Quality Management
Course number and name
Project name
Nancy Ngebeh
Date: 19 March 2019
School or Institution Name
Quality Management
Table of Contents
TOC \o "1-3" \h \z \u PART 1 PAGEREF _Toc3887293 \h 4
Week 1: Introduction PAGEREF _Toc3887294 \h 4
1.1History of the quality management evolution PAGEREF _Toc3887295 \h 4
1.2 Why it is needed PAGEREF _Toc3887296 \h 5
Week 2: The Role of Leadership PAGEREF _Toc3887297 \h 5
2.1 Why it is a strategic issue PAGEREF _Toc3887298 \h 5
2.2 Management as a role model PAGEREF _Toc3887299 \h 6
2.3 New kinds of metrics PAGEREF _Toc3887300 \h 6
Week 3: General Quality Strategies and Tools PAGEREF _Toc3887301 \h 7
3.1 Establishing customer expectations PAGEREF _Toc3887302 \h 7
3.2 Designing quality in PAGEREF _Toc3887303 \h 7
3.3 Defining metrics PAGEREF _Toc3887304 \h 7
3.4 Mistake-proofing PAGEREF _Toc3887305 \h 7
3.5 Kaizen PAGEREF _Toc3887306 \h 8
3.6 Six Sigma PAGEREF _Toc3887307 \h 8
Week 4: Quality Tactics and the Logistics and Supply Chain Functions PAGEREF _Toc3887308 \h 9
4.1 What tools are applicable internally PAGEREF _Toc3887309 \h 9
4.2 What tools are applicable externally with vendors PAGEREF _Toc3887310 \h 9
PART II PAGEREF _Toc3887311 \h 9
Week 5: Roll-Out PAGEREF _Toc3887312 \h 9
5.1 A communication plan PAGEREF _Toc3887313 \h 9
5.2 Recommended sequence of steps to get personnel trained PAGEREF _Toc3887314 \h 10
References PAGEREF _Toc3887315 \h 11
PART 1
Week 1: Introduction
History of the quality management evolution
A quality management system (QMS) refers to a formal system of procedures, processes, and responsibilities that enable an organization to achieve quality objectives and policies. An organization is able to direct and coordinate its activities by means of the QM to meet regulatory or customer requirements to continually enhance its efficiency and effectiveness. The Quality movement can be traced to ancient Egypt from where it has developed ever since. One of the most powerful idea behind QMS is that it is reflective of the surrounding environment and society, as the business world gets influenced by them. From the onset of the 20th century, several technological innovations in QMS have been identified by experts. A notable example is that of the American manufacturing industry during the 1970s and 80s which failed to foresee future trends in production, and remained focus on quantity instead of dealing with the Japanese threat through focusing more on quality. Today, Lean manufacturing, ISO 9000 and Six Sigma dominate QMS, and are further evolving through innovation. The current focus on sustaining development is likely to continue until the next game-changing innovation occurs. While the world moves towards service-based industries, it is likely that Information Technology IT will have an even further increasing role to play CITATION Hel13 \l 1033 (Hellman & Liu, 2013). Its impact on society and the environment will further determine the use of QMS and lead existing models to further adapt to these changes.
1.2 Why it is needed
There are several important reasons why implementing a QMS could prove critical for an organization. A QMS is designed to affect and influence nearly all aspects of the organization’s performance. A key benefit that an organization attains is being able to meet its client’s requirements in a better way, by instilling greater confidence in their capabilities, which leads to repeat business, increased sales and clients. Another key benefit of implementing a QMS is that it helps the organization comply with government regulations, its own quality requirements, or in its provision of services and products in a more resource-efficient and cost-effective way. This, in turn, creates more room for growth, profit and expansion. A number of side-benefits are produced alongside such as demonstrating an organization’s commitment to consistent results, well-controlled and well-defined processes, and minimizing mistakes and costs.
Week 2: The Role of Leadership
2.1 Why it is a strategic issue
A QMS is a strategic issue because it aids an organization in achieving the objectives and goals it has laid out in its strategy and policy. This helps it provide satisfaction and consistency with respect to equipment, materials, and methods. A QMS interacts with nearly all organizational activities starting with identifying the requirements of a customer all the way to their satisfaction from the results, hence interacting at nearly all transactional interfaces. It is a strategic decision at the organizational level since it is influenced by the various objectives and needs, services and products, and the structure and size of the organization. When a QMS is set up for implementation, they elements it governs are the build, control, design, review, measurement, deployment and improvement within the organization.
2.2 Management as a role model
The shift towards leadership from management responsibility is a far-reaching and most significant change that occurred through the implementation of ISO 9001:2015. The actual impact of the implementation, however, also depends on where the organization starts from. In the ISO 9001 QMS, section 5.1.1 discusses key areas where the higher management is expected to demonstrate commitment and leadership. The top management or higher management refers to the group of people who operate at the highest levels within the company, and are responsible for directing, coordinating and controlling the organization. Moreover, they are responsible to develop leadership and sustain a drive for continuous improvement within all management. An increased focus on these elements remains a priority.
2.3 New kinds of metrics
Some new metrics that have been introduced in contemporary QMS includes an emphasis on commitment and leadership, in which the top management is held more accountable for ensuring that the organization’s QMS is effectively implemented. Another metric is policy, in which it is ensured that the organization’s quality objectives and quality policy remains consistent to the context in which it operates and to its general strategic direction. Thirdly, the organizational responsibilities, roles and authorities metric helps ensure that the quality policy is understood, applied and communicated across all levels of the organization, and that the QMS remains integral to the organization’s operations. A risk based thinking and process is approach is adopted to ensure that all resources needed for the effective implementation of the QMS are available.
