Title page
Course number and name
Project name
Your name
Date
Table of Contents
Introduction
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Background
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Importance and basic conceptsThe role of leadership
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A strategic issue
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Management as a role model
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New metricsTools and strategies
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Customers come first
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Quality oriented designs
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Metrics
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Quality measurement
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Kaizen and Six SigmaQuality Tactics in Logistics
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Internal tools
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External tools for vendors
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Supply chain functionsConclusion
Outline
Introduction – XXXX first XXXXXXX XXXX introduce the readers XX XXX concept XX XXXXXXX XXXXXXX. XXXX XXX help XX XXX key XXXXXXXX XXXX “XXX Sigma” XXX the work of Edward Deming, XXX XXXXXX built on XXXXXXX XXXXXXX and XXXXXXXXXX XXXX demonstrate its strong theoretical background XXX XXXX XXX XXXXXXXXX importance.The role XX leadership – Theory XXXXXX XXXXX its reliability XXXXXXX XXXXXXXX. XXXX leaders are XXX XXXX XXXX XXX demonstrate this statement. XXXXXXX should XXXX have XXXXX performance measured.XXXXX XXX XXXXXXXXXX- XXXXXXX XXXXXXX was developed with XXX XXXXXXXX holding a XXXXXXX role. XXXX XXXXXX, XXXXXXXX, and the process XXXXXX XXX XXX XXXXXXXX first. XXXXXX XXX XXXXX XXX XXX models XXXX XXX shape the behavior of a XXXXXXX, towards a quality oriented XXXXXXXX.Quality XXXXXXX in XXXXXXXXX- The XXXXXX XXX the XXXXXXX XXXXXXX does XXX end XXXX XXX XXXXXXX XXXXXX the company. XXXXXXX XXXXXXX is expanding its role on XXX XXXX path XXX product XX going XXXXXXX for reaching XXX final XXXXXXXX.Conclusion – XXXXX is always more XX learn XXX find out XXXXX XXXX topic.
XXXXXXXXXXXX
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XXXXXXXXXX
XX XXX XXX or XXXXXXX, XXX XXXXXXXX of quality XXXXXXX and quality management XXXXX XXXX before the XXXXXXXXXX Revolution or our XXXXXX XXX. In every workshop, XXX skilled workers used to supervise and check the XXXX of XXX XXXXXXXXXXX. XXXX XXXX production emerged, factories and XXXXXXXXX XXXXXX XXX a XXX XXXX XXXX XXXXXXXX waste XXX provide a constant quality XXXXX.In terms of XXXXXXXXX XXXXXXX XXXXXXXXXX, companies are adopting XXXXXXXX XXXXXXXXXX that will help XXXX XXXX in business XX a long XXXX. XXXXX of all, quality XXXXXXXX companies XXX putting XXX XXXXXXXX first. XX a XXXX XXXXXX, XXXXXX any XXXXXXX or service can XX substituted XXXX a XXXXX XX alternatives. Meeting customer XXXXXXXXXXXX XX a XXXX. Also, companies should XXXXXXX a continuous XXXXXXXXXXX process (Paraschivescu, XXXXXXXXX, 2014). XXXXXXX, a XXXXXXXXXX XXXXXXXXXXX process will require XXXXXX XXXXXXXXXXXXX and partnership. Improvement XX XXXXX XX feedback for changing and fresh XXXXX XXX XXXXXXXXXX. It’s important XX take notice that strategic XXXXXXX XXXXXXXXXX XXXXXX XX each of XXXXX components XX work and XXXXX XXX XXXX others XXXX can be XXXXX, XXXXXXXXX XX the XXXXXXXX XXXXXXXX XX XXXX XXXXXXXXXXXX.
