SCHOOL OF BUSINESS ADMINISTRATION AND ACCOUNTANCY

OPERATIONS MANAGEMENT
AND TOTAL QUALITY
MANMGT 2 MANAGEMENT

Prepared by: Maria

Veneranda Z. Campos,
MBE, MBA
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 TABLE OF CONTENTS

MODULE TITLE PAGE

Introduction of the Module 3
FIRST GRADING
1 UNIT1: Introduction 6
1.1 What is Operations Management 6
1.2 Manufacturing and Service Operation 7
2 1.3 The System Views of Operations Management 27
1.4 The Process Views of Organization’s 28
3 UNIT 2: Operations Strategy 31
2.1 Operation Strategy 31
2.2 Levels of Strategy 34
4 2.3 The Role of Operations in Strategy Development 37
2.4 Operations Competitive Priorities 38
MIDTERMS
5 UNIT 3: Product Design and Process Selection 43
3.1 Product Design 43
3.2 Methods of Improving Product Design 46
6 3.3 Process Selection 50
UNIT 4: Introduction to Quality 52
4.1 Introduction to Quality 52
4.2 History of Quality 53
7 4.3 Areas of Quality 56
UNIT 5: Quality Management System 59
5.1 Quality Management System 59
8 5.2Total Quality Management 64
FINALS
9 5.3 Frameworks and Methodologies 70
10 5.4 Standards 84
11 5.5 Excellence award 96
12 UNIT 6: Customer Focus 102
6.1 Customer Focus 102
13 6.2 Work Focus 105
14 6.3 Process Focus 108
Final Requirement (Operational Plan) 114
List of References 117
Appendix A: Format in Writing s Case Study Analysis 119
Appendix B: Format in Writing a Reflection Paper 120
Appendix C: Format in Writing a Research Work 121
Appendix D: Case Study Rubric 122

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 Appendix E: Reflection Paper Rubric 123
Appendix F: Research Work Rubric 124
Appendix G: Essay/Assignment Rubric 126
Appendix H: Collaborative Presentation Rubric 127
Appendix I: Oral Presentation Rubric 129
Appendix J: Peer Evaluation Rubric 130

INTRODUCTION OF THE MODULE

MANMGT 2: OPERATIONS MANAGEMENT AND TOTAL QUALITY MANAGEMENT
COURSE DESCRIPTION
This unit introduces the students with the basic concepts of the production and operation functions.
Among different functions in any organization, production and operation function is a vital function
which does the job of value addition to products / services respectively. It focuses on developing
strategies to create and improve processes in an organization. This course discusses the concepts,
principles, problems, and practices of operations management. Emphasis is on managerial processes for
effective operations in both goods-producing and service-rendering organization
Total Quality Management (TQM) is a philosophy, methodology and system of tools aimed to create
and maintain the mechanism of organization’s continuous improvement. The objectives of this
course is to introduce the main principles of business and social excellence, to generate knowledge
and skills of students to use models and quality methodology for the implementation of TQM in any
sphere of business operations.
REQUIREMENTS OF THE COURSE
To receive a passing grade in this course, you must meet ALL of the following criteria:
• Attain an overall mark of at least 75%
• Attend at least 80% of all scheduled classes
• Attain a satisfactory performance in each component of the course. A mark of 70 percent or
higher is normally regarded as satisfactory
• Attain a mark of at least 70% in the exam (1st, midterm, and final examination)
• In the case of assessed collaborative work, the mark assigned to each member of the group
maybe scaled based on peer assessment of each member’s contribution to the task.
• Submit Assignments, Research works, Case studies and Reflection paper on time.
• Actively participate in class discussions
• Academic integrity is a MUST

LEARNING OUTCOMES
On completion of this course, students will be able to:

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 • Develop an understanding of and an appreciation for the production and operations
management function in any organization.
• To summarize the importance of productivity and competitiveness to both organizations and
nations.
• To identify the importance of an effective production and operations strategy to an
organization.
• To compare the various production and operations design decisions and how they relate to
the overall strategies of organizations.
• To explain the importance of product and service design decisions and its impact other
design decisions and operations.
• Obtain an understanding of quality management practice in organizations and how total
quality management and six-sigma facilitate organizational effectiveness.
• To explain the relationship of the various planning practices of capacity planning, aggregate
planning, project planning and scheduling.
• To identify the roles of inventories and basics of managing inventories in various demand
settings.
• To illustrate contemporary operations and manufacturing organizational approaches and the
supply-chain management activities and the renewed importance of this aspect of
organizational strategy.

STUDY SCHEDULE
• This module contains “units” which aims to assist the students explore the concepts of the
course at their own pace.
• The students may opt to do advance reading in preparation for the next topic to be discussed
• You are expected to download the lecture notes as they become available in the google
classroom
• Submission of assessment
Submission of Assessments
For First Grading Period: Every Saturday thereafter (All assessments
will be assigned on the First week of the First Grading Period)

For Midterms: Every Saturday thereafter (All assessments will be

Synchronous assigned on the First week of the Midterm Grading Period)
and
Asynchronous For the Final Grading period: Every Saturday thereafter (All
assessments will be assigned on the First week of the Final Grading
Period)

Note: Submission date may vary (students are given at least 5 days to
submit their assessment)
All assessments must be submitted every grading period

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 1. All assessments must be submitted in the Google Classroom
2. You are expected to submit assessments on a timely manner

• Students can get in touch via messenger or thru email

• Announcements shall be posted thru canvas.

• Be cautious of classroom netiquette
- Be on time
- Be prepared (Check your tech before class)
- Check your surroundings
- Dress appropriately
- Mute yourself
- Be focused, pay attention, be an active participant
- Chat responsibly (Ask/post only class related questions and comments)
- Do not walk away from the computer during class
- If you must leave the class, send a private chat. There may be final instructions or
comments for you.

Prepared by:

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 FIRST GRADING

UNIT 1: INTRODUCTION
Objective(s)
At the end of the unit, the students will be able to:
1. define operations management;
2. differentiate manufacturing and service operations:
a. apply the main activities in an operation system;
b. identify processes related to functional areas of the organization.

