MGMT 651 ASSIGNMENTS

MGMT 651

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Conduct a literature review for the following items using the textbook, the Internet, a journal article, or other sources. Write a brief description of each and record the source of the information in the current APA format.

• Basic philosophies of Deming, Juran, and Crosby
• Briefly compare Six-Sigma methodology, ISO 9000, and Lean manufacturing
• Fishbone diagram
• House of quality
• Needs analysis
• FMEA
• SERVQUAL
• Decision tree or decision table

Discussion

In the discussion part of this activity, address the following:

• It is suggested that you post your initial response by mid-week of the module week. Copy and paste the brief descriptions of each of the required items in this activity in your posting. Include the location of the information (website, book, article, etc).
• Review other postings and reply to at least two posts by the end of the module week.

 

 

CLASSMATES POSTS:

POST 1:

RICHARD ASHBROOK

Basic philosophies of Deming, Juran, and Crosby Deming was an experienced statistician who says that management must concentrate on setting following by improving the systems continuously in which the human resources worked. Deming insisted that when working with other employees the managers are important because a better feedback will be obtained from the employees who do the work correctly. Unlike the scientific management approach which involves the managers to set job methods and standards, Deming also insisted the need for training employees in the statistical process and work analysis methods. He believed that it gave the ability to the workforce to denote how and where there is a change in the needs (Edwards, 1982). Juran worked at the Hawthorne Electricity Plant in Chicago in the 1920s visiting Japan in the early 1850s and his teaching is based loosely on the Pareto principle. Juran suggested that typically 95% of the problems of quality at work are the result of system where the employees work inside the environment. So there is a small way to resolve the results by asking to develop the motivation of an employee. His advice was for the managers to specify all major quality problems, highlighting the major problems and if it is worked out will give many advantages and starts the projects to deal with the employees. Juran believes that any person who is influenced by the product is specified as a customer by establishing the idea of external and internal customers (Joseph, 1988) Crosby an engineer is known for accessing the concept of Zero Defects which was produced at a company he once worked for. Eventually Crosby became the Corporate Vice President of the ITT Corporation and the Director of Quality. Crosby’s mantra was ‘Quality is Free’. Further that it is not an issue of degree. He emphasizes that the management must note the quality by tracking the non conformance cost and cost of wrong things continually. Crosby denoted that the major point is the requirement of conformance (Crosby, 1980). Briefly compare Six-Sigma methodology, ISO 9000, and Lean manufacturing Though each of these methodologies was originally viewed as distinct from the others, businesses are now coming to see that there are valuable synergies between them. Many service organizations, for example, have already begun to blend the higher quality of Six Sigma with the efficiency of Lean into “Lean Six Sigma.” The comparison of Lean Six Sigma to ISO9000 standards and the exploration of how the two can be blended for maximum effect start with a review of both disciplines (isixsigma.com). ISO9000 is a series of international standards that identify the minimum activities that a company must have in place in order to control quality. An ISO9000 Quality Management System is a framework that includes systematic methods, documented processes and defined responsibilities (isixsigma.com). Lean and Six Sigma is the combination of two tool kits around process improvement that are essential to success in a company. Lean deals with improving the speed of a process by reducing waste and eliminating non-value added steps. Six Sigma improves performance by focusing on those aspects of a process that are critical to quality from the customer perspective and eliminating variation in that process (isixsigma.com). Fishbone diagram A cause and effect diagram, often called a “fishbone” diagram, can help in brainstorming to identify possible causes of a problem and in sorting ideas into useful categories. A fishbone diagram is a visual way to look at cause and effect. It is a more structured approach than some other tools available for brainstorming causes of a problem. The problem or effect is displayed at the head or mouth of the fish. Possible contributing causes are listed on the smaller “bones” under various cause categories. A fishbone diagram can be helpful in identifying possible causes for a problem that might not otherwise be considered by directing the team to look at the categories and think of alternative causes. Include team members who have personal knowledge of the processes and systems involved in the problem or event to be investigated (cms.gov).House of quality A matrix that helps a product design team translates customer requirements into operating and engineering goals. The first step in building the house of quality is to develop a list of customer requirements for the project. These requirements should be ranked in order of importance. Customers are then asked to compare the company’s product to the competition. Next a set of technical characteristics of the product id developed (Jacobs & Chase, page 50, 2014). Needs analysis An in-house trainer or a consultant performs a needs analysis to collect and document information concerning any of the following three issues (dirjournal.com): 1. Performance problems2. Anticipated introduction of new system, task or technology3. A desire by the organization to benefit from a perceived Failure mode and effect analysis (FMEA) This is a structured approach to identify, estimate, prioritize, and evaluate risk of possible failures at each stage of a process. It begins with identifying each element, assembly, or part of the process and listing the potential failure modes, potential causes, and effects of each failure (Jacobs & Chase, page 303, 2014). SERQUAL Service quality is a major influence on customer satisfaction as customers buy products or services and on whether they continue to do so. As a result, accurate and reliable instruments that assess service quality are of interest to companies whose revenues come in whole or part from service delivery. Currently the most popular and ubiquitous service quality instrument is SERVQUAL. SERVQUAL is based on the proposition that service quality can be measured as the gap between the service that customers expect and the performance they perceive to have received. Respondents rate their expectations of service from an excellent organization, and then rate the performance they perceive they received from a specific organization (inform.nu). Decision tree or decision table Using decision trees to evaluate capacity alternatives is a convenient way to lay out the steps of a capacity problem. The tree format helps not only in understanding the problem but also in finding a solution. A decision tree is a schematic model of the sequence of steps in a problem and the conditions and consequences of each step (Jacobs & Chase, page 116, 2014). In solving decision tree problems, we work from the end of the tree backward to the start of the tree. As we work back, we calculate the expected values at each step. In calculating the expected value, the time value of money is important if the planning horizon is long (Jacobs & Chase, page 116, 2014). Once the calculations are made, we prune the tree by eliminating from each decision point all branches except the one with the highest payoff. This process continues to the first decision point, and the decision problem id thereby solved (Jacobs & Chase, page 116, 2014).References http://www.projectguru.in/publications/quality-principles-of-deming-juran-and-crosby/http://www.isixsigma.com/community/awards-and-standards/comparing-and-blending- iso9000-and-lean-six-sigma/https://www.cms.gov/Medicare/Provider-Enrollment-and- Certification/QAPI/downloads/FishboneRevised.pdfJacobs, F. R. & Chase, R. B. (2014). Operations and supply chain management (14th ed.). New York, NY: McGraw Hill.opportunityhttp://www.dirjournal.com/guides/how-to-conduct-a-training-needs-analysis/http://inform.nu/Articles/Vol12/ISJv12p017-035Landrum232.pdf Manage Discussion Entry

