BUS 445 Higher College Basheer Company Total Quality Management Case Study Questions I want the answer of the case study from this slide i will upload the

BUS 445 Higher College Basheer Company Total Quality Management Case Study Questions I want the answer of the case study from this slide i will upload the slide of the subject and the Chapter 1.1 (Part –A):
INTRODUCTION TO QUALITY
Course: TOTAL QUALITY MANAGEMENT
Course Code: BAHR3102
Specialization: HRM AND ACCOUNTING
Department of Business Studies
Source (Image): https://www.timeshighereducation.com/blog/truly-judge-quality-research-read-it
Learning Outcome I
Define and apply TQM Concepts and
principles.
2
CHAPTER ONE (PART A) – OUTLINE
Contents
➢QUALITY : AN OVERVIEW
➢What is Quality?
➢QUALITY – DEFINITIONS
➢FIVE VIEWS OF QUALITY
➢DIMENSIONS OF QUALITY
➢DETERMINANTS OF QUALITY
➢QUALITY COST
➢Goal of Quality Cost System / Total Cost Curve
➢Quality Gurus
3
Essential Reading
ProQuest Resource
1)
Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/momp/detail.action?docID=3011272. Created from momp on
2019-01-08 00:21:07. Pp. 1 – 27
2)
Naidu, N.V.R.. Total Quality Management, New Age International, 2006. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/momp/detail.action?docID=358035. Created from momp on
2019-01-08 00:11:41. Pp. 4- 10, 32 -36
3)
Doug, W. (2015). Principles of quality costs : Financial measures for strategic implementation of
quality management. Retrieved from
https://ebookcentral.proquest.com/lib/momp/reader.action?docID=3002660&query=Principles+of+
quality+costs+%3A+Financial+measures+for+strategic+implementation+of+quality+management#
Created from momp on 2019-02-25 23:33:44. Pp. 5 – 10
4
Essential Reading
ProQuest Resource
4)
Mishra, R. (2009). Reliability and quality management. Retrieved from http://ebookcentral.proquest.com Created
from momp on 2019-02-27 01:52:54.137-142
5)
Dale H.; Besterfield-Michna, Carol; Besterfield-Sacre, Mary; Besterfield, Glen; Urdhwareshe, Hemant;
Urdhwareshe, Rashmi Besterfield.. Total Quality Management, (Revised Edition), Pearson Education India; 3rd
Revised edition edition (2011). Pp 8-11
Online Read :
https://books.google.com.om/books?id=n67M3XJB91IC&pg=PA8&lpg=PA8&dq=obstacles+in+tqm+implementation+Robert+J.+Masters&source=bl&ots=fMxi2U2cp_&sig=ACfU
3U0QCYN5ZEGCaSAAit7ppN-LEkWjIg&hl=en&sa=X&ved=2ahUKEwjJ-
vbo6NvgAhXDwKQKHcQGAU8Q6AEwA3oECAcQAQ#v=onepage&q=obstacles%20in%20tqm%20implementation%20Robert%20J.%20Masters&f=false
5
QUALITY : AN OVERVIEW
We are all victims of quality failures daily, such as:
• late trains and flights,
• leaking car-door seals and
• Prematurely expiring light bulbs. Etc.,
➢ The consumer is invariably the loser as the real costs of a quality failure may be much more
than the value of the defective good or service.
➢ Different meaning could be attached to the word Quality under different circumstances.
The word Quality does not mean the Quality of manufactured product only. It may refer to the
Quality of the process (i.e., men, material, machines) and even that of management.
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.1
Source : Michael Armstrong, (2006) Strategic Human Resource Management, 3rd edition, Kogan Page, Untied Kingdom (LONDON). Pp.19
Source (Image): https://www.chea.org/importance-quality-assurance-choosing-university
7
What is Quality?
There are two viewpoints of quality that coexist and cooperate.
➢Producers (manufacturers or service providers) view quality as a set of
standards and specifications that must be met (called conformance).
➢Customers view quality as attributes that please them.
• While the consumer’s perception of ‘‘good’’ quality is important, the
perception of poor or terrible quality is a disaster.
• Alienating existing customers with product weaknesses and failures has
a host of other side effects, which are undesirable.