MODULE 1
1.1 INTRODUCTION
Offered Definitions
1. Operations Management defined - Operations management usually deals with implications of
technology in order to improve their product while accounting with finance mainly deals with the
different parts of your account like your assets and liabilities.
2. Operations management is an area of management concerned with designing and controlling the
process of production and redesigning business operations in the production
of goods or services. It involves the responsibility of ensuring that business operations
are efficient in terms of using as few resources as needed and effective in terms of meeting
customer requirements. Operations management is primarily concerned with planning, organizing
and supervising in the contexts of production, manufacturing or the provision of services.
(Wikipedia)
3. Operations management refers to the administration of best business practices in order to achieve
the maximum levels of effectiveness and efficiency in terms of the use of company resources.
This includes the proper management of materials, machinery, technology and labor to produce
high-quality goods and services that will benefit the company. (Kanya, 2019)

Video Viewing
a. Youtube URL: https://www.youtube.com/watch?v=WFqFo5Tsd2A

Assessment:
Assignment 1
a. From the given definitions of operation management, the student shall construct and
submit a Venn diagram.
b. The Venn diagram shall include an explanatory note of not more than 5 complete
sentences answering the following questions: What is operations management? What
are the key elements of the operations task?
Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.

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 • See format attached in the appendix of this module

1.2 MANUFACTURING AND SERVICE OPERATION

There are two primary distinctions between these categories. First, manufacturing
organizations produce physical, tangible goods that can be stored in inventory before they are
needed. By contrast, service organizations produce intangible products that cannot be produced
ahead of time.

Manufacturing Operations is where people, processes and equipment come together to add
value to material and produce goods for sale.

In a world where supply outstrips demand for many products, an organization’s manufacturing
system can be a significant differentiator in its ability to become globally competitive across the
recognized dimensions of quality, cost, delivery, flexibility, product innovation and customer
experience.
Ensuring that you have the right processes in place across your manufacturing operations can
provide significant benefits to your ability to satisfy customer demand, your ability to bring new
products to market and your ability to apply improvements and new technologies to your
manufacturing operations.

If you are one of many manufacturers who are increasing automation within your factory
then TPM is essential in maintaining the efficiency of this equipment whilst demand for shorter lead
times and smaller batches means that lean manufacturing techniques remain as relevant now as they
were when first developed by Toyota many decades ago.

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Figure 1.1. Relationship of Manufacturing and Operations Competitive Priorities

Manufacturing Operations we focus on:

1. Total Productive Maintenance (TPM) aims to enable you to optimize production assets to
deliver zero breakdowns, zero defects and zero accidents.

According to Aberdeen Research, the average hourly cost of downtime across all businesses is
$260,000, and it seems to be rising. This figure is up from the 2014 data of $164,000. This is
especially concerning since nearly all industrial and manufacturing production is accomplished using
machines, making it largely dependent on those machines operating continuously.
So, how can you help remedy this issue? Total productive maintenance (TPM) is the process of using
machines, equipment, employees and supporting processes to maintain and improve the integrity of

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production and the quality of systems. Put simply, it's the process of getting employees involved in
maintaining their own equipment while emphasizing proactive and preventive maintenance
techniques. Total productive maintenance strives for perfect production. That is:

• No breakdowns
• No stops or running slowly
• No defects
• No accidents

Since the goal of total productive maintenance is to improve productivity by reducing downtime,
implementing a TPM program can greatly impact your overall equipment effectiveness (OEE) over
time. To do this, preventive maintenance should always be at the forefront of everyone's mind. For
example, running machines with the mindset of "we'll fix it when it breaks" is not an option with total
productive maintenance. A TPM program helps get rid of this mindset and turns it into one of putting
machinery at the core focus of an operation and maximizing its availability.
Improving OEE through TPM is often done by forming small, multidisciplinary teams to address core
areas such as preventive and autonomous maintenance, training employees who operate machinery,
and the security and standardization of work processes. Total productive maintenance focuses on the
efficient and effective use of the means of production, meaning all departments should be involved.
These small teams work together to increase productivity and decrease downtime through equipment
reliability.

Benefits of Total Productive Maintenance (TPM)

Going from reactive to predictive maintenance is one of the biggest advantages of implementing a
TPM program. Reactive maintenance or "firefighting" is costly, as you're not only footing the bill for
machinery repairs but also dealing with the cost of unplanned downtime. Let's take a look at some of
the direct and indirect benefits that result from total productive maintenance.

Benefits of Total Productive Maintenance

Direct Benefits Indirect Benefits

Less unplanned downtime Increase in employee confidence levels

resulting in an increase in OEE

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 Reduction in customer Produces a clean, orderly workplace
complaints

Reduction in workplace Increase in positive attitudes among

accidents employees through a sense of ownership

Reduction in manufacturing costs Pollution control measures are followed

Increase in product quality Cross-departmental shared knowledge

and experience

The 8 Pillars of Total Productive Maintenance (TPM)

Traditional total productive maintenance was developed by Seiichi Nakajima of Japan. The results of
his work on the subject led to the TPM process in the late 1960s and early 1970s. Nippon Denso
(now Denso), a company that created parts for Toyota, was one of the first organizations to
implement a TPM program. This resulted in an internationally accepted benchmark for how to
implement TPM. Incorporating lean manufacturing techniques, TPM is built on eight pillars based on
the 5-S system. The 5-S system is an organizational method based around five Japanese words and
their meaning:

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 • Seiri (organize): eliminating clutter from the workspace
• Seiton (orderliness): ensure order by following "a place for everything and everything in its
place"
• Seiso (cleanliness): clean the workspace and keep it that way
• Seiketsu (standardize): standardize all work processes, making them consistent
• Shitsuke (sustain): constantly reinforcing the first four steps

The eight pillars of total productive maintenance focus on proactive and preventive techniques to help
improve equipment reliability. The eight pillars are: autonomous maintenance; focused improvement
(kaizen); planned maintenance; quality management; early equipment management; training and
education; safety, health and environment; and TPM in administration. Let's break down each pillar
below.

1. Autonomous maintenance: Autonomous maintenance means ensuring your operators are

fully trained on routine maintenance like cleaning, lubricating and inspecting, as well as placing
that responsibility solely in their hands. This gives machine operators a feeling of ownership of
their equipment and increases their knowledge of the particular piece of equipment. It also
guarantees the machinery is always clean and lubricated, helps identify issues before they
become failures, and frees up maintenance staff for higher-level tasks.

