Get fully solved SMU MBA Assignments
(May 2012)
Master of Business Administration - MBA Semester 4
“Operations Management” Specialization
OM0016 – Quality Management (4 credits)
(Book ID: B1341)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question
carries 10 marks. Answer all the questions.
1.a. What do you
understand by “Quality as strategy”? Explain.
Answer : Quality as a
Business Strategy
QBS is a leadership framework and set of activities to help
your organization prepare to
effectively participate in system transformation and
continuous quality improvement.
Why QBS?
QBS is a framework for leadership. Therefore, it is
appropriate for any organization
because it:
provides methods to
reach the goals of your organization – whatever your
mandate;
can be sustained over
the long term;
balances an internal
and external focus – a benefit t to both clients and staff;
is compatible over
different businesses within the organization;
remains useful despite
changes in political or social forces, because it is attuned
to context; and,
can be understood and
practiced by all members of the organization. Everyone
understands— through this leadership framework— their role
and their
contribution to improvement.
What’s our role?
HQC is facilitating the QBS learning process for the
Saskatchewan health care system.
HQC Leadership Coaches are consultants to teams, who will
nurture and sustain a
relationship with participating organizations for the life
of the QBS collaborative
learning series. Once enrolled, you will be assigned a
leadership coach.
Your organization is accountable for learning the methods,
using the tools, trying the
approaches and having the daffy cult conversations that make
up QBS. These efforts,
together, will lead to improvements in your organization,
and in the system as a whole
The learning model
Learning about QBS takes the form of a series of workshops
and action periods between
workshops. At each workshop, we will focus on a part of the
Five Activities for Leaders.
Workshops consist of guest speakers from health care organizations
who have achieved
transformative results in health outcomes, presentations
from QBS teams about their
activities and insights, small group work and revel action,
and time to share ideas and
commitments with all teams.
Action periods involve exploring the tools and activities
within your organization,
planning as a team what additional learning/exploration is
required, and revel acting on
insights as a team and as individual leaders. It is highly
recommended that QBS teams
engage their HQC Leadership Coach to assist them during the
action periods.
How was QBS developed?
W.E. Deming believed that an organization should operate as
a system that is designed to meet the present and future needs of its
stakeholders—who Deming describes as “thecustomers”.The organization Deming
envisioned—that can continuously match customer needs and wants with service
delivery—requires a new style of management, as well as new philosophies,
knowledge, and methods. Deming taught his philosophy and approach to leading
for continuous improvement in aeries of executive workshops in Japan in the
1950s and in the US in the 1980s with the help of 5 men who came together to
create Associates for Process Improvement (API).In 1985, Associates in Process
Improvement began developing the QBS framework to help organizations
incorporate Deming’s philosophy and concepts into their management practices.
The QBS framework is not simply installed or implemented in
an organization, as you would a new computer system. QBS involves learning to
see “how every system imperfectly designed to get the results it gets”, and
taking actions to redesign the system to perfectly achieve better results for
the customers it serves.
b. Describe the
structure of ISO 9000 standards
Q2. Describe DMAIC
(Define, Measure, Analyse, Improve and Control) principle of Six
Sigma methodology
Q3.a. Why do think
management responsibility is an essential requirement of QMS?
b. List the
advantages of quality planning
Q4. Explain the two
types of quality
Q5. Explain the
methods of estimating reliability
Q6. What is the
relevance of Cost and Schedule Information in an organisation?
(May 2012)
Master of Business Administration - MBA Semester 4
“Operations Management” Specialization
OM 0016 – Quality Management (4 credits)
(Book ID: B1341)
ASSIGNMENT- Set 2
Marks 60
Note: Each Question carries 10 marks
Q1.a. List the five
principles are essential to a successful quality audit program.
Answer : The
principle behind Quality Audit
The principles of Quality Audit, in the sense we mean it
here, are based on the style of quality standards used in several formal
national and international standards such as the ISO-900x international quality
standards. These standards do not in themselves create quality. The logic is as
follows.
