ms-96 july december 2016 solved assignment
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Sample Assignment July Dec 2016 - MS-96
Course Code MS - 96 Course Title Total Quality Management
Assignment Code MS-96/TMA/SEM - II/2016 Assignment Coverage All Blocks
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1. List and explain the four major quality eras. Choose an organization of your choice and evaluate its present status regarding the quality eras.
In today's business environment, quality is one of the important aspects that need to be considered in order to survive in this competitive environment. Almost everyone has the experience of poor quality. Poor quality is intensified when employees are not empowered to correct quality inadequacies or they are not willing to do so.
There are various -------------------------------------------------------------------------------------------------------- of quality are as follows:
Conformance to specifications: ----------------------------------------------- and tolerance determined by its designer (Crosby,1979)
Fitness for use: Focuses on how well ------------------------------------------------------------ or use (Juran, 1951).
Value for price paid: Is a definition of ----------------------------------------------------------------------------- usefulness (Garvin,1984)
A psychological criterion: Is a subject --------------------------------------------------------------------------------------------------------------------------------------------------------- product or service quality (Garvin, 1984).
The 4 Eras of quality management There has been a continuous ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. The practical implementation of management strategies seeking customer satisfaction has brought us to this actual stage of quality.
In his 1988 work "Managing Quality", Garvin defined four different "quality eras", there's to say, tools and ways of acting to get quality products: 1- ) inspection 2- ) -------------------------------- control 3- ) quality ------------------------------ 4- ) strategic ----------------------------management
Inspection - It started with -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. The outcome of Industrial Revolution developed specialists who 'inspected' quality into products. It was a flawed attempt. After mass-production had started up, most industries arrived at the period of statistical quality control. Technologies, the way of working, the profession of --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------features of products would meet the requirements. By controlling a random sample taken from the population (i.e. the production process) it was possible to collect enough information based
on few pieces of products rather than controlling all products as the random sample taken out of the process could represent the specific features of the whole process in a quantitative way. Quality was therefore the correct application of statistic methods in production in this period of quality evolution. Scientific management occurred ------------------------------------------------------------------------------------------------------- the frameworks for the development of quality management inspection. When a defective one was found, it was resent to the production department, to be remade or discarded. The main aim of this period was controlling and regulating the process. The production and engineering departments were responsible for quality. --------------------------------------------------------------------------------------------------------- controlled into the products, but the whole production process (and not only end products) was under control. Statistical Control - ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. The management of quality through control refers to dealing with information, derived from actual process used to manufacture goods and services. At that time Japan’s industrial system was virtually destroyed and it had a reputation for cheap imitation products and an illiterate workforce. The Japanese recognised these problems and set about solving them with the help of some notable quality gurus – -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Japan’s imports into the USA and Europe increased significantly, due to its cheaper, higher quality products compared to the Western counterparts.
In 1969 the first international conference on quality control, sponsored by Japan, America and Europe, was held in Tokyo. In a paper given by Feigenbaum, -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------how all employees, from top management to the workers must study and participate in quality control. Companywide quality management was common in Japanese companies by the late 1970’s.
As products are manufactured according to customer specification, it is very important to effectively control the manufacturing processes. --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------control. The main innovation was the recognition of variability as an important attribute in quality control during the productive processes: there were established upper and lower control limits for different productive processes. Quality Assurance - In the 1940s and 1950s, new tools and ways were developed by quality gurus. Crosby came with the idea of "zero defect". ----------------------------------------------------------------------------------------------------------------------------------------------------------- include only specialists, quality assurance involved management also.
The assurance of quality became a separate function in most European countries and organizations stepped towards the era of quality management systems. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. The main aim is to manage the whole quality management system and to reach an operational optimum.
There are several ways of building up a quality management system, one of the most widespread systems is ISO 9000, but there are several others ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------competitiveness means higher quality at a lower cost, the goal is the continuous improvement of organizational processes. This approach to quality leads to TQM. There has been increasing awareness of quality among workforce and management. It is about the planned and systematic actions needed to provide confidence that the requirement will be met. --------------------------------------------------------------------------------------------------------------------------------------------------------- came with "COQ" ("Cost of Quality") and a quality trilogy, "planning, control, improvement".
