KENT STATE UNIVERSITY
Management and Information Systems
TOTAL QUALITY MANAGEMENT (M&IS 44150) (Call 13774) SEC 002
Fall 2002
Instructor: Aubrey L. Mendelow
E-Mail me at: almcleve@aol.com
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GRADES Click hot link to view your grades!
Revised 07/30/2002
INDEX
Performance Requirements
Key Dates Class Participation
Classes in September Cover Page
Classes in October Grading Outline
Classes in November Group Project
Classes in December Group Grade Recommendations
Group Project Specifications
Instructor Meeting
Quality Journal
Syllabus Report
Total Quality Paper
Written Case Analysis (WAC)
WAC Specifications
Office: A407 New Business Administration Building
Telephone: Office: 6721161
Home: (216)5910851 7:00am to 10:00pm
(Monday through Sunday)
Office Hours: Monday & Wednesday 2:00pm - 3:00pm
5:00pm - 6:00pm and by appointment.
Secretary: Pam Sillman 672-1140
Class Times: Monday 6:15 p.m. to 8:45 p.m.
Class Location: 217 BSA
Required Texts: 1)Case packet from bookstore
2) Evans, J.R. and Lindsay, W.M., "The
management and control of quality",(Fifth
Edition) West Publishing, 2002.
(referred to as E&L)
3)Ohio Award for Excellence - Business Criteria
(referred to as OAE)
Obtainable from the following Web Site:
OAE
(Scroll down to "Criteria Guide for Business"
click on the"Hot Link")
4) Articles on electronic reserve in KSU Library
password "tqm12" in lower case
Additional Readings: From time to time additional readings will be
assigned for class discussion.
These readings will be placed on reserve in the
Library.
Course Objectives: To provide the student with a perspective of the
nature organizations that have implemented Total
Quality, and the challenges to be faced in
implementing the process. This will allow the
student to appraise an organization's operations
and structures with a view to determining the
chance of success of implementation.
To create an awareness in the student of the
criteria used to assess quality in organizations.
To allow the student to contemplate the
difficulties associated with successfully
implementing managerial change within
organizations to achieve a Total Quality
environment.
Nature of the Course: The course will blend lectures and case studies to
help you obtain a feel for the practical problems
which managers face in formulating and
implementing change in organizations.
Successful performance on this course thus
demands that you study (not just read) the cases
and readings, with a view to being able to put
your point of view before the class. As a rule of
thumb, be prepared to spend two hours of
preparation for each hour in class.
Performance In practice, management issues relating to the
Evaluation: implementation of Total Quality processes do not
often have a single "right" answer. In evaluating
your performance, my aim is to ensure that you
are able to apply the concepts and techniques put
forward in the course, in a logical and coherent
fashion.
Your performance will be evaluated as follows:
Class Participation 15% Appendix 1
Instructor Meeting 3% Appendix 5
Syllabus Report 2% Appendix 3
Quality Journal 15% Appendix 4
Written Case Analysis
(in lieu of midterm exam) 20% Appendix 5-7 & 12
Electronic Class --
Organizational Assessment
(Group) 25% Appendix 8-10 & 6-7
Total Quality Paper 20% Appendix 11 & 6-7
Meetings of ASQ Student --
Chapter Appendix 13
100%
NOTE: No extensions will be permitted. You are expected to iron out
any technical problems that you might have. E-mail assignments will
ONLY be accepted by E-mail!
NOTE WELL: No extensions will be permitted. You will be subject to
a late penalty of one letter grade for each 15 minutes (or part
thereof) for which your assignment is late.
Results on this course: Based on the OUTPUT which you produce.
Thus the amount of time that you put into preparing for class or for
completing an assignment cannot be considered for grading purposes.
Academic honesty: Cheating means to misrepresent the source,
nature, or other conditions of your academic work (e.g., tests,
papers, projects, assignments) so as to get undeserved credit.
The use of the intellectual property of others without giving
them appropriate credit is a serious academic offense. It is the
University's policy that cheating or plagiarism result in
receiving a failing grade for the work or course. Repeat offenses
result in dismissal from the University.
