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SEM 4 – QM

May/ Summer 2012

Master of Business Administration – MBA Semester 4

QM0015 — ISO/QS 9000 Elements

(4 credits)

(Book ID: B1348)

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

 

Q1. Explain the eight quality management principles on which the quality standards of the ISO

9000 are based.

Answer  : The eight quality management principles are defined in ISO 9000, Quality management systems Fundamentals and vocabulary, and in ISO 9004, quality management systems guidelines for performance improvements.

This section provides you the standardised descriptions of the principles as they appear in ISO 9000, In addition, it provides examples of the benefits obtained from their use and of actions that managers typically take in applying the principles to improve their organisations’ performance.

  • Principle 1: Customer focus
  • Principle 2: Leadership
  • Principle 3: Involvement of people
  • Principle 4: Process approach
  • Principle 5: System approach to management
  • Principle 6: Continual improvement
  • Principle 7: Factual approach to decision making
  • Principle 8: Mutually beneficial supplier relationships

Principle 1: Customer Focus

Customers are the main focus point of all organisations and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.

Key benefits:

  • As result of flexible and rapid responses the organisations will increase revenue and market share.
  • Organisations can utilise their resources effectively to enhance customer satisfaction.
  • Improved customer loyalty leading to repeat business.

Application of this principle leads to:

  • Organisations to focus on customers primarily. Therefore they research, understand and communicate with customer to find out about their needs and expectations.
  • Measuring customer satisfaction and acting on the results.
  • Effective management of customer relationships.
  • Balanced approach to satisfy customers and other interested parties such as owners, employees, suppliers, financiers, local communities and society as a whole.

Principle 2: Leadership

Leaders establish unity in achieving organisation’s purpose. They are responsible for creating and maintaining the internal environment in which employees can become fully involved in achieving the organisation’s objectives.

Key benefits:

  • Employees can easily understand and be motivated towards the organisation’s goals and objectives.
  • Activities are created and managed in a unified way.
  • Minimised miscommunication between the various levels of an organisation.

Application of this principle leads to:

· Taking into consideration the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole.

  • Setting challenging goals and targets to ensure a clear vision of the organisation’s future.
  • Creating and sustaining shared values, fairness and following ethical role models at all levels of the organisation.
  • Providing a trusty environment and eliminating fear.

Principle 3: Involvement of People

People at all levels are valuable resources of an organisation and their full involvement enables their abilities to be used for the organisation’s benefit.

Key Benefits:

  • Inspired, committed and involved people within the organisation.
  • Innovative nature of employees in furthering the organisation’s objectives.
  • Employees are motivated to participate in and contribute to continual improvement and hence increase their own performance.

Application of this principle leads to:

  • More responsible employees who can accept the ownership of problems and can solve those.
  • An opportunity for employees to enhance their competence, knowledge and experience.
  • Sharing of knowledge and experience, openly discussing problems and issues.

Principle 4: Process Approach

Good results are achieved only when activities and related resources are managed as a process towards achieving the organisation goal.

Key benefits:

  • Effective usage of resources.
  • Improved, consistent and predictable results.
  • Focused and prioritised improvement opportunities.

Application of this principle leads to:

  • Systematic way of defining the activities necessary to obtain a desired result and clear responsibility and accountability for managing key activities.
  • Allocation of resources, methods, and materials that will improve key activities of the organisation.

Principle 5: System Approach to Management

If we manage interrelated processes as a system, it will contribute to the organisation’s effectiveness and efficiency in achieving objective.

Key benefits:

  • Integration and alignment of the processes that will inspire to achieve the desired results.
  • Steps up the confidence level of interested parties as it brings in consistency in the products, effectiveness in managing and the efficiency of the organisation.

Application of this principle leads to:

  • Structuring of system to achieve the organisation’s objectives in the most effective and efficient way and structuring of approaches that harmonise and integrate processes.
  • Continually evaluating and measuring the system against improvement.

