This document provides information about the Total Quality Management course offered by the Department of Mechanical Engineering at SRI RAMAKRISHNA INSTITUTE OF TECHNOLOGY. The course objectives are to determine customer needs, apply best quality practices, and expose students to quality management systems. The course content covers topics such as quality costs, statistical process control, ISO standards, and quality improvement tools. It also defines total quality management and discusses key concepts like management commitment, customer focus, employee involvement, and continuous improvement.
This document provides an introduction to quality assurance in hospital management. It outlines four objectives: 1) defining quality, quality assurance, and total quality management; 2) explaining the core principles of total quality; 3) describing the competitive total quality infrastructure, practices, and tools; and 4) discussing the impact of quality on profitability. Key points include defining quality as meeting customer expectations, explaining that quality assurance ensures appropriate quality goods and services, and noting that total quality focuses on customer satisfaction and cost reduction through a systems approach.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
Ch 13 designing and managing services gonzagaCarlos Gonzaga
This document contains 10 learning questions about designing and managing services based on Chapter 13. It discusses key topics like improving service quality, gaps that can cause unsuccessful service delivery, types of marketing in service industries, determinants of service quality, solutions to customer failures, categories of service mix, demonstrating service quality, developing brand strategies, and identifying and satisfying customer needs. The questions serve to test understanding of important concepts from the chapter.
Total Quality Management (TQM) is defined as both a philosophy and set of principles that directs continuous improvement in a business. The key concepts of TQM include commitment from top management, a focus on customers, involvement of employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. TQM requires changing the organizational culture to be customer-oriented, focus on prevention over detection, and make quality improvement everyone's responsibility through teams. Continuous improvement comes from quality projects, benchmarking, and using data to measure outcomes.
- Quality is difficult to define because different people have different perspectives on what constitutes quality. To improve understanding of quality, it is important to recognize differences in functional definitions of quality and look to existing definitions from quality experts.
- Communication and planning are important parts of the quality management process. Poor communication and lack of planning can negatively impact quality improvement initiatives and lead to issues like miscommunication, lack of coordination, and inability to meet goals.
- The concept of "cost of quality" helps firms address quality concerns by making them aware that poor quality results in costs from rework, delays, and other issues. It is better to invest in preventing quality problems than dealing with the costs from non-conformance after the fact
The document discusses quality, quality management, and quality assurance in education. It defines quality as the degree to which education fulfills the needs and expectations of stakeholders like students. Quality management coordinates activities to direct and control an educational organization regarding quality. Quality assurance provides confidence that quality requirements will be met. The document outlines a common structure for a systematic quality management approach in education organizations, following universal quality management principles like customer focus, leadership, and continual improvement.
This document provides information about the Total Quality Management course offered by the Department of Mechanical Engineering at SRI RAMAKRISHNA INSTITUTE OF TECHNOLOGY. The course objectives are to determine customer needs, apply best quality practices, and expose students to quality management systems. The course content covers topics such as quality costs, statistical process control, ISO standards, and quality improvement tools. It also defines total quality management and discusses key concepts like management commitment, customer focus, employee involvement, and continuous improvement.
This document provides an introduction to quality assurance in hospital management. It outlines four objectives: 1) defining quality, quality assurance, and total quality management; 2) explaining the core principles of total quality; 3) describing the competitive total quality infrastructure, practices, and tools; and 4) discussing the impact of quality on profitability. Key points include defining quality as meeting customer expectations, explaining that quality assurance ensures appropriate quality goods and services, and noting that total quality focuses on customer satisfaction and cost reduction through a systems approach.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
Ch 13 designing and managing services gonzagaCarlos Gonzaga
This document contains 10 learning questions about designing and managing services based on Chapter 13. It discusses key topics like improving service quality, gaps that can cause unsuccessful service delivery, types of marketing in service industries, determinants of service quality, solutions to customer failures, categories of service mix, demonstrating service quality, developing brand strategies, and identifying and satisfying customer needs. The questions serve to test understanding of important concepts from the chapter.