Strategic Quality Management - Due to Deming, in the end of the 1970s 'Made in Japan' was no longer a joke, but a proof of very high quality. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, very few barriers, training, very good supplier and customer relationship. The realization of the product does not only represent the quality of the product but that of the whole organisation.
Since then the International Standardisation Organisation (ISO) 9000 has become the internationally recognised standard for quality management systems. It comprises a number of standards that specify the requirements for the documentation, implementation and maintenance of a quality system. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------excellent performance, particularly in customer and business results. In Europe, a widely adopted framework is the so-called “Business Excellence” or “Excellence Model” promoted by the European Foundation for Quality Management (EFQM).
So, means to get better quality had to be redefined in the US. Quality was then focused mainly on the customer, on his needs and necessities, eg -------------------------------------------------------------------------------------------------------------- specific goals for quality improvement. This era was the "TCM" ("Total Quality Management") one.
The organization I am referring here is Nokia. For Nokia, quality is simply about putting the customer at the centre of everything we do, not only in technology and services, but also in our behaviours.
They are putting quality into practice every day through three quality principles that sum up the Nokia Networks way: Customer First, Execution Excellence and I Own Quality.
These principles, along with ------------------------------------------------------------------ foundation of Nokia Networks’ quality DNA.
Nokia Networks is built on solid quality principles
Customer First encourages employees ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------products, services and solutions to maximize the investments customers are making with them.
Execution Excellence is about ---------------------------------------------------------------- through early detection and containment.
I Own Quality means that -------------------------------------------------------------------------------------------------------------- for their actions and decision making to achieve high quality for our customers. Putting customers at ------------------------------------------------------------------------------------------------------------------ results are some of the key phrases driving Nokia Networks’ strategic focus on quality.
Deepti Arora, Head of Quality and a member of the Nokia Networks Executive Board, has listened to operators, heard their priorities, and has been leading a renewal across the company to achieve concrete improvements in quality.
“We believe that the communications industry has a call to action to improve quality, despite the complexity and challenges. We are meeting the ------------------------------------------------------------------------------------------------------------------ We don’t want to be just better than the rest. We want to be the best.”
Arora describes what it means to ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------- and much faster time to market.”
Quality transformation is not an overnight change. As Arora explains, “This is an ongoing effort. Instead of declaring victory as soon as we hit a target, we are raising the bar every year to increase both the volume and velocity of our quality initiatives.”
She cites the results achieved so far -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------in quality and they expect us to do the same.”
Behind the scenes with quality improvement
Nokia Networks is taking concerted action to go beyond ‘five-nines’ quality to achieve flawless reliability. Software quality initiatives like the ‘Path to Virtual Zero ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------for the telecommunications industry. Looking ahead, Nokia Networks will be working to strengthen the quality of project execution. “This will cover the quality processes of our suppliers, whether in software, hardware or people competence.”
Measuring progress goes -------------------------------------------------------------------------------------------------. “We use ‘Customer Perceived Value (CPV)’ as our metric to understand our customers’ perceptions of our products, services and roadmaps based on our past and future relationship, and compared to competition.”
The results for CPV have risen ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------equipment market.” (Yankee Group, Event Impact, Nokia Siemens Networks Transformation: So Far So Good, December 2012)
Arora agrees that quality will make the difference. “We’re excited about the progress we’ve made so far, but we have much more to do. We’re doing what it takes to become a company that stands for world-class quality.”
2. What are the seven deadly diseases associated with the traditional management practices? Explain.
Seven deadly diseases associated with the traditional management-
1. Lack of constancy of purpose
Constancy of purpose – the first of the Fourteen Points – is essential to stay in business. Its absence spells doom for a company. Without constancy of ------------------------------------------------------------------------------------------------------------------------------------------------------------------staying in business.
To plan a product or service that will have a market and keep the company in business and create more jobs. It is far better to adopt continuous --------------------------------------------------------------------------------------------------------------------------------------------------------------- to work for the next dividend to shareholders.
Dedication to the new philosophy ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, a new programme. Disenchanted and disillusioned, they require proof that the company is serious.
Example-
When you review the mission, --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- is: Do insurance organizations sometimes stray from their purpose as stated in their corporate mission statement?
The following are a few examples of insurance company mission statements.
To be the --------------------------------------------------------------------------------------- products … We are dedicated to providing excellent -------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------- service through the life of the policy … To provide our ------------------------------------------------------------------------------ and to do so at the lowest possible cost. To provide ------------------------------------------------------------------------------------- industry.