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PREREQUISITES
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M&IS24163
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ADMS24163
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BMRT11009
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ADMS34163
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Jr/Sr Standing
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Students with disabilities:
In accordance with University policy, if you have a
documented disability and require accommodations to obtain equal access in this
course, please contact the instructor at the beginning of the semester or when
given an assignment for which an accommodation is required. Students with disabilities must verify their
eligibility through the Office of Student Disability Services (SDS) in the Michael Schwartz Service Center
(672-3391).
Students have responsibility to ensure they are properly
enrolled in classes. You are advised to
review your official class schedule during the first two weeks of the semester
to ensure you are properly enrolled in this class and section. Should you find an error in your class
schedule, you have until Friday,
September 6, 2002 to correct it with your advising
office. If registration errors are not
corrected by this date and you continue to attend and participate in classes
for which you are not officially enrolled, you are advised now that you will not receive a grade at the conclusion
of the semester for any class in which you are not properly registered.
Back
Key Dates
Syllabus Report 9/ 9
First journal article due 9/30
Written Case Analysis 10/ 7
Total Quality Organizational
Analysis (1st Version) 11/ 4
Organizational Assessment
(Report) 12/ 2
Total Quality Organizational
Analysis (2nd Version) 12/ 2
Grade Equivalents: 90100 A; 8089 B; 7079 C; 6069 D; < 60 F
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8-26 1 Introduction and Administrative Matters
________________________________________________________
9- 2 2 Labor Day
________________________________________________________
9- 9 3 Syllabus Review
TQM in Organizations - How is TQM different?
READ: E&L Chapter 1
OAE - Criteria: Core Values, Concepts,
and Framework
*****Syllabus Report Due ******
_______________________________________
Human Resource Utilization - Policy
READ: E&L Pages 285 - 356
OAE - Section 5.0 Human Resource Focus
- Criteria and Item Descriptions and Comments
_______________________________________
PREPARE: Marks & Spencer, Ltd.
ISSUES FOR ANALYSIS:
a) What is your assessment of Marks & Spencer's
operations?
b) On what assumptions is Marks & Spencer's
approach based?
c) What actions would you recommend to Sir
Marcus Sieff?
________________________________________________________
9-16 4 FILM:In Search of Excellence
________________________________________________________
9-23 5 PREPARE: Bull HN Brighton Facility
ISSUES FOR ANALYSIS:
a) Evaluate the potential employee reaction to the
implementation of STRIVE
b) What would you recommend to Joel Beck?
_______________________________________
Human Resource Utilization - Team Building
READ: E&L Pages 309 - 317
Shaw, D.V., Day, D.O. and Slavinskas, E.,
"Learning from mistakes", Quality Progress,
p 45-48
EXERCISES: Team Building
Problem Solving
________________________________________________________
9-30 6 Leadership Demands of Total Quality
READ: E&L Pages 219-238
OAE - Section 1.0 Leadership - Criteria
and Item
Descriptions and Comments
Cocheu, T., "Building a leadership foundation
through improvement", Quality Progress, April
1995, p41- 44.
Latham, J. R., "Visioning: The concept, trilogy and
process", Quality Progress, April 1995, p65-68.
_______________________________________
Strategies for Implementing Total Quality - The
Quality Vision
READ: E&L Pages 238 - 254
OAE - Section 2.0 Strategic Planning - Criteria
and Item Descriptions and Comments
*****First Quality Journal Due ******
________________________________________________________
10- 7 7 PREPARE: Alliant Health System: A Vision of
Total Quality
ISSUES FOR ANALYSIS:
a) Assess Alliant's strategy. Is it sound? What do
they have to do well in order to succeed?
b)Would you proceed with the HELP system? What
would you do to make sure that the effort was
effective?
_______________________________________
Strategies for Implementing Total Quality - From
vision to action
READ: Bohan, G. P. "Focus the strategy to
achieve results", Quality Progress,
July 1995, p537-540.
*************************
* Written Case Analysis *
* Due at Start of Class *
* Today *
*************************
________________________________________________________
10-14 8 Strategies for Implementing Total Quality ...
Continued
PREPARE: Evans Food
ISSUES FOR ANALYSIS:
a) Evaluate the extent to which Cayey plant has
progressed to becoming World Class.
b) Develop a strategy for Williams to assure that
the efforts would become a way of life.
