REG NO.

: BBM/2249/17
NAME : MILKAH MUTHONI MUGO
COURSE CODE : BBM 445
COURSE NAME : TOTAL QUALITY IN SUPPLY CHAIN MANAGEMENT
LECTURER : TONNY LUKOSE

CONTINUOUS ASSESSMENT TEST

1. Quality management systems (QMS) is usually envisaged as a wedge that holds the gains
achieved along the quality journey and prevents good practices from slipping. Briefly explain the
benefits of having a QMS in small scale business (6 marks)

a) Higher productivity

Quality management tools ensure high customer loyalty, satisfied employees, healthy workplace,
and teamwork. Quality management processes make the organization a better place to work.

b) Higher Profitability

There is increased cash flow in firm where total quality management implementation is effective and
workers and management comply to it.

c)Elimination of defects and waste

Quality management helps the employees to reduce waste and work closely with suppliers.

e) Reduced costs and better cost management.

There is cost reduction since quality management ensures no wastage and have what needed at a
predetermined period.

f) Improved and innovative processes.

Customer, employees, and supplier’s involvement in quality management bring about new ideas in
the business processes.

g) Improved customer loyalty and retention

Through customer satisfaction by the products or services customers would come back for the
business
h) Improved employee morale.

It involves the employees in decision making and taking responsibility for efficiency production thus
increasing their morale.

2. Examine the various types of benchmarking that today’s organization should undertake so as to
remain competitive. ( 6 marks)

Benchmarking is a way to measure business and team success by comparing a process or

organization to other internal processes or competitor.

Types of benchmarking

a) Internal Benchmarking

It involves comparing a task to a similar task within the organization.

b) External Benchmarking

It is a comparison of process to that of a competitor or several organizations.

c) Practice Benchmarking

It is a form of internal benchmarking that relates to processes and practices of the business. It
requires an organization to have procedures in place to gather and analyze business data.

d) Performance Benchmarking

It involves continuous comparison of past outcomes to current standard for improved performance
of the firm.

e) Strategic Benchmarking

Its typically external and analyzes how companies got be successful, their business strategies and
marketing designs.

f) Competitive Benchmarking

This is an external type of benchmarking that involves comparing company processes and metrics to
those of direct competitor.

3.African countries view quality issues in organizations differently as compared to Japanese,

Americans and European nations. With Kenya as a case study, critically analyze the milestone
Kenya has made in quality management and discuss the challenges to successful Total Quality
Implementation in Kenyan firms today. (8 Marks)

Total quality management is the key to every successful business. Kenya as per this case study has
taken milestone in quality management through Kenya Bureau of Standards (KEBS).It offers training
to the industry as part of its tasks of creating awareness and technical expertise in areas of quality
management and conformity.
The aim of the training is to familiarise industry with the contents and requirements of ISO 9001
Standard on Quality Management Systems.

Some of the challenges to successful Total Quality Implementation in Kenyan Firms Today Include.

a) Improper Planning

Total quality implementation should have adequate planning and involve all parties in all stages of
implementation. Planning should involve Customer, employees, and suppliers.

b) Resistant to change for organizational culture.

Resistant change from past organizational culture to present from the employees limiting them from
current knowledge and skills.

c)Lack of management commitment.

In Kenyan Firms today lack of management commitment both verbally and action may lead to
workers feel no necessary need for Total quality management and lack motivation.

d)Lack of continuous training and Education

Training and education is an ongoing process for everyone in an organization, the training needs in
Kenyan firms are not accessed the limiting the implementation of total quality management.

e) Lack of teamwork and enough empowerment

There is lack of empowerment for workers to take responsibility and make decisions that improve
the efficiency of work done in an organization.

f) Paying inadequate attention to internal and external customers.

Firms do not pay adequate attention to changing needs and expectations of the customers, also lack
of direct access to customers.

g) Ineffective techniques thus lack of proper data and results.

Lack of effective mechanism to measure the position of the firm and obtaining the data needed by
workers and management for better planning.

End