Principle 6: Continual Improvement

Objective of every organisation is to continually improve the overall performance — this indeed would be the permanent objective

Key benefits:

  • Improved performance.
  • Distribution of improvement activities at all levels to an organisation’s strategic intent.

Application of this principle leads to:

  • Following a consistent organisation-wide approach to continual improvement of the organisation’s performance.
  • Establishing a set of goals to guide, and measures to track, continual improvement.

Principle 7: Factual Approach to Decision Making

Effective decisions can be taken with a proper analysis of data and information.

Key benefits:

  • Informed decisions.
  • More opportunities to demonstrate the effectiveness of past decisions through reference to factual records.
  • Increased opportunities to review, challenge and change opinions and decisions.

Application of this principle leads to:

  • Reliable, accurate data and information. This makes this data accessible to those who need it.
  • Analysing data and making decisions based on factual analysis, balanced with experience and intuition.

Principle 8: Mutually Beneficial Supplier Relationships

An organisation and its suppliers are interrelated and a mutually beneficial relationship enhances the ability of both to create value.

Key benefits:

  • Creating value for both parties.
  • Immediate responses to changing market or customer needs and expectations.

Application of this principle leads to:

  • Establishing balanced relationships between short-term and long-term considerations.
  • Establishing joint development and improvement activities.
  • Inspiring, motivating and recognising improvements and achievements by suppliers.

Organisations can apply quality management principles in many different ways. Implementation of these principles depends on the nature of the organisation and the specific challenges it faces. It is beneficial for organisations to set up quality management systems based on these principles.

 

Q2. What is QS 9000? Discuss the background of QS 9000.

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Q3. Write a note on ‘purchasing’ in QS 9000. Explain the importance of ‘purchasing’.

 

Q4. What is meant by ‘product identification’ with respect to QS 9000? Explain its importance.

Q5. Write a note on in-process inspection and testing.

 

 

Q6. Describe the importance of Quality manual.

 

 

May/ Summer 2012

Master of Business Administration – MBA Semester 4

QM0015 — ISO/QS 9000 Elements

(4 credits)

(Book ID: B1348)

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

 

 

 

Q1. Discuss the importance of handling of inventory.

Answer  : The organisation must make sure that the handling, storage and delivery of the product is done in an efficient manner. There must be a well documented procedure and methods of handling that prevents the damage and the deterioration of the product. In the case of software industry, handling refers to necessary action that the organisation must take to protect the software from unauthorised changes, software alterations and virus infections.

Handling of the products will take several forms. In some cases, there will be notices on the products that warn you of dangers. In other cases, you can provide containers and other equipments. The handling of the product requires excellent planning, control and a well documented system which should be followed for incoming, in-process and the final product. These methods are applicable not only during the delivery, but also when the product is being used. The methods of handling the product pave way to the correct selection of pallets, containers and vehicles. It also helps in preventing damage and deterioration due to quivering, deterioration and scrape. There are certain factors that the organisations need to address during the process of handling of the products. They are:

  • The vehicles (trucks) that are used should be properly maintained
  • The containers used should be suitable and durable
  • Appropriate user friendly tools should be used
  • Good Lifting tools have to employed
  • Required Pallets and Containers(for storage)
  • Conveyors and Stackers
  • Good Design characteristics enable efficient handling of the product
  • When materials are fragile or sensitive (for example electrostatic devices) appropriate handling methods have to be employed.
  • The employees have to be trained for handling sensitive devices, dangerous and fragile materials.

 

Q2. What is meant by contract review? Explain.

Q3. What is meant by documentation? What are the main objectives of documentation?

 

 

Q4. Write a note on ‘traceability’ and its importance.

Q5. How do you evaluate and deal with non-conforming products?

Q6. Explain the importance of training. What is training needs assessment? What are the activities

performed during and after training?

 

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May 2012

Master of Business Administration – MBA Semester 4

QM0016 — Managing Quality in the Organization

(4 credits)

(Book ID: B1349)

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

 

Q1. What is PDCA cycle? How do you implement PDCA cycle?