• Go To Topic

0 3

Basic philosophies of Deming, Juran, and Crosby
Deming was an experienced statistician who says that management must concentrate on setting following by improving the systems continuously in which the human resources worked. Deming insisted that when working with other employees the managers are important because a better feedback will be obtained from the employees who do the work correctly. Unlike the scientific management approach which involves the managers to set job methods and standards, Deming also insisted the need for training employees in the statistical process and work analysis methods. He believed that it gave the ability to the workforce to denote how and where there is a change in the needs (Edwards, 1982).
Juran worked at the Hawthorne Electricity Plant in Chicago in the 1920s visiting Japan in the early 1850s and his teaching is based loosely on the Pareto principle. Juran suggested that typically 95% of the problems of quality at work are the result of system where the employees work inside the environment. So there is a small way to resolve the results by asking to develop the motivation of an employee. His advice was for the managers to specify all major quality problems, highlighting the major problems and if it is worked out will give many advantages and starts the projects to deal with the employees. Juran believes that any person who is influenced by the product is specified as a customer by establishing the idea of external and internal customers (Joseph, 1988)
Crosby an engineer is known for accessing the concept of Zero Defects which was produced at a company he once worked for. Eventually Crosby became the Corporate Vice President of the ITT Corporation and the Director of Quality. Crosby’s mantra was ‘Quality is Free’. Further that it is not an issue of degree. He emphasizes that the management must note the quality by tracking the non conformance cost and cost of wrong things continually. Crosby denoted that the major point is the requirement of conformance (Crosby, 1980).

