QUALITY MANAGEMENT
DIGITAL ASSIGNMENT - I
NAVEEN REDDY
19MBA0095
CASE 1
Q1. Discus how the practices that TecSmart identified support
Deming’s 14 Points.
❖ Create Constancy of Purpose for Improving Products and
Services:
It is well known that TecSmart has a focus of quality, service and value.
This is backed by making plans and delegating it down the organisation, where
the leadership team can focus on these three key values. By regularly hodling
communications, senior leaders can reinforce their statement of purpose.
❖ Adopt the new Philosophy:
A great amount of dedication is shown towards learning in the
organisation. The best way to learn something is to teach something, just as
discussed in point number 3. They also get to learn as they gather inputs for the
strategical planning process as mentioned in point number 7. Also as discussed
in point number 13, a provision is made to not only training them but help them
learn through quality/service-related training sessions.
❖ Stop Depending on Inspection:
Inspection is not specifically addressed here. However, employees are
trained in problem solving which shows that they are focusing on a more
proactive approach rather than relying on after the fact inspection.
❖ Use Single Supplier for any one Item:
The basis on which the decision is made on the purchase of the parts and
raw materials is not mentioned anywhere. However, the point number 18 says
that suppliers are involved in early stages of a product development program.
This shows that there’s a close working relationship with their suppliers and that
the cost concerns are workout out to minimise quality issues.
❖ Improve Constantly and Forever:
In order to improve the performance of the employees, a process is in place
to train employees in a 5-step problem solving methods.
❖ Use Training on the Job:
As already discussed earlier, training and learning is incorporated into the
company is such a way that the executives teach courses at TecSmart University.
Employees need customer satisfaction training as well. A provision is also made
for 72 hours of service/quality-related training.
❖ Implement Leadership:
Leadership qualities are clearly seen in objective setting, communication,
teaching, planning and coaching.
❖ Eliminate Fear:
Driving out of eliminating fear is not mentioned out right anywhere. But it
is most likely that the quarterly communications sessions with top management,
employee empowerment, annual employee surveys and all would help in
reducing the fear.
❖ Break Down Barriers between Departments:
The teams, groups and departments are organised in such a way that there
will not be any kind of barriers between them. Senior leaders set company
objectives and guide the cross-functional teams. They also participate in quarterly
communication sessions with all the employees.
❖ Get Rid of Unclear Slogans:
Unclear and unnecessary slogans or exhortations are never mentioned.
Goals and set and only the measurement processes are extensively used.
❖ Eliminate Management by Objectives:
There is no mention of management by objectives anywhere. Only
understanding the need for improvement and characteristics of the processes are
mentioned over and over.
❖ Remove Barriers to Pride of Workmanship:
The hourly workers can make change in the process with the consent of
only one person and the sales people are authorized to travel wherever they feel
necessary for the purpose of customer service.
❖ Implement Education and Self Improvement:
Learning, education and training seems to interrelated at TecSmart. It all
appears to be a core process there.
❖ Make “Transformation” Everyone’s Job:
The company has taken numerous efforts and steps to incorporate quality
as a core aspect. The greatest transformation for the company would be the
innovation from one philosophy to another. All the point discussed above clearly
shows that the company is really working on it.
Q2. Explain in detail about Malcolm Baldrige National Quality
Award. How do these practices support the Baldrige criteria?
What actions would you recommend that TecSmart do to improve
its pursuit of performance excellence using the Baldrige criteria?
The MALCOLM BALDRIGE NATIONAL QUALITY AWARD (MBNQA)
is an award that was established by the U.S. Congress in the year 1987 in order
to raise awareness of quality management. It helps in recognising the U.S
companies that have successfully implemented Quality Management Systems.
This award is the nation’s highest presidential honour for performance
excellence.
3 MBNQA Awards will be given annually to 6 Categories namely:
✓ Manufacturing
✓ Service Company
✓ Small Business
✓ Education
✓ Healthcare
✓ Non-Profit
7 MBNQA Award Criteria:
➢ Leadership
➢ Strategy
➢ Customers
➢ Measurement, Analysis and Knowledge Management
➢ Workforce
➢ Operations
➢ Results
Let’s look at how the TecSmart’s practices support the Baldrige
Criteria.
➢ Leadership
Senior leaders guide cross functional teams as well as participate in quarterly
communication meetings with employees.
➢ Strategy
Senior management set company’s objectives and each department cohesively
operates to serve these objectives.
➢ Customers
All the employees have received CRM Training and the customer satisfaction
data is acquired from sales representatives. All the complaints were handled by
the Vice President of sales and meetings were held with customers to identify the
product requirements.
➢ Measurement, Analysis and Knowledge Management
Employees are given training and executives are teaching in TecSmart University
which helps them learn more and gain more knowledge on the company’s
operations. It helps them get better analytical view and problem-solving skills.
➢ Workforce
All the employees are involved to discuss any problems and issues and are also
trained to handle those problems.
➢ Operations
The company collects operational data in every department to evaluate
information requirements and has also set Six Sigma goals for its processes. All
of the employees are trained in 5 step problem-solving process which ensure
smooth flow of daily operations.
➢ Results
When the company is following all these measures and methods successful, then
the company can yield great results which would make it support all of the criteria
for Malcolm Baldrige National Quality Award.
Recommended Actions for TecSmart
TecSmart Electronics has so many “obvious” strengths. However, strategic
planning appears to be an area where some improvement could take place. No
mention is made of how goals are set, benchmarks are chosen, or cycles of
improvement in the planning process take place. In pursuing performance
excellence through Baldrige criteria, all of the categories must be practiced
thoroughly by TecSmart Electronics’ employees and the top management, since
the said philosophy is new to them. The company should also perform a quarterly
survey on how Baldrige Focus affects their performance to asses.