_______________________________________
Customer Focus - Identifying Customer Needs
Survey: How Customer-Driven are you?
READ: E&L Pages 155 - 218
Schlesinger, L. A. and Heskett, J. L. "The
service driven company", Harvard Business
Review, Sep-Oct 1991, p71-81.
OAE - Section 3.0 Customer and Market Focus
- Criteria and Item Descriptions and Comments
________________________________________________________
10-21 9 PREPARE: The Case of the Complaining Customer
The Case of the Complaining Customer
ISSUES FOR ANALYSIS:
a) Construct a profile for Paul, George and J.W.
from the character traits you might infer from their
behavior.
_______________________________________
PREPARE: Lincoln Electric
ISSUES FOR ANALYSIS:
a) Discuss the Approach, Deployment and Results
adopted by the company in the areas of Human
Resource Utilization and Leadership.
b) List and discuss the strengths and weaknesses that
you identify.
________________________________________________________
10-28 10 PREPARE: A measure of delight: the pursuit
of quality at AT&T Universal Card Services (A)
ISSUES FOR ANALYSIS:
a) In your opinion, is UCS a Total Quality organization?
Why? Or Why not?
b) How had UCS achieved this position?
c) How was the quality system developed?
_______________________________________
Quality in Product & Process Design & QFD
READ: E&L Pages 386-401
Gopalakrishnan, K.N., McIntyre, B.E. and
Sprague, J.C., "Implementing internal quality
improvement with the house of quality", Quality
Progress, September, 1992, p57-60.
McLaurin, D.L. and Bell, S. "Making customer
service more than just a slogan", Quality Progress,
November 1993, p35- 39.
Graessel B. and Zeidler, P. "Using quality function
deployment to improve customer service", Quality
Progress, November 1993, p59-63.
Klock, J.J., "Purchasing vs partnering: 10 Keys to
successful supplier relations", Quality Digest, March
193, p50-54.
________________________________________________________
11- 4 11 Customer Focus - Measuring and Achieving
Satisfaction
READ: Fontenot, G., Behara, R. and Gresham, A.
"Six sigma in customer satisfaction", Quality
Progress, December 1994, p73.
Glushkovsky, E.A., Florescu, R.A.,
Hershovits, A. and Sipper, D. "Avoid a flop:
Use QFD with questionnaires", Quality
Progress, June 1995, p57-62.
______________________________________
PREPARE: The Ritz-Carlton: Using IS to Better Serve
the Customer
ISSUES FOR ANALYSIS:
a) Set out the role that information systems have
played in giving the Ritz-Carlton the competitive
edge.
b) What further projects should Bruce Speckhals to
future utilize information systems strategically?
_______________________________________
PREPARE: Willow Creek Community Church
ISSUES FOR ANALYSIS:
a) What challenges were faced by Bill Hybels, founder
of the Church?
b) How did the founders meet the challenges?
c) What elements of TQ were applied to develop
the Church
d) What are the challenges which the Church now faces?
_______________________________________
Tracking Total Quality
READ: E&L Pages 447 - 504
Schaffer, R. H. and Thomson, H. A. "Successful
change programs begin with results", Harvard
Business Review, Jan-Feb, 1992, p80 -89.
Kaplan, R. S. and Norton, D. P. "The balanced
scorecard - Measures that drive performance",
Harvard Business Review, Jan-Feb, 1992, p71- 79.
Buch, K. and Shelnutt, W. J., "UNC Charlotte
measures the effects of its quality initiative", Quality
Progress, July 1995, p73-77.
Gray, J., "Quality costs: A report card on business",
Quality Progress, April 1995, p51 - 54.
OAE - Section 7.0 Business Results - Criteria
and Item Descriptions and Comments
OAE - Section 4.0 Information and Analysis - Criteria
and Item Descriptions and Comments
**********************
* Total Quality Paper *
* First version due at Start *
* of
Class
*
**********************
________________________________________________________
11-11 12 Veterans Day
________________________________________________________
11-18 13 PREPARE: Texas Instruments: Cost of Quality
ISSUES FOR ANALYSIS:
a) What factors led to the adoption of the COQ
system? Why do you think the company
chose to adopt a financial measure of quality?
b) What are the strengths and weaknesses of the COQ
concept? Compare COQ measurement to
direct measures of quality such as yields,
defect rates and statistical process controls?
c) Of what value are the four quality cost
categories? How can this information be
used?
d) What changes to the COQ should be made?
