

1 Develop a shared vision and mission for the business/organization: Once the top team is reasonably clear about the direction the organization should be taking it can develop vision and mission statements that will help to define process-alignment, roles 48 Total Quality Management and responsibilities

2 Develop the ‘mission’ into its critical success factors (CSFs) to coerce and move it forward: The development of the mission is clearly not enough to ensure its

implementation This is the ‘danger gap’ which many organizations fall into because they

do not foster the skills needed to translate the mission through its CSFs into the core processes

3 Define the key performance outcomes as being the quantifiable indicators of success in terms of the mission and CSFs: The mission and CSFs provide the what of the

organization, but they must be supported by measurable key performance outcomes (KPOs) that are tightly and inarguably linked These will help to translate the directional and sometimes ‘loose’ statements of the mission into clear targets, and in turn to simplify management’s thinking

4 Understand the core processes and gain process sponsorship: This is the point when the top management team have to consider how to institutionalize the mission in the form of processes that will continue to be in place, until major changes are required

5 Break down the core processes into subprocesses, activities and tasks and form

improvement teams around these: Once an organization has defined and mapped out the core processes, people need to develop the skills to understand how the new process structure will be analyzed and made to work

6 Ensure process and people alignment through a policy deployment or goal translation process: One of the keys to integrating excellence into the business strategy is a formal

‘goal translation’ or ‘policy deployment’ process If the mission and measurable goals have been analyzed in terms of critical success factors and core processes, then the organization has begun to understand how to achieve the mission

Q9) What are the prerequisites of TQM? Discuss the barriers in implementing the TQM program with some examples

The prerequisites of TQM

• Commitment from the management

• Employee Empowerment

• Continuous Improvement

• Customer Focus

• Process Oriented

• Decision Making Based on Facts Only and Not on Opinions

The barriers in implementing the TQM program:

1 Lack of management commitment: In order for any organizational effort to succeed, there must be a substantial management commitment of management time and organizational

resources The purpose must be clearly and continuously communicated to all personnel

management must consistently apply the principle of TQM

2 Inability to change organizational culture: Changing an organization's culture is difficult and will require as much as five years Individuals resist change they become habituated to doing a particular process and it becomes the preferred way Management must understand and utilize the basic concepts of change

3 Improper planning: All constituents of the organization must be involved in the development

of the implementation plan and any modifications that occur as the plan evolves The Two-way communication of ideas is the matter of great importance and should be taken by all personnel during the development of the plan and its implementation Customer satisfaction should be the goal rather than financial or sales goals

4 Lack of continuous training and education: Training and education is an ongoing process for everyone in the organization Needs must be determined and a plan developed to achieve those needs

5 Incompatible organizational structure and isolated individuals and departments: Difference between departments and individuals can create implementation problems The use of

multifunctional teams will help to break down long-standing barriers Restructuring to make the organization more response to customer needs may be needed

6 Ineffective measurement techniques and lack of access to data and réults: Key characteristics

of the organization should be measured for effective decision making To improve a process are you need to measure the effect of improvement ideas Access to data and quick retrieval is necessary for effective processes

7 Paying inadequate attention to internal and external customers: Organizations need to

understand the changing needs and expectations of their customers Effective feedback

mechanism that provide data for decision making are necessary for this understanding

8 Inadequate use of empowerment and team work

Teams need to have the proper training and at least in the beginning by a facilitator Individuals should be empowered to make decisions that affect the efficiency of their process or the

satisfaction of their customer

9 Failure to continuously improve

It is tempting to sit back and rest on your laurels However, a lack of continuous improvement of the process, product and service will even leave the leader of the pack in the dust

Q10) Explain what you understand by the term ‘Total Quality Management’, paying particular attention to the following terms: quality, supplier/customer interfaces,

process.

Q11) Define Total Quality Management?

TQM is an enhancement to the traditional way of doing business It is the art of managing the whole to achieve excellence It is defined both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization It is the application of

quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future It integrates fundamental management

techniques, existing improvement efforts, and technical tools under a disciplined approach

Q12) What are the Dimensions of Quality?

Performance, Features, Conformance, Reliability, Durability, Service, Response, Aesthetics, Reputation