BUS 204 Singapore University Business Excellence Questions I need a good grade on this. The company to look at is Select Group Pte Ltd. Only need to do Qn

BUS 204 Singapore University Business Excellence Questions I need a good grade on this. The company to look at is Select Group Pte Ltd. Only need to do Qn 4. the Qns are interlinked so read the other questions as well. Anyways please follow the instructions. 600 words only, no more than that. Please accept only if you can give a good grade. I am providing materials as well, feel free to ask me anything i will be online most of the time. Study Unit 3, Chapter 4
Business Excellence Framework
1
Introduction
?
Interpret the Business Excellence framework by Enterprise
Singapore
?
Distinguish the various criteria of the Business Excellence
framework established by Enterprise Singapore
2
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014):
Driver:
Senior executives set
organisation directions
System:
System comprises a set of well-defined
processes for meeting the
organisation’s performance requirement
Results:
Results deliver an ever
improving customer value &
organisational performance
3
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014)
The Leadership (Cat 1) criterion focuses on top management
commitment and involvement in:
– setting clear directions and visible goals
– creating and sustaining corporate values and systems
– reviewing employees’ performance and development
– recognising their participation and achievements. The leader also
needs to inculcate a mindset of excellence and set clear strategic
direction for the organisation.
4
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014):
The Customers (Cat 2) criterion focuses on how the organisation:
– determines customer and market requirements
– enhances the relationship with its customers
– and determines and improves customer satisfaction
5
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014):
The Strategy (Cat 3) of the organisation is developed based on:
– market trends
– internal and external stakeholder requirements
The strategy will be translated into:
– goals and plans
– guide the development of People capability and Process capability
– achieve the desired Results
6
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014):
The People (Cat 4) criterion focuses on how the organisation realises
the:
– full potential of the workforce
– emphasising on human resource strategy
– training and development
– employee satisfaction
– employee performance and recognition
7
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014):
The Processes (Cat 5) criterion focuses on the key processes the
organisation deploys to pursue its objectives and goals, including
the:
– design process
– operational and delivery processes
– supplier and partnering processes
This is to add value to its performance.
8
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014):
To sustain excellent performance, continuous learning, improvement
and innovation are required of the employees. This is facilitated by
Knowledge (Cat 6) acquisition and performance measurement that
forms a closed feedback loop to drive learning and improvements,
and support effective decision making.
9
4.1 Overview of the Business Excellence Framework
The Singapore Quality Award (2014):
Lastly, the Results (Cat 7) criterion focuses on the organisation’s key
performance results, such as:
– customer results,
– financial and market results,
– people results, and
– operational results.
10
4.2 Business Excellence Standards
4.2 Business Excellence Standards
4.2 Business Excellence Standards
4.3 The Importance of the Business Excellence Framework
9 Key Attributes of Business Excellence Framework
1.
Leading with Vision and Integrity
2.
Creating Value for Customers
3.
Driving Innovation and Productivity
4.
Developing Organisational Capability
5.
Valuing People and Partners
6.
Managing with Agility
7.
Sustaining Outstanding Results
8.
Adopting an Integrated Perspective
9.
Anticipating the Future
14
4.3 The Importance of the Business Excellence Framework
9 Key Attributes of Business Excellence Framework
1. Leading with Vision and Integrity
Leaders inspire with their vision and values. They are steadfast in their
principles but flexible in the details. They co-create the future with
stakeholders and set the direction for achieving excellence.
2. Creating Value for Customers
Value is created when organisations know their customers intimately. They
understand the complexity of their evolving needs and expectations and
enhance the customer experience through quality offerings.
15
4.3 The Importance of the Business Excellence Framework
9 Key Attributes of Business Excellence Framework
3. Driving Innovation and Productivity
Innovative organisations succeed not by imitation but by re-invention.
Employees are passionate about innovation, committed to improvements
and processes are highly effective and efficient.
4. Developing Organisational Capability
Future-ready organisations embrace new knowledge and technologies to keep abreast
of global trends. They strengthen internal capabilities and knowledge sharing to identify
opportunities for growth and improve decision-making.
16
4.3 The Importance of the Business Excellence Framework
9 Key Attributes of Business Excellence Framework
5. Valuing People and Partners
Valuing people and partners creates a culture of empowerment.
Employees are highly skilled and deliver high performance. Organisations
build strong partnerships for shared ownership and achievement of
goals..