_______________________________________
Process Improvement, Reengineering
READ: E&L Pages 359 - 371
Hammer, M. "Reengineering work: Don't automate,
obliterate", Harvard Business Review, Jul-Aug 1990,
p104-112.
Sirkin, H. and Stalk Jr., G. "Fix the process, not the
problem", Harvard Business Review, Jul-Aug 1990, p1-8.
Kelada, J. N., "Is reengineering replacing total
quality", Quality Progress, December 1994, p79 -
83.
Rupp, R. O. and Russell, J. R., "The golden rules of
process redesign", Quality Progress, December 1994,
p85- 90.
OAE - Section 6.0 Process Management - Criteria
and Item
Descriptions and Comments
________________________________________
PREPARE: Rank Xerox U.K. (A) & (B)
ISSUES FOR ANALYSIS:
a) What was the relationship of Vern Zelmer's vision
for the transformation of Rank Xerox and the
reengineering initiative?
b) What do you find unique or innovative about the
reengineering approach and design?
c) What is your opinion of the considerations that
Zelmer and his management team?
________________________________________________________
11-18 14 Library Day
Use this time for group meetings and to finalize
your individual assignment.
________________________________________________________
11-21&22 THANKSGIVING
________________________________________________________
12- 2 15 Failures to implement Total Quality
READ: Niven, D., "When Times Get Tough, What
Happens to TQM"?, Harvard Business
Review May-June 1993.
Hoover, H. W., "What went wrong in U.S.
business's attempt to rescue its
competitiveness"? Quality Progress, July
1995, p83-86.
Corrigan, J. P., "The art of TQM", Quality
Progress, July 1995, p61-64.
Bailey, M. Bragar, G. Cormaci, A. Murray,
and Paranteau, C., "Recipes for Disaster",
Quality Progress, January 1993, p55-58.
_______________________________________
PREPARE: John Smithers: Change Agent
ISSUES FOR ANALYSIS:
a) Analyze the approach to change taken by this
company.
b) Was Smithers effective?
c) What should he have done differently?
**************************
* Total Quality Paper *
* Finally due at Start *
* of Class *
**************************
*****************************
* Organizational Assessment *
* Due at Start of Class *
*****************************
________________________________________________________
12-10 Course Wrap-up
___________###########___________
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APPENDIX 1
Class Participation 15%
You will be expected to participate in class discussions by
exhibiting an understanding of the facts and issues presented in either
the text or case. You must feel free to give your views to the class
on the topic under discussion. Of course you will have to
substantiate your point of view. In addition any work place
experiences which have a bearing on the discussion will be
considered valuable.
OBVIOUSLY YOU WILL BE UNABLE TO PARTICIPATE IN
CLASS DISCUSSIONS IF YOU DO NOT ATTEND CLASS!
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APPENDIX 2
Instructor Meeting 3%
The purpose of this requirement is to enable me to get to know you.
A schedule is being circulated for you to reserve a 15 minute
appointment. We will meet in my office, and shoot the breeze!
I look forward to meeting you!
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APPENDIX 3
Syllabus Report 2%
Due date: 9/9/2002 before start of class. E-mail your report to
amendelo@bsa3.kent.edu TO REACH ME NO LATER THAN
3:00PM on 9/9/2002. Reports reaching me later than that time
will be ignored.
The purpose of this assignment is to encourage you to locate the
syllabus on the web-site and to read it. Also I want you to get used
to using the E-mail facility.
Assignment:-
In light of reading the syllabus, please answer the following
questions. In your answers, please be as specific as possible.
a) What is your gut reaction to it? What do you look forward to
doing? What aspects represent a challenge to you?
b) What inconsistencies, if any have you spotted?
c) What suggestions do you have to improve the presentation of the
syllabus?
Length: Maximum length 1 typed page (Double Spaced)
Format: Please place the following information in the "Subject" area
of your e-mail
Last Name, First Name, Syllabus Report
E-mail without this content in the Subject area
will be ignored
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APPENDIX 4
Quality Journal
You are required to keep a Journal. This Journal will record your
thoughts and reactions to various press articles, which are NOT MORE
than 2 WEEKS old. The Journal
entries should include a clear bibliographic reference to the article.
