Bộ câu hỏi ôn thi tự luận điểm cao môn học Quản Trị Chất Lượng Toàn Diện - Total Quality Management (TQM) (3/7)
Trang 1TQM (3/7)
Question 1: What is the importance of the quality chain? How was it formed? Who are the stakeholders? Analyze the roles of stakeholders
Across and beyond all organizations, whether it is manufacturing concerns, banks, retail stores, universities, hospitals or hotels, there is a wide range of quality chains of Customers and suppliers can be disrupted at any time by a person or device that fails to meet customer requirements, internally or externally
In all organizations there is a wide range of internal suppliers and customers These form the so-called “quality chain”, the core of company-wide quality improvement
Internal customer/vendor relationships must be managed by interrogation, Using a set
of questions at every interface Measuring capacity is very important
Question 2: The importance of quality for competitiveness The reputation of an organization is built by what factors?
*Importance of quality for competitiveness:
- People define Quality based on their own view of it Typical answers to the definition of quality would include:
- Perfection
- Consistency
- Eliminate waste
- Delivery speed
- Adhere to policies and procedures
- Do it right the first time
- Satisfying or pleasing the customer
- Total customer satisfaction and service
*The reputation of an organization is built by what factors?
- An organization's reputation is built by quality, reliability, delivery and price Quality
is the most important of these competitive weapons
- A reputation for poor quality persists for a long time, and a good or bad reputation can become national or international Quality management can be learned and used to improve reputation
Trang 2Question 3: How do organizations satisfy customers? How do organizations gain customer loyalty?
* How do organizations satisfy customers?
- Two-way: Features of the product and is not flawed
- Product Features - Refers to the quality of the design
- Examples in the manufacturing industry: Performance, Reliability, Durability, Ease of Use, Aesthetics, etc
- Service Industry Examples: Accurate, Timely, Friendly and Courteous, Server Knowledge, etc
- Free from omissions - Refers to the quality of conformance
- Higher compliance means fewer complaints and increased customer satisfaction
* How do organizations gain customer loyalty?
- Quality meets customer requirements and this is not limited by the functional characteristics of the product or service
- Reliability is the ability of a product or service to continue to meet customer requirements over time
- Organizations satisfy customers by consistently meeting customer requirements, and subsequently gain an excellent reputation and customer loyalty
Question 4: What is most important in the quality chain? Why? What does it take to
be effective in an organization? What is the deciding factor to do that?
In the quality chain the most important thing is: quality control and quality assurance of the product
- Quality Control is basically the activities and techniques used to achieve and
maintain the quality of a product, process or service It includes a monitoring activity, but is also concerned with identifying and eliminating the causes of quality problems so that customer requirements are continuously met
- Quality Assurance generally the prevention of quality problems through
planned and systematic activities (including documentation) These activities
Trang 3will include establishing a good quality management system and assessing its adequacy, evaluating system performance and reviewing the system
Question 5: What does it take to be effective in an organization? What is the deciding factor to do that?
For an organization to be truly effective, each of its components must work together effectively Every department, every activity, every person in the organization is influenced and in turn is influenced by others Errors have a way of multiplying, and failure to meet requirements in one part or area creates problems elsewhere, leading to more bugs, more problems, and so on The benefits of getting it right the first time everywhere are huge All members of an organization need to work together on the organization - broad quality improvement The cooperation of everyone at every interface is necessary to achieve performance improvement, which is only possible if top management is truly committed
Question 6: State the benefits of Total Quality Management?
• Strengthened competitive position
• Adaptability to changing or emerging market conditions and to 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: Present and analyze 7 criteria for evaluating organizations according to the model 2.2?
Trang 4Including: Leadership, Strategic planning, Customer focus, Information management, Results, Operations focus, Workforce focus
- Leadership: Organizational Leadership, Public Responsibility and Citizenship
- Strategic planning: Strategy development, Strategy implementation
- Customer focus: Customer and Market Knowledge, Customer Relationships and Satisfaction
- Information management: Measuring, analyzing and managing knowledge; Measure and analyze the performance of the organization
- Results: Product and Service Processes, Business Processes, Supporting Processes
- Operations focus: Customer focused results, Financial and market results, Human resource results, Organizational performance results
- Workforce focus: Working system, Training and developing employee education, Employee welfare and satisfaction
Question 8: The 8 principles of quality management?