Implementing autonomous maintenance involves cleaning the machine to a "baseline"

standard that the operator must maintain. This includes training the operator on technical skills
for conducting a routine inspection based on the machine's manual. Once trained, the operator
sets his or her own autonomous inspection schedule. Standardization ensures everyone
follows the same procedures and processes.

2. Focused improvement: Focused improvement is based around the Japanese term "kaizen,"
meaning "improvement." In manufacturing, kaizen requires improving functions and processes
continually. Focused improvement looks at the process as a whole and brainstorms ideas for
how to improve it. Getting small teams in the mindset of proactively working together to
implement regular, incremental improvements to processes pertaining to equipment operation
is key for TPM. Diversifying team members allows for the identification of recurring problems
through cross-functional brainstorming. It also combines input from across the company so
teams can see how processes affect different departments.

In addition, focused improvement increases efficiency by reducing product defects and the
number of processes while enhancing safety by analyzing the risks of each individual action.
Finally, focused improvement ensures improvements are standardized, making them
repeatable and sustainable.

3. Planned maintenance: Planned maintenance involves studying metrics like failure rates and
historical downtime and then scheduling maintenance tasks based around these predicted or
measured failure rates or downtime periods. In other words, since there is a specific time to
perform maintenance on equipment, you can schedule maintenance around the time when
equipment is idle or producing at low capacity, rarely interrupting production.

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 Additionally, planned maintenance allows for inventory buildup for when scheduled
maintenance occurs. Since you'll know when each piece of equipment is scheduled for
maintenance activities, having this inventory buildup ensures any decrease in production due
to maintenance is mitigated.

Taking this proactive approach greatly reduces the amount of unplanned downtime by allowing
for most maintenance to be planned for times when machinery is not scheduled for production.
It also lets you plan inventory more thoroughly by giving you the ability to better control parts
that are prone to wear and failure. Other benefits include a gradual decrease in breakdowns
leading to uptime and a reduction in capital investments in equipment since it is being used to
its maximum potential.

4. Quality maintenance: All the maintenance planning and strategizing in the world is all for
naught if the quality of the maintenance being performed is inadequate. The quality
maintenance pillar focuses on working design error detection and prevention into the
production process. It does this by using root cause analysis (specifically the "5 Whys") to
identify and eliminate recurring sources of defects. By proactively detecting the source of
errors or defects, processes become more reliable, producing products with the right
specifications the first time.

Possibly the biggest benefit of quality maintenance is it prevents defected products from
moving down the line, which could lead to a lot of rework. With targeted quality maintenance,
quality issues are addressed, and permanent countermeasures are put in place, minimizing or
completely eliminating defects and downtime related to defected products.

5. Early equipment management: The TPM pillar of early equipment management takes the
practical knowledge and overall understanding of manufacturing equipment acquired through
total productive maintenance and uses it to improve the design of new equipment. Designing
equipment with the input of people who use it most allows suppliers to improve maintainability
and the way in which the machine operates in future designs.

When discussing the design of equipment, it's important to talk about things like the ease of
cleaning and lubrication, accessibility of parts, ergonomically placing controls in a way that is
comfortable for the operator, how changeovers occur and safety features. Taking this
approach increases efficiency even more because new equipment already meets the desired
specifications and has fewer startup issues, therefore reaching planned performance levels
quicker.

6. Training and education: Lack of knowledge about equipment can derail a TPM program.
Training and education applies to operators, managers and maintenance personnel. They are
intended to ensure everyone is on the same page with the TPM process and to address any
knowledge gaps so TPM goals are achievable. This is where operators learn skills to
proactively maintain equipment and identify emerging problems. The maintenance team learns
how to implement a proactive and preventive maintenance schedule, and managers become
well-versed in TPM principles, employee development and coaching. Using tools like single-

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 point lessons posted on or near equipment can further help train operators on operating
procedures.
7. Safety, health and environment: Maintaining a safe working environment means employees
can perform their tasks in a safe place without health risks. It's important to produce an
environment that makes production more efficient, but it should not be at the risk of an
employee's safety and health. To achieve this, any solutions introduced in the TPM process
should always consider safety, health and the environment.

Aside from the obvious benefits, when employees come to work in a safe environment each
day, their attitude tends to be better, since they don't have to worry about this significant
aspect. This can increase productivity in a noticeable manner. Considering safety should be
especially prevalent during the early equipment management stage of the TPM process.

8. TPM in administration: A good TPM program is only as good as the sum of its parts. Total
productive maintenance should look beyond the plant floor by addressing and eliminating
areas of waste in administrative functions. This means supporting production by improving
things like order processing, procurement and scheduling. Administrative functions are often
the first step in the entire manufacturing process, so it's important they are streamlined and
waste-free. For example, if order-processing procedures become more streamlined, then
material gets to the plant floor quicker and with fewer errors, eliminating potential downtime
while missing parts are tracked down.

How to Implement Total Productive Maintenance (TPM)

Now that you have an understanding of the foundation (5-S system) and pillars on which the TPM
process is built, let's take a look at how to implement a TPM program. This is generally done in five
steps: identifying a pilot area, restoring equipment to prime operating condition, measuring OEE,
addressing and reducing major losses, and implementing planned maintenance.

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Step 1: Identify a Pilot Area
Using a pilot area to begin implementation helps gain more acceptance from staff when they see the
benefits that come out of the process. When choosing equipment for a pilot area, consider these
three questions:

• What's the easiest to improve? Selecting equipment that is easiest to improve gives you the
chance for immediate and positive results; however, it doesn't test the TPM process as
strongly as the other two options.
• Where's the bottleneck? Choosing equipment based on where production is clearly being held
up gives you an immediate increase in total output and provides quick payback. The downside
is that employing this equipment as a pilot means you're using a critical asset as an example
and risk the chance of it being offline longer than you would like.
• What's the most problematic? Fixing equipment that gives operators the most trouble will be
well-received, strengthening support for the TPM program. However, this doesn't give you as
much immediate payback as the previous approach, and it may be challenging to obtain a
quick result from figuring out an unsolved problem, leading to disinterest.
If this is your first time implementing a TPM program, your best choice is typically the first approach –
the easiest equipment to improve. If you have some or extensive experience with total productive
maintenance, you may choose to correct the bottleneck. This is because you can build temporary
stock or inventory, making sure downtime can be tolerated, which minimizes risk.
Include employees across all aspects of your business (operators, maintenance personnel, managers
and administration) in the pilot selection process. It's a good idea to use a visual like a project board
where you can post progress for all to see.