Total Quality Management (TQM) is defined as both a philosophy and set of principles that directs continuous improvement in a business. The key concepts of TQM include commitment from top management, a focus on customers, involvement of employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. TQM requires changing the organizational culture to be customer-oriented, focus on prevention over detection, and make quality improvement everyone's responsibility through teams. Continuous improvement comes from quality projects, benchmarking, and using data to measure outcomes.
- Quality is difficult to define because different people have different perspectives on what constitutes quality. To improve understanding of quality, it is important to recognize differences in functional definitions of quality and look to existing definitions from quality experts.
- Communication and planning are important parts of the quality management process. Poor communication and lack of planning can negatively impact quality improvement initiatives and lead to issues like miscommunication, lack of coordination, and inability to meet goals.
- The concept of "cost of quality" helps firms address quality concerns by making them aware that poor quality results in costs from rework, delays, and other issues. It is better to invest in preventing quality problems than dealing with the costs from non-conformance after the fact
The document discusses quality, quality management, and quality assurance in education. It defines quality as the degree to which education fulfills the needs and expectations of stakeholders like students. Quality management coordinates activities to direct and control an educational organization regarding quality. Quality assurance provides confidence that quality requirements will be met. The document outlines a common structure for a systematic quality management approach in education organizations, following universal quality management principles like customer focus, leadership, and continual improvement.
This document provides an overview of services marketing. It begins by defining what services are and discusses the key service sectors. It then explains why services marketing is important given the growth of the service economy. The document outlines some of the key characteristics of services compared to goods, such as intangibility, inconsistency, perishability, and the simultaneous production and consumption of services. It also discusses the four factors known as the "4 Is" that distinguish services - intangibility, inconsistency, inventory, and inseparability. The document provides examples of different service industries and purchases. It examines the size and growth of various industry sectors. Finally, it discusses some of the challenges involved in services marketing and principles of service experience design.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Total Quality Management (TQM) is a comprehensive approach to organizational management that seeks continuous quality improvement through feedback. It requires management commitment, customer focus, employee involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. TQM aims to maximize customer loyalty, market share, and productivity by ensuring all parts of an organization work towards meeting customer needs.
This document provides definitions and perspectives on quality from various organizations such as Fedex, Boeing, and the US Department of Defense. It states that quality involves meeting or exceeding customer expectations and applies to products, services, processes, and environments. Quality is defined as a dynamic state that is associated with meeting or exceeding expectations. The document then discusses the fundamental, measurable, operational, conservational, and human aspects of quality. It provides definitions of total quality management and lists its main advantages as encouraging strategic approaches, providing high returns on investment, and fitting orientations toward collaboration.
The document discusses Phoebe's strategy to implement a Quality First philosophy and principles of "Good to Great" leadership to ensure its long-term success and growth. It outlines elements of Quality First like commitment to consumers, community involvement, and continuous quality improvement. It also discusses applying Good to Great concepts like confronting facts, having a clear focus or "hedgehog", and building momentum to achieve greatness. The document proposes a performance framework for 2007 with goals in areas like quality of care, leadership development, fiscal performance, and institutional advancement to further these strategies.
This document discusses improving service quality and productivity. It defines service quality from different perspectives and identifies key factors that influence customer expectations. The five components of service quality are discussed as well as SERVQUAL, a framework for measuring service quality gaps. Tools for measuring and addressing service quality problems are presented, including the gaps model, blueprinting, and cause-and-effect charts. Different types of demand and roles of employees that can influence customers are also summarized.
Here are the key causes and solutions to gap 2:
Causes:
- Inadequate service quality specifications and standards
- Lack of integration between departments in developing service standards
Solutions:
- Define clear, measurable service quality standards based on customer expectations
- Involve all departments in developing and agreeing on service standards
- Train employees on service standards and empower them to meet standards
- Monitor service delivery against standards and take corrective action for any gaps
Closing the gap involves setting the right service quality standards based on customer research and ensuring a coordinated effort across departments to deliver to those standards. Regular monitoring and improvement is also important.