Briefly compare Six-Sigma methodology, ISO 9000, and Lean manufacturing
Though each of these methodologies was originally viewed as distinct from the others, businesses are now coming to see that there are valuable synergies between them. Many service organizations, for example, have already begun to blend the higher quality of Six Sigma with the efficiency of Lean into “Lean Six Sigma.” The comparison of Lean Six Sigma to ISO9000 standards and the exploration of how the two can be blended for maximum effect start with a review of both disciplines (isixsigma.com).
ISO9000 is a series of international standards that identify the minimum activities that a company must have in place in order to control quality. An ISO9000 Quality Management System is a framework that includes systematic methods, documented processes and defined responsibilities (isixsigma.com).
Lean and Six Sigma is the combination of two tool kits around process improvement that are essential to success in a company. Lean deals with improving the speed of a process by reducing waste and eliminating non-value added steps. Six Sigma improves performance by focusing on those aspects of a process that are critical to quality from the customer perspective and eliminating variation in that process (isixsigma.com).

Fishbone diagram
A cause and effect diagram, often called a “fishbone” diagram, can help in brainstorming to identify possible causes of a problem and in sorting ideas into useful categories. A fishbone diagram is a visual way to look at cause and effect. It is a more structured approach than some other tools available for brainstorming causes of a problem. The problem or effect is displayed at the head or mouth of the fish. Possible contributing causes are listed on the smaller “bones” under various cause categories. A fishbone diagram can be helpful in identifying possible causes for a problem that might not otherwise be considered by directing the team to look at the categories and think of alternative causes. Include team members who have personal knowledge of the processes and systems involved in the problem or event to be investigated (cms.gov).
House of quality
A matrix that helps a product design team translates customer requirements into operating and engineering goals.
The first step in building the house of quality is to develop a list of customer requirements for the project. These requirements should be ranked in order of importance. Customers are then asked to compare the company’s product to the competition. Next a set of technical characteristics of the product id developed (Jacobs & Chase, page 50, 2014).

Needs analysis
An in-house trainer or a consultant performs a needs analysis to collect and document information concerning any of the following three issues (dirjournal.com):
1. Performance problems
2. Anticipated introduction of new system, task or technology
3. A desire by the organization to benefit from a perceived
Failure mode and effect analysis (FMEA)
This is a structured approach to identify, estimate, prioritize, and evaluate risk of possible failures at each stage of a process. It begins with identifying each element, assembly, or part of the process and listing the potential failure modes, potential causes, and effects of each failure (Jacobs & Chase, page 303, 2014).

SERQUAL
Service quality is a major influence on customer satisfaction as customers buy products or services and on whether they continue to do so. As a result, accurate and reliable instruments that assess service quality are of interest to companies whose revenues come in whole or part from service delivery. Currently the most popular and ubiquitous service quality instrument is SERVQUAL.
SERVQUAL is based on the proposition that service quality can be measured as the gap between the service that customers expect and the performance they perceive to have received. Respondents rate their expectations of service from an excellent organization, and then rate the performance they perceive they received from a specific organization (inform.nu).

