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Level 6 • Business Management

Total Quality Management

BSM 337 — Semester V
Course CodeBSM 337
TypeB
ECTS5
SemesterV

Course Description

Total Quality Management: Principles of quality management and control systems. Design and development of quality systems in manufacturing and service sectors. Quality improvement programs. Quality information systems.

Course Objectives

Enable students to understand the importance of quality in modern business scenarios to individuals, organizations, customers, suppliers, and society; Identify and describe the key components and challenges of total quality management (TQM) and understand how organizations approach TQM deployment; Acknowledge the role of attitudes, beliefs, behaviors, and ethics on quality; Differentiate between internal and external customers and discern perceptions of quality and the effect on customer relations; Differentiate between quality assurance and quality control; Distinguish different quality improvement strategies such as TQM, ISO implementation of Lean Principles; Familiarize students with effectiveness and efficiency principles as related to quality, productivity, and supply chain management; Demonstrate value of understanding effective communication and behavioral styles; Demonstrate problem solving with the use of quality tools.

Key Concepts

  1. Total Quality Management (TQM) is a comprehensive and fundamental rule or belief for leading and operating an organization.
  2. TQM aims at continually improving performance over the long term by focusing on customers while addressing the needs of all stakeholders.
  3. TQM is both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization.
  4. The bottom line of TQM is results in increased productivity, efficiency, customer satisfaction, and world-class performance.
  5. A process-based quality management system uses a process approach to manage and control how quality objectives are achieved.
  6. Quality Assurance is an integrated system of quality management activities involving planning, implementation, assessment, reporting, and quality improvement to ensure that a process, product, or service is of the type and quality needed and expected by the customer.
  7. Quality control (QC) consists of that “part of quality management focused on fulfilling quality requirements.”
  8. In TQM, customers determine the quality of the product/service.
  9. Total commitment of all employees in all levels is needed to increase productivity, processes, or sales.
  10. Everybody in the organization needs to be aware of plans, strategies, and methods that will be used to achieve goals.