Answer  : PDCA is described as (plan-do-check-act). This is typically used in business process improvement and is an iterative four-step problem-solving process. This is also called as the Deming circle or plan-do-study-act.

Plan — In this phase the objective and processes that are necessary to deliver the results in accordance with the expected output is established. By creating the expected output to be the focus, it varies from other methods in that the completeness and accuracy of the specification is also part of the improvement.

Do — In this phase, implement the new processes. Often on a small scale if possible

Check — In this phase, the new processes are measured and the results are compared against the expected results to ascertain any differences.

Act — In this phase, the differences that determine the causes are analysed. Each will be part of either one or more of the P-D-C-A steps. Apply changes where improvement needs to be done is determined.

 

 

Q2. What do you mean by Strategic Quality Planning? Explain

Q3. Write a note on customer satisfaction. What is meant by Customer Relationship Management?

 

Q4. What are the major responsibilities of Senior Management?

 

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Q5. Describe the three leadership styles.

 

Q6. Explain the various theories of motivation.

 

 

 

 

May 2012

Master of Business Administration – MBA Semester 4

QM0016 — Managing Quality in the Organization

(4 credits)

(Book ID: B1349)

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

Q1. Differentiate between mission statement and vision statement.

Answer  : Mission statements

Mission statement is a formal, short written statement for the purpose of the current functioning of the company or an organisation. The actions of the organisation are guided by the mission statement. Mission statement should spell out the overall goal, provide a sense of direction and guide in decision making. Critical components that clarify each organisation’s purpose are common in case of all effective mission statements.

Mission statements often contain the following:

  • Purpose and aim of the organisation.
  • The organisation’s primary stakeholders: clients, stockholders, congregation etc.
  • Responsibilities of the organisation towards the stake holders.
  • Products and services offered.

As per Vern McGinis, a mission statement should satisfy the following points:

  • Define what the company is.
  • Define what the company aspires to be (Vision Statement).
  • Limit to execute some ventures.
  • Broad enough to allow for creative growth.
  • Distinguish the company from all others.
  • Serve as framework to evaluate current activities.
  • State clearly so that information is understood by all.

Vision statements

To convey clearly and concisely the direction of the organisation, vision statements are coined, to be inspiring words chosen by successful leaders. One can powerfully communicate their intentions and motivate the team or organisation to realise an attractive and inspiring common vision of the future by crafting a clear mission statement and vision statement.

Vision statement also defines the organisation’s purpose, but these statements do so in terms of the organisation’s values rather than bottom line measures (values are guiding beliefs about how things should be done). This statement defines the goal of the organisation for a specified time, and spell how the mission statements are executed as per plan. The purpose and the value of an organisation are both communicated by the vision statement. In case of employees, this gives a direction about how they are expected to behave and inspires them to give their best. When shared with customers and/or stake holders, it shapes customer/stake holder’s understanding of why they should be associated with this organisation.
A vision statement is sometimes called as a future’s picture of the company. The vision statement along with the mission statement helps in strategic planning. The vision statement may apply to an entire organisation or to a single division of the company.

Let us now understand the vision statement of the huge Tata group

From the year 2004, Tata Group has the following vision statement:

“We will spread our wings far beyond India, that we will become a global group, operating in many countries, an Indian business conglomerate that is at home in the world, carrying the same sense of trust that we do today”.

 

 

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Q2. Discuss the qualities of an effective leader. Explain any three leadership theories.

 

 

Q3. Write a note on the following: (a) DMAIC methodology and (b) Measurement system Analysis.

 

Q4. Explain the steps in decision making.

 

Q5. Explain the stages of team development. What are the various types of teams?

Q6. Describe the principles of business ethics. Explain the importance of Corporate social responsibility

 

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May 2012

Master of Business Administration – MBA Semester 4

QM0016 — Managing Quality in the Organization

(4 credits)

(Book ID: B1349)

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

 

Q1. What is PDCA cycle? How do you implement PDCA cycle?