Decision tree or decision table
Using decision trees to evaluate capacity alternatives is a convenient way to lay out the steps of a capacity problem. The tree format helps not only in understanding the problem but also in finding a solution. A decision tree is a schematic model of the sequence of steps in a problem and the conditions and consequences of each step (Jacobs & Chase, page 116, 2014).
In solving decision tree problems, we work from the end of the tree backward to the start of the tree. As we work back, we calculate the expected values at each step. In calculating the expected value, the time value of money is important if the planning horizon is long (Jacobs & Chase, page 116, 2014).
Once the calculations are made, we prune the tree by eliminating from each decision point all branches except the one with the highest payoff. This process continues to the first decision point, and the decision problem id thereby solved (Jacobs & Chase, page 116, 2014).
References
http://www.projectguru.in/publications/quality-principles-of-deming-juran-and-crosby/
http://www.isixsigma.com/community/awards-and-standards/comparing-and-blending- iso9000-and-lean-six-sigma/
https://www.cms.gov/Medicare/Provider-Enrollment-and- Certification/QAPI/downloads/FishboneRevised.pdf
Jacobs, F. R. & Chase, R. B. (2014). Operations and supply chain management (14th ed.). New
York, NY: McGraw Hill.
opportunityhttp://www.dirjournal.com/guides/how-to-conduct-a-training-needs-analysis/http://inform.nu/Articles/Vol12/ISJv12p017-035Landrum232.pdf

 

POST 2:

ALAN BRYANT

Basic philosophies of Deming, Juran, and Crosby

Edwards Deming was one of the “Quality Gurus” who focused on uniformity and dependability to define quality (Jacobs & Chase, 2014). His basic approach was to control processes by reducing variability using statistical methods. Deming believed that workers are responsible for 10 to 20 percent of the quality problems while remaining 80 to 90 percent can be controlled by management's control (Pryor, 2015).

Joseph M. Juran proposed 10 steps to quality improvement using statistical process control (SPC) but cautioning that it could lead to a tool-driver approach (Jacobs & Chase, 2014). He is well known for the “Quality Trilogy” of quality planning, quality control, and quality improvement (Pryor, 2015). Planning provides operators with the ability to meet customers' needs; quality planning affords an organization to determine the features that meet customers' needs; and quality improvement seeks to improve performance above any previous level (Pryor, 2015).

Philip Crosby believed in a zero defects performance environment using quality improvement teams, prevention rather than inspection, and resting responsibility for quality on senior management (Jacobs & Chase, 2014). Crosby espoused the idea that although it costs money to create quality, it costs more money when quality is not achieved (Pryor, 2015). When a product is designed and created correct the first time, then quality is free.

Briefly compare Six-Sigma methodology, ISO 9000, and Lean manufacturing

Six Sigma: The aim of this quality process is reduce variation using statistical methods with a goal of defect rates less than 3.4 defects per million opportunities (National Institute of Standards and Technology, 2010). This disciplined process focuses on putting measurement systems in place to reduce variation and improve processes (Jacobs & Chase, 2014).

ISO 9000: The International Organization for Standardization (ISO) created a set of standards that companies use maintain an efficient quality conformance system (National Institute of Standards and Technology, 2010). The standards include the requirement for an effective quality system, calibrated measuring and testing equipment, and a detailed record-keeping system.

Lean: This is a series of tools and techniques that focus on eliminating all non-value-added activities and waste from manufacturing processes (National Institute of Standards and Technology, 2010). Lean can differ depending on application but is always focused on incremental and breakthrough improvement.

Fishbone diagram

This analytical tool is also referred to as a cause-and-effect diagram. Proper use of this quality instrument can show hypothesized relationships between possible causes and the identified problem (Jacobs & Chase, 2014). Jacobs and Chase suggest that these diagrams a great way to organize the first evaluation for a consulting problem (2014).

House of quality

The house of quality is “a matrix that helps a product design team translate customer requirements into operating and engineering goals” (Jacobs & Chase, 2014, p. 50). At first glance, this tool can seem daunting but provides a team the ability to focus on creating a product that satisfies customer requirements.

Needs analysis

This is an analytical technique to understand the marketability of a product or a service (Sun, 2015). While requirements analysis is focused on the component itself (perhaps the engine design of a car), needs analysis is concerned with the components directly used by the consumer (steering wheel, gas pedal placement, etc.)

