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 XXX XXXXXXX to XXX concept of quality control. With the help of XXX XXX XXXXXXXX XXXX “Six XXXXX” and the work of Edward XXXXXX, XXX XXXXXX XXXXX XX XXXXXXX XXXXXXX and XXXXXXXXXX XXXX demonstrate its strong theoretical XXXXXXXXXX and XXXX XXX XXXXXXXXX importance.XXX role of XXXXXXXXXX – XXXXXX cannot XXXXX XXX reliability without practice. True leaders XXX XXX XXXX XXXX can XXXXXXXXXXX XXXX XXXXXXXXX. XXXXXXX XXXXXX also have their XXXXXXXXXXX measured.Tools XXX strategies- XXXXXXX control was XXXXXXXXX XXXX XXX customer holding a central XXXX. XXXX XXXXXX, XXXXXXXX, XXX the process should XXX XXX customer XXXXX. Kaizer XXX Sigma XXX two models XXXX XXX XXXXX the XXXXXXXX of a XXXXXXX, towards a XXXXXXX XXXXXXXX approach.XXXXXXX XXXXXXX in XXXXXXXXX- XXX XXXXXX XXX XXX maximum XXXXXXX does XXX XXX when XXX XXXXXXX XXXXXX XXX XXXXXXX. XXXXXXX control is expanding XXX XXXX XX XXX full XXXX XXX product is XXXXX XXXXXXX for reaching XXX XXXXX customer.Conclusion – XXXXX is always XXXX to XXXXX and find out about XXXX XXXXX.
Introduction
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XXXXXXXXXX
In XXX XXX or XXXXXXX, the concepts XX XXXXXXX control XXX quality management XXXXX long XXXXXX the Industrial Revolution or XXX XXXXXX era. XX every workshop, the skilled workers used to supervise and check the XXXX XX XXX apprentices. When mass production emerged, factories and XXXXXXXXX XXXXXX XXX a way XXXX XXXX XXXXXXXX waste and XXXXXXX a constant quality XXXXX.XX XXXXX of XXXXXXXXX Quality Management, companies XXX adopting specific directions that will help them XXXX in business on a XXXX term. First XX XXX, XXXXXXX XXXXXXXX companies are putting XXX customer first. XX a free market, almost any XXXXXXX or service can be XXXXXXXXXXX with a XXXXX XX alternatives. Meeting XXXXXXXX XXXXXXXXXXXX is a must. XXXX, companies should undergo a continuous improvement XXXXXXX (XXXXXXXXXXXXX, Caprioara, XXXX). XXXXXXX, a XXXXXXXXXX improvement process will require people participation and XXXXXXXXXXX. Improvement XX based XX XXXXXXXX XXX XXXXXXXX XXX XXXXX XXXXX for XXXXXXXXXX. XX’s important XX take notice XXXX strategic XXXXXXX XXXXXXXXXX XXXXXX XX each of XXXXX XXXXXXXXXX to work XXX XXXXX are many XXXXXX XXXX XXX be added, depending XX the business XXXXXXXX of each organization.
X.2Importance and XXXXX XXXXXXXX
The XXXXXX XXXXXXXXXX and the XXX XXXXX concept XXXX XXXXX pros XXX cons. XXX XXXX XXXXXXXX of this paper will XXXXXXX XXX XXXXXXXX in a detailed manner.The XXXXXXXXXX XXXXXXXXX by Edward XXXXXX XXXXXXXX XXX XXXXXX XXXXXXXX to reach new levels XX XXXXXXX XXXX XXXXXX XXXXX (Goetsch, XXXXX, XXXX). XXX XXXX XXXXXXX (Plan, XX, XXXXXXX, XXX) XXXXXXXX XXX XXXXXXXXXXX XX XXXXXX XXXXXX XXX XXXXXXXXXXXX XXX a XXXXXXXXXX improvement. The XXXXXX XXXXXXXXXX XXXXX that organizations XXXXXX XXXXXX dependent XX inspection to achieve quality (XXXXXXX, XXXXX, XXXX). XXXX XXX XXX XX true XXXXX XXX XXXX XXXXXXXXXX can inflict XXXXXXXXXXXX costs. XXX XXXXX XX XXXXXXX XXXXXXX concept. It is a customer XXXXXX XXX but XX XXX XXXXX hand, it can XXXXXX too XXXX XXXXXXXXXXX and delay XXX innovations.