This document discusses various dimensions of quality from different perspectives. It defines quality as the degree to which products and services meet customer expectations. Quality can be measured according to factors like performance, features, reliability, and conformance. The document outlines several definitions of quality proposed by experts like Garvin and outlines dimensions of both product and service quality. It also discusses concepts like quality assurance, factors that affect quality, and quality management systems.
ورشة عمل إدارة الجودة الشاملة(برنامج تطوير القدرات المؤسسية).pptxhossam kachwar
This document discusses concepts related to total quality management (TQM) including definitions, approaches, and differences from ISO 9001. It provides definitions of TQM from various sources that emphasize continuous improvement, meeting customer needs, and involving all employees. It describes the historical development of quality approaches from quality inspection to quality assurance systems to TQM. It also discusses concepts related to improving organizational performance including types of performance and comparative excellence approaches. Key differences between TQM and ISO 9001 are outlined. The document stresses that while TQM was important, the new focus is on institutional excellence driven by innovation and quality.
The chapter commences by providing a comprehensive overview of TQM, presenting it as a holistic approach to managing quality across all aspects of an organization. It elucidates how TQM encompasses various elements, including leadership commitment, customer focus, employee engagement, continuous improvement, and data-driven decision making. By integrating these components, TQM aims to create a culture of quality throughout the organization, fostering a relentless pursuit of excellence.
Next, the chapter explores the historical evolution of TQM, tracing its roots back to quality pioneers such as W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. It highlights their contributions to the development of TQM principles and philosophies, emphasizing the paradigm shift from a reactive, inspection-based approach to a proactive, preventive one.
Moreover, the chapter delves into the core principles of TQM, elucidating concepts such as customer satisfaction, continuous improvement, employee empowerment, and process optimization. It emphasizes the significance of customer-centricity, stressing that meeting and exceeding customer expectations is the cornerstone of TQM.
Furthermore, the chapter expounds upon the benefits of implementing TQM within an organization. It discusses how TQM can enhance product and service quality, increase customer loyalty, boost operational efficiency, reduce costs, and drive innovation. By adopting TQM principles, organizations can gain a competitive edge and position themselves as leaders in their respective industries.
Lastly, the chapter provides an overview of the implementation strategies for TQM. It outlines the steps involved in initiating a TQM program, including establishing a quality management system, conducting employee training, fostering a culture of continuous improvement, and measuring performance through key quality metrics. The chapter emphasizes the importance of top leadership commitment and employee involvement in successfully implementing TQM.
This document discusses employee training and development. It begins by outlining objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and describes the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business understanding for strategic roles.
Introduction to employee training and development ppt 1Tanuj Poddar
This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business skills for strategic roles.
This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key forces influencing the workplace like globalization and new technology are described. The document outlines how total quality management and cultural diversity provide competitive advantages through training. It concludes by discussing the roles and competencies required of different training professionals.
Qm0016 managing quality in the organisationsmumbahelp
This document provides information about getting fully solved assignments for the MBA semester 4 course "QM0016 - Managing Quality in the Organisation". It includes 6 sample questions from the course assignments with detailed answers provided. Students can send their semester and specialization details to the email address or call the phone number provided to receive fully solved assignments. The questions cover topics like quality transformation in organizations, quality statements, determining customer satisfaction, employee involvement for quality, training needs analysis, and differentiating between corporate cause promotions and social initiatives.
This document provides an introduction to Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization. The document outlines key TQM concepts like customer focus, employee involvement, and continuous process improvement. It also discusses quality planning, costs, and performance measurement. The overall summary is that TQM aims to exceed customer needs through applying quantitative methods, tools, and management techniques to improve all organizational processes.
The document discusses various quality management concepts including quality, quality assurance, calibration, transaction monitoring, Kano model, first call resolution, and the relationship between customer satisfaction and quality. It defines these terms, explains their importance and provides examples. Quality is freedom from defects while quality assurance ensures expected quality. Calibration improves monitoring consistency. Transaction monitoring evaluates performance at individual and program levels. The Kano model categorizes attributes by their effect on satisfaction. First call resolution addresses issues the first time. Quality is a factor in but not the sole determinant of customer satisfaction.