Week 3: General Quality Strategies and Tools
3.1 Establishing customer expectations
Establishing higher customer expectations is an important element in fostering an atmosphere which is supportive of customer service. A key element in this regard is developing a better understanding of the needs and wants of the customers. When it has been completely established, the organization can now focus on devising a system that helps them meet the desires of their customers. Although, risks follow nearly all good aspects, and thus some additional risks which may follow such a move include the tendency for a problem to lead to a major impact on the customer, which in turn affects the organizationCITATION Qua14 \l 1033 (Goetsch & Davis, 2014).
3.2 Designing quality in
Design quality refers to the design’s value to a client. It is the root of all quality controls that involves everything from services, processes, systems, experiences and overall quality of products. For instance, any product that is poorly designed will have lower quality even if quality assurance and quality control programs are successful in designing it accurately according to specifications.
3.3 Defining metrics
Quality metrics refer to the performance and value measurements of services, processes and products. Some general examples of these metrics include ratings, customer satisfaction, defect rate, mean time between failures, quality of service and failure rate.
3.4 Mistake-proofing
Mistake proofing refers to creating an automatic method or device which makes an error obvious when its occurs or makes it nearly impossible for the error to occur initially. It is commonly used as a process analysis instrument and is used when a process step is involved which can potentially involve human mistakes or errors, that can lead to defects in the product. These include processes that generally rely on the worker’s skill, attention or experience. It can also be used in the service process where the customer is liable to make an error that can impact the output.
3.5 Kaizen
Kaizen is Japanese refers to ‘continuous improvement’ and ‘change for the better’. It is actually a business philosophy in Japanese that deals with processes that seek to improve operations on a continual basis, involving all employees. The method brings gradual improvement in productivity through a highly methodical process making use of a range of ideas. Kaizen involves making the work atmosphere more effective and efficient though creating improvement in everyday procedures, team atmosphere, making a task more fulfilling to perform, ensuring better satisfaction in employees and creating processes that are safer and less tiring.
3.6 Six Sigma
Six sigma is considered as one of the latest management fad which redesigns and repackages the old quality management principles, tools and tactics and it is aimed at zero defects. According to a research study, six sigma tools and techniques are very similar to the prior quality management approaches, yet it provides a new organizational structure, never seen before. This new structure of quality management guides organizations in process improvement activities and at the same time it creates an environment which enables an organization in exploring issues and problems between disparate organizational members CITATION Sch08 \l 1033 (Schroeder, 2008). However, six sigma provides more benefits over the earlier approaches of quality management but at the same time it creates new challenges for researchers.
Week 4: Quality Tactics and the Logistics and Supply Chain Functions
Various tools and tactics are employed in logistics and supply chain management in relation to the quality management system; some of these tools are external while others are internal.
4.1 What tools are applicable internally
Tolls that are internal and can help in QMS comprises the insight of expectations from various powers and authorities in an organization, assessing the strategies’ results while focusing less on activities. It also involves dealing with evolving trends as well as needs and then deciding what to leave out and what to retain, while devising a profile which is reflective of the risks within an organization. While dealing forces that are internal to the organization, it brings all the supply chain’s members together and reaches nearly all the departments; and as a result, it strengthens the uniformity in an organization. It develops an understanding of every member regarding the business priorities and hence fosters supply chain efficiency in an organization.
4.2 What tools are applicable externally with vendors
The external factors which may impact the supply chain include the political power, the climate changes and failure of vendors. Thee external tools which are applicable with the external vendors comprises of framework development, inventory tracking, and vendor risk tools. It helps to reduce the effects of external factors that they can have on business operations.
PART II
Week 5: Roll-Out
5.1 A communication plan
Effective Communication is an essential component needed for the success of supply chain management. An official communication plan is therefore needed to guide the employees regarding the quality management in the supply chain. Supply chain managers must take the laissez-faire attitude towards the communication process. The chain of communication is simple, but all the employees must understand what is expected of them whenever they receive a message. In addition, the communication plan must allow and encourage regular feedbacks. The communication plan should aim at promoting multi-directional communication, facilitating up and down the flow of information. A good communication plan increases the morale of employees when they feel their voice is heard.in addition; the plan must include all the stakeholders involved in the supply chain process.
5.2 Recommended sequence of steps to get personnel trained
Training is a vital part of employees to make sure they understand the needs and importance of quality management in the supply chain. Training ensures that employees know what is expected of them and the requirements of supply chain management. To make the employees aware of unique problems and issues, internal training is required. However, external training is useful in making employees informed of handling external stakeholders such as vendors.
5.3 Stakeholders on board
The success of the supply chain department of any organization lies in its ability to bring a good number of members from diverse areas. The supply chain can be a very extensive group of merchant base who symbolizes the requests of the supply chain department. Depot workers are the vital recruiter of this division. They also have a particular portion of requirements when it comes to sensitive of their tasks and responsibilities, and hence they should be made conscious of what is important for the section being the member of the panel.
References
BIBLIOGRAPHY Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: Pearson.
Hellman, P., & Liu, Y. (2013). Development of Quality Management Systems: How Have Disruptive Technological Innovations in Quality Management Affected Organizations? Quality Information Prosperity, 17(1), 104-119. doi:10.12776/qip.v17i1.154
Schroeder, R. G. (2008). Six Sigma: Definition and underlying theory. Journal of operations Management, 26(4), 536-554.