Answer  : PDCA is described as (plan-do-check-act). This is typically used in business process improvement and is an iterative four-step problem-solving process. This is also called as the Deming circle or plan-do-study-act.

Plan — In this phase the objective and processes that are necessary to deliver the results in accordance with the expected output is established. By creating the expected output to be the focus, it varies from other methods in that the completeness and accuracy of the specification is also part of the improvement.

Do — In this phase, implement the new processes. Often on a small scale if possible

Check — In this phase, the new processes are measured and the results are compared against the expected results to ascertain any differences.

Act — In this phase, the differences that determine the causes are analysed. Each will be part of either one or more of the P-D-C-A steps. Apply changes where improvement needs to be done is determined.

 

 

Q2. What do you mean by Strategic Quality Planning? Explain

Q3. Write a note on customer satisfaction. What is meant by Customer Relationship Management?

 

Q4. What are the major responsibilities of Senior Management?

 

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Q5. Describe the three leadership styles.

 

Q6. Explain the various theories of motivation.

 

 

 

 

May 2012

Master of Business Administration – MBA Semester 4

QM0016 — Managing Quality in the Organization

(4 credits)

(Book ID: B1349)

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

Q1. Differentiate between mission statement and vision statement.

Answer  : Mission statements

Mission statement is a formal, short written statement for the purpose of the current functioning of the company or an organisation. The actions of the organisation are guided by the mission statement. Mission statement should spell out the overall goal, provide a sense of direction and guide in decision making. Critical components that clarify each organisation’s purpose are common in case of all effective mission statements.

Mission statements often contain the following:

  • Purpose and aim of the organisation.
  • The organisation’s primary stakeholders: clients, stockholders, congregation etc.
  • Responsibilities of the organisation towards the stake holders.
  • Products and services offered.

As per Vern McGinis, a mission statement should satisfy the following points:

  • Define what the company is.
  • Define what the company aspires to be (Vision Statement).
  • Limit to execute some ventures.
  • Broad enough to allow for creative growth.
  • Distinguish the company from all others.
  • Serve as framework to evaluate current activities.
  • State clearly so that information is understood by all.

Vision statements

To convey clearly and concisely the direction of the organisation, vision statements are coined, to be inspiring words chosen by successful leaders. One can powerfully communicate their intentions and motivate the team or organisation to realise an attractive and inspiring common vision of the future by crafting a clear mission statement and vision statement.

Vision statement also defines the organisation’s purpose, but these statements do so in terms of the organisation’s values rather than bottom line measures (values are guiding beliefs about how things should be done). This statement defines the goal of the organisation for a specified time, and spell how the mission statements are executed as per plan. The purpose and the value of an organisation are both communicated by the vision statement. In case of employees, this gives a direction about how they are expected to behave and inspires them to give their best. When shared with customers and/or stake holders, it shapes customer/stake holder’s understanding of why they should be associated with this organisation.
A vision statement is sometimes called as a future’s picture of the company. The vision statement along with the mission statement helps in strategic planning. The vision statement may apply to an entire organisation or to a single division of the company.

Let us now understand the vision statement of the huge Tata group

From the year 2004, Tata Group has the following vision statement:

“We will spread our wings far beyond India, that we will become a global group, operating in many countries, an Indian business conglomerate that is at home in the world, carrying the same sense of trust that we do today”.

 

 

Dear Students,

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message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

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Best Regards, Admin

smumbaassignment.com

 

 

Q2. Discuss the qualities of an effective leader. Explain any three leadership theories.

 

 

Q3. Write a note on the following: (a) DMAIC methodology and (b) Measurement system Analysis.

 

Q4. Explain the steps in decision making.

 

Q5. Explain the stages of team development. What are the various types of teams?

