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GHANA INSTITUTE OF MANAGEMENT AND PUBLIC

ADMINISTRATION [GIMPA]

MASTERS IN BUSINESS ADMINISTRATION

COURSE NUMBER: PRMT703

TOTAL QUALITY MANAGEMENT

Instructor: DR. GODSON A. TETTEH, ASQ CSSBB

Office Location: David Andoh Block, Room 8

Office Hours: Tuesdays and Fridays (1400-1600 Hours)

Phone: 020 304 8598 [Call on Monday –Friday (0800 -1600 Hours only)]

Email: gtetteh@gimpa.edu.gh

Prerequisite: Recommended computer and software programs for this course are a laptop with

Microsoft Excel. Students MUST have a general understanding of basic mathematical and

statistical functions, (e.g. calculate mean, standard deviation, and hypothesis testing.) It is

assumed that participants are familiar with basic Algebra and Statistics, such as probability

normal distribution.

APPOINTMENT TIME You are encouraged to talk to the instructor about any problem or suggestions you may have

concerning the course, careers, benefits of advanced courses in quality management, or things in

general. If you can’t seem to find the time to talk with him face-to-face, send an email and the

instructors will respond as quickly as possible.

DESCRIPTION OF THE COURSE The Total Quality course is designed to provide the body of management and technical

knowledge necessary to implement quality management inside an organization from the

management point-of-view. The course focuses on the philosophy and management of total

quality efforts in companies with application of statistical methods. The emphasis is on how to

implement Total Quality not to prove the mathematics/statistics associated with it. Particular

attention is paid to the need for Total Quality in education, project, finance, manufacturing and

service operations.

You will learn how business direction and strategy define how the quality system is managed

within the organization. Additionally, you will learn how other management tools are integrated

and used in the quality system. This practical, student-focused approach shows how to focus all

of an organization’s resources on continuous and simultaneous improvement of quality and

productivity – thereby continually improving both performance and competitiveness.

It coherently addresses all elements of quality management- including Lean, Six Sigma, Lean

Six Sigma including peak performance, partnering, manufacturing networks, culture, and crucial

“people” aspects of quality. This course links the “big picture” theories and principles to detailed

real-world strategies and techniques. Case studies method approach will be explored for critical

thinking activities, discussion assignments, and research links to promote deeper thinking and

further exploration of the quality concepts.

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COGNITIVE COURSE OBJECTIVES The objective of this course is to convey the importance of Quality as a strategy for continuous

improvement in business performance with the application of statistical methods. Accordingly

the course evolves through strategies for competitive quality, quality in design and manufacture

and the customer supply chain to the concept of total quality management. This course will:

Provide an introduction to the fundamental concepts of statistical process control, total

quality management, six sigma and the application of these concepts, philosophies, and strategies

to issues arising in government and industry.

Enhance the student’s understanding of the complexities of statistical analysis and

control-chart interpretation and their work-place application.

Provide skills in diagnosing and analyzing problems causing variation in manufacturing

and service industry processes.

Provide a basic understanding of "widely-used" quality analysis tools and techniques.

Create an awareness of the quality management problem-solving techniques currently in use.

LEARNING OUTCOMES

On completing the course students should be able to do the following:

1. Understand the quality profession’s body of knowledge.

2. Understand how the quality system works inside an organization and how it is integrated

and interdependent of other organizational functions.

3. Explain and analyze the different quality philosophies and standards being used in industry

today.

4. Gain skills in setting up quality strategy and how to perform strategic planning.

5. Understand the different levels and roles of documentation inside an organization.

6. Learn how to identify what measurement and monitoring techniques to use and when to use

them and evaluate a total quality system.

7. Understand how to separate significant from insignificant problems using statistical

methods.

8. Learn how to perform corrective action with root cause analysis.

9. Understand the continual improvement process used in quality.

10. Design and Perform the Lean Six Sigma Methodology.

COURSE REQUIREMENTS

Course emphasizes continuous assessment and there will be a quiz every other week.

Class attendance is expected;

All homework assignments/quizzes are due in class on the specified due date.

Text material should be read before class to understand the class lecture; and

Every student should be part of a group of students that will be formed for the group

project.

PEDAGOGIC APPROACH Lecture presentations, business cases, video films, and “real world” situation vignettes will be

used. The assigned questions given in the syllabus are only for the purposes of developing your

thoughts on the subject. They are not representative of the type of question(s) that can be

expected on the exam. The list of questions is not an exhaustive one. The course syllabus

provides a general plan for the course.

