Câu hỏi ôn thi tự luận môn Quản Trị Chất Lượng - TQM (5/7)

Bộ câu hỏi ôn thi tự luận điểm cao môn học Quản Trị Chất Lượng Toàn Diện - Total Quality Management (TQM) (5/7)

TQM (5/7)

1 Define Total Quality Management (TQM) Explain how importance of TQM in a coffee store chain and provide examples

TQM is an integrated effort designed to improve quality performance at every level of the organization

- Total: Quality involves everyone and all the activities performed in the company

- Quality: Conformance to the requirements (meeting customer requirements)

- Management: Quality can and must be managed

Define total quality management:

TQM is defined that a set of systematic activities carried out by the entire organization to effectively and efficiently achieve the organization’s objectives so as to provide products and services with a level of quality that satisfies customers, at the appropriate time and price

(Five Pillars of TQM)

In the coffee shop chain, TQM is very important for the entire organization to operate efficiently and effectively because it has a strong link between the supply chain and the customer when there is a synchronization of overall quality and satisfaction satisfy customer needs Therefore, coffee shops have synchronization with each other, thus achieving high efficiency in business

2 Explain the difference between quality and reliability; and between quality of design and quality of conformance

The difference between quality and reliability:

Quality:

- Quality is the degree of excellence that is provided by a product or service

- It is the snapshot of the beginning of the product life

- Quality is present that means today

- It has much broader aspect

- Improving the performance of a system by using a low quality components is impossible

- Doesn’t depend on factors

- Static measure of product performance

- Quality is observed

- It can be controlled and measured to the accuracy

- A customer buy a product on the basis of quality

- Product quality is measured prior to customer’s initial product use

- It shows how well a product performs its intended functions

Reliability:

- Reliability is the probability that a product can perform defined function without any failure under stated conditions for a stated period of time

- Motion picture of day to day life

- Reliability refers to future

- It is the subset of quality

- Improving the performance of a system by using a low reliability components is certainly possible

- Depends on numerous factors

- Dynamic measure of product performance

- Reliability is experienced

- It is just a probability

- Customer re-order a product on the basis of reliability

- Product reliability is measured during or after customer’s product use

- It shows how well the product maintains its level of quality overtime through various conditions

The difference between quality of design and quality of conformance:

Quality of design:

- The quality of design is based on the use of market research to identify the product characteristics which connote quality to customers

- Quality of design begins with consumer research and sales call analysis and is followed by the development of adequate specifications

- Here, the focus is to develop products and services that can meet the customer’s needs at a given cost

Quality of conformance:

- Quality of conformance deals with translating user-based characteristics into identifiable product attributes

- It refers to the extent to which a firm and its suppliers can create products with a predictable degree of dependability and uniformity at a given cost in keeping with the quality requirements determined by the study on quality of design

3 The 4P’s and 3C’s form is the basis of a simple model for TQM to take organizations successfully into the 21 century” Explain your understanding about statement with examples in a business

Successful Implementation of TQM

Requires total integration of TQM into day-to-day operations

In my opinion, for TQM to be successful, the organization must concentrate on the following key elements: Integrity, Ethics, Trust, Training, Teamwork, Communication, Recognition, Leadership Because having foresight of leaders can help firms develop stronger when there is consistency of quality when there is trust and excellent ethics Furthermore, when quality is synchronized, the company's agencies become more stringent As a result, TQM will result in more efficient and successful operations

4 What requirements for effective leadership in an organization? Describe how you would go about helping a senior management team in a hospital gain the commitment

of the medical, nursing and administration staff to deliver quality health services to the local community

Effective leadership starts with the Chief Executive's vision, capitalizing on market or service opportunities, continues through a strategy that will give the organization competitive advantage, and leads to business or service success

The five requirements for effective leadership:

1 Developing and publishing clear documented corporate beliefs and objectives - a mission statement

2 Developing clear and effective strategies and supporting plans for achieving the mission and objectives

3 Identifying the critical success factors and critical processes

4 Reviewing the management structure

5 Empowerment - encouraging effective employee participation

How you would go about helping a senior management team in a hospital:

Objectives:

To review the empirical literature to identify the activities, time spent and engagement of hospital managers in quality of care Reviewers screened abstracts were checked against inclusion criteria

Methods:

The search strategy covered three facets: management, quality of care and the hospital setting comprising medical subject headings

Results:

The most common research designs were interviews and surveys on the perceptions of managerial quality and safety practices Managerial activities comprised strategy, culture and data-centred activities, such as driving improvement culture and promotion of quality, strategy/goal setting and providing feedback Significant positive associations with quality included compensation attached to quality, using quality improvement measures and having a Board quality committee

Conclusions:

There is some evidence that managers’ time spent and work can influence quality and safety clinical outcomes, processes and performance

5 Explain how the culture in an organization develops overtime and describe the main components How would you go about addressing negative cultural and behavioral aspects in a factory which are clearly leading to quality problems in a market place?

