Q1.

- Ch6

?How would quality objectives help increase leadership commitment

Q2. Ch6

."Discuss the people factor related to the "application stage

Q3. Ch6

.Discuss the benchmarking within the assessment stage

Q4

."Discuss "TQM doesn't necessarily replace traditional management practices

Q5

.Transformational leadership is more likely to succeed in inhancing TQM

.Discuss how this is a possible light of TQM principles

Q6

Evaluate the contributions of TQM in the supporting relationship with the company's
.stakeholders

Q7

How is strategic HR management related to the achievement of the coeporate's objectives

?(from TQM perspective)

Q8

.Explain the impact of Supply Chain Management on the organizational performance

Q9

If customers don't place high priority on quality, would companies be liable for any potential
?flaws that may occur due to the focus on the other requirements for the customer (price)

Q10 -Ch 09
 ? When does a particular leadership style negatively impedes the TOM

?How does leadership affect TQM

Q11 -Ch 09

"The role of senior manager is crucial in realizing the principles of TQM "

.Discuss it least 4 main roles of senior management to explain this statement

Q12 -Ch 09

Okaland Model is a comprehensive model which focuses on the practicality of senior "

"management in developing and implementing TQM

.Discuss this model

Q13 -Ch 09

?In what ways are TOM strategic management related

Q14-ch10

?How could SWOT analysis influence the selling of quality objectives

Q15 -ch10

Provide an example of a company that has some quality-related problems and suggest areas
?for shoot change to enhance their quality "whether it's in the process or output

Q16

Which of the three components of juran's Trilogy " Plan, Control, Improve" has more impact
on the output? Explain

Q17

Why is "Incremental Improvement" applied more in the context of different businesses than

?reinginearing" that implies radical changes as means of improvement "

Q18

Discuss the following areas of continuous improvement in the following business

 Areas of continuing improvement -

] Product Design / Manufacturing Design/ Supply Chain/ Employee Involvement [

Businesses -

] A Five-star Hotel/ A Food Factory [

Q19

.Discuss some criticism of benchmarking

Q20 - Ch12

"Crosby Model emphasizes more on "Prevention" than "Detection

Which of the following industries are more likely to apply a QMS that supports this model, -
and why

Airplanes Industries -

Universities -

Q21 - Ch12

?What would be the most appropriate model to choose for your company, explain why

Deming -

Juram -

Crosby -

Six Segma -

answer in berif

Q1. Quality objectives can increase leadership commitment by providing a clear direction
and focus for the organization. When leaders set specific quality objectives, it demonstrates
their commitment to achieving high-quality standards. It helps align the entire organization
towards a common goal, fosters accountability, and encourages leaders to prioritize and
.allocate resources to support quality improvement efforts

Q2. The people factor in the application stage of Total Quality Management (TQM) refers to
the involvement and engagement of employees in implementing quality initiatives. It
involves providing training and resources to employees, empowering them to contribute to
.quality improvements, and fostering a culture of continuous learning and innovation
Q3. Benchmarking within the assessment stage of TQM involves comparing an organization's
performance, processes, and practices against those of industry leaders or best-in-class
companies. It helps identify performance gaps, set improvement targets, and learn from
successful practices. Benchmarking provides valuable insights and benchmarks for
.organizations to measure their performance and drive continuous improvement

Q4. TQM does not necessarily replace traditional management practices, but rather
complements and enhances them. TQM focuses on customer satisfaction, continuous
improvement, and employee involvement, while traditional management practices may have
a broader scope. TQM principles can be integrated into existing management practices to
.improve overall organizational performance

Q5. Transformational leadership, which emphasizes inspiring and motivating employees, can
be aligned with TQM principles. Transformational leaders can inspire employees to embrace
quality improvement efforts, foster a culture of innovation and learning, and empower
employees to take ownership of quality initiatives. This leadership style can create a positive
.and supportive environment for implementing TQM and driving its success

Q6. TQM contributes to the supporting relationship with a company's stakeholders by

prioritizing customer satisfaction, employee involvement, and continuous improvement. By
focusing on delivering high-quality products or services, TQM enhances customer satisfaction
and loyalty. Involving employees in quality initiatives fosters their engagement and
commitment. These positive outcomes can lead to stronger relationships with customers,
.employees, suppliers, and other stakeholders

Q7. Strategic HR management, from a TQM perspective, aligns human resource practices
with the organization's objectives and TQM principles. It involves recruiting and selecting
employees with the right skills and attitudes, providing training and development
opportunities to enhance their capabilities, and creating a supportive work environment that
fosters employee involvement and continuous learning. Strategic HR management ensures
.that the organization has the right people and culture to achieve TQM goals

Q8. Supply Chain Management (SCM) has a significant impact on organizational

performance. Effective SCM involves managing the flow of materials, information, and
resources across the entire supply chain, from suppliers to customers. It improves
operational efficiency, reduces costs, enhances product quality, and enables timely and
reliable delivery. A well-managed supply chain can contribute to improved customer
.satisfaction, increased competitiveness, and overall organizational success

Q9. If customers do not prioritize quality highly and focus more on other requirements such
as price, companies may still be liable for potential flaws. Even if customers prioritize price,
 companies are responsible for meeting basic quality standards and ensuring that their
products or services are safe and fit for purpose. Neglecting quality can harm the company's
reputation, lead to customer dissatisfaction, and negatively impact long-term business
.sustainability