6. Managing with Agility
Competition demands organisations to execute with consistency and respond
to changes with agility. This requires flexibility in their operations to manage
change and skills in assessing rewards and risks.
17
4.3 The Importance of the Business Excellence Framework
9 Key Attributes of Business Excellence Framework
7. Sustaining Outstanding Results
High performing organisations are poised for market leadership and
growth. They achieve outstanding financial and customer results while
meeting the interests of employees and other stakeholders. They balance
short-term gains and long-term returns.
18
4.3 The Importance of the Business Excellence Framework
19
4.3 The Importance of the Business Excellence Framework
9 Key Attributes of Business Excellence Framework
8. Adopting an Integrated Perspective
An integrated perspective promotes a culture of alignment internally and with
external partners. It reaps synergies from optimising linkages among core
functions.
9. Anticipating the Future
High performing organisations anticipate and invest for the future. Leaders
are committed to responsible and sustainable business practices.
Understanding and balancing these priorities provide key stakeholders and
customers with confidence in the organisations’ sustainability.
20
4.4 The Seven Criteria of the Business Excellence Framework
and Its Assessment Strategy
Max.
1000
points
21
4.4 The Seven Criteria of the Business Excellence Framework
and Its Assessment Strategy
The Structure of the Business Excellence
Framework Criteria
22
4.4 The Seven Criteria of the Business Excellence Framework
and Its Assessment Strategy
For each category, the specific requirements are presented in the format
below:
23
4.5 Key Characteristics of the Business Excellence
Framework
1. The criteria are non-prescriptive
2. The criteria are comprehensive
3. The criteria emphasis learning cycles
4. The criteria emphasis alignment
24
4.6 Application and Assessment Process
Assessment of the Singapore Quality Award applicants
25
4.6 Application and Assessment Process
Assessment of the Singapore Quality Award applicants
26
4.6 Application and Assessment Process
Assessment of the Singapore Quality Award applicants
27
4.6 Application and Assessment Process
Assessment of the Singapore Quality Award applicants
28
Summary
In this chapter, we have:
• Interpreted the Business Excellence Framework
established by Enterprise Singapore
• Distinguished the various criteria of the Business
Excellence Framework established by Enterprise Singapore
29
Reflection
• Why is achieving Business Excellence
considered a journey?
30
Study Unit 1, Chapter 2
Quality Theories
1
Introduction
?
The Deming Philosophy on Quality
?
Different Philosophy on Quality by Different
Contributors to the Field of Quality Management
2
Quality Theories
Quality increases with the increase in standard of living.
Quality has only become a subject of intense study at the
turn of the 20th century (1901 – 2000).
Dr. W. Edwards Deming advocated a management
approach to increase quality level in products.
3
2.1 Deming on Quality
Better quality leads to
higher productivity
Less uncertainty
& variability
Sustainable
competitive
advantage
Fewer mistakes,
rejects and
wastage
Focus on
continuous
improvements
Productivity increases
because output volume
will be faster and higher
4
2.1 Deming on Quality
Central theme of Deming’s philosophy on quality:
Improve quality
Costs decreases
Deming Chain
Reaction Model
Productivity improves
Increases market share with
better quality and lower prices
Stay in business
Provide jobs and more jobs
5
Source: The Management and Control of Quality, (2011)
2.1 Deming on Quality
6
2.1 Deming on Quality
The System of Profound Knowledge has 4 components:
Appreciation
for a system
Understanding
variation
Theory of
knowledge
Psychology
7
2.1 Deming on Quality
The System of Profound Knowledge has 4 components:
1. Appreciation
for a system
System: a set of functions or processes that work together with
the aim of achieving organisation’s goal
?
?
?
?
must have a purpose
provide benefits stakeholders
optimise the system to reap maximum benefits
Improve the system, not just parts of the system
8
2.1 Deming on Quality
The System of Profound Knowledge has 4 components:
2.
Understanding
variation
? Outputs from a system will contain variations
? Not visible to the naked eye.
? Can be classified as controllable (people) and uncontrollable
(machine)
Deming: Statistically identify and quantify variation, help
understand it and lead employees to find ways to reduce
such variation
9
2.1 Deming on Quality
The System of Profound Knowledge has 4 components:
3. Theory of
knowledge
Deming: Employees and managers must first know the theory of
quality before they can apply practices to achieve
quality improvement
Shows the cause?and?effect relationships that can be used for
prediction.
