Quality Management

Abstract Quality management, known also as quality control, is a system utilized by all types of businesses all around the world. This type of management system has the ability to assist any type of organization provide consumers with the best product and/or service possible by managing its activities, this points to an increase in its usefulness and productivity. Through the many types of systems used for quality management, a business can monitor and measure the quality of its products and/or services being offered to consumers.

An effective quality management system helps a business to increase its competitive edge, increase its organizational development, highlight its customer satisfaction, and more. Total quality management tools embody specific items an organization can use to evaluate the success of the process. Some mutual total quality management tools include Pareto charts, scatter plots, flowcharts, and tree diagrams. Each one allows for a specific review of a company’s operations. Companies can use these tools together or individually, depending on the scope of a company’s total quality management.

Managers have a variety of tools and techniques known as the Seven Management and Planning Tools, my paper will highlight the Tree diagram. The seven new management planning tools are a set of tools that arose out of Japanese innovation in the post-World War Two period. They were popularized through the publication of the book “Seven New Quality Tools for Managers and Staff” which became available in English in 1983. These tools were popularized in the United States by the consulting firm GOAL/QPC, and have been used by a number of firms since 1984 to improve their quality planning and improvements efforts.

Many organizations formally combined these tools into policy deployment activities. Although these tools are no longer truly new tools they are, nonetheless, commonly used by businesses and are still valuable to today’s managers, therefore managers should, familiarize themselves with these tools. The seven tools provide managers with improved capability to make better decisions and facilitate the implementation process. The tree diagram is a tool to map out the paths and task necessary to complete a specific project or reach a specified goal. To omplete the diagram starts with one item that branches into two or more, each of which branch into two or more, and continues. It resembles a tree, with trunk and lots of branches. This tool is used to minimize extensive categories into smaller detail points. Developing the tree diagram helps you move your thinking step by step from generalities to specifics The Tree Diagram can be used in many different situations such as when an issue is known or being addressed in broad generalities and you must move to specific details, such as when to develop logical steps to achieve an objective.

It is also used when developing actions to carry out a solution or other plan, when analyzing processes in detail, and when probing for the root cause of a problem. To successful build a tree diagram a team can be established to recommend steps to solve the problem or implement the plan. Everyone should agree on the main goal before beginning. The main task involved and accomplishing the goal is very important. The procedures used in the diagram are to develop a statement of the goal, project, plan, problem or whatever is being studied.

The content of the diagram will vary based on the goal of the project. For example an organization focused on improving workforce management would base there diagram on the issues related to improving human resources. As we are all aware human resources holds the key to sustained quality improvement. Consequently the human resources department must be a first-class quality organization itself. It can accomplish this by applying total quality management principles to its own internal operations; and design human resource practices for support a total quality- orientation.

The tree diagrams as fairly simple and routine, but business owners and managers must have a certain level of experience to complete decision-tree related to finance. Decision trees typically require certain knowledge of quantitative or statistical experience to complete the process accurately. Failing to accurately understand decision trees can lead to a distorted outcome of business opportunities or decision possibilities. Decision trees normally need internal and external information concerning the business and its operating environment.

Owners and managers have to be able to gather the simple pieces of information to accurately measure the opportunities listed on the decision tree. It can also be challenging to include variables on the decision tree, eliminate duplicate information or relay information in a rational, steady fashion. Owners and managers must also decide whether the decision tree should represent dollars, percentages or a combination. The inability to complete the decision tree using only one set of information can be somewhat difficult.

While unfinished information can create complications in the decision-tree process and abundance of information can also be an issue. Owners and managers can create a “paralysis of analysis,” where these individuals face too much information when making a decision. Instead of making a decision and progressing the company’s mission or vision, owners and managers spend more time looking at decision trees. Decision trees can require more analysis than other analysis methods and slow down the decision-making process Conclusion

Quality Management System according to ISO-9001:20 in place in an organization is always a good idea, simply because it will give you many advantages such as complying with an increasing number of customers’ requirements for a Quality Management System, besides improving your organizations business management system, your organizational performance and increasing the global recognition to be able to compete in the markets. Companies depend on their customers and therefore should understand current and future customer needs, and should meet customer requirements and strive to exceed customer expectations.

