Quality is a dynamic state associated with products, services, people, processes,

and environment that meets or exceeds customer expectation.

Total Quality is an approach to doing business that attempts to maximize the
competitiveness of an organization through the continual improvement of the
quality of its products, services, people, processes, and environments.
Six Sigma is a management philosophy that emphasizes setting extremely high
objectives, collecting data, and analyzing results to a fine degree as a way to reduce
defects in products and services.
2 views of quality: Productivity vs. Quality, How is Quality Defined, How Quality is
Measured, How Quality is Achieved, Attitude toward Defects, Quality as a Function,
Responsibility for Quality, Supplier Relationship.
Strategic management is management that bases all actions, activities, and
decisions on what is most likely within an ethical framework to ensure successful
performance in the marketplace.
Competitive advantage is any aspect of the organization that contributes directly
and significantly to increase customer demand by achieving superior value
(superior quality, cost, and service) and is difficult for competitors to replicate.
Main components of strategic management: strategic planning (swot, vision,
mission, guiding principles, broad strategy objectives, action plan), strategic
execution (communication, capabilities, stimuli, administrative barriers, strategic
leadership, flexibility)
Ethics is about doing the right things within a moral framework.
Perspective of ethics and total quality:
a) Value: core of beliefs
b) Integrity: personal characteristics that combine honesty and dependability
c) Trust: interpersonal relationship
d) Responsibility: balanced approach for organizations to address economic, social
and environmental issues in a way that aims to benefit people, communities, and
society.
Quality culture is an organizational value system that results in an environment that
is conducive to the establishment of continual improvement in quality.
Partnering and strategic alliance: working together for mutual benefit to continuous
improvement.
Internal partnering and external partnering:
a) Suppliers: to create and maintain a loyal, trusting, reliable relationship that will
allow both partners to win, while promoting the continuous improvement of quality,

productivity, and competitiveness.

b) Customers: to ensure customer satisfaction which in turn is the best way to being
competitive.
c) Competitors: to acquire new education, technology, marketing, product
development.

Internal Partnering is creating an environment and establishing mechanisms within

it that bring managers and employees, teams, and individual employees together in
mutually supportive alliances that maximize the human resources of an
organization.
a) management-to-employees
a) team-to-team
a) employee-to-employee
Customer satisfaction is the state in which the products meet or exceeds the
expectation of customers.
Internal customer needs is ensuring that employees who depend on one another as
individuals, as well as departments that depend on each other as units,
communicate their needs to one another continually.
External customer needs: in which customer is identified clearly as a part of the
product. Six steps: Speculate about the results, Develop an information-gathering
plan, Gather information, Analyze the results, Check the validity of the conclusions,
Take action as indicated
Employee empowerment: engaging employees in the thinking processes of an
organization and giving employees ownership of the process and they are
responsible for the products or services generated by those processes.
The rationale for empowerment is that it represents the best way to bring the
creativity and initiative of the best employees to bear on improving the companys
competitiveness and it can be an outstanding motivator.