2. Emphasis on short-term profits
Today’s organisations are often ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------day of the month, without regard to quality, merely to inflate the figures.
Emphasis on short-term profits is ----------------------------------------------------------, the equally devastating leveraged buyout.
It is fed by corporate fear of unfriendly take----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------improvement in market share and profitability that follows.
He finds an ally on this subject in ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------drive for paper profits has diverted attention and resources away from the difficult job of transforming the productive base.
Paper profits do not make the pie bigger; Dr Deming was fond of saying. They give you a bigger price. You take it from somebody else. It doesn’t help the society.
3. Evaluation of performance, merit rating, or annual review
Management by ------------------------------------------------------------------------------------------------------------------- by fear would be a better name, suggests Dr Deming. The effects are devastating.
First, performance evaluation encourages short-term performance at the expense of long-term planning. It discourages risk-taking, builds fear, undermines teamwork, and pits people against each other for the same rewards. On a team, it is difficult to tell who did what. The result is a company composed of prima donnas or sparring fiefdoms. People work for themselves, not the company.
Such ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------people in a group differences that may be caused totally by the system that they work in.
He notes that merit ratings tend to increase variability of performance, as people with lower ratings attempt to emulate those with higher ones.
An insidious effect if that --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- of designs an engineer turns out, for example, with no consideration of their quality. Merit ratings also depend on the subjective judgement of supervisors. One’s rating may vary wildly, depending on the boss.
Some supervisors dread making --------------------------------------------------------------------------------------------------------- to five, with a certain number of people at each level. Even when there are only five workers, one must be rated at the top and one at the bottom.
The great accomplishments of man, Dr Deming says, have been achieved without competition.
Look at Moses. He had no competition. Two hundred years ago Sebastian Bach was writing the rules of harmony for all time. Why did he do it? Pride of workmanship.
Dr Deming feels very strongly ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------with the use of control charts to determine statistical limits.
The ratings of people in a group based on any numerical system whatever, whether it be a single measure of whether it be a composite or ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------; B) People outside limits on the good side; C) the people between limits.
Group A requires individual help. Group B, if there’s anybody there – there may not be anybody in A or B – but if there is, they require individual attention. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. There is no rightful distinction between them. The differences come from the system. They must be ascribed to the system, not to the people.
The job of the leader is to shrink ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- difference between people.
4. Mobility of top management
Business schools are dedicated ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------in a progression that takes decades to push them to the top.
Dr Deming quotes J. Noguchi, ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ Says Dr Deming, Mobility from one company to another creates prima donnas for quick results. People require time to learn to work together.
Mobility of labour in ------------------------------------------------------------------------------- is dissatisfaction with the job.
5. Running a company on visible figures alone (counting the money)
Visible figures are important, of course. There is a payroll to meet, suppliers to pay, taxes to pay, and so on. But, says Dr Deming, in a formulation for which he credits Lloyd S. Nelson of Nashua Corporation, the figures that are unknown and unknowable are even more important.
A company cannot be successful ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------improvement and increased ‘pride in work’ will result in more effort and attention to detail, improving both quality and productivity.
It is impossible, for example, to measure the effect on sales of a happy customer or the gains in quality that result from ridding a company of the Deadly Diseases. Only in time will these results become apparent.
These are not reproduced here. They ---------------------------------------------------------------- to be essentially American phenomena.
6. Excessive medical costs
As William E. Hoglund, manager of the Pontiac Motor Division, put it to me one day, “Blue Cross is our second largest supplier.” The direct cost of medical care is $400 per automobile ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------from low rating on annual performance, plus counsel and treatment of employees whose performance is impaired by alcohol or drugs.
7. Excessive costs of liability, swelled by lawyers that work on contingency
This one’s a bit of a stretch, but I’m going to morph this into the fact that no one can have every aspect of their life under warranty, insured, or guaranteed----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- of your life system will quickly become locked. Sometimes things go wrong, but when a risk pays off, the feeling is awesome.
Conclusion-
Throughout his long working life, Deming ---------------------------------------------------------------------------------------------------------------------------------------------. Here are some direct quotations.
If management were to spend as much --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- be stupendous improvement of our economic position.”
“Why the decline----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------and service, thus to decrease costs, capture markets, provide jobs and increase dividends.”