FMEA

Failure modes and effects analysis (FMEA) is a step-by-step approach to identify all possible failures in a design, process, product or service (Tague, 2005). Failure modes refers to the ways something might fail while the effects analysis studies the consequences of those failures (Tague, 2005).

SERVQUAL

This model is used to do a gap analysis of an organizations’ service quality compared to the service quality needs of their customers (MBA Brief, 2015). Developed in 1988, it has been simplified and is now commonly called the RATER from the focus on five customer service areas of reliability, assurance, tangibles, empathy, and responsiveness (Manktelow, 2015).

Decision tree or decision table

Decision trees are a schematic model of the steps in a process (Jacobs & Chase, 2014). The branches of the tree help to understand the problem, determine the capacity of the studied system, and develop a solution.

References

Jacobs, F. R., & Chase, R. B. (2014). Operations and supply chain management (14th ed.). New York, NY: McGraw-Hill.

Manktelow, J. (2015). The RATER model - Strategy skills training from MindTools.com. Retrieved August 31, 2015, from http://www.mindtools.com/pages/article/rater.htm

MBA Brief. (2015). What is the SERVQUAL model? Retrieved August 31, 2015, from http://www.mbabrief.com/what_is_servqual_model.asp

National Institute of Standards and Technology (NIST). (2010, October 5). Lean, ISO, and Six Sigma. Retrieved from http://www.nist.gov/baldrige/lean_iso_sixsigma.cfm

Pryor, M. G. (2015). Quality gurus. Retrieved August 30, 2015, from http://www.referenceforbusiness.com/management/Pr-Sa/Quality-Gurus.html

Sun, L. (2015). 6 principles of needs analysis. Retrieved August 31, 2015, from http://www.businessdictionary.com/article/617/6-principles-of-needs-analysis/

Tague, N. R. (2005). The quality toolbox. Milwaukee, WI: ASQ Quality Press.

 

PS: YOUR RESPONSE TO MY CLASSMATES CAN BE POSTIVE OR NEGATIVE.

 

 

 

II) QUALITY TOOLS 

Construct EACH of the following in a single document. Each tool should mirror a process in your workplace (it does not have to be the same process for all these tools).

• Fishbone diagram (at least four potential causes)
• House of quality (at least three customer requirements)
• Needs analysis (at least four needs)
• FMEA (identify at least four potential failures)
• SERVQUAL (identify at least two items to measure in each dimension)
• Decision tree or decision table (at least three options)

Refer to the course textbook and at least one additional reference in your paper.

Format for Assignment:

1. Title Page
2. Write Questions and Answers
3. Reference Page (If needed/add citations for every reference)

Prior to submitting your assignment, please use the following naming convention for your file: Lastname_Module#_ActivityName.

Adhere to these Written Assignment Guidelineswhen preparing your paper.

Review the Individual Case Study Rubric that will be used to evaluate this activity.

 

 

III)

MGMT 651

I) GROUP PROJECT

This activity needs to be completed by the end of the module week.

Your team will prepare a rough draft of your group project paper (by this stage, your group should have a minimum of eight pages roughly drafted), following the guidelines in the Group Project Overview (PDF) document. Include Group Team Number and all team member names on the paper cover sheet. When completed, one person from the team will submit their paper using the Subject line "Group Team Number - Rough Draft #1."

1) GROUP # 3 POSTS:

POST 1 FROM ONE OF THE GROUP MEMBER:

From my understanding of the setting and some research I have done. I believe we will, be working the warehousing activities of a business (ordering, delivering from supplier, reception, processing, inventorying, shipment to customer, delivery, etc...), our customer would be the owner of the company that is looking on how to improve their operations. We could be a hired external firm or internal members of the organization that have been task to look at ways to improve the operation. That would be the basic setting and customer description. Now the devil is on the details, so once we have to start getting actual data and products we will need factual information. To get this we could ether use information that we have trough someone's actual work place that they can describe how their process work, use previous experience from a past job, or do research on a particular business and use their process as a base for our project. So to all let me know if these is a good start, or we need to go somewhere else with the effort?