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Step 2: Restore Equipment to Prime Operating Condition
The concept of restoring equipment to prime operating condition revolves around the 5-S system and
autonomous maintenance. First, TPM participants should learn to continuously keep equipment to its
original condition using the 5-S system: organize, cleanliness, orderliness, standardize and sustain.
This might include:

• Photographing the area and current state of the equipment and then posting them to your
project board.
• Clearing the area by removing unused tools, debris and anything that can be considered
waste.
• Organizing the tools and components you use regularly (a shadow board with tool outlines is a
popular option).
• Cleaning the equipment and the surrounding area thoroughly.
• Photographing the improvements of the equipment and surrounding area and then posting to
the project board.
• Creating a standardized 5-S work process to maintain the continuity of this process.
• Auditing the process with lessening frequency (first daily, then weekly, etc.) to ensure the 5-S
process is being followed (update the process to keep it current and relevant).
Once you've established a baseline state of the equipment, you can implement the autonomous
maintenance program by training operators on how to clean equipment while inspecting it for wear
and abnormalities. Creating an autonomous maintenance program also means developing a
standardized way to clean, inspect and lubricate equipment correctly. Items to address during the
planning period for the autonomous maintenance program include:

• Identifying and documenting inspection points, including parts that endure wear.
• Increasing visibility where possible to help with inspection while the machine is running
(replacing opaque guarding with transparent guarding).
• Identifying and clearly labeling set points with their corresponding settings (most people put
labels with settings directly on the equipment).
• Identifying all lubrication points and scheduling maintenance during changeovers or planned
downtime (consider placing difficult-to-access lubrication points that require stopping the
machine on the outside of the equipment).
• Training operators to make them aware of any emerging or potential issues so they can report
them to the line supervisor.
• Creating an autonomous maintenance checklist for all operator-controlled tasks.
• Auditing the process with lessening frequency to ensure the checklist is being followed.

Step 3: Measure OEE

Step three requires you to track OEE for the target equipment, either manually or using automated
software (as long as it includes code tracking for unplanned stoppage time). For details on how to
calculate OEE manually, reference Reliable Plant's article on OEE. Regularly measuring OEE gives
you a data-driven confirmation on whether your TPM program is working and lets you track progress
over time.
Since the biggest losses in regard to equipment are the result of unplanned downtime, it's important
to categorize every unplanned stoppage event. This gives you a more accurate look at where a

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stoppage is occurring. Include an "unknown" or "unallocated" stoppage time category for unknown
causes.
It's recommended that you gather data for a minimum of two weeks to get an accurate representation
of the unplanned stoppage time and a clear picture of how small stops and slow cycles impact
production. Below is a simplified example of a top 5 loss chart. Each loss is categorized and is in
descending order from the loss that causes the most downtime to the loss that causes the least.

Top 5 Loss Chart

Loss Loss Category Lost Time

Rank (minutes)

1 Equipment Failure: Filler Jam 400

2 Equipment Failure: Bottle Labeler 250

Down

3 Setup/Adjustments: Bottle Change 170

4 Setup/Adjustments: Label Change 165

5 Equipment Failure: Bottle Jam 10

Total Lost Time = 995 minutes (16.5 hours)

Step 4: Address/Reduce Major Losses

Once you've got a data-driven snapshot of where your top losses are, it's time to address them. This
step uses the previously discussed pillar of focused improvement or kaizen. To do this, put together a
cross-functional team of operators, maintenance personnel and supervisors that can dissect the OEE
data using root cause analysis and identify the main cause(s) of the losses. Your team's process
might look something like this:

• Select a loss based on OEE and stoppage time data. This should be the biggest source of
unplanned stoppage time.

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 • Look into the symptoms of the problem(s). Collect detailed information on symptoms like
observations, physical evidence and photographic evidence. Using a fishbone diagram to track
symptoms and record information while you're at the equipment is strongly recommended.
• With your team, discuss and identify potential causes of the problem(s), check the possible
causes against the evidence you've gathered, and brainstorm the most effective ways to solve
the issue.
• Schedule planned downtime to implement the agreed-upon fixes.
• Once the fix has been implemented, restart production and observe how effective the fix is
over time. If it resolves the issue, make a note to implement the change and move onto the
next cause of stoppage time. If not, gather more information and hold another brainstorming
session.

Step 5: Implement Planned Maintenance

The last step of the TPM implementation process is the integration of proactive maintenance
techniques into your program. This involves working off the third pillar of planned maintenance.
Choose which components should receive proactive maintenance by looking at three factors: wear
components, components that fail and stress points. Identifying stress points is often done by
using infrared thermography and vibration analysis.
Next, use proactive maintenance intervals. These intervals are not set in stone and can be updated
as needed. For wear and predicted failure-based components, establish the current wear level and
then a baseline replacement interval. Once these have been determined, you can create a proactive
replacement schedule of all wear- and failure-prone components. When doing this, use "run time" as
opposed to "calendar time." Finally, develop a standardized process for creating work orders based
on the planned maintenance schedule.
You can optimize maintenance intervals by designing a feedback system. Things like log sheets for
each wear- and failure-prone component where operators can record replacement information and
component condition at the time of replacement will be key. Additionally, conduct monthly planned
maintenance audits to verify the maintenance schedule is being followed and the component logs are
being kept up to date. Review the logs' information to see if adjustments to the maintenance schedule
need to be made.

What About The Remaining Four TPM Pillars?

You may have noticed the implementation process negated four of the eight pillars: quality
management, early equipment management, safety and TPM in administration. So, when should you
introduce these activities? They should be instituted as needed. Let's take a look at some examples.

• Quality maintenance should be introduced to the TPM process when significant issues about
quality are being raised by customers or employees.
• The best time to use early equipment management is when new equipment is in the design
phase or is being installed.
• Safety, health and environment should always be at the forefront of any process or program
design. Use it in tandem with the five-step implementation process.
• TPM in administration should be addressed before you implement the final version of your
planned maintenance schedule. Issues in administration like work order delays, processing
problems and part procurement greatly delay the rest of the production process.