QUALITY – DEFINITIONS
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.7
Source (Image): https://kalyan-city.blogspot.com/2013/05/what-is-product-quality-definition.html
• The International Organisation for Standardisation (ISO) BS
4778: 1987 (ISO 8402, 1986)defined quality in terms of
“The totality of features and characteristics of a product or
service that bear on its ability to satisfy stated or implied
needs”
Source (Image):https://blog.erratasec.com/2011/04/government-didnt-create-internet.html#.XNu-uY4zaUk
• Another frequently used definition comes from Joseph M.
Juran:
“Quality is fitness for Purpose or use”
Source (Image):https://sixsigmastudyguide.com/juran/
• A definition attributed to quality by Philip Crosby states
the following:
“Quality is conformance to requirements and
specifications ”
Source (Image):https://history-biography.com/philip-b-crosby/
FIVE VIEWS OF QUALITY
Garvin’s review of the literature identifies five different definitions of quality :
1. Transcendental View
• According to the transcendental view, quality is synonymous with “innate excellence”.
• This approach claims that quality cannot be defined precisely, we learn to recognise quality only through
experience.
• For example, Mercedes Benz and Rolls-Royce as products of the automobile industry that have achieved this
level of excellence.
2. Product-Based View
• Product-based definitions view quality as a precise and measurable variable.
•
Differences in quality reflect differences in the quality of some ingredient or attribute possessed by a product.
• For example, high quality ice cream has a high butter fat content.
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.10-11
3. User-Based View
• In the user-based approach, the goods or services that best satisfy individual consumer’s
different wants or needs are regarded as having the highest quality.
• This view of quality is personal i.e. perceived quality.
• It is highly subjective and focusses on issues of “fitness for use” by the individual
consumer.
4. Manufacturing-Based View
• Manufacturing-based definitions focus on producers of goods and services and identity
quality as “conformance to requirements”.
• Once designs or specifications have been established, any deviation implies a reduction
in quality.
5. Value Based View
• A value-based approach defines quality in terms of costs and prices.
• A quality product is one that provides performance or conformance at an
acceptable price or cost.
• An inexpensive product is expected to be of lower quality than a similar
and more expensive product.
DIMENSIONS OF QUALITY
Products and services have different quality dimensions.
David Garvin has developed a list of eight dimensions of product
quality.
His proposal is to achieve quality by improving the important
aspects that contribute quality.
Following are the eight dimensions of product
quality suggested by David Garvin
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.11
Service quality measures differ across industries, however, generic service quality
measurement tools being used across several service industries in recent times are
popularly known as SERVQUAL.
The following table depicts the dimensions used under SERVQUAL :
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.12
DETERMINANTS OF QUALITY
Several activities or accomplishments are necessary to achieve
quality. They are:
• (i) Quality of design.
• (ii) Quality capability of production processes.
• (iii) Quality of conformance.
• (iv) Quality of customer service.
• (v) Organisation quality culture.
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.19
• Quality of design.
• Quality of design is determined before the product is produced. After identifying who its
customers are, a company must determine what its customers want from its products
and services.
• Quality of design is determined by a cross functional product design team including
members from marketing, engineering, operations and other functions.
• Quality of design is determined by market research, design concept and specifications.
• Market research is aimed at assessing customer needs. A particular design concept is
developed to meet the customer needs. The design concept then results in a set of
specifications for the product.
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.19
• Quality capability of production processes:
• Production processes must be designed and built that have the capability of
producing products with the attributes wanted by customers.
• Quality of conformance :
• It means producing a product to meet the specifications. Production
facilities and processes are used to produce products and services that
meet design and performance specifications, aimed at quality expectations
of customers. When the product conforms to specifications, it is considered
as a quality product regardless of the quality of the design specifications.
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.19
• Quality of customer service:
• All contacts between customers and companies must be managed so that
customers perceive that they have been treated fairly and courteously with
their needs, attended to promptly and with care and concern.
• Organisation quality culture:
• The entire organisation must become energised to doing what is necessary
to design, products and services that meet customers’ expectations.
• Mechanisms must be in place to continuously improve every fact of the
organisation towards the objective of building ever-increasing levels of
customer satisfaction.