By incorporating the management tools it allows a company to identify the root causes that hinder its ultimate goal of quality and implement solutions to address those problems. References (Second Edition, 2004 Excerpted from The Quality Toolbox, 2nd Addition) (E, 2008 Managing for Quality and Performance Excellence) (http://www. wisegeek. com/what-are-the-different-types-of-total-quality-management-tools. htm) (Covey, 2004 The 7 Habits of Hightly Effective People Covey, Stephen R. Simon & Schuster Inc. )

BJB Quality Management Proposal Outline Learning Team B Christie Bryant, John Deprimo, Kareemot Olorunoje, Ammy Solis, Michael Willis, and Patrice Wills MGT/420 Kathryn Kendall November 5, 2012 BJB Quality Management Proposal Outline Introduction As a manufacturer of high-end compact disc changers for the automobile aftermarket, BJB manufacturing currently has no quality program.

The organization needs a strategy for improving business performance through the commitment and involvement of all employees to fully satisfying agreed customer requirements, at the optimum costs, through the continual improvement of the products and services, business processes, and people involved (Total Quality Management – TQM, Unknown). The company’s president seeks to gain a competitive edge in the compact disc changer industry over its competition by establishing a total quality management (TQM) program. 1) Product and Needs of BJB Manufacturing Company 2) Quality Management Approach ) Role of Leadership in Planning, Developing, and Implementing Week 2, Part I: Prepare a total quality management program for BJB Manufacturing Company by writing a 700-to 1,050-word paper in which you develop a quality management approach for BJB. 4) BJB Manufacturing Company Quality Management Initiative Proposal * a) Determine what needs the stakeholders may have for BJB’s products. b) Analyze the product and needs of BJB, and then select the quality management approach that would be the best fit. Explain your rationale. c) Describe the role of leadership in planning, developing, and mplementing a quality process in BJB. Week 3, Part II: Continue building your proposal by incorporating your instructor’s feedback from the Quality Initiative Proposal, and adding 700-to 1,050-words to address theory. * 5) BJB Manufacturing Company Quality Management Theory d) Select one of the theories that you feel would be the best fit for BJB and the successful implementation of this particular project. e) Address how these quality theories and process-driven and customer-driven quality requirements apply to both the manufacturing and service industries. * * Week 4, Part III: * Continue building your proposal for BJB’s Strategic Planning Committee by adding 1,050-to 1,750-words outlining the strategies for addressing quality management issues and determining an effective means of deploying the quality management initiative. 6) BJB Manufacturing Company Quality Management Implementation Strategy * 1. Analyze factors that should be considered when measuring the results of quality initiatives by using the quality initiative the Learning Team selected to be the best fit for BJB.

Address the leadership’s roles in successfully deploying an initiative. Then determine how this approach would help enhance the accomplishment of the following: i) Reduction of the number of product failures ii) Material and labor costs due to gains in operational efficiencies iii) Profitability iv) Customer complaints management v) Environmental regulations compliance vi) Reduction of the number of damage claims and service reliability in the supply chain vii) Levels of inventory iii) Inventory damage and shrinkage management ix) Communications, cooperation, and coordination between all departments within the company improvement * * Week 4, BJB Total Quality Management Program, Parts I through III Presentation * 2. Prepare a 12- to 15-minute oral presentation of Part I-III of the BJB Total Quality Management Program proposal your team developed. Include 7-12 Microsoft® PowerPoint® slides. * * Week 5, Part IV: * * BJB Manufacturing Company Quality Management Supplier Alliance Metrics Report

Prepare a report in which you determine supplier alliance requirements and appropriate metrics for BJB to measure the performance effectiveness of their suppliers. What recommendations would you present to BJB’s Strategic Planning Committee to integrate the supplier alliance and metrics? a) Determine KPIs for forming supplier alliances as well as how BJB would evaluate supplier qualifications and performance. b) How do these measurements help ensure a competitive advantage for BJB? c) Analyze the types of costs of changing supplier alliances. 7) Conclusion 8) References

1. Introduction. The Coca-Cola Company is the world’s largest beverage company, refreshing consumers with more than 500 sparkling and still brands. The global nature of our business requires that the Coca-Cola system has the highest standards and processes to ensure consistent quality — from our concentrate production to our bottling and product delivery. To ensure such consistency and reliability, the Coca-Cola system is governed by the Coca-Cola Operating Requirements (KORE), a new management system which replaced The Coca-Cola Management System (TCCMS) in January 2010.