Q6. Describe the principles of business ethics. Explain the importance of Corporate social responsibility

 

Dear Students,

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May 2012

Master of Business Administration – MBA Semester 4

QM0017 — Quality Management System

(4 credits)

(Book ID: B1350)

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

 

 

1. What is meant by Quality Management System? What are its benefits?

Answer  : Quality Management System, in the simplest of terms, is defined as

“The process of Management of the Systems of an organization, with regard to its Quality related activities, for ‘meeting and enhancing customer satisfaction’ and also taking care of all other interested parties such as legislative and regulatory bodies, shareholders, suppliers, employees, etc.”

A Quality Management System (QMS) is required for any organization which desires to demonstrate its ability to consistently provide products that meet both customer needs and the applicable regulatory requirements. Quality Management System is a process that integrates the fundamental management techniques with the principles and methodologies of Total Strategic Quality (TSQ). This helps in developing and implementing successful business strategies throughout the organization.

Quality Management System is a complete and planned approach to organizational management. It seeks to improve the quality of various products and services through ongoing refinements in response to continuous feedback. The requirements of the Quality Management System are industry-specific and are defined individually by the respective organizations. It strictly adheres to the established standards, based on the ISO 9000 series.

Quality Management System Benefits

Managing for quality is the process of identifying and administering the activities that are essential to achieve the customer driven objectives of an organization. There are various benefits of implementing an ISO 9000 based Quality Management System.

Some of them are listed below:

  • It improves the quality of products and services to meet the needs of the customer.
  • It increases the productivity of manufacturing processes and commercial business.
  • It reduces manufacturing and service costs.
  • It determines and improves the marketability of products and services.
  • It reduces consumer prices of products and services.
  • It facilitates in outlining the current process, the requirements of the standard and then optimizes the process with input from the process users.
  • It assists in establishing operational baselines and enterprise configuration.
  • It motivates self assessment and maintains internal consistency.
  • It controls various processes and systems.
  • It establishes operational controls.
  • It ensures that all the internal operations are effective and efficient.
  • It ensures that product development and design changes are controlled.
  • It serves as a blueprint for efforts to improve the quality system of an organization.
  • It ensures that quality is constantly checked and measured.
  • It facilitates procedures that ensure that corrective actions are taken whenever defects occur.
  • It ensures that defects are fixed at an early stage of the project at a lower cost.
  • It assists the organization to retain or increase market share, increasing sales or revenues.

 

 

Q2. Write a brief note on ISO 9001:2008

 

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Q3. What is COPC 2000? What are the benefits of COPC 2000?

Q4. Explain the importance of ISO 27001.

 

Q5. Explain the importance, features and benefits of ISO 14001.

Q6. Explain the metrics used in TL 9000

 

 

May 2012

Master of Business Administration – MBA Semester 4

QM0017 — Quality Management System

(4 credits)

(Book ID: B1350)

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

 

 

1. Explain in brief the clauses of ISO/TS 16949.

Answer  : The ISO/TS16949 standard specifies eight different Clauses which have to be followed by the organization to meet the objectives and confirm customer requirements as follows.

Table 5.1: The eight clauses of ISO/TS 16979

 

The first four clauses i.e. Clause 0-Introduction to Clause 3-Terms and Definitions does not provide requirements to the Quality Management System (QMS). Instead they give a brief overview of the standard like the concepts and principles used in the standard (e.g. process approach; PDCA); guidance on the QMS scope; reference to related documents; and key terms and definitions used. The remaining five clauses i.e. Clause
4-Quality Management System to Clause 8-Measurement, Analysis and Improvement provide the quality management requirements that must be implemented by the QMS. Each major clause will contain its sub clauses as explained below:

Clause 4 — Quality management system

  • With addition to the conformance of customer requirements the organization must retain the responsibility of the outsourced processes [4.1.1]
  • The organization must have a process that performs a periodic review, distribution and implementation of all customer standards as per the customer requirement schedule [4.2.3.1]
  • The organization must maintain a record of customer requirements [4.2.4.1]

Clause 5 — Management responsibility

  • The top management should review the product realization on a periodic basis that must be documented [5.1.1]
  • The Top management must describe the quality objectives and measurements to be incorporated in the business plan and their use to set up a quality policy [5.4.1.1]
  • The Top management shall appoint ‘customer representatives’ with specific responsibility to guarantee conformity with customer requirements [5.5.2.1]