Q10. A particular leadership style can negatively impact Total Quality Management (TQM)
when it is autocratic, hierarchical, or resistant to change. TQM requires participative and
empowering leadership styles that encourage employee involvement, collaboration, and
continuous improvement. Leadership plays a crucial role in shaping the organizational
culture, motivating employees, and providing the necessary resources and support for TQM
.implementation

Q11. The senior management's role is crucial in realizing the principles of TQM. Four main
roles of senior management include setting a clear vision and mission for quality, establishing
policies and objectives, allocating resources for quality improvement initiatives, and fostering
a culture of continuous improvement. Senior managers also need to lead by example,
.communicate effectively, and provide the necessary support and training to employees

Q12. The Okaland Model is a comprehensive model that focuses on the practicality of senior
management in developing and implementing TQM. It emphasizes the importance of senior
management commitment, strategic planning, employee involvement, process management,
and customer focus. The model provides a framework for integrating TQM principles into
.organizational practices and aligning them with strategic goals

Q13. Total Quality Management (TQM) and strategic management are closely related. TQM
aligns the organization's quality objectives and improvement efforts with its overall strategic
goals. Strategic management involves setting and executing strategies to achieve competitive
advantage and long-term success. TQM principles, such as customer focus, continuous
improvement, and employee involvement, contribute to the strategic management process
.by enhancing organizational capabilities, customer satisfaction, and overall performance

Q14. SWOT analysis can influence the selling of quality objectives by identifying an
organization's strengths, weaknesses, opportunities, and threats related to quality. It helps
identify areas where quality objectives can be leveraged, highlights potential challenges or
barriers, and guides decision-making. For example, if the analysis reveals a weakness in
product quality,the organization can develop quality objectives aimed at addressing that
.weakness and improving customer satisfaction

Q15. An example of a company with quality-related problems could be a food factory that
has been experiencing frequent product recalls due to contamination issues. Areas for
improvement could include enhancing quality control measures throughout the
 manufacturing process, implementing stricter hygiene protocols, conducting regular audits
.and inspections, and improving employee training and awareness regarding food safety

Q16. Among the three components of Juran's Trilogy (Plan, Control, Improve), the "Control"
component has more impact on the output. Control involves implementing processes and
systems to monitor and measure performance against quality standards. It ensures that the
desired quality is maintained consistently and deviations are detected and corrected
.promptly. Effective control mechanisms help in achieving and sustaining high-quality output

Q17. "Incremental Improvement" is often applied more in the context of different businesses
than "reengineering" due to the level of change involved. Incremental improvement focuses
on making continuous small-scale improvements to existing processes and practices, which is
more manageable and less disruptive. On the other hand, reengineering implies radical
changes that can be complex, time-consuming, and disruptive to the organization.
Incremental improvement allows businesses to make gradual progress while maintaining
.stability and minimizing risks

:Q18. Areas of continuous improvement in different businesses can include

Product Design: Enhancing product features, functionality, and usability based on customer -
.feedback and market trends

Manufacturing Design: Optimizing manufacturing processes, reducing waste, improving -

.efficiency, and implementing lean principles

Supply Chain: Streamlining supply chain operations, improving logistics, reducing lead -
.times, and enhancing collaboration with suppliers

Employee Involvement: Encouraging employee suggestions and involvement in quality -

.improvement initiatives, promoting a culture of continuous learning and innovation

In the context of a five-star hotel, areas for continuous improvement could include
enhancing customer service processes, upgrading amenities and facilities, implementing
sustainability practices, and improving staff training programs. In a food factory, continuous
improvement efforts could focus on ensuring food safety, optimizing production processes,
.reducing waste, and maintaining consistent product quality

:Q19. Some criticisms of benchmarking include

 Lack of context: Benchmarking may not take into account the unique characteristics and -
circumstances of each organization, leading to the adoption of practices that are not suitable
.or effective

Overemphasis on competition: Benchmarking can sometimes lead to a focus on surpassing -

.competitors rather than addressing customers' specific needs and expectations

Inaccurate data: Benchmarking relies on accurate and reliable data from other -
.organizations, which may not always be available or comparable

Resistance to change: Benchmarking can face resistance from employees and stakeholders -
.who may view it as a threat or an imposition of external standards

Q20. The Crosby Model emphasizes prevention over detection of quality issues. Industries
that are more likely to apply a Quality Management System (QMS) supporting this model
include the aerospace industry, such as airplane manufacturers. This is because prevention is
critical in ensuring the safety and reliability of aircraft, and detecting quality issues in this
industry could have severe consequences. Universities, on the other hand, may not prioritize
prevention to the same extent, as their focus may be more on educational outcomes rather
.than safety or product performance

Q21. The most appropriate model to choose for a company depends on its specific needs
and goals. Each model—Deming, Juran, Crosby, and Six Sigma—has its strengths and areas of
focus. Deming's model emphasizes continuous improvement, statistical analysis, and the
importance of management leadership. Juran's model focuses on quality planning, quality
control, and quality improvement. Crosby's model emphasizes prevention, zero defects, and
employee involvement. Six Sigma focuses on reducing defects and process variation using
statistical methods. The choice should align with the company's culture, industry, and quality
.improvement priorities