Source: Bhat, K. Shridhara. Total Quality Management, Global Media, 2009. pp.19
QUALITY COST
As defined by Philip B. Crosby in his book Quality Is Free, the cost of quality has two main
components:
• The cost of good quality (or the cost of conformance)
• The cost of poor quality (or the cost of non-conformance).
Source: Doug, W. (2015). Principles of quality costs : Financial measures for strategic implementation of quality management.. pp.4-5
Source: Doug, W. (2015). Principles of quality costs : Financial measures for strategic implementation of quality management.. pp.5
Goal of Quality Cost System / Total Cost Curve
The goal of any quality cost system is to reduce quality costs to the lowest practical level.
Juran and Gryna (1988) present these costs graphically : Classical Model of Optimum Quality
Costs.
Source: Doug, W. (2015). Principles of quality costs : Financial measures for strategic implementation of quality management.. pp.8-9
Source: Doug, W. (2015). Principles of quality costs : Financial measures for strategic implementation of quality management.. pp.10
Quality Gurus
Who is a quality guru?
• A guru, by definition, is a good person, a wise person and a teacher. A quality guru
should be all of these, plus have a concept and approach to quality within business
that has made a major and lasting impact. The gurus mentioned in this section have
done, and continue to do, that, in some cases, even after their death.
The gurus
There have been three groups of gurus since the 1940’s:
• Early 1950’s Americans who took the messages of quality to Japan.
• Late 1950’s Japanese who developed new concepts in response to the
Americans.
• 1970’s-1980’s Western gurus who followed the Japanese industrial success.
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.32-33
A. The Americans who went to Japan:
• W Edwards Deming
• Joseph M Juran
• Armand V Feigenbaum
B. The Japanese:
• Kaoru Ishikawa
• Genichi Taguchi
• Shigeo Shingo
C. Western Gurus:
• Philip B Crosby
• Tom Peters
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.32-33
W. EDWARD DEMING
• W Edwards Deming : In 1946, he visited Japan as an Adviser to Japanese Census Program. During this point of time he was
invited by JUSE-Japanese Union for Scientists and Engineers for a lecture and there after he was involved with JUSE till
1950.
• He wrote his famous book ‘‘Out of the Crisis’’ in 1986.
.
• He placed great importance and responsibility on management, at both the individual and company level, believing
management to be responsible for 94% of quality problems.
• Scientific problem solving and Customer delight as their apex.All his preaching has been consolidated into 14 important points
called as Deming’s 14 points.
• Besides this he has also brought out what is known as Deadly Diseases of American industry after a diagnostic study of the
American industry.
• Deming also encouraged a systematic approach to problem solving and promoted the widely known Plan, Do, Check, Act
(PDCA) cycle.
• The PDCA cycle is also known as the Deming cycle, although it was developed by a colleague of Deming, Dr Shewhart.
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.33
Source (Image): https://www.bl.uk/people/w-edwards-deming
Joseph M Juran
• Joseph M Juran developed the quality trilogy – quality planning, quality control and quality improvement.
• Good quality management requires quality actions to be planned out, improved and controlled.
• This activity eventually achieves breakthrough to an improved level, which is again controlled, to prevent any
deterioration.
• Juran’s ‘quality trilogy’ of Planning, Control & Improvement, offers guideline for achieving ‘quality planning ‘roadmap’.
• The process achieves control at one level of quality performance, then plans are made to improve the performance on
a project by project basis, using tools and techniques such as Pareto analysis.
• Juran believed quality is associated with customer satisfaction and dissatisfaction with the product, and emphasised
the necessity for ongoing quality improvement through a succession of small improvement projects carried out
throughout the organisation.
• He concentrated not just on the end customer, but on other external and internal customers. Each person along the
chain, from product designer to final user, is a supplier and a customer. In addition, the person will be a process,
carrying out some transformation or activity.
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.34
Source (Image): https://en.wikipedia.org/wiki/Joseph_M._Juran
Armand V Feigenbaum
• Armand V Feigenbaum was the originator of “total quality control”, often referred to as total quality.
• He authored the first book titled ‘Total Quality Control’.
• His philosophy was focused on comprehensive QC program with a specific focus on the Business Quality.
• He propose a 4 step approach for the Quality Control viz.,
• Set Standards, appraise conformance to standard, Act on deviation and constantly improve Standards.