The document discusses customer value and satisfaction. It defines customer satisfaction as a person's feelings about a product meeting their expectations. It also discusses determinants of customer value, including image, personnel, services, and product value, as well as costs of acquiring these for the customer. The document then summarizes traditional views of marketing as making and selling products, versus a new view of strategically choosing value through understanding customer needs and collaborating to provide value. Finally, it outlines a holistic marketing framework that explores value opportunities, creates value based on customer benefits, and efficiently delivers value through customer relationship, internal resource, and partnership management.
This document provides an overview of key concepts in services marketing. It begins by defining services and explaining why services marketing is important given the growth of the services sector. It then discusses characteristics of services such as intangibility, heterogeneity, simultaneous production and consumption, and perishability. The marketing mix for services, known as the 7Ps, is also introduced, which expands the traditional 4Ps to include people, physical evidence, and process. The document provides examples to illustrate services marketing concepts and challenges facing services marketers due to the unique characteristics of services.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
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“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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This document provides an overview of services marketing. It begins by defining what services are and discusses the key service sectors. It then explains why services marketing is important given the growth of the service economy. The document outlines some of the key characteristics of services compared to goods, such as intangibility, inconsistency, perishability, and the simultaneous production and consumption of services. It also discusses the four factors known as the "4 Is" that distinguish services - intangibility, inconsistency, inventory, and inseparability. The document provides examples of different service industries and purchases. It examines the size and growth of various industry sectors. Finally, it discusses some of the challenges involved in services marketing and principles of service experience design.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
International Journal of Business and Management Invention (IJBMI)inventionjournals
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Total Quality Management (TQM) is a comprehensive approach to organizational management that seeks continuous quality improvement through feedback. It requires management commitment, customer focus, employee involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. TQM aims to maximize customer loyalty, market share, and productivity by ensuring all parts of an organization work towards meeting customer needs.
This document provides definitions and perspectives on quality from various organizations such as Fedex, Boeing, and the US Department of Defense. It states that quality involves meeting or exceeding customer expectations and applies to products, services, processes, and environments. Quality is defined as a dynamic state that is associated with meeting or exceeding expectations. The document then discusses the fundamental, measurable, operational, conservational, and human aspects of quality. It provides definitions of total quality management and lists its main advantages as encouraging strategic approaches, providing high returns on investment, and fitting orientations toward collaboration.
The document discusses Phoebe's strategy to implement a Quality First philosophy and principles of "Good to Great" leadership to ensure its long-term success and growth. It outlines elements of Quality First like commitment to consumers, community involvement, and continuous quality improvement. It also discusses applying Good to Great concepts like confronting facts, having a clear focus or "hedgehog", and building momentum to achieve greatness. The document proposes a performance framework for 2007 with goals in areas like quality of care, leadership development, fiscal performance, and institutional advancement to further these strategies.
This document discusses improving service quality and productivity. It defines service quality from different perspectives and identifies key factors that influence customer expectations. The five components of service quality are discussed as well as SERVQUAL, a framework for measuring service quality gaps. Tools for measuring and addressing service quality problems are presented, including the gaps model, blueprinting, and cause-and-effect charts. Different types of demand and roles of employees that can influence customers are also summarized.
Here are the key causes and solutions to gap 2:
Causes:
- Inadequate service quality specifications and standards
- Lack of integration between departments in developing service standards
Solutions:
- Define clear, measurable service quality standards based on customer expectations
- Involve all departments in developing and agreeing on service standards
- Train employees on service standards and empower them to meet standards
- Monitor service delivery against standards and take corrective action for any gaps
Closing the gap involves setting the right service quality standards based on customer research and ensuring a coordinated effort across departments to deliver to those standards. Regular monitoring and improvement is also important.