CASE 2
Q.1 Compute the center line and control limits and construct the u-Chart for
these data. Determine whether the process is in control.
U CHART CALUCULATION FOR CBT&CO
SAMPLE SLIPS(Ni) ERRORS(Di) ui=Di/Ni UBar UCL LCL
1 87 15 0.1724 0.0934 0.1917 -0.0049
2 79 13 0.1646 0.0934 0.1965 -0.0098
3 92 23 0.2500 0.0934 0.1890 -0.0022
4 84 3 0.0357 0.0934 0.1934 -0.0066
5 73 7 0.0959 0.0934 0.2007 -0.0139
6 67 11 0.1642 0.0934 0.2054 -0.0186
7 73 8 0.1096 0.0934 0.2007 -0.0139
8 91 8 0.0879 0.0934 0.1895 -0.0027
9 94 11 0.1170 0.0934 0.1880 -0.0012
10 83 12 0.1446 0.0934 0.1940 -0.0072
11 89 12 0.1348 0.0934 0.1906 -0.0038
12 88 6 0.0682 0.0934 0.1911 -0.0043
13 69 11 0.1594 0.0934 0.2038 -0.0170
14 74 8 0.1081 0.0934 0.2000 -0.0132
15 67 4 0.0597 0.0934 0.2054 -0.0186
16 83 10 0.1205 0.0934 0.1940 -0.0072
17 79 8 0.1013 0.0934 0.1965 -0.0098
18 75 8 0.1067 0.0934 0.1993 -0.0125
19 69 3 0.0435 0.0934 0.2038 -0.0170
20 87 8 0.0920 0.0934 0.1917 -0.0049
21 99 13 0.1313 0.0934 0.1855 0.0012
22 101 13 0.1287 0.0934 0.1846 0.0022
23 76 7 0.0921 0.0934 0.1986 -0.0118
24 90 4 0.0444 0.0934 0.1900 -0.0032
25 92 7 0.0761 0.0934 0.1890 -0.0022
26 80 4 0.0500 0.0934 0.1959 -0.0091
27 81 5 0.0617 0.0934 0.1953 -0.0085
28 105 8 0.0762 0.0934 0.1829 0.0039
29 80 8 0.1000 0.0934 0.1959 -0.0091
30 82 5 0.0610 0.0934 0.1946 -0.0079
31 75 3 0.0400 0.0934 0.1993 -0.0125
32 92 8 0.0870 0.0934 0.1890 -0.0022
33 69 13 0.1884 0.0934 0.2038 -0.0170
34 86 6 0.0698 0.0934 0.1923 -0.0055
35 85 13 0.1529 0.0934 0.1928 -0.0060
36 101 5 0.0495 0.0934 0.1846 0.0022
37 87 5 0.0575 0.0934 0.1917 -0.0049
38 71 3 0.0423 0.0934 0.2022 -0.0154
39 83 8 0.0964 0.0934 0.1940 -0.0072
40 103 4 0.0388 0.0934 0.1837 0.0031
41 82 6 0.0732 0.0934 0.1946 -0.0079
42 90 7 0.0778 0.0934 0.1900 -0.0032
43 80 4 0.0500 0.0934 0.1959 -0.0091
44 70 4 0.0571 0.0934 0.2030 -0.0162
45 73 11 0.1507 0.0934 0.2007 -0.0139
46 89 13 0.1461 0.0934 0.1906 -0.0038
47 91 6 0.0659 0.0934 0.1895 -0.0027
48 78 6 0.0769 0.0934 0.1972 -0.0104
49 88 6 0.0682 0.0934 0.1911 -0.0043
50 76 8 0.1053 0.0934 0.1986 -0.0118
51 101 9 0.0891 0.0934 0.1846 0.0022
52 92 8 0.0870 0.0934 0.1890 -0.0022
53 70 2 0.0286 0.0934 0.2030 -0.0162
54 72 11 0.1528 0.0934 0.2014 -0.0147
55 83 5 0.0602 0.0934 0.1940 -0.0072
56 69 6 0.0870 0.0934 0.2038 -0.0170
57 79 3 0.0380 0.0934 0.1965 -0.0098
58 79 8 0.1013 0.0934 0.1965 -0.0098
59 76 6 0.0789 0.0934 0.1986 -0.0118
60 92 7 0.0761 0.0934 0.1890 -0.0022
61 80 4 0.0500 0.0934 0.1959 -0.0091
62 78 8 0.1026 0.0934 0.1972 -0.0104
TOTAL 5129 479
U-Chart Calculations:
Ui = Di/Ni (no. of errors / no. of slips)
Ubar = ∑Di / ∑Ni (Total no. of errors / Total no. of slips)
UCL = Ubar + 3 √Ubar / Ni
LCL = Ubar -3 √Ubar / Ni
Q2. Would you recommend a separate chart for each error
category for an effective process control? What lessons can be
learned from this case?
Yes, I would recommend a separate chart for each error category
which helps to reduce the error rate while also helps in improving the
process control associated with the package slips of the manufactured
electric components. The X-Bar chart and the R-Chart can be used to
control the purchase order error and quantity error where it is variable
information which will vary from month to month. This X-bar chart
will give a thought regarding purchase order how mean or average
changes over period of time and R chart will give insights about the
variation of the quantity orders in each purchase order for the electric
components by giving range of quantity in each purchase orders.
From this case I have learnt about how the production process can
be controlled by monitoring the behaviour of each process units,
discover the errors which arise between the internal systems and
furthermore help to discover the solutions for limiting the error rate to
have the production process in control. The use of SPC helps to
improve the customer satisfaction which is principle objective for any
organizations to sustain in the market with the competitors.