? allows an organisation to learn and eliminate
causes rather than manage problems
10
2.1 Deming on Quality
The System of Profound Knowledge has 4 components:
4.
Psychology
Deming: Human beings are motivated both intrinsically and
extrinsically
? intrinsic motivation is more powerful (fun place to work, caring
colleagues/bosses)
? has a longer lasting effect
? organisations must be able to provide both intrinsic and extrinsic
(comes from external – rewards and recognitions) motivation
11
2.2 Other Significant Contributors to Quality Theories
Joseph Juran (1904-2008)
?
Quality problems are largely the result of ineffective
planning for quality
?
“Fitness for use”.
Three basic processes (Juran Trilogy) that are essential to
improve quality:
Quality
Planning
Quality
Control
Quality
Improvement
12
2.2 Other Significant Contributors to Quality Theories
Joseph Juran (1904-2008)
Juran’s ten steps to quality improvement are:
1. Build awareness of the need and opportunity for improvement
2. Set goals for improvement
3. Organise to reach the goals (establish a quality council, identify
problems, select projects, appoint teams, designate facilitators)
4. Provide training
5. Carry out projects to solve problems
13
2.2 Other Significant Contributors to Quality Theories
Joseph Juran (1904-2008)
Juran’s ten steps to quality improvement are:
6. Report progress
7. Give recognition
8. Communicate results
9. Keep score
10. During operation phase, maintain momentum by making
annual improvement part of the regular systems and processes of
the company
14
2.2 Other Significant Contributors to Quality Theories
Philip B. Crosby (1926-2001)
?
Famous quote: “Quality is Free”
No errors + minimum variation in production = consistent quality products
No need to incur extra cost to create quality products
Unfortunately, many organisations could not achieve this
15
2.2 Other Significant Contributors to Quality Theories
Philip B. Crosby (1926-2001)
Crosby’s philosophy on quality is embodied in his Absolutes of
Quality Management, which consists of the following:
Quality means conformance to
requirements
Problems are functional in nature
There is no optimum level of defects
Cost of quality is the only useful
measurement
Zero defects is the only performance
standard
16
2.2 Other Significant Contributors to Quality Theories
Philip B. Crosby (1926-2001)
When it comes to quality, Crosby has four
absolutes:
1. Definition — conformance to requirements
2. System — prevention
3. Performance standard — zero defects
4. Measurement — price of non-conformance
17
2.2 Other Significant Contributors to Quality Theories
Philip B. Crosby (1926-2001)
Crosby also offered 14 steps to improve quality:
1. Make it clear that management is committed to quality.
2. Form quality improvement teams with representatives from
each department.
3. Determine where current and potential quality problems lie.
4. Evaluate the cost of quality and explain its use as a management
tool.
5. Raise the quality awareness and personal concern of all
employees.
18
2.2 Other Significant Contributors to Quality Theories
Philip B. Crosby (1926-2001)
Crosby also offered 14 steps to improve quality:
6. Take actions to correct problems identified through previous
steps.
7. Establish a committee for the zero defects programme.
8. Train supervisors to actively carry out their part of the quality
improvement programme.
9. Hold a ‘zero defects day’ to let all employees realise that there
has been a change.
19
2.2 Other Significant Contributors to Quality Theories
Philip B. Crosby (1926-2001)
Crosby also offered 14 steps to improve quality:
10. Encourage individuals to establish improvement goals for
themselves and their groups.
11. Encourage employees to communicate to management the
obstacles they face in attaining their improvement goals.
12. Recognise and appreciate those who participate.
13. Establish quality councils to communicate on a regular basis.
14. Do it all over again to emphasise that the quality improvement
20
programme never ends.
Summary
In this chapter, we have covered:
?
The Deming Philosophy on Quality
?
Different Philosophy on Quality by Different Contributors
to the Field of Quality Management
Copyright ©2013 SIM UNIVERSITY. All rights reserved.
21
Reflection
• Discuss how Deming’s 14 Points can be
applied to an academic environment? How
can learning and classroom performance be
improved by applying Deming’s philosophy?
22
Study Unit 2 Chapter 3
Quality Awards and Business Excellence Models
1
Introduction
?
Compare various business excellence
frameworks.
?
Illustrate how business excellence framework
can be used to manage organisations.