This document discusses various dimensions of quality from different perspectives. It defines quality as the degree to which products and services meet customer expectations. Quality can be measured according to factors like performance, features, reliability, and conformance. The document outlines several definitions of quality proposed by experts like Garvin and outlines dimensions of both product and service quality. It also discusses concepts like quality assurance, factors that affect quality, and quality management systems.
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This document discusses concepts related to total quality management (TQM) including definitions, approaches, and differences from ISO 9001. It provides definitions of TQM from various sources that emphasize continuous improvement, meeting customer needs, and involving all employees. It describes the historical development of quality approaches from quality inspection to quality assurance systems to TQM. It also discusses concepts related to improving organizational performance including types of performance and comparative excellence approaches. Key differences between TQM and ISO 9001 are outlined. The document stresses that while TQM was important, the new focus is on institutional excellence driven by innovation and quality.
The chapter commences by providing a comprehensive overview of TQM, presenting it as a holistic approach to managing quality across all aspects of an organization. It elucidates how TQM encompasses various elements, including leadership commitment, customer focus, employee engagement, continuous improvement, and data-driven decision making. By integrating these components, TQM aims to create a culture of quality throughout the organization, fostering a relentless pursuit of excellence.
Next, the chapter explores the historical evolution of TQM, tracing its roots back to quality pioneers such as W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. It highlights their contributions to the development of TQM principles and philosophies, emphasizing the paradigm shift from a reactive, inspection-based approach to a proactive, preventive one.
Moreover, the chapter delves into the core principles of TQM, elucidating concepts such as customer satisfaction, continuous improvement, employee empowerment, and process optimization. It emphasizes the significance of customer-centricity, stressing that meeting and exceeding customer expectations is the cornerstone of TQM.
Furthermore, the chapter expounds upon the benefits of implementing TQM within an organization. It discusses how TQM can enhance product and service quality, increase customer loyalty, boost operational efficiency, reduce costs, and drive innovation. By adopting TQM principles, organizations can gain a competitive edge and position themselves as leaders in their respective industries.
Lastly, the chapter provides an overview of the implementation strategies for TQM. It outlines the steps involved in initiating a TQM program, including establishing a quality management system, conducting employee training, fostering a culture of continuous improvement, and measuring performance through key quality metrics. The chapter emphasizes the importance of top leadership commitment and employee involvement in successfully implementing TQM.
This document discusses employee training and development. It begins by outlining objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and describes the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business understanding for strategic roles.
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This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business skills for strategic roles.
This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key forces influencing the workplace like globalization and new technology are described. The document outlines how total quality management and cultural diversity provide competitive advantages through training. It concludes by discussing the roles and competencies required of different training professionals.
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This document provides information about getting fully solved assignments for the MBA semester 4 course "QM0016 - Managing Quality in the Organisation". It includes 6 sample questions from the course assignments with detailed answers provided. Students can send their semester and specialization details to the email address or call the phone number provided to receive fully solved assignments. The questions cover topics like quality transformation in organizations, quality statements, determining customer satisfaction, employee involvement for quality, training needs analysis, and differentiating between corporate cause promotions and social initiatives.
This document provides an introduction to Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization. The document outlines key TQM concepts like customer focus, employee involvement, and continuous process improvement. It also discusses quality planning, costs, and performance measurement. The overall summary is that TQM aims to exceed customer needs through applying quantitative methods, tools, and management techniques to improve all organizational processes.
The document discusses various quality management concepts including quality, quality assurance, calibration, transaction monitoring, Kano model, first call resolution, and the relationship between customer satisfaction and quality. It defines these terms, explains their importance and provides examples. Quality is freedom from defects while quality assurance ensures expected quality. Calibration improves monitoring consistency. Transaction monitoring evaluates performance at individual and program levels. The Kano model categorizes attributes by their effect on satisfaction. First call resolution addresses issues the first time. Quality is a factor in but not the sole determinant of customer satisfaction.