1.XXXXXXXXXXX and XXXXX XXXXXXXX
The Deming principles and the XXX Sigma XXXXXXX XXXX XXXXX XXXX XXX XXXX. The next XXXXXXXX XX XXXX paper XXXX XXXXXXX XXX XXXXXXXX in a XXXXXXXX XXXXXX.The XXXXXXXXXX XXXXXXXXX by XXXXXX XXXXXX inspired XXX global XXXXXXXX to reach new XXXXXX XX quality with XXXXXX costs (XXXXXXX, XXXXX, XXXX). XXX PDCA XXXXXXX (XXXX, XX, Control, XXX) improved XXX XXXXXXXXXXX XX XXXXXX opened the XXXXXXXXXXXX XXX a XXXXXXXXXX XXXXXXXXXXX. XXX Deming principles state that organizations should XXXXXX dependent on inspection XX XXXXXXX XXXXXXX (XXXXXXX, Davis, XXXX). This XXX XXX be XXXX XXXXX XXX XXXX inspection XXX inflict unproductive XXXXX. XXX Sigma is another popular concept. XX XX a XXXXXXXX XXXXXX XXX XXX XX the XXXXX hand, it XXX XXXXXX too much XXXXXXXXXXX XXX delay the XXXXXXXXXXX.
The role of XXXXXXXXXX
X senior XXXXXX is a source of inspiration and motivation XXX XXX XXXXX XXXXXXXXXXXX or for XXX whole XXXXXX he/she XX XXXXXXXXXXXX. XX XXXXXX be considered that the reverse XX also valid. Strong XXXXXXXXXXXXX XXXX XXXXXX XXXXXXX commitments XXXX to reach XXX XXX objectives due XX senior leaders XXXX XXXX leadership XXXXXX (XXXXXXXXX.XXX) X XXXXXX XXXXXXX XXX have XX XXXX as XX XXXX XXXXXXXXXX on XXX organization (XXXXXXX, XXXX). X strong XXXXXX manager XXXXXX have authority over XXXXXXXXXXXX. The XXXXXXXXX XX not just the formal XXX XXXXXXXX XX XXX XXX XXXXXXXX XXX the informal XXX XXXXXX through hard work and a XXXXXX XXXXXXXXXXXX XXXXXXX (Drenman, 2012). From a XXX perspective, a senior leader will hold XXX XXXXX XX example XXX also stand as a cheerleader XXX his XXXXXXXXXX. XXXXXXX XXXXXX XXXXX XXXXX, XXX XXXXXXXXXXXX may XXX XXX the XXXXXXXXXX of the (XXX) TQM approach. They XXX XXXXXX consider it a dream or vision and XXX a true XXXXXXXX XXX commitment. XXXXXX XXX middle managers XXXXXX be XXX XXXXX to understand XXX XXXXXXXX of XXXXX metrics in measuring XXX XXXXXXXXXXXXX XXXXXXXXXXX with their XXXXXXXXXXXX. XXX XXXXXXX will XXXX the organizations XXXXXXXX its current XXXXXXXX XX XXX XXXXXX, XXX XXXXXXX trend or evolution, XXXXXXXX XXXXX XXXXXXXXX affecting XXX XXXXXXXXXXX and its XXXXXXXX in reaching XXX performance goals (XXXXXXX). The metrics XXXXXX XXXXXX XXXX XXX objectives and from the XXXX XXXXXXXXX available in the industry. XXX XXXXXXX, if XXX XXXXXXX XXXXX XX improve customer satisfaction as a part of its XXX TQM strategy, XXX metric should focus XX XXXXXXXXX XXXXXXXX XXXXXXX XXX opinions. A XXXX XXX XX see how these theoretical concepts work is XX exploring a case XXXXX. Such case study is about XXX Chalmers Ford Dealership from XXX Rancho, New Mexico. This XXXXXXXXXXXX XXX the latest XXXXXXXX XXXXXXXXXXX Excellence XXXXX. As the XXXX official XXXXX granted for organizations acting XX a role XXXXX in XXXXX industry XXXX XXXXXXX XXX quality standards, XXXX program XX a great XXXXXX XX good examples.XXX Senior XXXXXXXXXX team from XXX Chalmers Ford Dealership XX XXXXXXXXX any new employee, XXXXXXX XXXX integrate XXXXXX in XXX organization and XXXXXX to its XXXXXX XXX objectives (National XXXXXXXXX of Standard and XXXXXXXXXX, XXXX). XXXX, XXX XXXXXXX XXXXXXXXXXX a XXX XX performance XXXXXXX XXXX are updated XXXX month. XXXX, XXX XXXXXX XXXXXXXXXX XX XXXXXXXX XXXXXXXX in XXXXXXX the XXXXXXX XXXXX XX: “Real Value, XXXX People, XXXX Simple,”.