KORE guarantees the highest standards in product safety and quality, occupational safety and health and environmental standards across the entire Coca-Cola system 2. Quality policies Protecting the Environment: We focus on water, packaging and climate. We are committed to conducting our business in ways that provide all personnel with a safe and healthy work environment. (people issues) We provide substantial training for our associates, using the training requirements defined in TCCSMS(The Coca-Cola Safety Management System) as a global baseline. people issues) Focus on needs of our consumers, customers and franchise partners (customer satisfaction) Get out into the market and listen, observe and learn (continual improvement) 3. List of processes a) acquisition b) Purchases of raw materials c) production d) advertising e) distribution f) quality testing Coca Cola CompanyProcedure no: P08 Advertising PURPOSE: This procedure defines the actions to be carried out for the advertising of Coca-Cola SCOPE: This procedure applies to the advertising

SUMMARY OF THE PROCESS StageMethod Search The advertising manager researches open markets to advertise the products to. AssessmentThe advertising manager studies the culture of those markets to assess the best marketing strategy in terms of: age, local customs, economic situation, and best way to reach the target market. ShapingThe advertising manager determines how Coca-Cola will advertise itself to adjust to the language and lifestyle of the people living in the county they are marketing to.

DeterminationThe advertising manager determines what sources of media should be used to reach the largest number of the targeted market, whether it be newspapers, billboards, TV ads, commercials, etc. Strategy The adverting manager will design a strategy that will set them apart from their competitors such as Pepsi Information CollectingThe advertising manager will distribute a customer survey to see where the customer shops and how they chose what brand to purchase.

CreationThe adverting manager, based on the customer survey, will create a sales strategy that follows the customers’ responses on the survey. TestingThe advertising manager will conduct trails to make sure there are no accidental flaws in the language and the way the message is received in a different culture Prepared by:Approved by: NAME: DEPARTMENT: SIGNED: DATE:NAME: DEPARTMENT: SIGNED: DATE:

TOWARDS A BETTER UNDERSTANDING OF SUPPLY CHAIN QUALITY MANAGEMENT PRACTICES Article: International Journal of Production Research •This paper reports the result of a comparative study of quality tools and methods adaptation by operations and supply chain managers. •SCQM is defined as a system based approach to performance improvement that leverages opportunities created by upstream and downstream linkages with suppliers and customers. •Operation management is traditional been explained by some version of an ‘inputs-transformation process- outputs’ view of the productive capability of the firms.

From Quality perspective, operation managers have focused on internal activities such as process control process improvement, product design improvement and design of experiment. As a result, more and more six-sigma improvement project evolved. •In addition experts like Deming have long emphasized importance of customers and supplier. •In this paper, it explored the difference between quality management practice of operation managers and each type of managers emphasizes supply chain managers, including what quality tools.

Tool can here mean the method such as benchmarking, an approach to improving quality such as process improvement team (PIT) and leadership. Literature review and hypothesis development •Supply chain management has developed as a field from the integration of operations and marketing management. As a result, a linkage with upstream firms – which was once the domain of purchasing – has been elevated in importance. •The quality management precedence for this is found in Deming’s fourth point, ‘End the practice of awarding business on the basis of price tag alone.

Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust’. This has resulted in a merging of quality management and supply chain management principles. •Supply chain management practices can result in operational benefits such as decreased production lead times, reduced costs, faster product development, and increased quality •In this article calling for integration of quality and supply chain management Theodorakioglu found a significant positive correlation between supplier management and total quality management.