“The biggest problem that ----------------------------------------------------------------------------------------------------------------------------------------------. The biggest problems are self inflicted, created right at home by management that is off course …”
“Understanding of a stable ------------------------------------------------------------------------------------------------------------------------------------------------------------------------- of management by the numbers, management by objective.
3. What do you understand by Modes of learning? What in your opinion is the role of learning modes in the performance of employees of an organization? Discuss.
Modes of learning-
Great leaders are great learners. --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to be reflected in every aspect of his thinking.''
Learning enables leaders to "-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- so much a matter of information or intelligence; it is more appropriately," knowingness", or the ability to see things as they are, accurately and without distortion or prejudice.
Class-room education --------------------------------------------------------------------------------------------------------------------------- no means sufficient in itself. The different modes of learning are diagrammatically depicted in Figure below.
1. Class-room education:
Class room work includes internal ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------use paradigms and philosophies which are at variance with those of the company. External programmes could include study visits to companies which are more advanced in the practice of TQM, as such visits could generate conviction. But if the organisational climate is negative to start with, visits may not help as the visitors may rationalize their observation by believing that in one's own company, all this would not work.
Class-room education can be of many types, from those which help individuals attain personal mastery to those that provide awareness and knowledge --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. For skill-based programmes, just-in-time training is mandatory as skills unused are quickly forgotten.
In any evident; the idea of sending employees to external programmes because they look good should be done away with as soon as TQM takes root. Education must sharp-shoot on the Purpose.
2. Self-development:
In the final analysis, all development is self-development. Most people, including managers, seem to devote almost no time to any self-learning efforts after they leave the formal education system. If we are to create a world-class organisation, we need to break this stagnation.
We need to create a context ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to do self-study, through reading, by setting explicit self-development goals. (E.g. This year, I shall master the statistics of control charts).
3. Mutual development:
Organisations really grow ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. Mutual development calls for a climate of teamwork and trust.
Mutual development is promoted ---------------------------------------------------------------------------------------- groups. In organisations which are not defensive, people learn from each other continually in everyday interactions.
4. On-the-job training:
One of the principal jobs of a manager is on-the-job-training (OJT) of subordinates. The boss is a captain-coach. On the shop floor, OJT, in the words of ------------------------------------------------------------- and training him, always according to standards.
OJT is not asking a ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------narrowly focused perspective on workplace problems.. .?'
Where, OJT is standardized on th shop floor, different levels of proficiencies can be graded, so that operators have a defined path to budding their skills. In Canon, for example, they call these levels hop, step and jump.
5. Mentoring.
A mentor is defined as ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. Counselling is really possible only when help is sought, not when it is offered or thrust.
Every boss should develop some mentoring skills. In addition, trained mentors should be made available.
Role of learning modes in the performance of employees of an organization-
Identification of learning need is ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------potential and maximizing opportunities for development. Therefore, people must know what they need to learn in order to achieve organizational goals.
People have aspiration, they want to ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to make sure that there is a suitable match between achieving organizational goals and providing attractive learning opportunities in order emphasize the importance of learning, this can be focus on the following,
To pinpoint if learning will make a difference in productivity in the bottom line of employees.
To decide what ----------------------------------------------------------------------------- his / her job performance.
To differentiate -------------------------------------------------------------------------------------------------- / training will make a difference in productivity and the bottom line of the employees.
To decide what type ---------------------------------------------------------------------------- or her job performance.
To differentiate between --------------------------------------------------------------------------------------- individual aspirations and organizational goals.
Every organization success depends on the productivity ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------of the organization as well. How the learning & development plays the success role -
1) With the mature skills will lead in to high productivity of the organization.
2) -------------------------------------------------------------------------------- within staff,
3) To build existing skill ------------------------------------------------------------------------------------------ during their career.
4) Career development has to ------------------------------------------------------------------------------------------------------- - where these conflicts, the needs of the service should prevail.
5) Easily ---------------------------------------------------------------------------------------------- in private sector.
6) Leading to survival in the market and success.
7) Without ------------------------------------------------------------------------------------------------------ of the organization.
Learning is concerned with imparting ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------/ Academic in charge for better supervision and performance.
Management development is all those activities and ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------of managerial personal in the light of the present requirement as well as the future requirement.