Every organisation should define comprehensive procedures by
which their products or services can be delivered consistently to the desired
level of quality. As was discussed in the section on Quality Management,
maximum quality is rarely the desired objective since it can cost too much and
take too long. The average product or service provides a sensible compromise
between quality and cost. There is also a legitimate market for products that
are low cost and low quality.
Standards authorities do not seek to make that business
judgement and enforce it upon businesses, except where certain minimum
standards must be met (egg all cars must have seat belts that meet minimum
safety standards, but there is no attempt to define how elegant or comfortable
they are).
The principle is that each organisation should create
thorough, controlled procedures for each of its processes. Those procedures
should deliver the quality that is sought. The Quality Audit, therefore, only
needs to ensure that procedures have been defined, controlled, communicated and
used. Processes will be put in place to deal with corrective actions when
deviations occur. This principle can be applied to continuous business process
operations or recurring project work. It would not be normal to establish a set
of quality controlled procedures for a one-off situation since the emphasis is
consistency.
This principle may be applied whether or not the
organisation seeks to establish or maintain an externally recognised quality
certification such as ISO-900x. To achieve a certification, the procedures will
be subjected to internal and external scrutiny.
Preparing for Quality
Audit
Thorough procedures need to be defined, controlled,
communicated and used.
|
Thorough
|
Procedures should cover all aspects of work where conformity and
standards are required to achieved desired quality levels. For example, one
might decide to control formal program testing, but leave the preliminary
testing of a prototype to the programmer's discretion.
|
|
Procedures
|
Any recurring aspect of work could merit regulation. The style and
depth of the description will vary according to needs and preferences,
provided it is sufficiently clear to be followed.
|
|
Defined
|
A major tenet is that the defined procedures are good and will lead to
the desired levels of quality. Considerable thought, consultation and trailing
should be applied in order to define appropriate procedures. Procedures will
often also require defined forms or software tools.
|
|
Controlled
|
As with any good quality management, the procedures should be properly
controlled in terms of accessibility, version control, update authorities
etc.
|
|
Communicated
|
All participants need to know about the defined procedures - that they
exist, where to find them, what they cover. Quality reviewers are likely to
check that team members understand about the procedures.
|
|
Used
|
The defined procedures should be followed. Checks will be made to
ensure this is the case. A corrective action procedure will be applied to
deal with shortcomings. Typically the corrective action would either be to
learn the lesson for next time, or to re-work the item if it is sufficiently
important.
|
There is no reason why these Quality Audit techniques should
conflict with the project's Quality Management processes. Where project work is
recurring, the aim should be for the Quality Methods and other procedures to be
defined once for both purposes.
Problems may occur where the current project has significant
differences from earlier ones. Quality standards may have been set in stone as
part of a quality certification. In extreme situations this can lead to wholly
inappropriate procedures being forced upon the team, for example, using
traditional structured analysis and design in a waterfall style approach for
what would be handled best using iterative prototyping. The Project Manager may
need to re-negotiate quality standards with the organisation's Quality Manager.
Operating Quality
Audit
A Quality Audit approach affects the entire work lifecycle:
·
Pre-defined standards will impact the way the
project is planned
·
Quality requirements for specific work packages
and deliverables will be identified in advance
·
Specific procedures will be followed at all stages
·
Quality Methods must be defined and followed
·
Completed work and deliverables should be
reviewed for compliance.
This should be seen as an underlying framework and set of
rules to apply in the project's Quality Management processes.
Quality Audit reviews
Although the impact of Quality Audit will be across all
parts of the lifecycle, specific Quality Audit activities tend to be applied as
retrospective reviews that the Project Team correctly followed its defined
procedures. Such reviews are most likely to be applied at phase end and project
completion. Of course, the major drawback of such a review is that it is
normally too late to affect the outcome of the work. The emphasis is often on
learning lessons and fixing administrative items. In many ways, the purpose of
the review is to encourage conformity by the threat of a subsequent bad
experience with the quality police.
b. List the five key
drivers for developing quality culture
Q2. What is quality
function deployment? List the four phases that are involved in Quality
Functional Development
Q3. Classify the
three main criterion of self-control in manufacturing and service sectors
Q4. Describe the
various types of benchmarking
Q6. Explain the seven
basic tools of statistical process control in quality control
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