• He also broke the quality cost into the constituent elements like the appraisal, prevention and the failure
cost.
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.34
Source (Image): https://www.nationalmedals.org/laureates/armand-v-feigenbaum
Kaoru Ishikawa
• Kaoru Ishikawa made many contributions to quality, the most noteworthy being his total quality
viewpoint, companywide quality control, his emphasis on the human side of quality, the Ishikawa
diagram and the assembly and use of the “seven basic tools of quality”:
➢ Pareto analysis
which are the big problems?
➢ Cause and effect diagrams
what causes the problems?
➢ Stratification
how is the data made up?
➢ Check sheets
how often it occurs or is done?
➢ Histograms
what do overall variations look like?
➢ Scatter charts
what are the relationships between factors?
➢ Process control charts
which variations to control and how?
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.34
Source (Image): https://sixsigmastudyguide.com/ishikawa/
Genichi Taguchi
• Genichi Taguchi believed it is preferable to design product that is robust or insensitive to variation in the manufacturing
process, rather than attempt to control all the many variations during actual manufacture.
• To put this idea into practice, he took the already established knowledge on experimental design and made it more
usable and practical for quality professionals.
• Quality and reliability are pushed back to the design stage where they really belong, and he broke down off-line
quality into three stages:
• System design
•Parameter design
•Tolerance design
• “Taguchi methodology” is fundamentally a prototyping method that enables the designer to identify the optimal settings
to produce a robust product that can survive manufacturing time after time, piece after piece, and provide what the
customer wants. Today, companies see a close link between Taguchi methods, which can be viewed along a
continuum, and quality function deployment (QFD).
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.35
Shigeo Shingo
• Shigeo Shingo is strongly associated with Just-in-Time manufacturing, and was the inventor of the
single minute exchange of die (SMED) system, in which set up times are reduced from hours to
minutes, and the Poka-Yoke (mistake proofing) system.
• In Poka Yoke, defects are examined, the production system stopped and immediate feedback given so
that the root causes of the problem may be identified and prevented from occurring again. The addition
of a checklist recognises that humans can forget or make mistakes!
•
He distinguished between “errors”, which are inevitable, and “defects”, which result when an error
reaches a customer, and the aim of Poka-Yoke is to stop errors becoming defects.
• Defects arise because errors are made and there is a cause and effect relationship between the two.
Zero quality control is the ideal production system and this requires both Poka-Yoke and source
inspections. In the latter, errors are looked at before they become defects, and the system is either
stopped for correction or the error condition automatically adjusted to prevent it from becoming a
defect.
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.35
Source (Image): https://vardeman.public.iastate.edu/IE361/f02mini/bumblauskas.pdf
Philip B Crosby
• Philip B Crosby is known for the concepts of “Quality is Free” and “Zero
Defects”,
His quality improvement process is based on his four absolutes of quality:
• Quality is conformance to requirements.
• The system of quality is prevention.
• The performance standard is zero defect.
• The measurement of quality is the price of non-conformance.
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.35-36
Source (Image):https://history-biography.com/philip-b-crosby/
Tom Peters
• Tom Peters identified leadership as being central to the quality improvement process, discarding
the word “Management” for “Leadership”.
• The new role is of a facilitator, and the basis is “Managing by walking about” (MBWA), enabling
the leader to keep in touch with customers, innovation and people, the three main areas in the
pursuit of excellence.
He believes that, as the effective leader walks, at least 3 major activities are happening:
• Listening
suggests caring
• Teaching
values are transmitted
• Facilitating
able to give on-the-spot help
Source: Naidu, N.V.R.. Total Quality Management, New Age International, 2006.pp.36
Source (Image):https://en.wikipedia.org/wiki/Tom_Peters
Chapter 1.2(Part B) :
TOTAL QUALITY MANGEMENT
Course: TOTAL QUALITY MANAGEMENT
Course Code: BAHR3102
Specialization: HRM AND ACCOUNTING
Department of Business Studies
Source (Image):https://www.123rf.com/photo_37268256_stock-vector-total-quality-management-tqm-business-concept-acronym.html
CHAPTER ONE (PART-B) – OUTLINE
Contents
➢ TQM – INTRODUCTION
➢ TOTAL QUALITY MANAGEMENT (TQM): CONCEPT…
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