Every organization success depends on the productivity of the organization, especially considering in private sector the management will keeps eye on every individual -------------------------------------------------------------------------------------- of the employees plays a vital role of the organizational success as well as this will effect on labor turnover of the organization as well.
How the learning & development plays the success role
1) With the -------------------------------------------------------------------- of the organization.
2) Identify ----------------------------------------------------------------------------------- staff,
3) To build ------------------------------------------------------------------------------------------------------------- during their career.
4) Career ----------------------------------------------------------------------------------------------------------------------------------------------------- - where these conflicts, the needs of the service should prevail.
5) Easily can face the competition in the market specially in private sector.
6) Leading to --------------------------------------------------------------------------------------------------.
7) Without the mature --------------------------------------------------------------------------------------- of the organization.
Importance of Training and Development in an Organizational Development
Training and career development are very vital in any company or organization that aims at progressing. This includes decision making, thinking creatively ------------------------------------------------------------ is so important because-
Help ------------------------------------------------- weaknesses --------------------------------------------------------------------- performance Consistency ---------------------------------------------------------- Ensuring worker satisfaction ------------------------------------------------------------------ Improved quality of service and products ----------------------------------------------------------- Reduction in supervision.
In India, many companies ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------and acquired in the institutions and its applications as seen in the industrial environments. Due to this gap, companies now feel that there should be a close liaison between such institutions and the industry so that employee development programs are made more purpose oriented. There are training institutions which ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------illustrates positive relationships between training activities and the organizational performance. In particular it is recognised that an effective and ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------as those activities aimed at raising the standards of employee practice and thus lifting the quality of the employees, and customers learning and organisation experiences.
4. Select one common problem in the firm you are acquainted with and apply the PDCA cycle to solve it.
East West Manufacturing is a global ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- to high-quality standards in countries where it is strategically advantageous. We provide our customers access to a global supply chain. Continuous improvement is something all ------------------------------------------------------------------------------------------------------------------------------------------------------------------------ in place – something you can put on paper, execute, evaluate and repeat.
The Plan-Do-Check-Act (PDCA) Cycle, also called the Deming Cycle, ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ be used by any department, from quality to accounting to marketing. Let’s look at each step individually.
Step One: Plan
Start by defining the ---------------------------------------------------------------------------------------------------------------------------------------------------. You may need to take a more in-depth approach (such as Cause-Effect Diagrams) if the issue is overly complex. Here is an example of how to use the 5 Whys: Problem: Your customer received their order two weeks later than you promised.
Why? ------------------------------------------------------- in China. Why? The factory ---------------------------------------------------------- later than anticipated. Why? The bolt ---------------------------------------------------------------- ready on time. Why? They had trouble ----------------------------------------------------------------------. Why? Their sourcing manager is new and inexperienced.
Counter-measure: You need to find a secondary bolt supplier that is reliable. Remember to ----------------------------------------------------------------------------------------------------- for your plan. For the above example, your goal could be to qualify a secondary bolt supplier in the Guangdong province of China within 30 days.
Step Two: Do
Now that you have defined your -------------------------------------------------------------------------------------------------------------------------------------- most practical. Test it out on a small scale (do not fully implement). Think of the “do” phase as the “test” phase. Example: Continuing the ---------------------------------------------------------------------------------------------------------------------------------------------: 1) Find a supplier online, 2) Send your sourcing manager to China to find a supplier or 3) Hire a sourcing agent in China to find a supplier on your behalf. You must weigh the costs and risks of each option.
What is your budget? Which ------------------------------------------ in 30 days? What are ------------------------------------------------- supplier? Who will -------------------------------------------------?
Choose the best option for your company.
Step Three: Check
This step may also be referred to as ----------------------------------------------------------------------------------------------------------------------------------- changes and repeat the “do” and “check” phases until you feel you have reached a comprehensive solution. Example: You decided to hire a sourcing agent in China to locate and qualify a secondary bolt supplier on your behalf. You need to determine if this was the best option.
Did the sourcing ----------------------------------------- specifications? Are you satisfied -------------------------------------------------------- spent? Did ------------------------------------------------------------------------- overcome? What ---------------------------------------------------------- the process? Should you have sent ---------------------------------------------------------- worth the cost?
Perform an analysis to answer these questions.
Step Four: Act
The final step is to fully implement your ------------------------------------------------------------------------------------ finished. If you are striving for continuous improvement, you should repeat the cycle from Step One: Plan to find additional opportunities for improvement. Lather, rinse, repeat.