The document discusses customer value and satisfaction. It defines customer satisfaction as a person's feelings about a product meeting their expectations. It also discusses determinants of customer value, including image, personnel, services, and product value, as well as costs of acquiring these for the customer. The document then summarizes traditional views of marketing as making and selling products, versus a new view of strategically choosing value through understanding customer needs and collaborating to provide value. Finally, it outlines a holistic marketing framework that explores value opportunities, creates value based on customer benefits, and efficiently delivers value through customer relationship, internal resource, and partnership management.
This document provides an overview of key concepts in services marketing. It begins by defining services and explaining why services marketing is important given the growth of the services sector. It then discusses characteristics of services such as intangibility, heterogeneity, simultaneous production and consumption, and perishability. The marketing mix for services, known as the 7Ps, is also introduced, which expands the traditional 4Ps to include people, physical evidence, and process. The document provides examples to illustrate services marketing concepts and challenges facing services marketers due to the unique characteristics of services.
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2. Attendance
Attendance is mandatory
After three time unexcused absence, you will receive a
warning.
After the fourth time, you will be denied access to the final
exam.
Accepted absence excuses:
Sickness: A report sign by the Academy doctor
Sports event: Formal union letter
Sports champions should provide the lecturer with their
formal training/ championship schedule no later than the third
week.
You are allowed in into the lecture hall for up to 10 minutes
past the start of the lecture. No exception.
3. Sections
Attendance is mandatory
Section attendance and assignments hold 10% of your
grades
Assignments are due in one week from the announcement
day.
No late assignments are allowed, no exception.
Please bring your laptop
Email is the primarily communication method adopted in the
course. Please provide us with a valid email within the first 2
weeks and check the email on a regular basis.
When sending an email, include AAST in the header, and
include all the necessary information in the body.
4. Exams
There are three exams:
7th week exam: 30% of your grades
The TA will solve the exam the following week and will
provide you with your answer sheet.
The schedule will be announced by the 5th week
12th week exam: 20% of your grade, could be a project
depending on the class progress
Final exam : 40% comprehensive exam
The official grading system will be used.
The lecturer preserves the right to normalize the result if
there is a bias provided that the student shows an adequate
participation in the course.
5. 1 - 5
Major Themes
Today, supply chains compete, not individual firms.
A firm’s supply chain, upstream and downstream, constrains and
enables the firm.
Firm’s must manage quality in their supply chain, upstream and
downstream.
Quality management is not “owned” by any one of the functional
areas such as operations, HRM, marketing, etc. All functional areas
must own their “quality management” processes.
There is no one way to improve quality. Firms must use the
contingency approach to assess the current position of the firm
and identify an effective strategy for improvement based on a clear
understanding of their company, market, customers, suppliers, and
the quality management alternatives. Improvement is based on the
contingent variables that are operative in the firm as it exists.
7. 1 - 7
What is Quality?
Cross-functional and Cross-firm Flows
Quality management involves flows: process flows, information
flows, material flows, and fund flows. Each of these flows has to
operate efficiently, effectively, and with quality. Like a river, we
have upstream and downstream flows. The sums of these flows
make up the supply chain for a firm.
Using the supply chain as the model for competition, we must
internalize external upstream and downstream processes from
raw materials to after-sale service.
The firm must integrate differing functions, expertise, and
dimensions of quality. This integration requires flexible, cross-
functional, problem-solving and employees who can adapt to
rapidly changing markets.
8. 1 - 8
What is Quality?
Product Quality Dimensions
Garvin’s definitions of quality based on the perspective of the
viewer (perception is reality)
Transcendent - quality is intuitively understood but nearly
impossible to communicate
Product-based – quality is found in the components and attributes
of a product
User-based – if the customer is satisfied, the product has good
quality
Manufacturing-based – if the product conforms to design
specifications, it has good quality
Value-based – if the product is perceived as providing good value for
the price, it has good quality
26. 1 - 26
What is Quality?
Differing Functional Perspectives on Quality
Supply Chain Management (SCM) Perspective
Supply chain management (SCM) grew out of the concept of the value
chain.
The value chain includes inbound logistics, core processes (operations
and marketing), and outbound logistics – processes which directly add
value to the product or service.
Functions such as HRM, IS, and Purchasing support the core processes
in the value chain – non-value added processes which provide a
context for the value chain processes.