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Teaching Strategy:

Material will be presented using a variety of teaching approaches including lectures, in-class

exercises, multimedia cases, short videos, homework, case analysis and presentation, and class

discussion of assigned readings. When possible a cooperative, student-centered learning

approach will be utilized to enable a high level of student involvement and deeper approaches

to learning.

MEASUREMENT OF LEARNING OUTCOMES

The training methodology includes:

Lectures

Class Discussions

Group Work

End of Chapter Exercises / Quizzes

Case Studies

Videos and student presentation

Independent learning (65 hours)

Learning outcomes may be measured through:

Class participation and contribution

Group Work

Quizzes/Assignments

Case Studies

Journal Review and Critique

Examinations

GROUP CASE STUDY ANALYSIS AND PRESENTATION:

Managing often requires making decisions under conditions of uncertainty. While management

principles can provide framework for analyzing complex situations and making decisions, they can

be difficult to grasp when presented in a sterile, theoretical manner. Cases present situations from

real business in order to provide opportunities to perform qualitative and quantitative analysis, to

consider various managerial alternatives, and to formulate and present action plans.

Analyzing a case involves examining data that are presented, suggested, or implied. To get the full

meaning of the information it is usually necessary to relate the various pieces of data to each other

in the context of the situation. It is then possible to generate alternative solutions, evaluate the merit

of each alternative, and finally decide upon – and be able to defend - a course of action.

What you get out of case study will depend upon what you put into it. To get some guidelines on

case analysis, search the Internet for some short articles posted online under the key words of (a)

case analysis, and (b) How to work in groups. Here how the case analysis is graded:

Group Case Study Analysis: Groups will be formed and each team is required to rigorously

analyze and submit a written report of their assigned case. However, ALL is required to participate

in the discussion through the discussion board (see below). The case analysis will be evaluated as

a team effort. Individual's grade will be based on the case grade and individual contributions

toward that grade. Each team will be responsible to ensure that each team member will make an

appropriate contribution to this end, and report to the instructor – if there should be a concern in

this regard. ANALYSIS OF QUANTITATIVE DATA IS A MUST and outside research is

expected. The case analysis will be graded as follows:

Appearance, Organization and Readability 10%

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Problem Identification and Related Issues 15%

Alternatives 20%

Recommendations 10%

Plan of Action 15%

Analysis (numerically whenever possible) & Research 15%

Presentation 15%

Total 100%

JOURNAL ARTICLE REVIEW/CRITIQUE: Each student will be required to review and critique

one article of your choosing found in the ASQ journal, Quality Progress or any other Total Quality

Management Journal. You will write and submit a one-page, single spaced review of the article.

Your review MUST NOT exceed one page. It must conclude with a recommendation as to whether

or not others should read the article.

READING MATERIALS

As partners in learning, we each have responsibilities for every class period. I have prepared an

interactive and engaging set of activities for which your reading and pre-class preparation is

critical. From a list of acceptable readings, we decide together which will most contribute toward

learning deemed most vital for that particular section of students.

James R. Evans and William M. Lindsay (8th ed.). The Management and Control of

Quality, South-Western, Cengage Learning, Canada 2011

Breyfogle III, F. W. (2003). Implementing six sigma: smarter solutions using statistical

methods. John Wiley & Sons.

Other Readings

Hammer, M. (2010). What is business process management? In Handbook on Business

Process Management 1 (pp. 3-16). Springer Berlin Heidelberg.

Conger, S. (2015). Six sigma and business process management. In Handbook on

Business Process Management 1 (pp. 127-146). Springer Berlin Heidelberg.

Palmberg, K. (2010). Experiences of implementing process management: a multiple-case

study. Business Process Management Journal, 16(1), 93-113.

Journal of Total Quality Management and Business Excellence

ASQ journal or http://asq.org/index.aspx

RESOURCES/VIDEOS

1. Interview Jack Welch: Create Candor in the Workplace

Former chairman of General Electric tells audience to foster honest feedback: "If you reward

candor, you'll get it."

Access to the video through the virtual campus or the link:

https://www.youtube.com/watch?v=PxU6Z0BgyWM

2. Six Sigma Interview with Jack Welch former CEO of General Electric (GE).-What is Six

Sigma?