1 Leadership
2 Employee Engagement
3 Product/Process Excellence
4 Continuous Improvement
5 Customer Focused Continuous Improvement
6 Successful TQM Implementation
7 Mutually beneficial supplier relationships
8 Decision making
Trang 5Question 9: Model EFQM?
The EFQM Excellence Model is a general model for evaluating and designing corporate structures based on best practices This is based on different cultural and structural factors with the intention of developing a superior organization This model can be used by managers of any organization looking to strategize, redesign and develop processes and organizational structures
The EFQM publications on the Excellence Model capture much of this learning and provide
a framework which organizations can use to follow ten steps:
1 Set direction through leadership
2 Establish the results they want to achieve
3 Establish and drive the strategy
4 Set up and manage appropriately their approach to processes, people, partnerships and resources
5 Deploy the approaches to ensure achievement of the strategies and thereby the results
6 Assess the 'business' performance, in terms of customers, their own people and society results
7 Assess the achievements of key performance results
8 Review performance for strengths and areas for improvement
9 Innovate to deliver performance improvements
10 Learn more about the effects of the enablers on the results
Question 10: Outline the key items to look out for to deliver leadership excellence when approaching TQM?
Training, training, training and retraining: Training is important, but it can be expensive if money is not spent wisely Training should be related to needs, expectations and process improvement It must be planned and always considered for effectiveness
Question 11: WHAT IS PDCA? Method & cycle?
PDCA is an improvement cycle based on the scientific method of proposing a change in a process, implementing the change, measuring the results, and taking appropriate action The PDCA cycle enables an organization to ensure that its processes are adequately
Trang 6resourced and managed, and that opportunities for improvement are datemined and acted on
- Plan: to achieve those objectives fully
- Do: implement the plans
- Check: that the objectives are being achieved
- Adjust: take corrective action if they are not
Ex: As of 2021, Toyota Motor Corporation was the seventh-largest company in the world
by revenue, according to FXSSI.2 Kaizen and Toyota are synonymous because Toyota’s principles and "The Toyota Way" define the idea of continuous improvement in the production system Toyota’s employees receive incentives for finding inefficient practices and designing ways to improve them, and the application of the PDCA cycle supports quick decision-making
Question 12: The means to excellence in leadership is total quality management?
- Identify customers and discover their needs (customers - end users)
- Setting standards in line with internal customer and end-user requirements
- Control processes, including systems, and improve their performance
- Responsibility of leadership in establishing guiding philosophy, vision, quality policy, etc Motivation by leading and equipping people to achieve quality
- Select the right employees and supply chain partners and empower people at all levels of the organization and throughout the supply chain to take action to improve quality
Question 13: Explain why to be successful in driving business performance, TQM must truly be organization-wide?
TQM starts at the top a serious commitment to quality and leadership must be demonstrated Middle management also has an important role to play in getting the message across
Every executive must assume responsibility for committing to the organization's relevant quality policy regarding quality, customer needs, organizational capabilities, materials and services provided, education and training Create, and review management systems for continuous improvement
Trang 7Question 14: List ideas that can be put forward in a quality policy that requires the highest leadership?
1 Determine the end customer's needs (including perceptions)
2 Assess the organization's ability to economically meet these needs
3 Ensure that all purchased materials meet required performance and performance standards
4 Ensure that subcontractors or suppliers share your values and process goals
5 Focus on a philosophy of prevention rather than detection
6 Educate and train to improve quality and ensure that your subcontractors do the same
7 Measuring customer satisfaction at all levels, end customers, customer satisfaction between the links of the supply chain
8 Review quality management systems to maintain progress
Question 15: Briefly present 6 basic steps to achieve alignment among strategic options, critical success factors for effective improvement implementation?