Upstream activities include all of those activities involving interaction with
suppliers.
Downstream activities include shipping and logistics, customer support,
and focusing on delivery reliability.
27. 1 - 27
What is Quality?
Differing Functional Perspectives on Quality
Supply Chain Management (SCM) Perspective
Supplier development activities include evaluating, training, and
implementing systems with suppliers, such as electronic data
interchange (EDI) to link customer purchasing systems to supplier
enterprise resource planning systems (ERP).
Supplier qualification involves evaluating supplier performance with
regard to conformance rates, cost levels, delivery reliability, etc. using
supplier filters, such as ISO/TS 16949 (an automotive standard), ISO
9000:2000, and QS9000.
Value stream mapping flowcharts processes to determine where
customer value is created as well as identifying non-value-added
process steps. Value stream mapping also involves analyzing processes
from a systems perspective such that upstream and downstream effects
of core process changes can be evaluated.
28. 1 - 28
What is Quality?
Differing Functional Perspectives on Quality
Operations Management (OM) Perspective
The OM view of quality is rooted in the engineering approach and was
the first functional field of management to adopt quality as its own.
OM is concerned about product and process design. However, rather
than focusing on only the technical aspects of these activities, OM
concentrates on the management and continuous improvement of
conversion processes.
OM uses the systems view which is the basis for quality management.
The systems view maintains that product quality is the result of the
interactions of several variables (manpower, materials, methods,
machinery, feedback, environment, time, and technology) which
comprise a system, and these variables and their interactions are the cause
of quality problems.
29. 1 - 29
What is Quality?
Differing Functional Perspectives on Quality
Ferdows and Demeyer link the strategic view of OM to quality
management with their sand-cone model: quality is the basis on
which lasting improvement in other competitive dimensions (reliability
- dependability, cycle time - speed of delivery of concept to
market, and cost - efficiency) are accomplished.
Operations Management (OM) Perspective
Inputs Conversion Process Outputs Customer
Process
Control
Customer
Feedback
Planning
Organizing
Controlling
OM has an operations-marketing interface which focuses
priorities on the customer in the product and process design and
operations decisions.
30. 1 - 30
What is Quality?
Differing Functional Perspectives on Quality
The Sand Cone Model for Priorities
Cost (Efficiency)
Cycle Time (Speed)
Reliability (Dependability)
Quality
32. 1 - 32
What is Quality?
Differing Functional Perspectives on Quality
Strategic Management Perspective
The ultimate goal of strategic quality planning is to aid an
organization to achieve sustainable competitive advantage.
Alignment refers to consistency between different operational sub-
plans and the overall strategic plan.
Madu and Kuei propose a strategy process based on plan-do-
check-act:
plan – strategy formulation
do – implement strategy in a pilot
check – evaluate pilot implementation and make adjustments
act – full scale strategy implementation
34. 1 - 34
What is Quality?
Differing Functional Perspectives on Quality
Financial Perspective - The Deming Value Chain
Improve Quality
Decrease Costs
Improve Productivity
Capture Market
Stay in Business
Provide More jobs
35. 1 - 35
What is Quality?
Differing Functional Perspectives on Quality
Finance professionals believe the law of diminishing marginal
returns applies to quality improvement.
Minimum
Cost
Total Quality Costs =
Sum of Losses +
Costs of Improving Quality
Optimum Quality Level
Cost
Quality
Costs of Improving
Quality
Losses Due to
Poor Quality
The financial perspective on quality relies on quantified measurable,
results oriented thinking.
Minimum Sum of
Losses + Costs
37. 1 - 37
What is Quality?
Differing Functional Perspectives on Quality
HRM Perspective
HRM Functions
Job analysis involves collecting detailed information about each job.
This information includes tasks, skills, abilities, and knowledge
requirements for each job. This information is used to define a job
description which is used to set pay levels. The bureaucratic delay
in accomplishing job analysis to modify job descriptions can limit the
ability of the organization to achieve the flexibility needed for quality
management.