XXX XXXX XX XXXXXXXXXX
X XXXXXX XXXXXX XX a source XX inspiration XXX motivation XXX the XXXXX XXXXXXXXXXXX or XXX the XXXXX XXXXXX he/she XX coordinating. XX should be XXXXXXXXXX XXXX the reverse XX also valid. XXXXXX XXXXXXXXXXXXX XXXX XXXXXX quality commitments fail XX XXXXX XXX set objectives due to senior XXXXXXX XXXX poor XXXXXXXXXX skills (Mindtools.XXX) A senior manager XXX have XX much XX XX XXXX influences on the organization (Drenman, 2012). A XXXXXX XXXXXX XXXXXXX XXXXXX have XXXXXXXXX over XXXXXXXXXXXX. The XXXXXXXXX is XXX just XXX XXXXXX XXX XXXXXXXX XX XXX XXX position XXX the XXXXXXXX one XXXXXX XXXXXXX XXXX XXXX and a XXXXXX XXXXXXXXXXXX conduit (XXXXXXX, XXXX). XXXX a XXX perspective, a senior leader XXXX hold the XXXXX of XXXXXXX XXX XXXX stand as a cheerleader for XXX XXXXXXXXXX. XXXXXXX XXXXXX these XXXXX, the subordinates XXX not see the XXXXXXXXXX XX XXX (new) TQM XXXXXXXX. They XXX XXXXXX consider it a dream or vision and XXX a true XXXXXXXX XXX XXXXXXXXXX. XXXXXX and middle XXXXXXXX XXXXXX XX the XXXXX XX XXXXXXXXXX XXX XXXXXXXX XX XXXXX metrics in XXXXXXXXX and communicating XXXXXXXXXXX XXXX their XXXXXXXXXXXX. The metrics will XXXX the organizations realizes XXX XXXXXXX XXXXXXXX on the XXXXXX, its XXXXXXX trend or evolution, possible wrong XXXXXXXXX affecting the performance XXX XXX accuracy in reaching XXX XXXXXXXXXXX goals (XXXXXXX). XXX XXXXXXX XXXXXX XXXXXX XXXX XXX XXXXXXXXXX and from XXX XXXX practices XXXXXXXXX in the industry. For example, XX XXX XXXXXXX wants to XXXXXXX customer XXXXXXXXXXXX as a part XX XXX XXX TQM strategy, the metric should focus XX XXXXXXXXX customer ratings and XXXXXXXX. X XXXX way XX see how these XXXXXXXXXXX XXXXXXXX XXXX is XX XXXXXXXXX a case XXXXX. Such case XXXXX is XXXXX Don XXXXXXXX XXXX Dealership XXXX Rio Rancho, New XXXXXX. XXXX XXXXXXXXXXXX XXX the XXXXXX XXXXXXXX XXXXXXXXXXX Excellence XXXXX. As XXX XXXX official award granted XXX organizations acting XX a role XXXXX in their industry XXXX XXXXXXX new quality XXXXXXXXX, this XXXXXXX XX a great XXXXXX XX XXXX examples.The XXXXXX XXXXXXXXXX XXXX XXXX XXX Chalmers XXXX XXXXXXXXXX XX mentoring any new XXXXXXXX, XXXXXXX XXXX integrate faster in XXX organization XXX XXXXXX to XXX XXXXXX and XXXXXXXXXX (XXXXXXXX Institute XX Standard XXX XXXXXXXXXX, XXXX). XXXX, XXX company implemented a set of performance metrics that XXX updated each XXXXX. XXXX, XXX senior leadership is strongly XXXXXXXX in XXXXXXX XXX XXXXXXX XXXXX XX: “Real XXXXX, XXXX XXXXXX, XXXX XXXXXX,”.
Tools XXX XXXXXXXXXX
The best XXX to contrast XXX XXXXXXX the XXXX XXXXXXX and effective XXXXXXX XXXXXXXXXX XXXXXXX XX by XXXXXXXXX XXXX in a XXXXXXXXXXX table. Before analyzing XXX date, XXX concept of “XXXXXXXXX quality management tactics” XXXXXXXX a simplified XXXXXXXXXX. “XXXXXXXXX quality XXXXXXXXXX tactics” can XXXX various XXXXXXXXXXXXXXX and as a XXXXXXXXXXX, many definitions. XXX XX them states XXXX XXXXXXXXX XXXXXXX management tactics XXX made of six XXXXXXX, tied up in XXX XXXXXX XXXX XXXX XXXXXXXX (XXXX, XXXXX. XXXX). XXXXX XXXXXXX XXX continuous improvement, statistical XXXXXXX control, XXXXXXXX satisfaction XXXXXXXXXX, process XXXXXXXXXXX XXXXXXXXXX, individual learning, XXX XXX XXXXXXX development methods.