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Sustaining the Improvement Achieved with Total Productive Maintenance (TPM)
Implementing a total productive maintenance program offers relatively short-term success. The trick
is sustaining that success over the long term. This starts with the employees. If employees buy into
the TPM program, envision the improved future of the company and can see how this improved future
benefits them, it can create a powerful sense of cohesiveness. Rewarding achievements is an
excellent way to strengthen the established cohesiveness among employees.
Another way to achieve sustainable improvement with your TPM program is by having engaging,
active leadership. This shows the importance of the program through not just words but actions.
Engaging leadership prevents employees from slipping back into old habits and breathes new energy
into the process on a regular basis.
Finally, don't overlook kaizen. Continuous improvement helps your TPM program adapt to changing
environments and keeps the program from becoming stale and employees from becoming
disinterested.

A key activity in TPM is the elimination of forced deterioration of equipment, deterioration

stemming from poor maintenance or operations practices which are the source of many
equipment problems.

2. Lean Manufacturing addresses quality, cost and delivery issues by redesigning manufacturing
systems to reduce lead times and increase flexibility.

Lean manufacturing is a methodology that focuses on minimizing waste within manufacturing

systems while simultaneously maximizing productivity. Waste is seen as anything that customers do
not believe adds value and are not willing to pay for. Some of the benefits of lean manufacturing can
include reduced lead times, reduced operating costs and improved product quality.

Lean manufacturing, also known as lean production, or lean, is a practice that organizations from
numerous fields can enable. Some well-known companies that use lean include Toyota, Intel, John
Deere and Nike. The approach is based on the Toyota Production System and is still used by that
company, as well as myriad others. Companies that use enterprise resource planning (ERP) can also
benefit from using a lean production system.

Lean manufacturing is based on a number of specific principles, such as Kaizen, or continuous

improvement.

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Lean manufacturing was introduced to the Western world via the 1990 publication of The Machine
That Changed the World, which was based on an MIT study into the future of the automobile detailed
by Toyota's lean production system. Since that time, lean principles have profoundly influenced
manufacturing concepts throughout the world, as well as industries outside of manufacturing,
including healthcare, software development and service industries.

Five principles of lean manufacturing

A widely referenced book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation,
which was published in 1996, laid out five principles of lean, which many in the field reference as core
principles. They are value, the value stream, flow, pull and perfection. These are now used as the
basis for lean implementation.

1. Identify value from the customer's perspective. Value is created by the producer, but it is
defined by the customer. Companies need to understand the value the customer places on their
products and services, which, in turn, can help them determine how much money the customer is
willing to pay.

The company must strive to eliminate waste and cost from its business processes so that the
customer's optimal price can be achieved -- at the highest profit to the company.

2. Map the value stream. This principle involves recording and analyzing the flow of information or
materials required to produce a specific product or service with the intent of identifying waste and
methods of improvement. Value stream mapping encompasses the product's entire lifecycle, from
raw materials through to disposal.

Companies must examine each stage of the cycle for waste. Anything that does not add value must
be eliminated. Lean thinking recommends supply chain alignment as part of this effort.

3. Create flow. Eliminate functional barriers and identify ways to improve lead time. This aids in
ensuring the processes are smooth from the time an order is received through to delivery. Flow is
critical to the elimination of waste. Lean manufacturing relies on preventing interruptions in the
production process and enabling a harmonized and integrated set of processes in which activities
move in a constant stream.

4. Establish a pull system. This means you only start new work when there is demand for it. Lean
manufacturing uses a pull system instead of a push system.

Push systems are used in manufacturing resource planning (MRP) systems. With a push system,
inventory needs are determined in advance, and the product is manufactured to meet that forecast.
However, forecasts are typically inaccurate, which can result in swings between too much inventory
and not enough, as well as subsequent disrupted schedules and poor customer service.

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In contrast to MRP, lean manufacturing is based on a pull system in which nothing is bought or made
until there is demand. Pull relies on flexibility and communication.

5. Pursue perfection with continual process improvement, or Kaizen. Lean manufacturing rests
on the concept of continually striving for perfection, which entails targeting the root causes of quality
issues and ferreting out and eliminating waste across the value stream.

The eight wastes of lean production

The Toyota Production System laid out seven wastes, or processes and resources, that don't add
value for the customer. These seven wastes are:

• unnecessary transportation;
• excess inventory;
• unnecessary motion of people, equipment or machinery;
• waiting, whether it is people waiting or idle equipment;
• over-production of a product;
• over-processing or putting more time into a product than a customer needs, such as
designs that require high-tech machinery for unnecessary features; and
• defects, which require effort and cost for corrections.

Although not originally included in the Toyota Production System, many lean practitioners point to an
eighth waste: waste of unused talent and ingenuity.

Seven lean manufacturing tools and concepts

Lean manufacturing requires a relentless pursuit of reducing anything that does not add value to a
product, meaning waste. This makes continuous improvement, which lies at the heart of lean
manufacturing, a must.

Other important concepts and processes lean relies on include:

• Heijunka: production leveling or smoothing that seeks to produce a continuous flow of

production, releasing work to the plant at the required rate and avoiding interruptions.
• 5S: A set of practices for organizing workspaces to create efficient, effective and safe areas
for workers and which prevent wasted effort and time. 5S emphasizes organization and
cleanliness.
• Kanban: a signal used to streamline processes and create just-in-time delivery. Signals can
either be physical, such as a tag or empty bin, or electronically sent through a system.
• Jidoka: A method that defines an outline for detecting an abnormality, stopping work until it
can be corrected, solving the problem, then investigating the root cause.

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 • Andon: A visual aid, such as a flashing light, that alerts workers to a problem.
• Poka-yoke: A mechanism that safeguards against human error, such as an indicator light
that turns on if a necessary step was missed, a sign given when a bolt was tightened the
correct number of times or a system that blocks a next step until all the previous steps are
completed. (mistake proofing)
• Cycle time: How long it takes to produce a part or complete a process.
Other Tools and Techniques of Lean Manufacturing:

Kaizen:
Kaizen is a lean tool that, when used correctly, fosters continuous improvement in quality,
technology, processes, productivity, company culture, and safety. Created in Japan after World
War II, Kaizen was used to help rebuild after the war.
Kaizen leverages knowledge and ingenuity from every employee, from upper management to
the cleaning crew. As a result, suggestions for improvement come from every area of the
business: production, procurement, management, logistics, finance, and so on. In most cases,
individual improvements don’t lead to major changes by themselves; rather, a continuous
stream of small changes leads to major improvements in productivity, safety, and effectiveness
while reducing waste.