XXXXX XXX strategies
XXX XXXX way to contrast XXX compare XXX XXXX XXXXXXX XXX XXXXXXXXX XXXXXXX management tactics XX XX XXXXXXXXX XXXX in a comparative table. Before analyzing XXX date, the concept XX “effective quality management XXXXXXX” requires a XXXXXXXXXX XXXXXXXXXX. “Effective XXXXXXX XXXXXXXXXX tactics” XXX have XXXXXXX XXXXXXXXXXXXXXX XXX XX a consequence, XXXX XXXXXXXXXXX. XXX of them XXXXXX XXXX effective quality XXXXXXXXXX tactics XXX XXXX of XXX XXXXXXX, tied up in one single XXXX term strategy (Asif, Ahmad. 2013). These actions are XXXXXXXXXX XXXXXXXXXXX, statistical quality control, XXXXXXXX satisfaction management, process XXXXXXXXXXX XXXXXXXXXX, individual learning, XXX new product development methods.
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XXXXXXXXXXXX customer XXXXXXXXXXXX orXXXXXXXX XXXXXXXXXXXX XXXXXXXXXX and XXXXXXXXXX learning
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Designing quality orXXXXXXX improvement XXXXXXXXXX XXXX XXX product development XXXXXXX
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XXXXXXXX metrics orXXXXXXXXXX XXXXXXXXXXX and XXXXXXXXXXX XXXXXXX control
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XXXXXXXXXX
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XXXXXXX XXXXXXXX satisfaction in XXX center of XXXXX action XXX decision. High levels of customer satisfaction XXXX XXXXXXX positive XXXXXXXX XXX the entire organization. XXXX XXXXXXXXXXX, it will trigger the next set XX tools:XXXXXXXXX XXXXXXX orXXXXXXX improvement XXXXXXXXXX plus new XXXXXXX XXXXXXXXXXX XXXXXXX (Luo, XXXXXXX, XXXX),
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XXXXXXXXXX any XXXXXXX issues XX XXXXXX XXXX fixing XXXX
(Singer, XXXXXX, XXXX). Designing quality orprocess XXXXXXXXXXX XXXXXXXXXX XXXX new product XXXXXXXXXXX methods XXXXX that XXX company XXXX XXXX a XXXXXXXX preoccupation for making XXXXXX XXXXXX.
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XXX previous XXXXXXXXXX XXXXXXX XXXX XXXXXXXXXXX XXXXX XXX XXXXXXXXXXXXX XXXXX XXXXXX and their XXXXX-XXXXXX XXXXXXXXXXXX. The XXXXXXX are XXX XXXXX used for XXXX. XXX XXXXXXX XXX XX: XXXXXXXXX, financial, XXXXXXXXXXX, XXXXXXXXXXXX XXX so XX.
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Risks
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XXX XXXX resources redirect to the XXXXXXXXX effort, XXXXXXXX the ones XXXXXXXXX for XXXXXXXX XXX XXXXXXXXXXX.
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New designs and XXXXXXXXXXXX XXX perform XXXXX XXXX XXX previous XXXXXXXXXX.
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Metrics XXX fall XXXXX in XXXXXXXXXX XXX XXXX situation.
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XXXXX value
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XXXXX customers will buy more and XXXXX new customers, increasing XXX XXXXXXX resources for XXXXXXX XXX improving XXX XXXXXXX levels.
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XXXXXX XXXXXXX will XXXXXX production costs or XXXXXXX the XXXXXXXX with XXX same XXXXXXXXX on hand.
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Good metrics will XXXXXXX the management with valuable XXXXXXXXXXX.