Step 1: Develop a shared vision and mission
- Expressing the aspiration of the organization
- Background against all action or
- Recommended actions can be evaluated
- Usually long term
- Short term if mission is to survive
Step 2: Develop the “mission” into critical success factors (CSFs)
CSFs can now be defined - what the organization must accomplish to achieve its mission,
by examining and categorizing impacts This will result in a balanced distribution for the organization of:
- Financial and non-financial performance
- Customer/market satisfaction
- Internal organization/people satisfaction
- Environmental/social satisfaction
When defining a CSF, a management team should follow the rule that each CSF is necessary and that they are jointly responsible for achieving the mission
Trang 8Step 3: Identify key performance indicators as quantifiable indicators of mission success
and CSFs
What the organization's mission and CSF deliver, but they must be supported by measurable key performance indicators (KPIs) that are closely and firmly linked KPIs will
be used to track progress and be evidence of the success of the organization, in all directions, internally and externally
The owner's duties are:
- Define and agree on KPIs and related objectives • ensure that appropriate data is collected and recorded
- Monitor and report progress on achieving CSF on a regular basis
- Review and revise KPIs and objectives as appropriate
Step 4: Understand core processes and win process funding
This is the point where the top management team must consider how to institutionalize the mission in terms of processes that will continue to be implemented until major changes are required
Each core process should have a sponsor, Sponsor's duties are:
- Ensure that the right resources are available for process mapping, investigation, and improvement support selection of process improvement team leader and members
- Remove blocks for the progress of groups
- Report progress to senior management team
Step 5: Break down core processes into sub-processes, activities and tasks, and form
improvement teams around these
Once an organization has identified and mapped out the high-level core processes, everyone needs to understand what activities are required in these core processes and how they combine at the operational levels
If done properly, this will develop the skills needed to understand how the new process structure will be analyzed and implemented It should then be possible to develop metrics
to measure the performance of processes, sub-processes, activities and tasks
Step 6: Ensure alignment between process and people through policy implementation or
target translation
Trang 9If the mission and measurable objectives have been analyzed in terms of critical success factors and core processes, the organization has begun to understand how to achieve its mission
Question 16: Explain the term “continuous improvement”?
Continuous improvement means sustainable improvement over a lifetime In the short-term world we live in it can be a challenge but look around and accept that truly great organizations have developed a solid culture of always doing the right thing In a rapidly changing world, the only way this can be achieved is to have a culture of continuous improvement of what is done for all customers and other stakeholders
Question 17: Explain why it is great to say that an organization always does the right thing?
- Because for an organization, an enterprise is really successful initially when building their own corporate culture because they include all the attitudes, beliefs, and cultural values built in the process of development and business existence Corporate culture is also an intangible asset of a company or organization
- When a business does the right thing, it's not just about creating trust with customers Even within the company, businesses will receive the trust of employees, from which employees will be more responsible at work
- Create a reputation as well as a competitive advantage over other competitors Doing the right thing helps businesses avoid legal problems and lawsuits
Question 18: Continuous improvement means sustainable improvement over a lifetime
In the short-term world we live in it can be a challenge but look around and accept that truly great organizations have developed a solid culture of always doing the right thing
In a rapidly changing world, the only way this can be achieved is to have a culture of continuous improvement of what is done for all customers and other stakeholders?
Explain why it is great to say that an organization always does the right thing?
Because for an organization, an enterprise is really successful initially when building their own corporate culture because they include all the attitudes, beliefs, and cultural values built in the process of development and business existence Corporate culture is also an intangible asset of a company or organization
Trang 10When a business does the right thing, it's not just about creating trust with customers Even within the company, businesses will receive the trust of employees, from which employees will be more responsible at work
Create a reputation as well as a competitive advantage over other competitors Doing the right thing helps businesses avoid legal problems and lawsuits
How does continuous improvement affect stakeholders?
With continuous improvement, it takes time for stakeholders to adapt and get used to changes in a short time Stakeholders will have to move away from the traditional approach, starting to develop detailed plans to implement the change Sometimes some stakeholders still can't accept the change causing conflicting opinions from some internal departments It is also difficult to convey to employees when they are used to the traditional method
Question 19: Some common problems when implementing a performance measurement system?
Generating irrelevant or misleading information
Taking financial measures too late, or taking remedial action too late
Does not take into account the customer's point of view, both internal and external Distort management's understanding of how effective the organization is in implementing its strategy
Encourage behavior that undermines the achievement of strategic goals