(May 2012)

Master of Business Administration - MBA Semester 4

Operations Management Specialization
OM 0016 Quality Management (4 credits)
(Book ID: B1341)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1.a. What do you understand by Quality as strategy? Explain.
Answer : Quality as a Business Strategy
QBS is a leadership framework and set of activities to help your organization
prepare to
effectively participate in system transformation and continuous quality
improvement.

Why QBS?
QBS is a framework for leadership. Therefore, it is appropriate for any
organization
because it:
provides methods to reach the goals of your organization whatever your
mandate;
can be sustained over the long term;

balances an internal and external focus a benefit t to both clients and staff;

is compatible over different businesses within the organization;

remains useful despite changes in political or social forces, because it is

attuned
to context; and,

 can be understood and practiced by all members of the organization. Everyone

understands through this leadership framework their role and their
contribution to improvement.

Whats our role?

HQC is facilitating the QBS learning process for the Saskatchewan health care
system.
HQC Leadership Coaches are consultants to teams, who will nurture and sustain
a
relationship with participating organizations for the life of the QBS collaborative
learning series. Once enrolled, you will be assigned a leadership coach.
Your organization is accountable for learning the methods, using the tools, trying
the
approaches and having the daffy cult conversations that make up QBS. These
efforts,
together, will lead to improvements in your organization, and in the system as a
whole

The learning model

Learning about QBS takes the form of a series of workshops and action periods
between
workshops. At each workshop, we will focus on a part of the Five Activities for
Leaders.
Workshops consist of guest speakers from health care organizations who have
achieved
transformative results in health outcomes, presentations from QBS teams about
their
activities and insights, small group work and revel action, and time to share
ideas and
commitments with all teams.

Action periods involve exploring the tools and activities within your organization,

planning as a team what additional learning/exploration is required, and revel

acting on
insights as a team and as individual leaders. It is highly recommended that QBS
teams
engage their HQC Leadership Coach to assist them during the action periods.

How was QBS developed?

W.E. Deming believed that an organization should operate as a system that is

designed to meet the present and future needs of its stakeholderswho Deming
describes as thecustomers.The organization Deming envisionedthat can
continuously match customer needs and wants with service deliveryrequires a
new style of management, as well as new philosophies, knowledge, and
methods. Deming taught his philosophy and approach to leading for continuous
improvement in aeries of executive workshops in Japan in the 1950s and in the
US in the 1980s with the help of 5 men who came together to create Associates
for Process Improvement (API).In 1985, Associates in Process Improvement
began developing the QBS framework to help organizations incorporate
Demings philosophy and concepts into their management practices.
The QBS framework is not simply installed or implemented in an organization, as
you would a new computer system. QBS involves learning to see how every
system imperfectly designed to get the results it gets, and taking actions to
redesign the system to perfectly achieve better results for the customers it
serves.

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b. Describe the structure of ISO 9000 standards

Q2. Describe DMAIC (Define, Measure, Analyse, Improve and Control)
principle of Six
Sigma methodology

Q3.a. Why do think management responsibility is an essential

requirement of QMS?

b. List the advantages of quality planning

Q4. Explain the two types of quality

Q5. Explain the methods of estimating reliability
Q6. What is the relevance of Cost and Schedule Information in an
organisation?

(May 2012)
Master of Business Administration - MBA Semester 4
Operations Management Specialization
OM 0016 Quality Management (4 credits)
(Book ID: B1341)
ASSIGNMENT- Set 2
Marks 60
Note: Each Question carries 10 marks
Q1.a. List the five principles are essential to a successful quality audit
program.
Answer : The principle behind Quality Audit

The principles of Quality Audit, in the sense we mean it here, are based on the
style of quality standards used in several formal national and international
standards such as the ISO-900x international quality standards. These standards
do not in themselves create quality. The logic is as follows.

Every organisation should define comprehensive procedures by which their

products or services can be delivered consistently to the desired level of quality.
As was discussed in the section on Quality Management, maximum quality is
rarely the desired objective since it can cost too much and take too long. The
average product or service provides a sensible compromise between quality and
cost. There is also a legitimate market for products that are low cost and low
quality.