An organization's customs, traditions, rituals, behavioral norms, symbols and general way

of doing things are the visible manifestation of its culture; they are what one sees when walking into the organization The current organizational culture is usually due to factors that have worked well for the organization in the past

Founders typically have a significant impact on an organization's early culture Over time, behavioral norms develop that are consistent with the organization's values For example,

in some organizations, resolution of conflicts is hashed out openly and noisily to create widespread consensus, whereas in other places disputes are settled hierarchically and quietly behind closed doors

Though culture emerges naturally in most organizations, strong cultures often begin with

a process called "values blueprinting," which involves a candid conversation with leaders from across the organization Once the culture is framed, an organization may establish a values committee that has a direct link to leadership This group makes sure the desired culture is alive and well For values blueprinting to work, organizations must first hire people who live the values and have the competency needed to perform the job

In my personal opinion, about the negative culture and behavior that leads to quality problems in the market, almost every company or business has experienced it when they are just starting to establish or enter the market In order to solve this problem, we have

to come up with rules and behaviors that are harmful to product quality and impose penalties for the above rules In addition, we must train them and teach them about the

company culture and also the behavior so that they have positive thoughts so that the quality of the product will change to suit the market

6 Describe the key stages of integrating total quality into the strategy of an organization of your choice?

There are six basic steps for achieving the alignment between the strategic choices providing a foundation for the implementation of effective improvement

⮚ Step 1: Develop a shared vision and mission for the business/organization:

Once the top team is reasonably clear about the direction the organization should be taking it can develop vision and mission statements that will help to define the strategic choices and provide alignment

There must be open and spontaneous discussion during generation of the mission, but there must in the end be convergence on one statement

⮚ Step 2: Develop the ‘mission’ into its critical success factors (CSFs) to coerce and move it forward:

The CSFs may now be defined – what the organization must accomplish to achieve the mission, by examination and categorization of the impacts This should lead to a balanced set of deliverables for the organization in terms of:

- Financial and non-financial performance

- Customer/market satisfaction

- People/internal organization satisfaction

- Environmental/societal satisfaction

⮚ 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 It will be used to monitor progress and as evidence of success for the organization

Each CSF should have an ‘owner’ who is a member of the management team that agreed the mission and CSFs The task of an owner is to:

- Define and agree the KPIs and associated targets

- Ensure that appropriate data is collected and recorded

- Monitor and report progress towards achieving the CSF (KPIs and targets) on a regular basis

- Review and modify the KPIs and targets where appropriate

⮚ 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

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

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 Breakdown from mission through CSFs and core processes, to individual tasks may assist in understanding the process required

⮚ 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 Goal translation ensures that the ‘whats’ are converted into ‘hows’, passing this right down through the organization, using a quality function deployment (QFD) type process

These CSFs are placed along the first row of the matrix and the relationships between the what and the how estimated as strong, medium or weak

7 Define Cost of Quality (COQ) and it’s importance in quality management.Figure out components of COQ with their examples?

Cost of quality (COQ) is defined as a methodology that allows an organization to determine the extent to which its resources are used for activities that prevent poor quality, that appraise the quality of the organization's products or services, and that result from internal and external failures

Cost of Quality = Cost of Conformance + Cost of Non-conformance

It is an essential methodology as it allows the business to derive a competitive edge with respect to its peers working in the industry These costs ensure that problems and root causes that can impact the business be identified at a very early stage, and preventive actions could be undertaken over them

It also helps the organization devise and determine the corrective actions on any potential failures faced by the organization It usually happens when an organization identifies defective products before and after shipping to the customers

The cost of quality helps the business in deriving competitive edge with respect to its peers working in the industry It allows the organization to plan for costs that the business has to incur in maintaining quality costs and helps the organization to make provisions over them, which in turn helps the organization to maintain a favorable bottom line Cost of quality has four components: prevention costs, appraisal costs, internal failure costs and external failure costs In general, an increase in prevention and appraisal costs results in a multiple-fold reduction in (internal and external) failure costs

Examples of prevention costs in case of Writing Tools, Inc include:

- Quality training for engineers

- Hiring a supply chain expert to coordinate with suppliers

- Carrying out a complete quality audit

- Installing software to gather more accurate data on quality management

For instand, appraisal costs include:

1 Salaries of inspection staff

2 Maintenance and utilities of inspection equipment

3 Replacement of inspection equipment

For example of internal failure cost:

1 Spoilage of material

2 Cost of scrapped units

3 Cost of disposing off the scrapped items and spoiled material

4 Production disruptions due to defective units

For instand of external failure cost:

1 Lost sales due to bad customer experience

2 Recalls, warranty expense and repairs

3 Cost of customer services department in handling the complaints, warranty claims and recalls

8 What are the prerequisites of TQM? Discuss the barriers in implementing the TQM program with some examples?

* Principles of TQM:

1 Customer-oriented

2 Leadership commitment

3 Participation of all members

4 Systematic Guarantee

5 Test principle

6 Fact-based decision

7 Continuous improvement

8 Develop mutually beneficial cooperation

* Barriers of enterprises when applying TQM:

1 Awareness of TQM:

- Awareness is considered as the biggest barrier for businesses when accessing the TQM system

- One of the reasons for this situation comes from the fact that the management level and quality management level of the business owners

- Many business owners do not have their professional qualifications and their management or training qualifications are not suitable for their job duties

2 Finance:

- The construction and application of TQM system requires enterprises to invest certain expenses: consulting activities, knowledge training, applied techniques,

implementation organization, statistical software, operational activities management, administrative activities, support quality group activities

- Depending on each business, each operation scale, the costs will be at different levels, but will arise in all parts of the organization

- However, most Vietnamese enterprises have low financial capacity, which is reflected in poor and inadequate facilities, no fixed place of production, outdated technical equipment, and high level of technical expertise low level of expertise and management

- Therefore, it is difficult for enterprises to invest in production and business activities, let alone invest in quality management activities

3 Management organization:

- The application of TQM system requires enterprises to build a scientific and highly humane management model

- It is a cross-functional organizational model, in order to help businesses coordinate

in a synchronous manner the functions of different departments and divisions in solving quality-related problems However, this management model is only applied

by very few businesses

9 Compare the 'quality gurus' in America, Deming, Juran and Crosby Provide some examples to prove the differences in their theory