POST 2 FROM ONE OF THE GROUP MEMBER:

All, from doing a look into the big retailers Wal-Mart and Target. it seems that Wal-Mart is having an issue controlling their inventory that is leading to a lot of lost revenue. Their problems appear to be proper staffing, warehousing procedures, and tracking inventory once it hits the store. We could use this as or main point for our work? What does every body think?

POST 3 FROM GROUP CAPTAIN IS THE RESPONSE FOR POST 1 AND 2 (BUT THE WORK WAS ALREADY COMPLETED LAST WEEK)

I like it! Lets roll with that. How does the breakdown below look to you all? You can email me your write ups by Saturday evening so I can put this all together Sunday. I can write a lot to hit our pages but the more information you all provide is always better. We can post any links on this chain as well to help people with information collection.

-Definition of your customer (ALEXMI)

-Definition of the problem (ALEXMI)

-Purpose of the project (JACOB)

-High level view of the project (ELEANOR)

-Create a simple flow chart to show the steps that your team will have to complete for the team project, and assign estimated times (HABIB)

POST 4 FROM GROUP CAPTAIN (IT'S THE FEEDBACK FROM LAST WEEK ASSIGNMENT AND FOR THE UPCOMING ROUGH DRAFT)

Hey group! I uploaded into the files section what I submitted. We hit the page minimum just barely. Due this week is the rough draft. This where the sections assigned earlier (and below) will come into play. Some feedback from the last module to help this submission: We need at least 8 pages, so everyone really needs to dig into the research and have at least 2 pages. Alexmi's article he submitted in the last discussion was really good, so elaboration off of that is whats most needed. Also, please read what your section is actually asking. We had some hiccups in the last submission where what I received, was not what the assignment asked for. Lastly, I know we are all busy with work and families, but I desperately need your submissions no later than Saturday. With this rough draft, I prefer them by Friday (references too!). I know that can be hard and I understand, but to make sure we submit good product, I need the time to compile each section to make sense. Please feel free to inbox me if there are any issues. Also feedback on what was submitted is always appreciated. That's the glory of group work, everyone has different ideas and improvements. Thanks all.

Section 1: Alexmi

Section 2: Jacob

Section 3: Eleanor

Section 4: Habib

 

SECTION 4: WHICH IS MY SECTION

1) Discuss how changes will be controlled.

2) Discuss the organization impact in detail (cost savings, cost avoidance, reduced time, reduced future headcount, etc).

3) Discuss how this could be tracked over a number of years to see the actual impact.

 

 

DIRECTIONS:

2) BASED ON THE DIRECTIONS GIVEN MY PART IS TO COVER SECTION FOUR, WHICH IS DUE ON FRIDAY EVENING AS MY GROUP CAPTAIN STATED. SO MY SECTION, WHICH SHOULD CONSISTS OF TWO PAGES WILL BE BASED ON WHAT MY GROUP MEMBER POSTED ON POST 2.

 

3) THE FIRST ATTACHMENT IS THE WRITTEN STANDARDS FOR ALL MY ASSIGNMENTS AND THE SECOND ATTACHMENT IS THE GROUP OVERVIEW, WHICH IS REQUIRED FOR YOU TO READ IT AS WELL TO HAVE A CLEAR UNDERSTANDING.

 

DAVID (THIS IS THE FEEDBACK I RECEIVED FROM LAST WEEK ASSIGNMENT WHICH WAS THE FLOWCHART FROM MY GROUP CAPTAIN)

Habib- You created a flow chart of the Wal-Mart supply process, when for this project it was supposed to be a flow chart of our steps as a group to complete the assignment with estimated times. See original message of this thread.