Quality has been one of the critical determines in choosing suppliers. Hence a hypothesis is developed t understand how managers differ in adopting quality tool. •57 quality tools are selected. Some of the tools are Benchmarking, Enterprise resource planning (ERP), Just in Time (JIT), lean, Quality awards, Six Sigma Black Belt DMAIC, Poka Yoke, basic seven tools of quality like flowcharts, Fish bone Diagram, Affinity diagram, 5-S, Problem evaluation and review technique (PERT), and Data analysis. Quality professional tools like control chart, computer aided testing (CAT), inspection, Gage R&R. •Some supply chain tools like customer relationship management, Complaint resolution, Supplier development, Supplier evaluation like ISO 9000, and customer benefit package. •Design tools like Quality Function Deployment (QFD), Computer Aided Design (CAD), Concurrent design, Quality assurance (QA), Failure mode and effects analysis(FMEA), Design of Experiment(DOE), Design for manufacture (DFM), Reliability Index, DMADV, and Robust design by Taguchi. Management tools like On the Job Training, Change Management, Human resource Management (HRM), Systems Thinking, Contingency Theory, Plan-do-check-act (PDCA) cycle, Crosby-managing quality concept, Malcolm Baldrige National Quality Award (MBNQA), Jurans – Trilogy of improvement, and Hoshin planning •However, these tools are a broad collection of approaches to improving quality that will provide insights to the differences between how operations and supply chain managers approach quality improvement. Methods Data for this study was gathered by inviting participants to complete a web-based survey. The survey included seven Likert scales that allowed respondent rank the extent to which they utilized various quality tools. •These lists are submitted to the panel of six supply chain and quality managers. Result in removal of one tool and addition of two tools in the survey. Total 57 tools are included in the survey. •The test was conducted with MBA students, APICS members, ISM members, and CSCMP members. Result Using SAS, it is examined difference in the utilization of quality tools between operation and managers and supply chain managers. It is computed and found the difference between mean responses of each manger. •A positive difference indicate – a particular tool is utilized to a greater extend between both managers. Negative differences indicate – operation managers tend to use the tool more than supply chain managers. •To test our hypothesis, we then ranked the quality tool means and performed a Kruskal Wallis test to analyze differences in ranks where the treatment was type of manager.

Conclusion •Tools of high importance to both Supply Chain and Operation Managers: On the job training, Data Analysis, Supply chain management, Customer relationship management, Project Management and survey. •Tools important primarily to Supply Chain Mangers: Leadership, Benchmarking, Complaint resolution, Supplier management, Change management, ERP, Awards, Design for the environment, Six sigma, and Deming. •Tools important primarily to Operation Mangers: QFD, Computer Aided Design (CAD), Computer Aided Testing (CAT), Prototyping, ISO 9000, Design for Manufacture, PDCA, Gage R&R, and 5-S. Tools of low importance to both Supply Chain and Operations Managers: DMAIC, Crosby, DMADV, MBNQA, SERVQUAL, Juran, and Hoshin. •There are few surprises. The low rankings for the Baldrige award and the six-sigma methodologies were somewhat surprising. It could be that DMAIC and DMADV is more the domain of six sigma black belts. Since these black belts tend to be more specialized, both managers may not utilize these processes in daily problem solving and decision-making. Reflection on the identified differences reveals that operations managers tend to manage supply chain relationship through procedural methods such as ISO 9000 and supplier evaluation. Supply chain managers tend to adopt more collaborative approaches such as supplier development, awards, and complaint resolution processes. As the field of operations moves more in a supply chain direction, this could change. Supply chain professionals have long emphasized collaboration and this has become part of the supply chain culture.

Quality Improvement Plan: Part III – Managing and Improving Quality In today’s health care environment, competition remains high and many organizations are seeking new ways to improve their quality of care, as well as remain competitive with other health care organizations in the process. Various methods exist today for organizations to integrate quality improvement strategies to help in the measurement of performance improvements.