E-mail your journal to amendelo@bsa3.kent.edu TO REACH ME
NO LATER THAN 3:00PM on the day it is due. Journals
reaching me later than that time will be ignored.
Record your reactions to the article from a quality perspective.
Also, include any other thoughts you might have about quality. Be sure to
make a CLEAR connection between the elements of the article
and TQ.
I will start collecting your journal entries on Mondays, starting from
9/30 and ending on 11/12.
Format: Please place the following information in the "Subject" area of your e-mail
Last Name, First Name, JNL #
E-mail without this content in the Subject area will be ignored
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APPENDIX 5
Written Case Analysis
KENT STATE UNIVERSITY
Management and Information Systems
TOTAL QUALITY MANAGEMENT (M&IS 44150) (Call 13774)
Fall 2002
Due date: October 7, 2002 at the start of class, in the classroom
Read the case "Lincoln Electric 1985" and answer the following
questions:
1. Discuss the Approach, Deployment and Results adopted by the
company in the areas of Human Resource Utilization and
Leadership. List and discuss the strengths and weaknesses
that you identify.
2. Identify key issues and make recommendations for their
resolution.
Format: Follow the guidelines set out in Appendix 6 & 7.
Length: Maximum length 5 typed pages (Double Spaced)
EXCLUDING appendices.
___________###########___________
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APPENDIX 6
SPECIFICATIONS FOR WRITTEN CASE ANALYSIS &
ORGANIZATIONAL DIAGNOSIS REPORTS
_____________________________________________
Your Report must be composed of the following sections:
A. A cover page bearing the company name, your name and a
list of issues considered by the report. Appendix 7 gives an example
of a cover page.
B. The body of the report, which must adhere to the
following:
i. It must contain several levels of headings:
Main Headings should be used to designate the major
sections of your report; four to six main headings
should be sufficient for your report. Initial headings
such as "Introduction" are not necessary. Main
headings should be centered, and the letters are all to
be capitalized. The heading is not underlined, and no
period is used at the end. Example:
MAIN HEADING
Secondary headings should be typed flush to the left
margin, with major words beginning with capitals.
The heading should not be underlined and should be
on a line of its own. Example:
Secondary Heading
ii. It must be free of spelling errors.
iii. It must be grammatically correct.
iv. It must include specific recommendations.
Generalities will not be acceptable.
v. Appendices must be used for ALL tables and
diagrams.
vi. Sources must be acknowledged in the text by quoting
the author(or periodical), and the year in which the
article or periodical appeared, in parentheses. For
example: Several studies(Adams, 1974; Brown &
Haley, 1975; Collins, 1976) support this conclusion.
Page numbers are included only to designate the source of a
direct quotation. Bloggs has said that the MBA "is a
most worthwhile qualification"(1974, p.3)
Footnotes must NOT be used.
C. The appendices.
Each appendix must be labeled as follows:
Appendix number centered at the top of the page
A short identifying title of the appendix immediately below
the appendix number.
D. The bibliography listing all the sources quoted in the body
the text in alphabetical order by author. The
bliography must be titled as such and must be
centered. The contents of the bibliography must
comply
th the following standards:
i. For books: Author's last name, initials. "Title of the
Book", State if necessary to identify the city: Name of
publisher, year of publication.
ii. For periodicals: Author's last name, initials. "Title of
article or paper". Name of Publication, year, volume
number, page numbers.
iii. For Internet references:-
Give the name of the Web page and its URL (Internet
address)
____________#############_____________
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index
APPENDIX 7
Example of a cover page
(Top of Page)
_______________________________________________________
A. N. OTHER
THE ABC COMPANY
by
A. N. OTHER
Prepared For: (Class Name)
(Date)
Issues considered:
1. Issue 1.
2. Issue 2.
3. Issue 3.
4. Issue 4.
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index
APPENDIX 8
SPECIFICATIONS FOR GROUP PROJECT ON ORGANIZATIONAL ASSESSMENT
Due Date: Start of class on 12/2/2002
Arrange to contact the top management of an organization, a
division of an organization or a department of an organization.
