Câu hỏi ôn thi tự luận Quản Trị Chất Lượng - TQM (Tiếng Anh) (2/7)

Ngân hàng câu hỏi ôn thi tự luận môn học Quản Trị Chất Lượng - Total Quality Management (TQM) part 2/7

TQM 2 Question 1: State reasons why quality is a top priority for most organizations?

Reasons for quality becoming a cardinal priority for most organizations:

- Competition – Today’s market demand high quality products at low cost Having

high quality reputation is not enough Internal cost of maintaining the reputation should be less

- Changing customer: The new customer is not only commanding priority based on

volume but is more demanding about the “quality system”

- Changing product mix: The shift from low volume, high price to high volume, low

price have resulted in a need to reduce the internal cost of poor quality

- Product complexity: As systems have become more complex, the reliability

requirements for supplier of components have become more stringent

- Higher levels of customer satisfaction: Higher customers expectations are getting

spawned by increasing competition

Question 2: Present and analyse 8 principles in quality management?

 Leadership: Top management vision, planning and support

 Employee involvement: All employees assume respomsibility for inspecting the

quality of their work

 Product/Process Excellence:

- Involves product design quality and moritoring the process for continuous improvement

- Poka-Yoka are devices that prevent defects form being produce

 Continuous Improvement: A concept that recognizes that quality improvement is

a journey with no end and that there is a need for continually looking for new approaches for improving quality

 Customer Focus: Customer and market knowledge, customer relationship and

satisfaction

 Design Quality: Specific characteristics of a product that determine its value in

the marketplace

 Comformance Quality: The degree to which a product meets its design

specifications

Question 3: What is customer satisfaction? State the differences between quality control and quality assurance.

- Customer satisfaction is a measure if how well a compant’s products, services

and overall customer experience meet customer expectations It reflects your business health by showing how well your products or services resonate with buyer

- Quality control is essentially the activities and techniques employed to achieve

and maintain the quality of a product, process, or service It includes a monitoring activity, but is also concerned with finding and eliminating causes of quality problems so that the requirements of the customer are continually met

- Quality assurances broadly the prevention of quality problems through planed

and systeamatic activites These will include the establishment of a good quality management system and assessment of its adequacy, the audit of the operation

of the system and the review of the system itself

Question 4: What is continuous improvement? What is lean thinking, six sigma concepts?

- Continuous improvement is a commonly used term in most industries and the

public sector Linked to organizational strategy, there is a specific structure, a chosen approach, a methodology and a set of associated tools

- Lean thinking is a transformational framework that aims to provide a new way to

think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste

- Six Sigma is a set of methodologies and tools used to improve business processes

by reducing defects and errors, minimizing variation, and increasing quality and efficiency The goal of Six Sigma is to achieve a level of quality that is nearly perfect, with only 3.4 defects per million opportunities This is achieved by using a structured approach called DMAIC (Define, Measure, Analyze, Improve, Control)

to identify and eliminate causes of variation and improve processes

Question 5: Present and analyse 6 steps of integrating Total Quality Management – TQM into the policy and strategy?

Step 1: Develop a shared vision and mission

The mission statement is:

- An expression of the aspiration of the organization

- Usually long term

- Short term if the mission is survival

Step 2: Develop the 'mission' into its critical success factors (CSFs)

This is the danger gap' which many organizations fall into because they do not foster the skills needed to translate the mission through its CSFS into the core processes and people needs

Step 3: Define the key performance indicators as being the quantifiable indicators of

success in terms of the mission and CSFS

The mission and CSFS provide the what of the organization, but they must be supported

by measurable key performance indicators (KPIs) that are tightly and inarguably linked These will help to translate the directional and sometimes 'loose' statements of the mission into clear targets, and in turn to simplify management's thinking

Step 4: Understand the core processes and gain process sponsorship

This is the point when the top management team have to consider how to institutionalize the mission in the form of processes that will continue to be in place, until major changes are required Each core process should have a sponsor, preferably a member of the management team that agreed the CSFs

The task of a sponsor is to:

- Ensure that appropriate resources are made available to map, investigate and improve the process

- Assist in selecting the process improvement team leader and members

- Remove blocks to the teams' progress

- Report progress to the senior management team

Step 5: Break down the core processes into sub- processes, activities and tasks and form

improvement teams around these

Once an organization has defined and mapped out the high- level core processes, people need to understand what activities are required within these core processes and how they combine at operational levels This 'top-down' approach is needed to ensure that the day-to- day activities of the organization are aligned with what is critical to achieving strategic success

Step 6: Ensure process and people alignment through a policy deployment or goal

translation process

One of the keys to integrating excellence into the business strategy is a formal ‘goal translation' or 'policy deployment' process If the mission and measurable goals have been analyzed in terms of critical success factors and core processes, then the organization has begun to understand how to achieve the mission

Question 6: Good quality performance has always been a key strategic factor for business success but it is now more than ever required to compete successfully in the global markets Many organizations have adopted a range of improvement approaches

in response to these forces.

Among those approaches, it is noticeable that there is a growing adoption of a range

of quality and management systems standards, especially the emergence of total quality management (TQM).

- What is TQM?

- Present and analyse the benefits of TQM?

TQM is a comprehensive, organization-wide effort to improve the quality of product and services, applicable to all organizations

Benefits of Total Quality Management:

- Strengthened competitive position

- Adaptability to changing or emerging market conditions and environmental and other government regulations

- Higher productivity

- Enhanced market image

- Elimination of defects and waste

- Reduced costs and better cost management

- Higher profitability

- Improved customer focus and satisfaction

- Increased customer loyalty and retention

- Increased job security

- Improved employee morale

- Enhanced shareholder and stakeholder value

- Improved and innovative processes

Question 7: What is quality? What is external customer, internal customer?

Some definitions that are accepted in various organizations:

“Quality is customer satisfaction”

“Quality is Fitness for Use.”

Customer is anyone who is impacted by the product or process delivered by an organizations

External customer: The end user as well as intermediate processor Other external

customers may not be purchasers but may have some connection with the product

Internal customer: Other divisions of the company that receive the processed product.

Question 8: Total Quality Management (TQM) can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement.

Present and analyse 8 principles in TQM.

Leadership: Top management vision, planning and support

Employee involvement: All employees assume respomsibility for inspecting the quality

of their work

Product/Process Excellence:

- Involves product design quality and moritoring the process for continuous improvement

- Poka-Yoka are devices that prevent defects form being produce

Continuous Improvement: A concept that recognizes that quality improvement is a

journey with no end and that there is a need for continually looking for new approaches for improving quality

Customer Focus: Customer and market knowledge, customer relationship and

satisfaction

Design Quality: Specific characteristics of a product that determine its value in the

marketplace

Comformance Quality: The degree to which a product meets its design specifications.

Question 9: What is Six sigma concepts? Present and analyse the contrasts between traditional.

Total Quality Management (TQM) and Six Sigma (6S)

Six Sigma is a set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency The goal of Six Sigma is to achieve a level of quality that is nearly perfect, with only 3.4 defects per million opportunities This is achieved by using a structured approach called DMAIC (Define, Measure, Analyze, Improve, Control) to identify and eliminate causes of variation and improve processes

TQM is based largely on worker

empowerment and teams

6S is owned by business leader champions

TQM is process based 6S project are truly cross-functional TQM training is generally limited to

simple improvements tools and

concepts

6S is more rigorous with advanced statistical methods.

TQM has little emphasis on financial

accountability

6S requires verifiable return on investment and focus on bottom line