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XXXXXXX-proofing Kaizen Six XXXXX
XXX XXXXXXX-XXXXXXXX is a XXX XX actions XXX XX ensure a lean production XXXX XXXXXXX defects and with a minimum output XX faulty XXXXXXXX. XXXX approach fits with XXX XXXX XXXXXXXXXX philosophy (XXXXXX, XXXXXXXXX, 2011). Mistake-XXXXXXXX requires that during the production cycle, XXX products and raw materials will pass a XXXX XXX XX quality controls. These intermediate quality controls XXX there XX minimize XXX XXXXX XXXXXXXX to fix them and XXX detecting XXX XXXXX XXXXXX XXXXXXXX XXX XXXXXXXXXXXX channel. XXX mistake-XXXXXXXX XXXXXXX XXXX the best in a Kaizen Six Sigma XXXXXXXX. Each one is a XXXXXXXX element. Kaizen is the XXXX XX a XXXXXXXXXX cycle made XX seven steps XXXX XXXX the XXXXXXX XXXXXXX effort XXXXX XXXXXXX. Kaizen XXXXXXXX XXX XXXXXXX of XXX XXXXXXXX, XXXXX cost, XXXXX XXXXXXXXXX, safety levels XXX even XXXXX XXXX-sales management.Six XXXXX XX a XXXXXXX based XX five XXXXXXXXXX and XXX goal XX manufacturing top XXXXXXX XXXXX. XXX components are: XXXXXX, measure, analyze, XXXXXXX and control (XXXXXXXXX, Linderman, XXXXXXX, Choo, 2008). This XXXXXXX XXXXXX XXX XXX elements XXXXXXXX in the table XXXXX, XXXXXXX XXX XXXXXXX in XXXXXXXXX XXX XXXXXXX XXXXXXXX XXXXX XXXXXXXX new XXXX using XXX XXXX approach. By XXXXXXX all these elements in one place (Mistake-XXXXXXXX, XXXXXX, and Six XXXXX), XX XXX a XXXXXXXXXXXX providing top XXXXXXX goods XX a XXXXXXXXXXX cost while keeping a XXXXXXX level XX XXXXX and faulty XXXXXXXX. All XXXXX contribute XX reaching a XXX XXXXX XX XXXXXXXX XXXXXXXXXXXX.
References:
Asif, M., de XXXXX, X. J., & XXXXX, N. (2013). XXXXXXXXX XXXXXXXX XXXXXXX quality XXXXXXXXXX. XXXXX Quality Management & Business Excellence, XX(X/6), XXX-XXX. XXX:10.1080/XXXXXXXX.2013.XXXXXX
XXXXXXX, X, XXXX, XXXXXXXXXXXX Company Culture. XXXXXXX your XXXXXXX from XXXXX you XXX now XX where you XXXX XX be. Berkshire. McGraw-Hill XXXXXXXXXXXXX; ISBN 9780077076603
XXXXXX, S., XXXXXXXXX, S. R., &XXX; Murugesh, R. (XXXX). Integration XX lean six-sigma with XXX 9001:2008 XXXXXXXX. XXXXXXXXXXXXX XXXXXXX of Lean Six XXXXX, X(4), 309-331. XXX:http://XX.XXX.org.ezproxy.XXXXXXX.edu/XX.XXXX/20401461111189416
Goetsch, D. X., &XXX; Davis, S. B. (2014). XXXXXXX management for XXXXXXXXXXXXXX XXXXXXXXXX. XXXXXX. ISBN XXXXXXXXXXXXX
Paraschivescu, A. X., & XXXXXXXXX, X. M. (XXXX). Strategic XXXXXXX XXXXXXXXXX. XXXXXXX XXXXXXXXXXXXXXXXXXX Cognition, XX(1), 19.
Luo, X., &XXX; XXXXXXX, C. (2007). Neglected outcomes XX customer satisfaction. Journal of Marketing, XX(X), XXX-XXX. XXX:10.XXXX/XXXX.XX.X.XXX
XXXX XXXXX Editorial Team, Leadership XXXXXX, XXXXXXXXX on XXXXXXX XX, XXXX, XXXX XXXXXXXXX.XXX/XXXXX/XXXXXXX/newLDR_84.htm
XXXX Award XXXXXXXXX, XXXXX XXXXXXXX, retrieved XXXX XXXX.XXX/XXXXXXXX/XXX-XXXXXXXX-ford
XXXXXX, M., & XXXXXX, X. (XXXX). XX XXXXXXXXXX XX better than cure, why XX XXXXX XX the XXXXXXXX? Total Quality Management &XXX; XXXXXXXX XXXXXXXXXX, XX(9), 905-XXX. XXX:XX.1080/14783360903181578
XXXXXXXXX, X. G., XXXXXXXXX, X., Liedtke, X., &XXX; Choo, X. S. (2008). Six XXXXX: Definition and underlying XXXXXX. Journal of XXXXXXXXXX Management, XX(4), 536-XXX. doi:10.1016/X.XXX.XXXX.06.007