Change Over Reduction (SMED): SMED (Single-Minute Exchange of Dies) is a system for
dramatically reducing the time it takes to complete equipment changeovers. The essence of the
SMED system is to convert as many changeover steps as possible to “external” (performed while the
equipment is running), and to simplify and streamline the remaining steps. The name Single-Minute
Exchange of Dies comes from the goal of reducing changeover times to the “single” digits (i.e. less
than 10 minutes).

A successful SMED program will have the following benefits:

• Lower manufacturing cost (faster changeovers mean less equipment downtime)

• Smaller lot sizes (faster changeovers enable more frequent product changes)
• Improved responsiveness to customer demand (smaller lot sizes enable more flexible
scheduling)
• Lower inventory levels (smaller lot sizes result in lower inventory levels)
• Smoother startups (standardized changeover processes improve consistency and quality)

Value Stream Mapping: Yes, value stream mapping is a component of the 5 principles of lean
manufacturing, but it still a tool that helps manufacturers create flow. As we mentioned above,
it is a map that displays all of your steps in a process. It gives you the ability to visualize every
step and the resources (and wastes) of that particular step.

All of these tools are helpful, and will no doubt help you in your journey in becoming a lean
manufacturer, but “most companies have focused too heavily on tools such as 5s and just-in-time,

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without understanding lean as an entire system that must permeate an organization’s culture,” Liker
explains in The Toyota Way.

3. Six Sigma addresses quality issues through projects to reduce variation and improve process
capability.

What Six Sigma Means

Experts credit Shewhart with first developing the idea that any part of process that deviates three sigma from the
mean requires improvement. One sigma is one standard deviation.

The Six Sigma methodology calls for bringing operations to a “six sigma” level, which essentially means 3.4 defects
for every one million opportunities. The goal is to use continuous process improvement and refine processes until
they produce stable and predictable results.

Six Sigma is a data-driven methodology that provides tools and techniques to define and evaluate each step of a
process. It provides methods to improve efficiencies in a business structure, improve the quality of the process and
increase the bottom-line profit.

The Importance of People in Six Sigma

A key component of successful Six Sigma implementation is buy-in and support from executives. The methodology
does not work as well when the entire organization has not bought in.

Another critical factor is the training of personnel at all levels of the organization. White Belts and Yellow Belts
typically receive an introduction to process improvement theories and Six Sigma terminology. Green Belts typically
work for Black Belts on projects, helping with data collection and analysis. Black Belts lead projects while Master
Black Belts look for ways to apply Six Sigma across an organization.

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Methodologies of Six Sigma
There are two major methodologies used within Six Sigma, both of which are composed of five
sections, according to the 2005 book “JURAN Institute Six Sigma Breakthrough and Beyond” by
Joseph A. De Feo and William Barnard.

DMAIC: The DMAIC method is used primarily for improving existing business processes. The letters
stand for:

• Define the problem and the project goals

• Measure in detail the various aspects of the current process
• Analyze data to, among other things, find the root defects in a process
• Improve the process
• Control how the process is done in the future

DMADV: The DMADV method is typically used to create new processes and new products or
services. The letters stand for:

• Define the project goals

• Measure critical components of the process and the product capabilities
• Analyze the data and develop various designs for the process, eventually picking the best one
• Design and test details of the process
• Verify the design by running simulations and a pilot program, and then handing over the
process to the client

There are also many management tools used within Six Sigma. Some examples include the
following.

Five Whys
This is a method that uses questions (typically five) to get to the root cause of a problem. The method
is simple: simply state the final problem (the car wouldn’t start, I was late to work again today) and
then ask the question “why,” breaking down the issue to its root cause. In these two cases, it might
be: because I didn’t maintain the car properly and because I need to leave my house earlier to get to
work on time.

CTQ Tree
The Critical to Quality (CTQ) Tree diagram breaks down the components of a process that produces
the features needed in your product and service if you wish to have satisfied customers.

Root Cause Analysis

Much like the Five Whys, this is a process by which a business attempts to identify the root cause of
a defect and then correct it, rather than simply correcting the surface “symptoms.”

All the Six Sigma tools and methodologies serve one purpose: to streamline business processes to
produce the best products and services possible with the smallest number of defects. Its adoption by
corporations around the globe is an indicator of its remarkable success in today’s business
environment.

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 4. Manufacturing Leadership Development focuses on the important role of the team leader or
supervisor in managing and motivating the production teams to achieve their objectives.

https://jobs.msd.com/gb/en/manufacturing-leadership-program

5. Quick Response Manufacturing is a strategy for reducing lead-times across all functions of an
organization. The resulting improvements in speed and responsiveness increase the
organization’s agility and responsiveness, resulting in competitive advantage. (Industry Forum,
2020)

Quick Response Manufacturing (QRM) is a companywide strategy to cut lead times in all
phases of manufacturing and office operations. It can bring your products to the market more
quickly and help you compete in a rapidly changing manufacturing arena. It will increase
profitability by reducing cost, enhance delivery performance and improve quality.

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QRM’s overarching focus on time as the guiding management strategy is ideally suited for
companies offering high-mix, low-volume and custom-engineered products. In fact, many
companies making highly customized products and/or a high variability in their product mix
have used QRM as an addition to existing Lean, Six Sigma, and other improvement efforts

The four core concepts of QRM

QRM strategy comprises four core concepts:

https://qrm.engr.wisc.edu/what-is-qrm/

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Service Operation. Distinguishing between companies according to whether they market services or
goods has only limited utility. A more useful way to make the same distinction is to change the words we
use. Instead of speaking of services and goods, we should speak of intangibles and tangibles.
Everybody sells intangibles in the marketplace, no matter what is produced in the factory.

Intangible products – travel, freight forwarding, insurance, repair, consulting, computer software,
investment banking, brokerage, education, health care, accounting—can seldom be tried out, inspected,
or tested in advance. Prospective buyers are generally forced to depend on surrogates to assess what
they’re likely to get – meaning they can look, they can consult current users, and ask experienced
customers.