3. Lean Six Sigma DMAIC

Retreived:https://www.youtube.com/watch?v=CVCcadi8Ndg&index=5&list=PL8wZfzQzvxc14

sAjXQr8-N5VffXsBY098.

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SCHEDULE OF SESSIONS AND TOPICS

Session Unit Description Assignment Reading Activities

1 Introduction to Quality

Introduction to Quality (Chapter 1) Lindsay Chap 1, 2 &3

Video 1:Jack Welch Create Candor in the Workplace

Total Quality in organizations (Chapter 2)

Quality Philosophies and Frameworks (Chapter 3)

Implementing Total Quality Management

Individual Assignment

2 Fundamentals of Statistics

Calculate mean, standard deviation

Individual Assignment

3 Fundamentals of Statistics

Hypothesis test, Normal Distribution

Individual Assignment

4 Group Work Case Study: Service Quality are Ritz-Carlton Hotel

5 Leadership and Strategic Planning

Leadership Theory and Practice (Chap. 4)

Lindsay Chap. 4

Video 2:Six Sigma Interview with Jack Welch former CEO of General Electric (GE).-What is Six Sigma?

6 Define Identify a project's Critical to Quality (CTQ)

Breyfogle, (2003) pp.52-58;111-130

Develop a Team Charter

Define a Business Case

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Develop Goal Statement

Assess Project Scope

Select Project Team

Change Management

Problems with Change

Team Formation, Rules, and Responsibility

Stages of Team Development

Conflict Resolution

Consensus Building Tools

Affinity Diagram

Nominal Group Technique

Develop a Team Charter

Define and build a Process Map Individual Assignment

7 Mid Sem Exams

8 Measure What to measure and how to measure

Breyfogle, (2003) pp.306-341

Select CTQ characteristics

Define Performance standard

Establish Data Collection Plan

Valid Measurement System

Explain the purpose of QFD, FMEA and other tools.

Performance Standard

Data Types

Data Collection Plan

Gage R&R Case Study 2: Quality in Practice Analysis (Applying Quality Improvement Tools To An Order Fulfillment Process

Individual Assignment

9 Analyze Statistical Analysis Breyfogle, (2003) pp.399-405

Video 3:Lean Six Sigma DMAIC

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Test of Significance

Establish Process Capability

Define Performance Objective

Identify Variation Sources

Explain key Statistical measures

Explain Defects per unit (DPU), and yield terms

Process Entitlement Benchmark

10 Improve Identify the vital X's for a given Y Breyfogle, (2003) pp.547-580

Select the Appropriate Improvement strategy

Tools to Define and Mitigate Failure Modes

Design of Experiments

Set process tolerance based on patient specification

Adjust tolerances accounting for variation

Individual Assignment

11 Control Validate the Measurement System Breyfogle, (2003) pp.667-687

Determine Process Capability

Implement Process Control System

SPC Charts

Risk Management

Mistake Proofing

Project Closure Individual Assignment

12 Case Study Presentation

Final Exams

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Method of Assessment (normally assessed as follows)

Mid-semester and final written tests will assess learning outcomes 1-10. Mid-Semester and Final

written examination shall be made up of: True or False, Multiple choices, Calculation and

Essay questions. Mid-Semester examination results shall be shown to the students then the

question papers and answer sheets shall be retained by the lecturer for a period of at least one

year. THE FINAL EXAMINATION SHALL INCLUDE BUT NOT LIMITED TO ALL

AREAS OF THE BODY OF KNOWLEDGE COVERED DURING THE SEMESTER. No

formulae discussed in the class session shall be provided to the student during the mid or final

semester examinations. The student will need at least a personal study time of at least 65 hours

for the final examination. No part or parts of the question paper or the answer sheets shall be

removed from the examination hall. A case study presentation which requires students to use the

range of concepts and techniques introduced in the course to analyze an industrial case study and

to generate proposals for improvement will be used for assessment. There will be unannounced

short quizzes to ascertain student readiness.

Class Participation includes preparation for and contribution to class discussions and

activities. For a Group presentation, equitable participation from all team members is

imperative. Students in this course will participate in a research case study during this period.

We will provide students feedback on the research as a form of compensation for their

participation in our studies.