Example: Based on your analysis, -------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------- agent. Head back to Step One of the Cycle to re-map your new plan
and use the knowledge you gained from your pilot test to make improvements. When the situation arises again, implement your
new plan following the Cycle in its entirety. If that becomes your new standard process for qualifying suppliers in a pinch, work
continuously to identify areas of weakness and room for improvement to perfect the process.
4 Benefits of Using PDCA
Provides a standardized ---------------------------------------------- in any department to resolve new and recurring issues
Prevents wasted ------------------------------------------ solutions
Fosters -----------------------------------------------------------------------solving
Inexpensive – Overcome ---------------------------------------------------------
3 Tips for Successfully Implementing PDCA
Upper ----------------------------------------------------------- as a mandatory policy for change ---------------------------------------------------- a circular plan, not a one-way plan Implement in all departments ---------------------------------------------------
The Cycle in Action Below is East West’s adaptation of the PDCA cycle for product quality management. Having a strategy in place allows us to systematically address ------------------------------------------------------------------------------------------- recurring problems.
Plan–Do–Check–Act Example
The Pearl River, NY School District, a 2001 ------------------------------------------------------------------------------- uses the
PDCA cycle as a model for defining most of their work processes, from the boardroom to the classroom.
PDCA is the basic structure for the district’s overall strategic planning, needs–analysis, curriculum design and delivery, staff
goal-setting and evaluation, provision of student services and support services, and classroom instruction.
Figure 1 shows their “A+ Approach ------------------------------------------------------------------------------- curriculum and delivering classroom instruction. Improvement is not a separate activity: It is built into the work process.
Figure 1: Plan–do–check–act example
Plan- The A+ Approach begins with a “plan” step -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------here as well as in other processes throughout the organization.
Figure 2: Pearl River: analysis process Do- The A+ Approach continues with two “do” steps: “Align” asks what national and state ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------individual goals to improve their instruction where the “analyze” step showed any gaps. The second “do” step is, in this example, called “act.” This is where instruction is actually provided, following the curriculum and teaching goals. Within set parameters, teachers vary the delivery of instruction based on each student’s learning rates and styles and varying teaching methods. Check. The “check” step is called “----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. High-need students are monitored by a special child study team. Throughout the school year, if -------------------------------------------------- corrections are made such as re-instruction, changing teaching methods and more direct teacher mentoring. Assessment data become input for the next step in the cycle. Act- In this example the “act” step is called “standardize----------------------------------------------------------------------------------------------------------------------------- settings. Results from this cycle become input for the “analyze” phase of the next A+ cycle.
PROBLEM SOLVING USING THE PDCA CYCLE
Everyone encounters problems or broken processes within their daily work activities. Often times when we attempt to fix the broken processes we fly by the seat of -------------------------------------------------------------- and may even make the problem worse. When it comes to problem solving a well thought out plan increases your chances for success. As part of AIA Corporation’s LEAN --------------------------------------------------------------------------------------------------------------------------------------------------- a training class for all of our associates introducing them to Problem Solving using the PDCA Cycle. In order to introduce the PDCA ---------------------------------------------------------------------------------------------------------------------------------------- typically cannot be solved in an hour, we decided to provide our associates with a problem involving Lego’s. Each group was given a Lego ---------------------------------------------------------------------------------------------------------------------------------------------------------- the same excellent performance. As a group, we defined the current condition (or the problem) and worked together to grasp the facts:
1. Who does it affect? 2. What’s happening? 3. When does it occur? 4. Where does it occur?
Once we had this ------------------------------------------------------------------------ solving method has 4 steps. Step #1: Plan – Generate ideas for ------------------------------------------------------------ designing an experiment to test your theory. Step #2: Do – Test your -------------------------------------------------------------------------------- expected results. Step #3: Check – ------------------------------------------------------------------------------------:
1. Did you meet the goal? 2. Can the process be made better? 3. Were any new problems created? 4. If the hypothesis failed, go back to the plan phase.
Step #4: Act – If the ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------problem solving, it is our hope that we have introduced our associates to tools needed to build a strong foundation that they can build their problem solving skills with.
PDCA Example 2: Industrial Application
Our first PDCA example looks at the president of Acme Bathroom Remodeling as he studies some figures and realizes that projects get bogged down during bathtub installation. He assembles two of his installers, his secretary, and his bookkeeper and assigns them to meet on a biweekly basis.