Tangible products differ in that they can usually, or to some degree, be directly experienced—seen,
touched, smelled, or tasted, as well as tested. Often this can be done in advance of buying. You can
test-drive a car, smell the perfume, work the numerical controls of a milling machine, inspect the seller’s
steam-generating installation, pretest an extruding machine. (Theodore Levitt, 1981)

Readings

Service Operations vs. Manufacturing Operations by Matthew Schieltz

https://smallbusiness.chron.com/service-operations-vs-manufacturing-operations-25843.html

Service Operations Planning vs. Manufacturing Planning by Elliott Taylor

https://smallbusiness.chron.com/service-operations-planning-vs-manufacturing-planning-
20343.html

Assessment:
Assignment 2
1. The students are to view the following short videos about manufacturing plants listed here:
• https://www.youtube.com/watch?v=k4-eJsFdxaU
• https://www.youtube.com/watch?v=wMctmMin9vM
2. Recall your dining in a fast food restaurant (e.g. Jollibee or McDonalds) and a fine dining
restaurant (e.g. Classic Savory or Max Restaurant)
3. Replicate the table presented here on a long bond paper (8.5” by 13”) and fill out the needed
information following the guide question here.
4. From an operations perspective (point of view), what are the similarities and difference that
exist between the manufacturing and service operation.

Manufacturing / Similarities Difference

Service Company
A (Toyota)
B (Coca Cola)
C (Fast food)
D (Fine Dining)

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 5. Submit your output in the canvas classroom.

Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

MODULE 2

1.3 THE SYSTEM VIEW OF OPERATION MANAGEMENT

A system is a group of interrelated items in which no item studied in isolation will act in the
same way as it would in the system. A system is divided into a series of parts or subsystem, and any
system is part of a larger system. The system’s boundary defines what is inside the system and what
is outside. A system’s environment is everything outside the system boundary that may have an
impact on the behavior of the system. A system’s inputs are the physical objects of information that
enter it from the environment and outputs are the same which leave it for the environment.
An example here illustrates what is a system. The upper-level manager who directs this
transformation process is called an operations manager. The job of operations management (OM)
Management of the process that transforms resources into products., then, consists of all the
activities involved in transforming a product idea into a finished product, as well as those involved in
planning and controlling the systems that produce goods and services. In other words, operations
managers manage the process that transforms inputs into outputs.

Figure 1.2. Diagram of a System

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 Assessment:
Assignment 3
• Create and identify an operations system in your own life (you may use geometric shapes
to define your system or subsystems).
• What are the inputs, operations process activities and outputs involved?

Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

1.4 THE PROCESS VIEWS OF ORGANIZATION

Recently there has been a move away from considering business as a set of discrete
functional areas towards a view of the organization as consisting of sets of processes which link
together in order to meet customer needs. Processes can be related in one functional area (e.g.
production), but could relate to cross functional activities (e.g. fulfilling customers’ orders or even
occur in all functional areas (e.g. planning activities).
In functional terms the processes would be situated in areas as operation, marketing, finance,
but from the customer’s view the value they gain is dependent on the performance if the set of linked
process involve in the delivery of the product / service. The term ‘value added’ is used to denote the
amount of value a process creates for its internal or external customer. The set of processes used to
create value for customer is often called the value chain. The value chain includes primary processes
that directly create the value the customer perceives and support processes that assist the primary
process in adding value. The key issue is that the configuration of the value chain should be aligned
with the way the organization provides value to the customer.
Functional areas are teams of employees who have similar skills and expertise. For example,
a company's sales department is a common functional area, and the staff in this area would all be
focused on selling the company's products.
The term "value-added" describes the enhancement a company gives its product or service
before offering it to customers. It can be considered as an extra special feature added by
a company or producer to increase the value of a product or service.
Michael Porter explains Value Chain Analysis; that a value chain is a collection of activities that
are performed by a company to create value for its customers. The primary activities of Michael
Porter's value chain are inbound logistics, operations, outbound logistics, marketing and sales, and
service. The goal of the five sets of activities is to create value that exceeds the cost of conducting
that activity, therefore generating a higher profit.

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 Figure 1.3. Porters Chain Model

Assessment:
Case Study 1
1. The student is to view first the video with the given URL;
https://www.youtube.com/watch?v=WFqFo5Tsd2A
2. Analyze the operations function in the School of Business Administration and Accountancy in
which you are registered in terms of:
• The key operations responsibilities:
A common base for analysis of SBAA
o Lecturers’ timetables
o Class timetables and lecture hall / room allocations
o Handling student queries
o Ensuring information is given to students
o Recording the marks for assessments and examinations
o Organizing examination timetables
o Organizing degree ceremonies
o Arranging examination boards and external examiners
o Arranging student placements where these are part of the course
• The size of the operations task:
A common base for analysis of SBAA
o The number of students (remember there will be several degree courses
comprising 3- or 4-year programs) and the number of faculty and the
timetabling tasks point to a sizeable operations task.
• The operations function in the context of the rest of the school or organization:
A common base for analysis of SBAA
o Departments providing courses that can be taken by students from other
departments.
o Lecture halls and rooms shared by all departments.
o Other shared resources across the university or college.

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 • Four factors that illustrate the complexity of the operations task. Give reason for your
choice:
A common base for analysis of SBAA
o Timetabling
o Ensuring the correct room allocations are made (in terms of size) depending on
the number of students selecting a course, particularly where options are
involved.
o Handling the wide range of queries, problems and concerns from all the
students in the department.
o Organizing the examinations, marking and examination boards within the time
constraints between the end of the examination program and the degree
ceremony.
Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

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 UNIT 2: Operations Strategy
Objectives
At the end of the unit, the students will be able to:
1. Define strategy
2. Differentiate the levels of strategy
3. Identify the role of operations is strategy development
4. Classify operations competitive priorities

MODULE 3
2.1 OPERATIONS STRATEGY
In this section we look at some of the specific decisions that operations managers must make.
The best way to do this is to think about decisions we would need to make if we started our own
company. Below are some of the decisions for an operations manager.

