BMG706 Quality and Systems

Management
Deliver by Jeffery Lim / +84 377373896 / jefferylim@teg.edu.vn
@2007, Huong
Workshop 3

► Quality Operations Management

► Quality Culture & Framework

► In-class Quizzes
► Discussion
Quality Operations
A Quick Definition

The basics of it is a mindset of continuous development. It is more than

just a concept of developing operations; it is more about achieving customer
delight and competitiveness at the strategic level (Ion, Cătălina, and Georgiana,
2013).

In order to prove quality operation lead to a successful organisation, a

relationship between operational excellence and business success needs to
be established.
Quality Theory
Viewing Quality Theory from a Contingency Perspective

➢What are our strengths?

➢What are our competencies?
➢In what areas do we need to improve?
➢What are our competitors doing to improve?
➢What is our organizational structure?
Quality levels
At organizational level, we need to ask following questions:
• Which products and services meet your expectations?
• Which products and services you need that you are not currently receiving?

At process level, we need to ask:

• What products and services are most important to the external customer?
• What processes produce those products and services?
• What are the key inputs to those processes?
• Which processes have most significant effects on the organization’s performance
standards?
Additional Views of Quality in Services

• Technical Quality versus Functional Quality

• Technical quality—the core element of the good or service.
• Functional quality—customer perception of how the good functions or the service is
delivered.
• Expectations and Perceptions
• Customers’ prior expectations (generalized and specific service experiences) and their
perception of service performance affect their satisfaction with a service.
• Satisfaction = (Perception of Performance) – (Expectation)
Quality Theory
Resolving the Differences in Quality Approaches: An Integrated View
Core Variables
➢ Leadership
➢ Information Analysis
➢ Strategic Planning
➢ Employee Improvement
➢ Quality Assurance of
products and services
➢ Customer role in Quality
➢ Role of Quality Department
➢ Environmental
characteristics and
constraints
➢ Philosophy Driven
➢ Quality Breakthrough
➢ Project/team-based
improvement
Quality Theory
Resolving the Differences in Quality Approaches: An Integrated View

A Categorization of Quality Management Content Variables

Quality Theory
Theoretical Framework for Quality Management

➢Quality management
begins with leadership
➢Leadership, quality
assurance,
philosophy, and
employees are
encompassed by a
focus on the customer

A Theoretical Framework for Quality Management

Quality Culture Defined

• Culture is the pattern of shared beliefs and values that provide the
members of an organization rules of behavior or accepted norms for
conducting operations. It is the philosophies, ideologies, values,
assumptions, beliefs, expectations, attitudes, and norms that knit an
organization together and are shared by employees
Quality Culture Main Components
• Behaviours based on people interactions
• Norms resulting from working groups
• Dominant values adopted by the organization
• Rules of game for getting on
• The climate
Any organization needs a vision framework that includes its guiding
philosophy core values and beliefs and a purpose – these components
should be combines into a mission.
Quality Culture – Ways to manage.

• Top management commitment and leadership

• Customer management
• Employee Participation
• Self-managed teams
• Quality circles
Quality Culture Framework

Leadership
Communication
Participation
Quality Culture

Leadership
Communication
Participation
Individual level:
Successful Application of Quality Culture

Case scenario
• The Toyota process improvement methodology (also known
as kaizen) and its offspring, including Total Quality Management
(TQM) and Six Sigma, are all movements toward improving
quality with a process approach.
• They provide a new way to look at quality and focus on
changing the culture of an organization to achieve
continuous improvement.
• Without the cultural changes these concepts propose,
companies can’t realize maximum quality improvements.
(Anderson et al, 2013)
Kaizen, TQM, & Six Sigma encompass three fundamental principles:

• A focus on customer satisfaction,

• Participation by everyone across the organization,
• An endless quest for continuous improvement, innovation
and learning. (Anderson et al, 2013)
In-class Quizzes
Q1 What is the name of the popular feedback mechanism developed by Edwards Deming?
□ Plan – Do – Check – Act
□ Prepare – Determine – Check – Act
□ Plan – Dictate – Comply – Assess
□ Plan – Do – Check – Assess

Q2 Which of the following statements regarding quality management systems is accurate?

□ Quality management systems such as Six Sigma, TQM, and ISO9001 must be rigidly
applied to be effective
□ Quality management systems can be “home grown” or can be adaptations of popular
models or frameworks
□ Quality management systems are generally a post-production process of testing
compliance with quality specifications
□ None of the statements are accurate
In-class Quizzes
Q3 How is a quality management system best described?
□ Superior in kind
□ The procedures for calibrating machines to ensure consistency in manufacturing
processes
□ The totality of organizational processes focused on producing a given output that meets
defined specifications
□ The mechanisms used by management to influence organizational culture

Q4 Which of the following is not a focus of continuous quality improvement?

□ Processes
□ Exceeding standards
□ Individuals
□ Effective competition
Open Discussion