WorksheetsHandout 1
Total questions: 32
Worksheet time: 32mins
It is the standard of excellence of a product or a service
(a)
Where do quality start?
(a)
Where does quality end?
(a)
focuses on inspection of products after development
traditional view of quality
total quality perspective
focuses on continual improvement of products, processes, and people during the process of development in order to prevent future problems
traditional view of quality
total quality perspetive
productivity and quality are always in conflict
traditional view
total view
lasting productivity gains are made only as a result of quality improvements
traditional view
total view
quality is defined solely as meeting customer specifications
traditional view
total view
quality means satisfying customer needs and exceeding customer expectation
traditional view
total view
It includes the formulation of a strategic plan incorporating the following elements:
vision, mission, broad objectives, and activities that must be completed in order to accomplish the broad objectives while integrating quality a a core components
(a)
in a total quality setting, the internal and external customer is the driver. External customers define the quality of the product or service delivered while internal customers define the quality of the people, processes, and environments associated with the products or services.
(a)
the organization must become passionate with meeting or exceeding quality of outputs through continuous improvement
(a)
this involves the ways in structuring work, decision-making, and problem solving by utilizing hard data in establishing benchmarks, monitoring performance, and making improvements.
(a)
it involves implementation of new corporate culture in the entire organization to achieve future success and long term growth.
(a)
in traditionally managed organizations, the best competitive efforts are often among departments within the organization. Internal competition tends to use energy that should be focused on improving quality which will eventually result to external competitiveness.
(a)
products are developed and services are delivered by people using processes/systems within environments to continually improve the quality of products or services.
(a)
these are fundamental to total quality as it improves people on a continual basis. It is through education and training that people who know how to work hard learn how to also work smart
(a)
it pertains to the concept that humans should control the processes and work methods and must not rely completely on technology to reduce variations in output.
(a)
this means that internal politics have no place in a total quality organization. Rather, collaboration should be the norm. Employees should feel more involved and empowered in a total quality setting than in a traditionally managed situation. Unity of purpose means that all employees must work toward a common goal.
(a)
the basis for involving employees is two (2) folds. First, it increases the likelihood of developing a good decision or plan. Second, it promotes ownership of decisions. Empowerment is not just involving people but also involving them in ways that give them a real voice like structuring work that allows employees to make decisions concerning the improvement of work processes within specified parameters.
(a)
this means that all personnel and processes are operating at their best possible performances. This is essential to organizations that operate in a global environment where competition is intense, constant, and unforgiving.
(a)
he is the proponent of the Deming Cycle which links the production of a product to consumer needs and focuses the resources of all departments (research, design, production, and marketing) in a cooperative effort.
William Edwards Deming
Joseph M. Juran
Philip B. Crosby
Alex Igop
The Deming Cycle
Plan
Do
Check/Study
Act
Do
Act
Plan
Check/Study
Check/Study
Do
Plan
Act
Act
Plan
Check/Study
Do
he was an evangelist for quality and quality management. He is the proponent of
the Pareto Principle which states that majority or 80 percent of the results in the business operations come from the minority or 20 percent of the causes. The 80 percent result may refer to the problems
of the organization which is caused by 20 percent of reasons. Therefore, organizations should
concentrate their energy on eliminating the vital sources of the problems.
Joseph M. Juran
Philip B. Crosby
William Edwards Deming
Alex Igop
he was a businessman and author who is best known for his advocacy of zero-defects
management and prevention as opposed to statistically acceptable levels of quality.
Joseph M. Juran
Philip B. Crosby
William Edwards Deming
Alex Igop
organizations delegate responsibility to a
hired expert by means of outsourcing rather than applying the actions necessary to get everyone
involved. Managers must empower employees through delegation of responsibility in order to make
the employees accountable for their actions within the organization.
Senior management delegation and poor leadership
Taking a narrow, dogmatic approach
managers form different teams prior to the implementation of a cultural change
within the organization. Restructuring the organization by forming teams will not succeed if
supervisors are not trained to be good coaches and if employees do not know how to be team
players. Prior to forming of teams, managers must conduct training for supervisors and employees
to establish team spirit
Deployment process
Team mania
organizations develop quality initiatives without concurrently developing
plans for integration to all elements of the organization like marketing or finance. Managers must
conduct a planning phase that identifies the most effective approach that will suffice the needs of a
particular department within the organization.
Confusion about the differences among education, awareness, inspiration, and skill building
Deployment process
organizations dive into the application of Deming approach,
Juran approach, or Crosby approach without tailor-fitting the quality programs based on the need of
their own organization. The management must assess the applicable concepts and adjust the
principles of the chosen quality approach prior to actual implementation to the organization.
Taking a narrow, dogmatic approach
Senior management delegation and poor leadership
s/he is responsible in improving the quality of the output of a process by
identifying and removing the causes of defects and minimizing variability in manufacturing and
business processes.
Manager of Quality/ Organizational Excellence
Six Sigma Black Belt
Quality Improvement Associate
s/he should be able to motivate and evaluate staff,
manage projects and human resources, analyze financial situations, determine and evaluate risk, and
employ knowledge management tools and techniques in resolving organizational challenges.
Manager of Quality/ Organizational Excellence
Six Sigma Black Belt
Quality Improvement Associate
s/he must have a knowledge of quality tools and their uses and
must be involved in quality improvement projects of their organization.
Manager of Quality/ Organizational Excellence
Six Sigma Black Belt
Quality Improvement Associate