Standards authorities do not seek to make that business judgement and enforce
it upon businesses, except where certain minimum standards must be met (egg
all cars must have seat belts that meet minimum safety standards, but there is
no attempt to define how elegant or comfortable they are).

The principle is that each organisation should create thorough, controlled

procedures for each of its processes. Those procedures should deliver the quality
that is sought. The Quality Audit, therefore, only needs to ensure that procedures
have been defined, controlled, communicated and used. Processes will be put in
place to deal with corrective actions when deviations occur. This principle can be
applied to continuous business process operations or recurring project work. It

would not be normal to establish a set of quality controlled procedures for a oneoff situation since the emphasis is consistency.

This principle may be applied whether or not the organisation seeks to establish
or maintain an externally recognised quality certification such as ISO-900x. To
achieve a certification, the procedures will be subjected to internal and external
scrutiny.

Preparing for Quality Audit

Thorough procedures need to be defined, controlled, communicated and used.

Thorough

Procedures should cover all aspects of work where conformity and

standards are required to achieved desired quality levels. For example,
one might decide to control formal program testing, but leave the
preliminary testing of a prototype to the programmer's discretion.

Procedures

Any recurring aspect of work could merit regulation. The style and depth
of the description will vary according to needs and preferences, provided
it is sufficiently clear to be followed.

Defined

A major tenet is that the defined procedures are good and will lead to the
desired levels of quality. Considerable thought, consultation and trailing
should be applied in order to define appropriate procedures. Procedures
will often also require defined forms or software tools.

Controlled

As with any good quality management, the procedures should be

properly controlled in terms of accessibility, version control, update
authorities etc.

Communicated

All participants need to know about the defined procedures - that they
exist, where to find them, what they cover. Quality reviewers are likely to
check that team members understand about the procedures.

Used

The defined procedures should be followed. Checks will be made to

ensure this is the case. A corrective action procedure will be applied to
deal with shortcomings. Typically the corrective action would either be to
learn the lesson for next time, or to re-work the item if it is sufficiently
important.

There is no reason why these Quality Audit techniques should conflict with the
project's Quality Management processes. Where project work is recurring, the
aim should be for the Quality Methods and other procedures to be defined once
for both purposes.

Problems may occur where the current project has significant differences from
earlier ones. Quality standards may have been set in stone as part of a quality
certification. In extreme situations this can lead to wholly inappropriate
procedures being forced upon the team, for example, using traditional structured
analysis and design in a waterfall style approach for what would be handled best
using iterative prototyping. The Project Manager may need to re-negotiate
quality standards with the organisation's Quality Manager.

Operating Quality Audit

A Quality Audit approach affects the entire work lifecycle:

Pre-defined standards will impact the way the project is planned

Quality requirements for specific work packages and deliverables will be
identified in advance
Specific procedures will be followed at all stages
Quality Methods must be defined and followed
Completed work and deliverables should be reviewed for compliance.

This should be seen as an underlying framework and set of rules to apply in the
project's Quality Management processes.

Quality Audit reviews

Although the impact of Quality Audit will be across all parts of the lifecycle,
specific Quality Audit activities tend to be applied as retrospective reviews that
the Project Team correctly followed its defined procedures. Such reviews are
most likely to be applied at phase end and project completion. Of course, the
major drawback of such a review is that it is normally too late to affect the
outcome of the work. The emphasis is often on learning lessons and fixing
administrative items. In many ways, the purpose of the review is to encourage
conformity by the threat of a subsequent bad experience with the quality police.

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b. List the five key drivers for developing quality culture

Q2. What is quality function deployment? List the four phases that are
involved in Quality Functional Development
Q3. Classify the three main criterion of self-control in manufacturing
and service sectors

Q4. Describe the various types of benchmarking

Q6. Expla
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in the seven basic tools of statistical process control in quality control