x
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XXXXXXXXXXXX customer XXXXXXXXXXXX orcustomer satisfaction XXXXXXXXXX XXX XXXXXXXXXX learning
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XXXXXXXXX XXXXXXX orprocess improvement techniques plus XXX XXXXXXX XXXXXXXXXXX XXXXXXX
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XXXXXXXX XXXXXXX orXXXXXXXXXX improvement XXX statistical quality control
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XXXXXXXXXX
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Putting XXXXXXXX satisfaction in the center XX every XXXXXX and XXXXXXXX. High levels XX XXXXXXXX satisfaction XXXX trigger positive XXXXXXXX XXX the XXXXXX XXXXXXXXXXXX. XXXX importantly, it XXXX XXXXXXX XXX next XXX of XXXXX:XXXXXXXXX quality orXXXXXXX XXXXXXXXXXX XXXXXXXXXX XXXX XXX product development XXXXXXX (Luo, Homburg, 2007),
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Preventing XXX XXXXXXX XXXXXX is XXXXXX than fixing XXXX
(Singer, XXXXXX, 2009). Designing XXXXXXX orXXXXXXX XXXXXXXXXXX XXXXXXXXXX XXXX new XXXXXXX development methods means that the XXXXXXX will XXXX a XXXXXXXX preoccupation for making XXXXXX XXXXXX.
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The previous components XXXXXXX some XXXXXXXXXXX XXXXX XXX XXXXXXXXXXXXX XXXXX impact XXX their cause-XXXXXX relationship. XXX XXXXXXX are the XXXXX XXXX XXX XXXX. XXX XXXXXXX XXX XX: technical, XXXXXXXXX, XXXXXXXXXXX, mathematical XXX so XX.
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XXXXX
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Too XXXX resources XXXXXXXX XX the marketing XXXXXX, XXXXXXXX XXX ones available XXX XXXXXXXX XXX development.
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New XXXXXXX and XXXXXXXXXXXX XXX XXXXXXX XXXXX XXXX XXX XXXXXXXX XXXXXXXXXX.
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Metrics can fall short in predicting the XXXX XXXXXXXXX.
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Added value
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XXXXX customers XXXX XXX XXXX XXX XXXXX XXX customers, increasing XXX XXXXXXX resources XXX keeping XXX improving its XXXXXXX levels.
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Better designs XXXX reduce production costs or XXXXXXX XXX products XXXX the same resources on XXXX.
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Good XXXXXXX will provide the management with valuable information.
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XXXXXXX-proofing Kaizen Six Sigma
The mistake-proofing XX a XXX XX XXXXXXX set XX ensure a lean production with XXXXXXX XXXXXXX and with a XXXXXXX output XX faulty products. XXXX XXXXXXXX fits with the XXXX XXXXXXXXXX philosophy (XXXXXX, XXXXXXXXX, XXXX). XXXXXXX-XXXXXXXX requires XXXX XXXXXX XXX production cycle, the products and XXX XXXXXXXXX will XXXX a long XXX of quality controls. XXXXX intermediate XXXXXXX XXXXXXXX XXX XXXXX to minimize XXX costs XXXXXXXX to fix them XXX for XXXXXXXXX XXX XXXXX XXXXXX XXXXXXXX XXX XXXXXXXXXXXX channel. XXX XXXXXXX-XXXXXXXX XXXXXXX work the XXXX in a XXXXXX XXX XXXXX approach. Each one XX a separate element. Kaizen is XXX name of a XXXXXXXXXX cycle XXXX XX seven steps that keep the quality XXXXXXX effort under XXXXXXX. Kaizen XXXXXXXX the XXXXXXX of XXX products, their XXXX, their management, safety XXXXXX and even XXXXX post-sales XXXXXXXXXX.XXX Sigma XX a XXXXXXX XXXXX on five XXXXXXXXXX and XXX XXXX of manufacturing top XXXXXXX goods. The components XXX: XXXXXX, measure, analyze, improve XXX control (Schroeder, XXXXXXXXX, Liedtke, XXXX, XXXX). This XXXXXXX covers XXX XXX elements XXXXXXXX in the table XXXXX, XXXXXXX XXX company in XXXXXXXXX XXX XXXXXXX products while XXXXXXXX XXX ones using XXX same XXXXXXXX. XX XXXXXXX all XXXXX elements in XXX XXXXX (Mistake-XXXXXXXX, Kaizen, XXX Six Sigma), we XXX a XXXXXXXXXXXX XXXXXXXXX XXX quality goods XX a XXXXXXXXXXX XXXX XXXXX XXXXXXX a XXXXXXX XXXXX XX waste and XXXXXX XXXXXXXX. All XXXXX contribute on XXXXXXXX a XXX level XX XXXXXXXX satisfaction.