2
Quality Award and Business
Excellence Models
Malcolm Baldrige
National Quality
Award
UK
Quality Award
European
Quality Award
Japan
Quality Award
Singapore
Quality Award
3
3.1 Quality Awards
Seven criteria of the Baldridge Award Framework:
Organisation Profile:
Environment, Relationship, and Challenges
2
Strategic
Planning
5
Workforce
Focus
1
Leadership
7
Results
3
Customer
Focus
6
Process
Management
4
Measurement, Analysis, and Knowledge Management
4
3.1 Quality Awards
Seven criteria of the Baldridge Award Framework:
5
3.1 Quality Awards
JQA Model:
http://www.jqac.com/en/index.asp?patten_cd=12&page_no=9
6
3.1 Quality Awards
Deming
Application Prize
Plan?Do?
Check – Act
Quality
Awareness
Systematic
Application
of Quality
Principles
Cycle
Total
Quality
Control
7
3.1 Quality Awards
EQA Model:
Results
Enablers
People
Leadership
People
Results
Policy and
Strategy
Processes
Partnership and
Resources
Customer
Results
Key
Performance
Results
Society
Results
Innovation and Learning
Copyright ©2013 SIM UNIVERSITY. All rights reserved.
8
3.1 Quality Awards
The Singapore Quality Award (2014):
Driver:
Senior executives set
organisation directions
System:
System comprises a set of well-defined
processes for meeting the organisation’s
performance requirement
Results:
Results deliver an ever
improving customer value &
organisational performance
9
Refer to 2017 BE Framework. Pg 4
3.2 Singapore Quality Award
The characteristics of SQA criteria are:
Focus on
business results
Non-prescriptive
in nature
Support
organisation-wide
alignment of
goals and processes
Permit
goal-based
diagnosis
Copyright ©2013 SIM UNIVERSITY. All rights reserved.
10
3.2 Singapore Quality Award
For each category, the specific requirements are presented in the format
below:
11
3.2 Singapore Quality Award
14
3.3 Managing an Organisation Based on a
Business Excellence Framework
Performance
Excellence
Quality
Centric
15
Summary
In this chapter, we have covered:
?
Compare various business excellence
frameworks.
?
Illustrate how business excellence framework
can be used to manage organisations.
16
Reflection
• How does quality support the achievement of
competitive advantage?
17
BUS204e
Business Excellence
Group-based Assignment
January 2020 Presentation
BUS204e
Group-based Assignment
GROUP-BASED ASSIGNMENT
This assignment is worth 38% of the final mark for BUS204e Business Excellence.
The cut-off date for this assignment is 16 April 2020, 2355hrs.
This is a group-based assignment. You should form a group of 4 members from your seminar
group. Each group is required to upload a single report via your respective seminar group site
in Canvas. Please elect a group leader. The responsibility of the group leader is to upload the
report on behalf of the group.
It is important for each group member to contribute substantially to the final submitted work.
All group members are equally responsible for the entire submitted assignment. If you feel that
the work distribution is inequitable to either yourself or your group mates, please highlight this
to your instructor as soon as possible. Your instructor will then investigate and decide on any
action that needs to be taken. It is not necessary for all group members to be awarded the same
mark.
Note to Students:
You are to include the following particulars in your submission: Course Code, Title of the
GBA, SUSS PI No., Your Name, and Submission Date.
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS)
Page 2 of 5
BUS204e
Group-based Assignment
Important Note: Grading of TMA/GBA/ECA Submissions
Marks awarded to your assignment are based on the following guidelines:
1. 80% of the marks are allocated to the content of your answers:
? The marks awarded to what your answers cover depend on the extent to which they
cover the key points that correctly and comprehensively address each question.
? The key points should be supported by evidence drawn from course materials and,
wherever relevant, from other credible sources.
2. 20% of the marks are allocated to the presentation of your answers:
Wherever applicable, the marks awarded to how your answers are presented depend
on the extent to which your answers:
? form a sound reasoning by developing those key points in a clear, logical and succinct
manner;
? provide proper and adequate in-text citations and referencing to content drawn from
course materials and other credible sources;
? strictly follow APA formatting and style guidelines 1, in particular for:
• in-text citations and end-of-report references;
• the identification of figures and tables;
? use, wherever relevant, the specialised vocabulary and terminology commonly used in
discussions about the topic(s) covered by each question;
? provide a reference or bibliography at the end of the main report;
? include the less relevant details in an Appendix;…
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