Selection in recruitment and hiring decisions involves finding
employees who have the technical and behavioral preparation to
perform the tasks for a job, and who are fast learners during quality
improvements. The selection process is critical because people,
politics, and culture constrain and enable organizational change.
38. 1 - 38
What is Quality?
Differing Functional Perspectives on Quality
HRM Perspective
HRM Functions
Effective training provides for standardizing methods for solving
unstructured problems in quality management. Top managers and
low-ranking employees should use similar processes for solving
problems. This is called vertical deployment of quality management.
Different departments should use similar processes for solving
problems to achieve horizontal deployment of quality management.
Performance appraisals and evaluations are key methods for
motivating employees. Face-to-face reporting sessions and 360-
degree evaluations (an employee’s peers, supervisors, and
subordinates evaluate the employee) are used.
39. 1 - 39
What is Quality?
Differing Functional Perspectives on Quality
HRM Perspective
The following table distinguishes between traditional HRM and total quality
human resources management.
Traditional HRM TQHRM
Process Characteristics Unilateral role Consulting role
Centralized Decentralized
Push - Demand Pull – Empower
Administrative Developmental
Content Characteristics Single-mindedness Pluralistic
Compartmentalized Holistic
Worker-oriented System-oriented
Performance Satisfaction
Job-based Person-based
41. 1 - 41
What is Quality?
Differing Functional Perspectives on Quality
Marketing Perspective
Marketing systems involve interactions between the producing organizations,
the intermediaries, and the final consumer, and it is often very difficult for firms
to agree on who the customer is.
Marketing is also focused on service at the time of the transaction and after-
sales support.
Marketing interacts closely with engineering and operations in product design to
bring the voice of the customer into the design process.
Customer service surveys are used for assessing the multiple dimensions of
quality.
The customer is the focus of marketing-related quality improvement in
developing specialized products for different customers, which is in conflict
with standardizing products to reduce complexity by operations.
42. 1 - 42
What is Quality Management?
The focus of quality management is to manage properly the interactions
among people, technology, inputs, processes, and systems to provide
outstanding products and services to customers.
With total quality management (TQM), the role of the quality department
has moved from a technical, inspection, policing role to a supportive
training and coaching role.
A strong knowledge of quality is best coupled with technical expertise
in business disciplines such as materials management, supply chain
management, finance, accounting, operations management, HRM,
strategy, and industrial engineering.
The goal is to completely immerse the organization in quality thinking
and commitment.
44. 1 - 44
What is Quality Management?
Quality Control
The control process is based on the scientific method which includes
the phases of analysis, relation, and generalization.
• Analysis involves breaking the process into its fundamental
pieces.
• Relation involves understanding the relationships between the
parts.
• Generalization involves perceiving how interrelationships apply to
the larger phenomenon of quality being studied.
45. 1 - 45
What is Quality Management?
Quality Control
Activities relating to quality control include:
• Monitoring process capability and stability
• Measuring process performance
• Reducing process variability
• Optimizing processes to nominal measures
• Performance acceptance sampling
• Developing and maintaining control charts
46. 1 - 46
What is Quality Management?
Quality Assurance
Assurance refers to proactive activities associated with guaranteeing
the quality of a product or service, especially during the design phase.
By contrast, quality control is reactive, rather than proactive, by
detecting quality problems after they occur.
Quality assurance activities include:
• Failure mode and effects analysis
• Concurrent engineering
• Experimental design
• Process improvement
• Design team formation and management
• Off-line experimentation
• Reliability/durability product testing
47. 1 - 47
What is Quality Management?
Quality Management
The management processes that overarch and tie together the control
and assurance activities make up quality management.
The integrative view of quality management supports the idea that
quality is the responsibility of all management, not just quality
managers.
All managers, supervisors, and employees are involved in the following
quality management activities:
• Planning for quality management
• Creating a quality organizational culture
• Providing leadership and support
• Providing training and retraining
• Designing an organizational system that reinforces quality ideals
• Providing employee recognition
• Facilitating organizational communication