XXXXXXX XXXXXXX in XXXXXXXXX
XXXXX XXX two XXXXX components that XXXX to be XXXXXXXXXX XXXX XXXXXXXXX XXX Quality Tactics in Logistics. Teamwork is XXX first XXXXXXXXX XXX a XXXXX XXXXXXXXXX XX XXX success XXX TQM approach XXXX XXXX (Berliner, 2016). X XXX XX XXXXXX from all the hierarchic XXXXX XX a XXXXXXX are involved in XXX XXXXXXXXXX process. Starting XXXX XXX truck XXXXXX, XXX garage supervisor, the dispatcher and even the XXXXXXXX personnel and XX to XXX XXXXXX XXX XXX managers, XXXXXXXX can influence the XXXXXXXX process. XXXXXXX teamwork, it XXXXX XX XXXXXX XXXXXXXXXX XX coordinate so XXXX XXXXXX and make them do the XXXXX thing XX the XXXXX moment. The XXXXX XXXXXXXXX is XXXXXXXXXXX. XXX XXXXXXXXXX process XXXXXX on many XXXXXXXXXXX XXXXXXXXX. The XXXXXXXXXXX XXXXXXXXX are XXXXX XX XXXXX XXX XXXXXXXXXXXX has no control XX XXX (Kerin, XXXXXXX, XXXX). The logistical process XX XXXXXXXXXX XX XXXXXXX aspects XXXXXXXXX XX the XXXXX XXXXXXXX, XXX XXXXXXXX XXXX XXXX XX move XXX the XXXXXXXX XX the markets XXX products XXX made for. The independent variables could XX the XXXXXXX XXXXXXXXXX, XXX traffic, XXXXXXXX XXXXXXXXXXX, XXXXXX and political events XXX so on. Since XXX XXXXXXXXXXXX cannot XXXXX anticipate or XXXXXX these XXXXXXXXX, XXXXXXXXXXX XX a quality tactic XXXX XXXX help (Yu, XXXXXXX, XXXX, XXXX). XXXXXXXXXXX XXXX help the organization XXXXXXX XXXXXXXXXXX to these XXXXXXXXX. The XXX idea is XX keep XXX XXXXXXXX XXXXXXX XXXXXXXXXX flexible enough so that managers XXX adapt them to the XXXXXXX situation XXX XXXXX enough to XXXX XXX standards XXXX.
In the real business XXXXXXXXXXX, the logistical XXXXXXX XXXX depends on XXX vendors. The XXXXXXX cannot be XXXXXXXX XXXXXXXXXX by XXX XXXXXXXXXXXX but XXXX XXX still XX part XX the XXX strategy XXX XXXXXXX. One XXX to do XXXX XX by engaging XXXX XXXXXXX inspections in the supply chain XXX XX the vendors (XXXXXX, 2016). XXX XXXXXXX XXXXXXXXXXX can XXXX XXXXX in every step XX XXX logistical process. The XXXXXXX of this in-transit or on-the-XXXX XXXXXXX inspection XX XX XXXXXX XXX handling costs for the XXXXXXX goods XXXXX XXXXXXXXXX them by XXX means to reach the XXXXX customer. XX practice, XXXXX quality controls can be achieved XX XXX XXXXXX's warehouse, during XXX XXXXXXXXXX cycle at XXX XX XXX XXXXXXX XXXXXXXXXX the goods, during XXXXXXXXX or even XX XXX XXXXXXX XXXXX (shops, XXXXXXXXXXXX). XXXXX XXXXXXX inspection XXXXX XXXXX XX XXXXXXXX quality features. For XXXXXXX, a XXXXXX XXXXXXXXXXXX could XXXXXXX XXX XXXXXXX XX the XXXX XXXXXX XXX XXXXX product will XX XXXXXX in. XXXXXX transport, XXX distributor XXX XXXXX XX the XXXXXXX XXX handling XXXXXXXXXXXX are XXXXXXXXX.
XXXXXXXXXX:
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