BUSD 2027 Quality Management Assignment Sample
Here’s the best sample of BUSD 2027 Quality Management Assignment, written by the expert.
Analysis Of The Iso 9001:2015 Standards Along With Various Models Of TQM
Elements and characteristics of ISO 9001:2015
ISO 9001:2015 is a certification that is provided for any product or service produced by any specific company, so, as to give the credentials to the product or service provided as per the quality mentioned in the certification. This certification is provided to any product or service which abides by the required quality management systems as per the government regulations and policies (Abuhav, 2017). This allows the organization to have better customer satisfaction and builds up their reputation in front of the market. The ISO 9001:2015 standard of quality management is structured around some major quality management principles like the traits of leadership, involvement, and coordination of the people, existing bond with the customers, a process which has been approached, focus on the customer and many more.
Relating the multi-point philosophies with the ISO 9001:2015 standard
W. Edwards Deming’s 14 points of management
The 14-point management proposed by Deming has a number of elements that can be directly related to the ISO 9001:2015 standards. The first element talked about in this management is leadership which plays a vital role in the planning phase of an operation. The second element that has been talked about is regarding employee involvement with the notion of working together to be competitive in nature and have a better overall profit (Chiarini, 2017). The third element in the management is the combination of two elements of the ISO 9001:2015 standard. The two elements of ISO 9001:2015, that have been merged are improvement and performance evaluation. This prospect allows the management rules of Deming’s to constantly try and serve better quality of the products and services to the customers. Another element of the philosophy is to have a continuous program of self-evaluation and self-education. This will ensure a better-quality management system because the employees will be able to have a better understanding of the operations that are being taken place.
Joseph M. Juran’s 10-point plan
The management idea that has been put in front by Juran has been highlighting different prospects of quality in quality management is to have a fit to use product or service, the quality should be such that it provides customer satisfaction and is free from all sort of deficiencies. Juran has developed a three-step plan for quality management. The first one is quality planning which is related to the process of quality planning, identify potential customers and identify the requirements and needs of the customers identified (Chiarini, 2017). The second step is quality control which deals with the evaluation of the operations and compares the desired operation quality and the practical operation quality. The third step is a quality improvement that is related to the need to modify the existing products and services by having better overall infrastructure and hence, achieve better customer satisfaction. The 10-point plan established by Juran has been entirely focusing on all the prospects that will establish a better-quality management system. The first point is to have a better opportunity for improvement which is rightly explained as one of the major elements of the ISO 9001:2015 standard. Employee involvement comes with a better recognition and appraisal process and hence, a better training process has to be carried out (Fonseca & Domingues, 2017). The next important thing is to have a better process and program for quality improvement which will allow the company to have better customer satisfaction.
Armand Feigenbaum’s 19 steps
According to Feigenbaum’s principle of the quality management system, there are three steps involved namely, quality leadership, quality technology, and organizational commitment. Organizational leadership will allow the company to have a better planning process so that the entire set of operations can be planned according to a strict schedule. Quality technology is important to ensure that the products and services are developed by the best possible technical tools and knowledge. Organizational commitment is a very broad aspect of the management principle (Fonseca & Domingues, 2018). This is because the type of commitment put forward by the organization will ultimately ensure the need to modify the products and services as per the requirements and needs of the potential customers which have been already decided in the first step of quality leadership. The 19-steps model plan developed entirely focuses on the operations or measures that can be taken for better overall quality. The element of this model that has been widely discussed is the processes of continuous improvement. Continuous improvement will ensure better customer satisfaction and a better transformation of costs into profit (Chiarini, 2017). Leadership is the next element that has highlighted in order to have a better-quality management system. The need to evaluate the operations at a regular interval by the managers and team leaders will again provide aid to the overall quality management system.
Crosby’s 14 steps of quality management
Crosby’s 14 steps for a better system of quality management, has entirely focused on all the elements of the ISO 9001:2015 standards. The first element of the 14 steps model talks about the leadership prospects of the managers and team leaders for developing a better plan. It is here, that, the measures to identify the quality problems have to be carried out (Fonseca & Domingues, 2018). The need to have a better-quality system allows Crosby to have better employee involvement and appraisal programs for them. Continuous improvement can only be made if the employees are trained in all the aspects of operations and allow them to innovate the existing operations of the organization.
Kaoru Ishikawa’s 11 points of quality management
Ishikawa was the person who coined the term of company-wide quality control. Ishikawa has developed 7 technical tools for the upkeep of quality in the products and services of any specific organization. These tools are designed by Ishikawa to have a better understanding of all the prospects of quality management which is done well in advance of the operations (Bravi, Murmura & Santos, 2019). These technical tools are in the form of flowcharts, algorithms, Pareto charts, control charts, histograms, Scatter diagrams and check sheets. As per the model developed by Ishikawa, there are a few fundamental prospects and these are the price of the products as decided by the managers, delivery of the products with better standards and the safety of the products and services from the customer’s point of view. The 11 points as per the model are highlighting the need to have a quality management system. This model highlights the need to innovate and have a better improvement in the products (Anttila & Jussila, 2017). The other element is regarding the continuous evaluation of the operations which has been one of the major elements of the ISO 9001:2015 standards. This will ensure that all the root causes of the problems within a defined product or service are eliminated.
Genichi Taguchi’s method
The most important aspects of the Taguchi model are regarding the need and standards of quality, functions based on the operations of the products and the need to have a robust design. The model of the experiment includes the various step as per the ISO 9001:2015 standards. The first one is to select the process in the planning phase and it greatly gets influenced by the leadership qualities (Almeida, Pradhan & Muniz Jr, 2018). The second one is the need to identify the risks which reflect the principles of continuous evaluation. The third one is regarding the need to have a continuous improvement within the operations.
References:
Abuhav, I. (2017). ISO 9001: 2015-A complete guide to quality management systems. CRC Press.
Almeida, D., Pradhan, N., & Muniz Jr, J. (2018). Assessment of ISO 9001: 2015 implementation factors based on AHP. International Journal of Quality & Reliability Management.
Anttila, J., & Jussila, K. (2017). ISO 9001: 2015–a questionable reform. What should the implementing organisations understand and do?. Total Quality Management & Business Excellence, 28(9-10), 1090-1105.
Bravi, L., Murmura, F., & Santos, G. (2019). The ISO 9001: 2015 quality management system standard: companies’ drivers, benefits and barriers to its implementation. Quality Innovation Prosperity, 23(2), 64-82.
Chiarini, A. (2017). Risk-based thinking according to ISO 9001: 2015 standard and the risk sources European manufacturing SMEs intend to manage. The TQM Journal.
Fonseca, L. M., & Domingues, J. P. (2018). Empirical research of the ISO 9001: 2015 transition process in Portugal: Motivations, benefits, and success factors. Quality Innovation Prosperity, 22(2), 16-46.
Fonseca, L., & Domingues, J. P. (2017). ISO 9001: 2015 edition-management, quality and value. International Journal of Quality Research, 1(11), 149-158.
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