SUBMISSION POLICY

I normally will not offer ‘make-up’ for students who do not submit their assignments on-time, or

do not show up for any examination or presentation; notwithstanding, I will offer a makeup

exam as an oral exam. Since I want to discourage students missing exams. We can discuss a

mutually acceptable time for you to sit for this exam should you miss the regularly scheduled

one. Sooner is better than later, since course material tends to be fresher for recall.

Assessm

entWeight 1 2 3 4 5 6 7 8 9 10

Applicat

ion of

concepts

and

techniqu

es of the

Total

Quality

Manage

ment

system

40%

Time

constrain

t Test

20%

Written

Assignm

ent

40%    

Learning Outcome

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Assignments/Presentations must be submitted to the lecturer on or before the beginning of the

class on the due date indicated on the assignment and no extension whatsoever shall be

entertained. Let me encourage you to turn in work even if it is late. You may earn 50% of the

graded points for late work.

Special Features

80% attendance is required

Attendance record shall be taken at THIRTY (30) minutes after the lecture start time and

any student that shows up thereafter shall not be recorded.

Expectations/Responsibilities:

We negotiate common pre-class preparation behaviors suitable for our needs. We owe each other

professional behavior and mutual respect. I will model expected behavior and will refrain from

inappropriate activities, such as being late to class, going off on irrelevant tangents, and ending

class on-time. Your professionalism points for the course may be maintained by refraining from

inappropriate actions, including arriving late repeatedly, reading the newspaper, or surfing during

discussions.

On the part of the instructor:

a) I will spend time and effort to prepare class material and make it interesting and relevant

to your study.

b) I will be punctual in class and make myself available during my office hours as specified

c) I will respect your opinion on any lesson and encourage you to express it.

d) I shall be fair in assigning grades based on what you have learned, and presented.

Students are required to:

a) be prompt and regular in class attendance,

b) maintain and update a personal study time journal at all times,

c) participate actively in class discussions and group activities,

d) be aware of submission policy,

e) be familiar with academic integrity policy,

f) switch off mobile/cell phones during class session,

g) observe class ground rules, be considerate of, and respect for other class members.

GRADING POLICY

At least 80% class attendance is required to pass this course.

Class attendance 10%

Mid Semester Assessment 20%

Assignments and Participation 20%

Final Examination 50%

Total 100%

GRADING SYSTEM

LETTER

GRADING

NUMERICAL % GRADE POINT INTERPRETATION

A

A-

B+

B

C+

75 – 100

70 – 74

65 – 69

60 – 64

55 – 59

4.00

3.75

3.50

3.00

2.50

Distinction

Excellent

Very Good

Good

Average

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C

C-

D

F

X

I

Z

50 – 54

45 – 49

30 – 44

Below 30

-

-

-

2.00

1.75

1.50

1.00

-

-

-

Average

Weak Pass

Fail

Fail

Fail

Incomplete

Disqualified

a) Classification

CLASS FINAL GRADE POINT AVERAGE (FGPA)

1st Class

2nd Class Upper

2nd Class Lower

3rd Class

Pass

Fail

3.65 - 4.00

3.25 – 3.64

2.60 – 3.24

2.00 – 2.59

1.75 – 1.99

Below 1.75

ACADEMIC DISHONESTY AND ARBITRATION:

Please Note: Plagiarism is the presentation of the work, idea or creation of another person as

your own. It is considered cheating and is a very serious academic offence that may lead up to

expulsion from the program. Plagiarized material can be drawn from, and presented in, written,

graphic and visual form, including electronic data, and oral presentations. Plagiarism occurs

when the origin of the material used is not properly cited. GIMPA views with seriousness

plagiarism in its various forms. All assignments will be run through a system specifically

developed to check for plagiarism. Attempted plagiarism can lead to expulsion from the

program.

Arbitration: In the event of any dispute, claim, or disagreement arising from or relating to

this Course Outline, lectures, and examination or the breach thereof, the lecturer and

students hereto shall use their best efforts to settle the dispute, claim, question or

disagreement. To this effect, they shall consult and negotiate with each other in good faith

and, recognizing their mutual interests, attempt to reach a just and equitable solution

satisfactory to both parties (that is, lecturer and students). If they do not reach such

solution then, upon notice by either party to the other, all disputes, claims, or differences

shall be finally settled by the Dean of Business School (GIMPA). The decision of the Dean

of Business School (GIMPA) shall be binding on both parties (that is, the lecturer and

students) without any recourse.

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Course Outline have been reviewed and discussed with Lecturer:

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