BADM370 - U4DB

5 September 2018

TABLE OF CONTENTS

History of Quality Management 1

Founders of Quality Management 1

Total Quality Management Systems 1

The Role of Leadership 2

Strategic Issues 2

Management as a Role Model 2

Modern Metrics 2

General Quality Strategies and Tools 3

Customer Expectations 3

Designing Quality in 3

Defining Metrics 3

Mistake-proofing 3

Kaizen 3

Six Sigma 3

Quality Tactics and the Logistics and Supply Chain Functions 4

Internal and External Tools 4

Roll-Out 5

Introduction to Quality Management

Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.

In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.

The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countless man hours, costs, and unnecessary losses due to inefficient work processes. The downside to the standardized systems is that not all businesses may properly implement the steps to achieving total quality management. Moreover, geographical location and access to “quality” grade materials may vary from country to country. Customer views of what is quality product and what is not is also a factor that may alter the outcome of products or services provided by organizations.

Senior management must face various challenges when implementing quality programs to facilitate high value services. To establish well-organized teams, management must do more than delegate. They are required to possess leadership qualities that will enable them to be influential leaders. Vigilant assessment of the environment helps managers understand and interpret the cultural environment in businesses. Success can be gained when leaders develop winning strategies to get results. As mentioned in the Ivey Business Journal, “strategies are much more than intentions”. Strategic methods provide companies the means to implement processes to obtain company goals and meet standards for achieving the vision. Leaders are also expected to monitor and adjust as needed to complete projects and provide services.

Management can offer quality improvement programs to provide employees with the tools necessary to thrive. Clear, identifiable goals are also important to ensure team members do not lose focus. Successful management are expected possess leadership qualities that will allow them to be successful mentors and role models within any organization. They must develop strong leadership systems, create shared values, and motivate subordinates. For example, the Memorial Hermann Sugar Land Hospital in Sugar Land, Texas is known for their use of “values-driven leadership system” (NIST Baldrige Performance Excellence Program). Leaders emphasize the importance of open communication, high performance, and workforce engagement. The organization consists of primary and specialty care that is ranked within the “top 10 percent nationally for a number of performance metrics” (NIST Baldrige Performance Excellence Program). Specific roles in large-scale strategic quality programs leave little room for confusion and mistakes. It also creates a controlled environment that is necessary for achieving workforce efficiency and team cohesion. Not utilizing specific roles can steer employees away from common goals and individuals may not feel accountable for their own actions. Leaders may not develop trust and respect from subordinates may be lacking as well. Organizations typically fall short in meeting performance standards which can lead to negative feedback from customers. The results can ultimately hinder profits and organizational reputation.

Globalization has challenged organizations to seek and use improved methods for implementing quality management tactics. Various strategies and tools are currently available for companies to create a culture that empowers its employees to achieve above standard performance measures. A key tool is to establish customer expectations. Knowing who the customers are and what they expect can help facilitate improvements in quality for organizations and ultimately, it will lead to profitable outcomes. Designing quality identifies the baseline for quality prior to the execution of processes. Many businesses rely on metrics to quantify how efficient the business is. Performance and quality are measured throughout the process. Quality management can also be acquired through mistake-proofing. Specific tools prevent costly mistakes. Minimizing waste can also save time while improving customer satisfaction reports. Other methods such as the Kaizen and Six Sigma, require planning and implementation to be specific and methodical. Slow, systematic improvements can be made over time with minimum costs. Six Sigma is exercised as a precautionary measure to prevent errors before they occur.

The table below depicts several quality management tactics. Each method adds its own value and risk for organizations.

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