Conduct a series of interviews in which you obtain information
about:
a) The organization's Leadership
b) The extent to which it uses Information
and analysis for monitoring and improving
quality
c) The existence and use of Strategic Quality Plans
d) The Human Resource Focus in pursuit of quality
e) Process Managment to assure Quality of Products
and Services
f) The tracking of Business and Quality Results for
business purposes.
g) The use of Customer and Market Focus measures
ASSIGNMENT
a) Write a report to management in which you set out your findings.
THE REPORT
Your report must be composed of the following sections:
a. A cover page bearing the company name, your name and a
list of issues considered by the report. Appendix 7
gives an example of a cover page.
b. The body of the report must have the following headings:
KEY ISSUES
ALTERNATIVES
ALTERNATIVE (PROS & CONS)
RECOMMENDATIONS
IMPLEMENTATION CONSIDERATIONS
c. An individual Appendix, in which you use not more than
TWO pages to describe the situation for each of the
topics set out below. After the description discuss
the Strengths and Weaknesses in relation to
Approach, Deployment and Results which you found
in the organization as related to the following topics:-
Leadership
Information and Analysis
Strategic Planning
Human Resource Focus
Process Management
Business Results
Customer and Market Focus
d. The bibliography listing all the sources quoted in the body
of the text in alphabetical order by author. The
bibliography must be titled as such and must be
centered.
Overall Length: Not to exceed 25 typewritten pages
(Double Spaced) E X C L U D I N G appendices and
charts.
REMEMBER!
i)Make specific recommendations as to how management might
address the shortcomings which you find.
ii)Include the group grade form (APPENDIX 10) filled out
according to the instructions in APPENDIX 9.
iii) INCLUDE THE NAME AND ADDRESS OF THE CONTACT PERSON IN THE
ORGANIZATION IN WHICH THE ASSIGNMENT IS EXECUTED ON THE GROUP
GRADE FORM.
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APPENDIX 9
SPECIFICATIONS FOR GROUP ASSIGNMENTS
Early in this course you will be split into working
groups each of which will be given a number. The composition of
these groups will remain fixed for the duration of the course. The
groups will be required to complete the organizational diagnosis
assignment (Appendix 8).
Every group will nominate a spokesperson who will be responsible
for coordinating the group's activities. It is IMPORTANT that each
member of the group participates in the actual interviews and in the
preparation of your report.
NOTE: Each group will be required to submit a
recommendation regarding the percentage of the group grade that
each member of the group should receive. This percentage should
depend on the effort that the specific member put into the
preparation of the presentation. Thus, for instance, where a group is
awarded say 80% for their presentation, each member would
ordinarily receive 80%. However the spokesperson of the group may
receive up to an extra 20% of the grade in recognition of his efforts
in managing the group. Again, Bloggs, might not have participated
in group meetings. In this event the group might decide to award
Bloggs say 50% of the group grade. So the spokesperson would
receive 96% for the presentation, and Bloggs only 40%. These
allocations will be determined on a pure majority basis.
Appendix 10 is the form that must be handed to me before each
case or industry presentation, detailing the group's decision in
respect of the grade allocation.
NOTE: The instructor will have NO part in settling group disputes
the opinion of the majority of the group will be upheld.
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APPENDIX 10
GROUP RECOMMENDATION FOR GRADES PERTAINING TO GROUP PROJECT
GROUP NUMBER ___
ORGANIZATION NAME___________________________
NAME OF CONTACT PERSON IN ORGANIZATION ___________________________
ORGANIZATION ADDRESS ______________________________
__________________________________
____________________ZIP_________
GROUP SPOKESPERSON_______________________
GRADE_______
GROUP MEMBER NAME SIGNATURE PERCENTAGE
1.___________________ ____________________ _______%
2.___________________ ____________________ _______%
3.___________________ ____________________ _______%
4.___________________ ____________________ _______%
5.___________________ ____________________ _______%
6.___________________ ____________________ _______%
7.___________________ ____________________ _______%
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APPENDIX 11
TOTAL QUALITY MANAGEMENT (M&IS 44150)
Total Quality Paper 15%
This is the assignment that qualifies this course as a writing intensive
course. According to University requirements, you will have the
opportunity to submit two versions of this paper. The first version
of the paper should be presented in final form, as if you are turning
it for final grading. I will not evaluate hand-written papers, nor
papers which are clearly in draft format. I will evaluate the first
version. You will then have the opportunity to submit a second
version for final grading. Should you fail to submit the first version,
or submit it in hand-written form or as a draft, you will not be given
the opportunity to submit an assignment on the final due date.