Course Outline

WeekTopics
1Introduction to Quality – Chapter 1 – LO 1.1. What is Quality? 2 LO 1.2. The Total Quality Approach Defined 3 LO 1.3. Two Views of Quality 6 LO 1.4. Key Elements of Total Quality 7 LO 1.5. Total Quality Pioneers 8 LO 1.6. Keys to Total Quality Success 12 LO 1.7. The Future of Quality Management in the Twenty-First Century 12 LO 1.8. Quality Certifications 13
2Customer Satisfaction – Chapter 7 – LO 7.1. Understanding Who is a Customer 91 LO 7.2. Understanding Customer-Defined Quality 92 LO 7.3. Identifying External Customer Needs 93 LO 7.4. Communicating with Customers LO 7.5. Customer Satisfaction Process 96 LO 7.6. Customer Defined Value 96 LO 7.7. Customer Retention 97 LO 7.8. Establishing a Customer Focus 99 LO 7.9. Recognizing the Customer-Driven Organization 100 LO 7.10. Value Perception and Customer Loyalty 100 LO 7.11. Customer Loyalty Model 100 LO 7.12 Customer Loyalty Versus Customer Profitability 101 LO 7.13. Customers as Innovation Partners 102 LO 7.14. Product Innovation Model for Customer Retention 103
3Leadership and Change – Chapter 9 – LO 9.1. Leadership Defined 118 LO 9.2. Leadership for Quality 121 LO 9.3. Leadership Styles 123 LO 9.4. Building and Maintaining a Following 124 LO 9.5. Leadership vs Management 126 LO 9.6. Restructuring and Change 127 LO 9.7. How to Lead Change 128 LO 9.8. Lessons from Distinguished Leaders 131 LO 9.9. Servant Leadership and Stewardship 135 LO 9.10. Negative Influences on Leaders 135 LO 9.11. Leaders as Mentors 136
4Employee Empowerment and Team Building – Chapter 7 – LO 7.1. Employee Empowerment Defined 107 LO 7.2. Rationale for Empowerment 108 LO 7.3. Inhibitors of Empowerment 109 LO 7.4. Management’s Role in Empowerment 111 LO 7.5. Implementing Empowerment 112 LO 7.6. How to Recognize Empowered Employees 114 LO 7.7. Empowerment Errors to Avoid 114 LO 7.8. Beyond Empowerment to Enlistment 115 - Chapter 10 – LO 10.1. Overview of Team Building and Teamwork 140 LO 10.2. Building Teams and Making them Work 142 LO 10.3. Four-Step Approach to Team Building 144 LO 10.4. Character Traits and Teamwork 146 LO 10.5. Teams are Coached—Not Bossed 147 LO 10.6. Handling Conflict in Teams 149 LO 10.7. Structural Inhibitors of Teamwork 151 LO 10.8. Rewarding Team and Individual Performance 152 LO 10.9. Recognizing Teamwork and Team Players 154 LO 10.10 Leading Multicultural Teams 154
5ISO 9000 and Total Quality – Chapter 14 – LO 14.1. ISO 9000: The International Standard for Quality Management Systems 220 LO 14.2. ISO 9000’s Objective 221 LO 14.3. How ISO 9000 is Applied to Organizations 221 LO 14.4. ISO 9000 Quality Management System: A Definition 222 LO 14.5. Authority for Certification/Registration 222 LO 14.6. ISO 9001 and Industry-Specific Applications 223 LO 14.7. Organizational Registration to ISO 9001 223 LO 14.8. The Benefits of ISO 9000 224 LO 14.9. The Origin of ISO 9000 224 LO 14.10. Comparative Scope of ISO 9000 and Total Quality Management 224 LO 14.11. Management Motivation for Registration to ISO 9001 226 LO 14.12. ISO 9000 and Total Quality Management Working Together 226 LO 14.13. The Future of ISO 9000 227 LO 14.14. ISO 9000: Versions/Updates 227
6Total Quality Tools – Chapter 15 – LO 15.1. Total Quality Tools Defined 232 LO 15.2. Pareto Charts 233 LO 15.3. Cause-and-Effect Diagrams 235 LO 15.4. Check Sheets 237 LO 15.5. Histograms 240 LO 15.6. Scatter Diagrams 246 LO 15.7. Run Charts and Control Charts 249 LO 15.8. Stratification 250 LO 15.9. Some Other Important Tools Introduced 252 LO 15.10. Management’s Role in Tool Deployment 258 LO 15.11. Selecting the Right Tool for the Job 260
7Problem Solving and Decision Making – Chapter 16 – LO 16.1. Problem Solving for Total Quality 265 LO 16.2. Two Models for Solving and Preventing LO 16.3. Decision Making for Total Quality 272 LO 16.4. The Decision-Making Process 272 LO 16.5. Objective Versus Subjective Decision Making 274 LO 16.6. Scientific Decision Making and Problem Solving 275 LO 16.7. Employee Involvement in Problem Solving and Decision Making 275 LO 16.8. Role of Information in Decision Making 276 LO 16.9. Creativity in Decision Making 277
8Quality Function Deployment – Chapter 17 – LO 17.1. What is Quality Function Deployment? 282 LO 17.2. Introducing Quality Function Deployment’s House of Quality 283 LO 17.3. Developing the Set of Customer Needs (WHATs): House of Quality Matrix Number 1 284 LO 17.4. Planning the Improvement Strategy: House of Quality Matrix Number 2 286 LO 17.5. Selecting the Technical Requirements (HOWs): House of Quality Matrix Number 3 288 LO 17.6. Evaluating Interrelationships between WHATs and HOWs: House of Quality Matrix Number 4 288 LO 17.7. Evaluating the Direction of Correlation between HOWs: House of Quality Matrix Number 5 290 LO 17.8. Selecting the Design Targets (Values) of the HOWs: House of Quality Matrix Number 6 291
9Individual Project
10Statistical Process Control – Chapter 18 – LO 18.1. Statistical Process Control Defined 298 LO 18.2. Rationale for SPC 299 LO 18.3. Control Chart Development 303 LO 18.4. Management’s Role in SPC 312 LO 18.5. Role of the Total Quality Tools 313 LO 18.6. Authority Over Processes and Production 314 LO 18.7. Implementation and Deployment of SPC 314 LO 18.8. Inhibitors of SPC 318
11Six Sigma – Chapter 19 – LO 19.1. Rationale for Continual Improvement 326 LO 19.2. Management’s Role in Continual Improvement 326 LO 19.3. Essential Improvement Activities 327 LO 19.4. Structure for Quality Improvement 328 LO 19.5. The Scientific Approach 328 LO 19.6. Identification of Improvement Needs 329 LO 19.7. Development of Improvement Plans 329 LO 19.8. Common Improvement Strategies 330 LO 19.9. The Kaizen Approach 333 LO 19.10. The CEDAC Approach 336 LO 19.11. The Lean Approach 338 LO 19.12. The Six Sigma Approach 340 LO 19.13. The Lean Six Sigma Approach 346 LO 19.14. The Theory of Constraints and Integrated TOC, Lean, Six Sigma (ITLS) Approach 347
12Group Project Presentations
13Group Project Presentations
14Review before Final Exam

Learning Outcomes

  1. Define quality and discuss obstacles of quality management.
  2. Recognize the Principles of Total Quality Management.
  3. Recognize the role of attitudes, beliefs, behaviors, and ethics in what we know and what we do.
  4. Differentiate between internal and external customers and the impact of perceptions on the organization.
  5. Comprehend the impact of engagement and motivation on quality.
  6. Define quality assurance and quality control and describe the consequences of poor-quality management.
  7. Explain error tolerances and rationalize the impact of over-control and under-control and standard operating procedures.
  8. Discuss key elements of quality improvement strategies using PDCA and Lean tools.
  9. Interpret and understand inspection requirements, certificates of compliance, and other means of quality verification.
  10. Develop and use common charting methods for problem solving and data collection.
Assessment
MethodQty% Each
Project230
Final Exam140
Textbooks

Quality Management for Organizational Excellence: Introduction to Total Quality by Goetsch and Davis, Pearson, 2020

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