Clause 6 — Resource management

  • The management must choose a personnel with product design responsibility to achieve design requirements and skilled in application tools and techniques [6.2.2.1]
  • The organization must establish and sustain documented procedures for identifying training needs and achieving competency for all personnel performing activities that affect compliance to product requirement [6.2.2.2]
  • The organization must provide on-the-job training to the personnel affecting compliance to product requirements [6.2.2.3]

Clause 7 — Product realization

  • The organization must determine all customer specific requirements for designation, documentation etc [7.2.1.1]
  • The organization must have different approaches to prepare for product awareness [7.3.1.1]
  • The organization must identify, document, review and review the product design including customer requirements ,identification etc [7.3.2.1]
  • The organization must identify, document and review the manufacturing process design inputs like product design data, customer requirements if any, specific experience from previous developments [7.3.2.2]
  • Identify special characteristics such as product requirement and process parameters [7.3.2.3]
  • All system changes must be reflected in the control plan [7.5.1.1]

Clause 8 — Measurement, analysis and improvement

  • The appropriate statistical tools must be selected during quality planning and include it in the control plan [8.1.1]
  • The statistical concepts like variation, control must be understood and used in the organization [8.1.2]
  • Audit the quality management system to ensure conformity to the standard [8.2.2.1]
  • The organization must audit each manufacturing process to determine its effectiveness [8.2.2.2]
  • The organization must perform product audit at every stage of the production to confirm to all specified requirements [8.2.2.3]

 

2. Describe the different CMM levels.

3. Write a brief note on ISO 10002.

 

Q4. What is IT Service Management? Write a brief note on ISO 20000.

Q5. Describe the importance of OHSAS to manufacturing organization.

Q6. What is HACCP? Discuss the importance and benefits of ISO 22000.

 

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May 2012

Master of Business Administration – MBA Semester 4

QM0018 — Quality Development Methods

(4 credits)

(Book ID: B1351)

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

 

 

Q1. What are the various concepts and tasks that help you to build a strong partnership with suppliers?

Answer  : Supplier development is the process of working with certain suppliers/subcontractors on a one-to-one basis to improve their performance for the benefit of the buying organization.

Two most important functions of a supplier development program are:

  • Provides information on products, expected sales growth, etc.
  • Provides training on the application of cost effective implementation and quality tools.

Major organizations use a “hands-on” approach to improve their supplier’s manufacturing processes and administrative systems. They work side by side with their suppliers to improve quality, reduce cycle times, cut costs, and increase capacity.

The purchasing and supply management professionals of an organization must select the most appropriate approach that suits their relationship with the supplier that they have selected for development. There are different approaches to supplier development that are appropriate for different supply markets.

The supplier development process involves:

  • Embracing supplier expertise and aligning it appropriately to the buying organization’s business needs. The objectives of this may range from slight adjustments in staffing levels to very substantial issue such as appraisal and re-launch of an entire range of critical products.
  • Developing a supplier’s business such as helping the supplier to evaluate and redesign their corporate strategy. The purpose of this is to align the supplier closely and on a long-term basis with the buying organization in a strategic joint venture. There may be circumstances where it is more appropriate for the buying organization to align its corporate strategy to that of its supplier.
  • Changing the management and requiring visible commitment from both organization’s top management teams. It involves people with vision, imagination, and commitment to ensure the project is not damaged by a change in personnel.
  • Using value management methods like value analysis to reduce the cost of a product or service without diminishing the operational value. Other objectives include reducing time to market, improving environmental performance or improving quality. Value engineering is another aspect of value management used in supplier development program and it is similar to value analysis but it takes place before a new product is finalized.
  • Introducing ‘Reverse marketing’ approach where a buying organization encourages a supplier to enter a new market. This might, for instance, involve the supplier developing its operation or introducing a new range of products.