First, he identifies that ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------will be, and how it will be measured.
Next, the team kicks around possible reasons for the lengthy installation time:
Does the customer choose the bathtub early enough in the remodeling process? Are there delays ----------------------------------------------------------------------- manufacturer? Are the hardware, sealants------------------------------------------------------------ always on hand?
Over the next few weeks, ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- timely fashion and shipped by the preferred shipper. Adequate installation materials are kept on hand; and halfway through the second cycle, the manager realizes that the goal is met.
5. Explain Quality Planning using a quality planning road map.
Quality planning involves ---------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------, the activities described here as quality planning
were widely discussed as part of quality assurance.
The quality planning techniques discussed here are those used most frequently used on projects. There are many others that may
be useful on certain projects or in some -------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------- tenets of modern quality management—quality is planned in, not inspected in.
Juran sees quality planning as part -------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------
market share, premium prices, and a reduction of error rates in the office and factory.
Juran's 'Quality Planning Road Map' consists of the following steps:
1. ------------------------------------------------------------. 2. Determine --------------------------------------------------------. 3. Translate -------------------------------------------------------------. 4. --------------------------------------------------------------- can respond to those needs. 5. Optimise the --------------------------------------------------------------------- as customer needs. 6. Develop ----------------------------------------------------------------------- product. 7. --------------------------------------------------------------------- process. 8. Prove that the process can produce the product under operating conditions. 9. ----------------------------------------------------------------- Operations.
The logical place to start is quality planning. Quality planning consists of a universal sequence of events—a quality planning
roadmap. We first identify the -----------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------------------------. They
run the process, produce the goods and services, and satisfy the customers. The quality planning process is summarized in Figure
below.
But no matter how well we ---------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------------planned
levels. And next we must search for opportunities to make dramatic improvements in the levels of quality achieved. Figure 2
makes these relationships clear.
Figure 1-
Figure 2-
In this figure we have plotted the cost of poor quality on the vertical scale, so what goes up is bad. These are the costs associated with imperfection. Despite our best efforts at planning, the costs in this example are about 20 percent. These costs could be from defects or they could be even harder to see. Examples of hard-to-detect costs are work-in-process inventory, non-value-added work, underutilized capacity, and unnecessary delays and hand-offs.
Our first job is to build the quality control --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. Little time elapsed before the quality performance was back at the planned levels.
In many real-life cases our quality control systems do not function this well. Several days or even weeks may go by before we realize we have a problem. Then we may spend more days or weeks investigating the possible causes of the problem and more days or weeks developing remedies. The new level of costs of poor quality persists during this time, causing much damage to the organization.
For effective quality planning implementation, the under mentioned seven step roadmap can help MEs to comprehend quality
improvement activities into their organisation structure. This may also provide structural guidelines for MEs, who are aspired to
adopt quality planning as an instrument of ---------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
---with their very nature of flexibility, innovativeness, conducive organisation structure and customer orientation. This roadmap is
also important because it signifies the simple steps, which every medium enterprise can follow easily.
The aforementioned roadmap prescribes a ----------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
--quality planning principles as an ultimate objective of customer satisfaction. The mission, vision and quality policy statements
constitute as second important step of this roadmap
for directing and effecting implementation of quality plan of the organization. In this, mission statements asks for the involvement,
commitment and support across hierarchies. Vision statement is a management and consultant centric exercise for assimilating and
encouraging complete workforce towards realizing the organizational goals.
However, quality policy shows an -------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------of
ownership of quality goal amongst employees because it motivates employees towards quality related activities in the form of
team formation, providing suggestions, forming quality circles and taking part in decision making as the ultimate objective of
customer satisfaction.
It not only results into organizational development but also to individual development. In roadmap, training and development
holds an important position for providing necessary ----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
--------------need, maintain commitment, initiate with existed resources, analyze customer expectations and spread it through the
organization.
However, implementation plan can be implemented by adopting common corporate goal to avoid conflict by allowing appropriate
reward and incentive schemes and above all retaining a ‘big picture’ vision. Since the quality planning implementation is a
journey and not a destination, it requires a continued effort for maintaining ‘improvement after improvement’. However, other six
steps also help retaining continued effort towards maintaining continuity of quality planning implementation practices.
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