This paper will discuss:1) several methodologies, the pros and cons that exist with these methods, 2) describe information technology applications, how they may be used to improve patient falls, 3)discuss how benchmarking and milestones are involved in managing the use of quality indicators, and finally,4) describe how performance and quality measures are aligned to an organization’s mission, vision, and strategic plan, and how these measurements align with Self-Regional Hospital’s mission, vision, and strategic plan for improvement. Methods for Quality Improvement Strategies

Accidental Falls have become the most commonly reported incident in hospitals today, and Self-Regional Hospital is no exception. Recently, Self-Regional researched and gathered specific fall data that included “mobility/gait, lower-extremity strength, history in fractures, visual, or auditory impairments, dizziness, dehydration, depression, stroke, ischemic attacks, and cardiac arrhythmias” and the role they play with patient falls in the organization (The Joint Commission, 2007, p. 26). They are now in the process of researching various methodologies to help manage and improve this area of concern.

Several concepts that concern total quality management (TQM), and quality improvement (QI) are offering health care organizations and their administrators the opportunity to decide which methodology would be most successful in improving quality care for their patients. There are three methodologies Self-Regional is considering: 1) Six Sigma, 2) Lean, and 3) Customer Inspired Quality (CIQ). “One of the key components of quality improvement is the technology that gathers and compares the data that the quality improvement measure produces” (Dlugacz, 2006).

Once this information has been gathered, the organization can benchmark with other comparable organizations. The Six Sigma model, pioneered by Motorola, is used to improve the quality of process outputs by identifying, and removing defects through a problem-solving approach that works to improve quality outputs. The Six Sigma methodology achieves this by using a process known as the DMAIC process (define, measure, analyze, improve, and control), for existing quality processes that are below specifications, and are in need of improvement in increments.

There are features with Six Sigma that separates it from other initiatives of quality improvement: * Clear focus on achieving measurable and quantifiable financial returns * Increased emphasis on strong leadership and support * Special Infrastructure of “Champions,” to lead and implement the Six Sigma approach * Clear commitment to making decisions based on verifiable data, rather than assuming or guess work (Harry, 2000). The second model is Lean, which played a key role for Toyota’s success.

This method is used to help reduce or alleviate waste, while working to improve an organization’s performance through their workflow processes. Organization’s that use Lean have a clear understanding of consumer value, and continuously will focus on the key processes to improve it. Their goal is to provide excellent value to the consumer, by developing an excellent value process that has zero waste. Lean offers the organization the opportunity to identify steps in a quality improvement process, and then identify the steps that are valuable and non-valuable.

Once the non-valued steps have been identified they will be removed to prevent waste in the process (Lean Enterprise Institute, 2009). The Customer Inspired Quality method is the last method for quality improvement that Self-Regional is considering. In 1992, Shaw Resources patented this methodology to focus on work processes that have direct impact on the care and services that hospitals provide. The Customer Inspired Quality methodology identifies, defines, analyzes, and improves the quality and effectiveness of processes in the health care environment with an emphasis on the following work process evaluating components: Integrates department services that are related to defined systems concerning care * Improves productivity and efficiency, while reducing unneeded work processes and costs * Can be implemented as short-term or long-term quality improvement processes * Patient loyalty and satisfaction is enhanced (Shaw Resources, n. d. ). Pros and Cons of Quality Improvement Methodologies There are always pros and cons to any quality improvement methodology. For instance, the pros of Six Sigma tend to place extreme importance on leadership and its support for the success of the project.

Another pro is the integration of different human elements, which include cultural change, and focus on the customer and their needs. “By using the concept of statistical thinking, Six Sigma encourages applications of statistical tools and techniques that reduce variability” (Harry, 2000). The cons of Six Sigma include, not having the quality data available, especially when a new process has been implemented without having the data available. Often the solutions that Six Sigma proposes can be costly and only a small portion of the solution can be implemented.

When using Six Sigma the choosing of the right project is critical to its success. The pros for Lean include: * Minimizing overhead cost to thirty percent * Eliminates most waste, if not all * Can improve productivity by eighty percent * Eliminates negative behaviors and employees have a clear objective of the organization’s expectations The Lean methodology’s cons include: * Can be difficult to attain support from all employees, due to resistance of change * Personality clashes can occur if some individuals do not take orders well from their co-workers Lean training is ongoing and in the beginning is time-consuming (Businessknowledgesource. com, 2010). The pros of the Customer Inspired Quality methodology include: * Quality improvement efforts are prioritized based on the customer’s needs * Friendly and encourages input from employees The main con with the Customer Inspired Quality method is that is structured primarily for health care organizations. Information Technologies for Quality Improvements Information technology plays a major role when it comes to quality improvement methods used by health care organizations.