Both organizations must share a mutual understanding, appreciation, and desire to achieve the objectives of the supplier development project. It is also important to ensure that there is a smooth decision-making process and that those involved in the supplier development project from both organizations are empowered to make decisions.

 

 

 

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Q2. Explain the concept of “Value Engineering”. Mention some of the areas around Value

Engineering.

 

Q3. Describe the steps involved in innovation process in an organization.

 

Q4. Write a brief note on Qualitative research method.

Q5. What is meant by benchmarking? Mention the different types of benchmarking. What are the  barriers to successful  benchmarking?

 

 

 

Q6. Describe the two main pillars of Toyota Production system.

 

 

 

May 2012

Master of Business Administration – MBA Semester 4

QM0018 — Quality Development Methods

(4 credits)

(Book ID: B1351)

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

 

 

 

Q1. What is meant by performance analysis? Describe the “job performance needs” in an

organization.

Answer  : Performance analysis is an assessment of process, equipment, employee, or any other factor to gauge progress towards predetermined goals. It is guided and assessed by effectiveness, efficiency, and equity. Front-end performance analysis is one of the most important investments that the organizations should make to achieve maximum return on all other investments in human performance.

Performance analysis provides a fresh view and direction for the organization in a practical and systemic manner. A thorough performance analysis:

  • Identifies elements of effective management for performance under review.
  • Develops required training and non-training performance improvement programs.
  • Provides cost-effective ways for significant potential to improve performance.

The best use of performance analysis results in a consistent increase in performance-ramp up and productivity. It decreases the costs for developing and supporting desired performance.

Job Performance Needs

This is the second need in performance analysis. There is a slight difference between business needs and job performance needs. Business needs work on the future needs or visionary needs whereas job performance needs normally look at what is required right now. Business needs are future oriented whereas the job performance needs work towards the present needs.

Job performance mainly deals with job processes, environment, and actual performance versus need performance. It always links the person who is performing with the organization. This evaluation is further divided into three types:

  • People
  • Things
  • Data

On the basis of these three types, job performance analysis is done in a simpler way. To make sure that all the job performance needs have been completed, the analysis should focus on the process level to evaluate the performance (Behavior) of the employees of the organization.

After completion of the business and job performance needs, one must know the whole concept of the current and the future requirements. There are some tools used for this analysis which has been listed below:

  • Performance Gaps: The difference between the actual or present performance and optimal performance is gauged with a formula. Here the present behavior noted as (B) is subtracted from the standard that is desired (S) to measure the performance gap (G). The measurement, S-B=G needs to shortened in order to achieve objective. The formula can also be used to determine future standard also.
  • Analysis Information: The data gathered out of the four levels of evaluations are scrutinized for further decomposition into templates.
  • Jobs and Tasks: The five components describing Jobs are analyzed. This consist of a description of the person doing the job, the duties (which can include one or more tasks), task which is identified by a definite beginning and end, the elements(which contain 2 or more KSA) and the Knowledge, Skills and Attitudes (KSA)
  • Tasks: Task is an action that contributes a specified end result and accomplishes an objective. Whenever there is a new process or equipment, when job performance is below the standard, task or need analysis is performed. Here task frequency, task criticality, the difficulties in learning, the importance to train, task difficulty, overall task importance are all described
  • Analysis Templates: Through the use of analysis templates it helps to gain an understanding of the system, such as department or process analysis. These templates help analysts and developers a background to work upon.
  • Various Approaches to Needs Analysis: It combines different methods like People-data-things analysis, tabletop analysis, Cognitive task analysis, Hybrid methods, observing the expert analysis, functional analysis etc.

 

 

 

Q2. Describe Porter’s “Five forces model”.

 

 

 

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Q 3. Define Strategic Quality management? Explain the steps in strategic quality planning.

 

Q4. What is SWOT analysis? Illustrate with an example.

 

Q5. Discuss the concept of “Kaizen”. What are its key features?

 

 

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Q6. Explain the concept of “Six Sigma”. Who are the key players in Six sigma? How do you

calculate DPMO?

 

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