BSOP 588 All 7 Weeks Discussions \n\n \n\nDQ 1) Definition of Quality\n\nPart 1: How do you define Quality? Provide a definition of quality, support your definition, and define the stakeholders who are affected by your quality definition. Note: as you progress through this course, you will be focusing in more on your personal definition of quality.\n\nPart 2: Search out some definitions of quality (use websites, visits to retail stores, your own industry, etc.) and look to see how close such definitions of quality link to your own definitions of quality. Given our discussion in class, what do you see that is good or not so good about the definitions of quality that you researched? Lastly, do you see the traits of quality present in the definitions of quality you researched?\n\n \n\nDQ 2) Quality in Your Organization\n\nIdentify the type of industry and size of the organization that you work for or have in the past (for example, service < 500 employees). Describe that organization's Quality Management Philosophy and also describe its approach to managing it. How effective did you think this Quality Management Philosophy was in helping the company?\n\n \n\nWeek 2\n\nDQ 1) Quality Philosophies\n\nExplain what a quality management philosophy is and then identify which quality guru (Deming, Juran, Crosby, etc.) best fits your organization’s quality management philosophy. Also, be sure to explain why you feel this way.\n\n \n\nDQ 2) Quality Awards\n\nIn the Doc Sharing area, find the file labeled "Quality Awards List," choose an award from it and research it on the website. Provide some background on what your chosen award process is and list the advantages and disadvantages of the award. Identify whether it links to any of the quality management gurus' philosophies (Deming, Juran, Crosby, etc). Also, be sure to explain why you feel this way.\n\n \n\nWeek 3\n\nDQ 1) The Voice of the Customer (VOC)\n\nListening to the Voice of the Customer (VOC) is a very important part of business excellence and a key to long term sustainability. Discuss the advantages and disadvantages of practicing this effectively. Also comment on your organization's ability to listen to the VOC and act upon the feedback.\n\n \n\nDQ 2) The Kano Model\n\nAfter reviewing the Kano Model tutorial and readings from the text, explain why the Kano Model works so well. Also provide two examples from your organization on the Kano Model in practice. Note: your examples can be from a poor use of the Kano Model as well. The Kano Model of Customer Satisfaction Tutorial\n\n \n\nWeek 4\n\n1) Quality Focus\n\nIf your organization listed that QUALITY and FOCUS ON THE CUSTOMER together was a number-one priority, what types of leadership/employee behaviors would you expect to see to make this successful? Please be specific in your responses.\n\n \n\n2) Alignment of Strategy and Quality Mgmt.\n\nReview Johnson & Johnson’s “Our Credo” on their website's home page and look closely at the first few sentences in each of the first four paragraphs. This is their list of values and priorities. Discuss what effects this type of focus has on quality management within an organization. Can you see how the company's stated strategy, vision and values would impact the daily operations and behaviors of it's employees? Provide some examples in your discussion.\n\n \n\nWeek 5\n\nDQ 1) Performance Metrics\n\nDiscuss why organizations need to have the correct performance metrics to drive quality. Think of examples in the news and their outcomes. For example:\n\n• Toyota and the recalls\n\n• BP and the Gulf oil disaster\n\n• NASA and the Space Shuttle disasters\n\nWhat behaviors were being driven by their metrics? Identify whether they were the correct behaviors or the wrong behaviors.\n\n \n\nDQ 2) Cost of Quality (COQ)\n\nAn organization has the following breakdown for cost of quality:\n\n• Prevention 22%\n\n• Appraisal 30%\n\n• Internal Failures 33%\n\n• External Failures 15%\n\nUse your critical thinking skills and discuss what you can deduce from this data. Please think about both behaviors and processes and linkage to the quality management program.\n\n \n\nWeek 6\n\n \n\nDQ 1) Six Sigma and Lean Principles\n\nWhat are the differences between Six Sigma and Lean Principles? What effect does upper management commitment have on the success of either of these processes?\n\n \n\nDQ 2) Applying Lean and Six Sigma Principles\n\nIdentify some of the key processes that need improvement in your organization associated with the following: sale, marketing, customer service, supply chain management, human resources, manufacturing, etc.\n\nWhat types of Lean Principles and/or Six Sigma initiatives could you use to rectify these problems? Explain why you think they would work best\n\n \n\nWeek 7\n\nDQ 1) Statistical Process Control (SPC)\n\nWhat is Statistical Process Control? What are the advantages and disadvantages of SPC? Identify two or three applications in your organization that could benefit from Statistical Process Control.\n\n \n\nDQ 2) Capability vs. Control\n\nWhat does statistical control mean? What is the difference between capability and control? Why should we care about each of these? What is the difference between repeatability and reproducibility? Please provide examples for each.
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