Self-Regional Hospital has implemented software known as Business Objects. The components of Business Objects “provide performance management, planning, reporting, query and analysis, and enterprise information management” (Sap. com, 2008). The Business Objects Enterprise offers the organization the ability to track report instances by triggering alerts. The reports have parameters that can be modified to perform analysis on the data and the organization also has the ability set alerts that trigger when certain conditions are met or not met.

The data can be customized to show in charts and can be customized to allow the organization the opportunity to drill down into the data. Information technology allows data to also be displayed in a dashboard or a scorecard. A dashboard is a tool that monitors the ongoing performance of a process and its data in real time. Whereas, scorecards report on past performances and generally focuses on outcomes rather than processes. All of these applications can be used by administrators to track quality improvement processes of the organization.

Administrators also have the ability to design the scorecards or dashboards to display only information that is pertinent to the process. These processes would also give Self-Regional the ability to examine data that pertains to patient falls within their organization. Benchmarks and Milestones Benchmarking is a process that gives an organization the ability to compare their performance metrics and processes to other organization’s best practices. In other words, benchmarking is the process of an organization comparing itself to their competitors and defines how the competition performs better.

In health care, when an organization has a clear understanding of how their competitor/s meets their standards, they can set goals for quality improvements within their own organization. Benchmarking is beneficial for improving customer satisfaction, as well as improve core measurements set by the Joint Commission. Self-Regional Hospital can use benchmarking as a means to compare how hospitals rate on patient falls and what processes they have set in place to improve in this area. The hospital would benefit by using the website “hospitalcompare. hs. gov to research on patient satisfaction, quality improvement outcomes, and where they rate in these areas as well. Potential benchmarks Self-regional will strive for improved core measures at 90% for patient falls. Another area the organization will strive for is to improve patient safety. In order for the hospital to do this they will need to continue to implement the processes that support the Joint Commission’s National Patient Safety Goals, and implement quality improvement processes that will involve the organization as a whole.

Self-Regional will also implement computerized provider order entry (CPOE), and will also begin the process of extending the goals to the emergency department and critical care areas. The third bench mark will be to enhance the patient’s experience by using the DMAIC model to understand and support the emotional, spiritual, and clinical needs of the patients. Self-Regional Hospital will use the Customer Inspired Quality Methodology for implementing their performance improvement processes with patient falls. Data will be comprised from Crystal reports to display balanced scorecards and dashboards.

The organization will divide the dashboards into the Extending Elements, team, clinical, service, market, and finance. This information will be used in conjunction with information from benchmarking data to monitor the quality improvement plan. Health care organization’s use performance and quality measures to align their products and service activities with their mission, vision, and strategic planning to help improve their internal and external communications, as well as monitor the organization performance against their strategic goals.

Self-Regional Hospital’s mission, vision, and strategic planning is aligned with their performance and quality measures to provide continuous advanced quality care that will improve their patient outcomes, while focusing on patient satisfaction in the process. APA References Dlugacz, Y. D. (2006). Measuring Health Care Using Data for Operational, Financial, and Clinical Improvement, San Francisco, CA: Josey-Bass Publications Harry, Mikel J. (2000). The Nature of Six Sigma Quality.

Rolling Meadows, Illinois: Motorola University Press. p. 25 Lean Enterprise Institute, (2009). What is Lean? Retrieved on September 26, 2011 from http://www. lean. org/WhatsLean/ Shaw Resources, (n. d. ). Customer Inspired Quality: Health Care Operational Improvements, Retrieved on September 26, 2011 from http://shawresources. com/ customer-inspired-quality-and-processes-improvement. htm Sap. com (2008). Retrieved on September 26, 2011, from http://www. sap. com/ solutions/sapbusinessobjects/index. epx