First version due: 11/4/2002
Final due date: 12/2/2002 at the start of class, in the classroom.
The aim of this paper is to enable you to see that the topics which
we discuss in class have a bearing on realworld events.
Approach 5 of the most senior people within the same organization of
your choice. Explain to them the definition of a Total Quality
Organization
Definition of a Total Quality Organization
An organization which conducts a customer focused strategy involving all
employees in continuous improvement to achieve world class customer
satisfaction, employee well being
and business results.
Some examples of operations of a Total Quality Organization
* Cycle time reduction more then 50% in 5 years
* Revenue per employee - $250,000 per year
* Self assessment of High Performance Status
* 10 days of formal training per employee per year
* 20% overall cost reduction over the last 5 years
* 98% on-time delivery
Try to get a verbatim rendering of their answers to the following
questions:
A) What are the barriers you would foresee to changing your organization
to Total Quality?
B) What do you believe the advantages would be if your organization
changed to Total Quality?
C) What do you believe the disadvantages would be if your organization
changed to Total Quality?
THE ASSIGNMENT
Write a paper in which you discuss the barriers, advantages and
disadvantages of changing your organization to a Total Quality
Organization. Set out, and discuss, a series of action plans which you
believe would have the effect of achieving the desired changes.
Your paper should comprise the following under FIVE separate headings,
excluding appendices:-
1. Discussion of barriers to Total Quality in the organization of your
choice
2. Discussion of advantages of Total Quality in the organization of your
choice
3. Discussion of disadvantages of Total Quality in the organization of
your choice
4. Action plan to achieve Total Quality in the organization of your
choice
5. Discussion of the action plan, indicating how it will address the
barriers which you have discovered
6. The following Appendices:-
- Organizational Description
- Name of Organization
- Type of product/service produced/offered by the
Organization
- Major SIC code of the organization
- Number of people employed at the site you selected
- Number of hourly paid people employed at the site you
selected
- Are people represented by any unions - If so which unions
- Contact person and telephone number
- Background to respondents
- Respondent number
- Number of years with the organization at this site
- Title
- Department
- Number of people that they are supervising
- Responses to the questions:
This should comprise three tables in the following format:
I RESPONDENT # BARRIERS
II RESPONDENT # ADVANTAGES
III RESPONDENT # DISADVANTAGES
The paper should be a minimum of 15 and a maximum of 25 typed, double-
spaced pages (Standard 12-point font).
N.B. REFER TO APPENDIX 6 FOR THE FORMAT IN
WHICH THE PAPER HAS TO BE PRESENTED
____________#############_____________
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KENT STATE UNIVERSITY
NAME
Management and Information Systems
TOTAL QUALITY MANAGEMENT (M&IS 44150) Fall 2002
KEY ISSUES (Clearly Number Each Key Issue)
Missing Poor OK GOOD __________
ALTERNATIVES (Clearly Number Each Alternative)
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ALTERNATIVE SELECTION (PROS & CONS)
(Clearly Number Each Pro and each Con)
Missing Poor OK GOOD __________
RECOMMENDATIONS
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IMPLEMENTATION CONSIDERATIONS
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HUMAN RESOURCE UTILIZATION - APPROACH
Missing Poor OK GOOD __________
HUMAN RESOURCE UTILIZATION - DEPLOYMENT
Missing Poor OK GOOD __________
HUMAN RESOURCE UTILIZATION - RESULTS
Missing Poor OK GOOD __________
HUMAN RESOURCE UTILIZATION - STRENGTHS & WEAKNESSES
Missing Poor OK GOOD __________
LEADERSHIP - APPROACH
Missing Poor OK GOOD __________
LEADERSHIP - DEPLOYMENT
Missing Poor OK GOOD __________
LEADERSHIP - RESULTS
Missing Poor OK GOOD __________
LEADERSHIP - STRENGTHS & WEAKNESSES
Missing Poor OK GOOD __________
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index