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Figure 2.1. Operations Decision

If you were an operations manager, which among these decisions is your top priority and which would
be the least of your priority? Why?
Why? (Place your answer here)
Top priority

Least Priority

Strategic decisions can be classified as those decisions which make major long term changes
to the resources base of the organisation in reponse to external factors such as market, customers
and competitors. Thus strategic decisions occur as a result of an evaluation of the external and
internal environment. The external evaluation may reveal market opportunities or threats from
competitors. The evaluation of the internal environment may reveal limitation in capabilities relative to
competitors (SWOT). Strategy is seen as complex in nature due to high degree of uncertainty in the
future consequences arriving from decisions, integration is required of all aspects and functional
areas of business and major change have to be implemented as a consequence of strategic choices
made. Operational strategy is concerned with both what the operation has to do in order to meet
current and future challenges and also is concerned with the long term development of its operations
resources and processes so that they can provide the basis for a sustainable advantage (Slack and
Lewis, 2011).

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 To achieve the company's goals, operations managers develop strategies. The goal of every
business is to provide the best goods or services they possibly can. Learning from businesses in
other countries can provide insight into how to do that. Taking advantage of being in their location,
especially for service industries, can open whole new markets and provide the next level of quality in
service provision. Providing new customers with quick and adequate service creates returning
customers. The same applies when a customer is satisfied with a good and keeps buying more of the
same.
Below are examples of process of operations strategies. Figure 2.2 illustrates the pattern of
relationship between the columns of strategy process and the examples. The answer to the subject of
relationship is to ask the question of HOW resolves the situation. Figure 2.3 explain a process
following input – process – output.

Figure 2.2 The Activities of Operations Strategy

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 Figure 2.3 Operations Management Contribution to Strategy

Assessment:
Assignment 4
Why are operations-related considerations becoming more important in
formulating business strategy? Describe one example from both the manufacturing and service
industry.

Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

2.2 LEVELS OF STRATEGY

Strategy can be formulated at three levels, namely, the corporate level, the business level, and
the functional level. There is a clear hierarchy in levels of strategy, with corporate level strategy at the
top, business level strategy being derived from the corporate level, and the functional level strategy
being formulated out of the business level strategy.
In a single business scenario, the corporate and business level responsibilities are clubbed
together and undertaken by a single group, that is, the top management, whereas in a multi business
scenario, there are three fully operative levels (see figure 2.4).

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 Figure 2.4 The Levels of Strategy

Corporate Level
Corporate level strategy defines the business areas in which your firm will operate. It deals
with aligning the resource deployments across a diverse set of business areas, related or unrelated.
Strategy formulation at this level involves integrating and managing the diverse businesses and
realizing synergy at the corporate level. The top management team is responsible for formulating the
corporate strategy. The corporate strategy reflects the path toward attaining the vision of your
organization. For example, your firm may have four distinct lines of business operations, namely,
automobiles, steel, tea, and telecom. The corporate level strategy will outline whether the
organization should compete in or withdraw from each of these lines of businesses, and in which
business unit, investments should be increased, in line with the vision of your firm.

Business Level
Business level strategies are formulated for specific strategic business units and relate to a
distinct product-market area. It involves defining the competitive position of a strategic business unit.
The business level strategy formulation is based upon the generic strategies of overall cost
leadership, differentiation, and focus. For example, your firm may choose overall cost leadership as a
strategy to be pursued in its steel business, differentiation in its tea business, and focus in its
automobile business. The business level strategies are decided upon by the heads of strategic
business units and their teams considering the specific nature of the industry in which they operate.

Functional Level
Functional level strategies relate to the different functional areas which a strategic business
unit has, such as marketing, production and operations, finance, and human resources. These
strategies are formulated by the functional heads along with their teams and are aligned with the
business level strategies. The strategies at the functional level involve setting up short-term functional
objectives, the attainment of which will lead to the realization of the business level strategy.

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For example, the marketing strategy for a tea business which is following the differentiation strategy
may translate into launching and selling a wide variety of tea variants through company-owned retail
outlets. This may result in the distribution objective of opening 25 retail outlets in a city; and producing
15 varieties of tea may be the objective for the production department. The realization of the
functional strategies in the form of quantifiable and measurable objectives will result in the
achievement of business level strategies as well.

The figure below summarizes the three levels of strategy: At the corporate level, strategy is
formulated for your organization. Corporate strategy deals with decisions related to various business
areas in which the firm operates and competes. At the business unit level, strategy is formulated to
convert the corporate vision into reality. At the functional level, strategy is formulated to realize the
business unit level goals and objectives using the strengths and capabilities of your organization.

Level of Description Examples

Strategy

Corporate • Defines the business areas in • Growth strategies

Level which your firm will operate. (Internal growth,
• Involves integrating and horizontal and
managing the diverse businesses vertical integration,
and realizing synergy at the mergers. Strategic
corporate level. alliance)
• Top management team is • Stability strategies
responsible. • Retrenchment
Strategies (turn
around, divestment,
liquidation)

Business • Involves defining the competitive • Broaden exposure

Level position of a strategic business • Increase marketing
unit. budget.
• Decided upon by the heads of • Improve quality.
strategic business units and their
teams. • Rebrand.
• how should we compete in the • Tap new and
chosen industry or business? emerging markets
• Increasing the
marketing budget
• Improving product
quality
• Broadening
exposure

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 Functional • Formulated by the functional • HR: increase hiring
Level heads along with their teams. of highly-trained
• Involve setting up short-term employees
functional objectives. • Marketing: improve
brand identification
• Production: reduce
rejections

Figure 2.5 Summary of theThree Levels of Strategy

Assessment:
Assignment 5
• Why should all functions within a company, including operations, participate in business-
level strategic planning?
Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

MODULE 4

2.3 THE ROLE OF OPERATIONS IN STRATEGY DEVELOPMENT

The operation function plays an important role in the formulation and delivery of the
organization’s strategy. Market conditions have changed from a mass production era with an
emphasis on high volume, low cost production to an environment demanding performance on
measures such as quality and speed of delivery as well as cost. In addition, the rapid pace of change
in markets means the basis of how the organization will compete may change quickly over time.
The traditional approach to strategy development has been for senior managers to establish
corporate objectives, develop a strategy for meeting these objectives and then to acquire resources
necessary to implement the chosen strategy. This approach is intended to ensure that resources are
directed efficiently at the areas identified as “strategically” important from the strategic analysis. The
approach is based on the firm’s ability to forecast future market conditions and thus identify gaps
between future market needs and organizational capability. However, in dynamic markets the ability
to forecast far enough into the future in order to build a competitive advantage will be limited. Also,
this approach has led to an emphasis on relatively short-term objectives and a lack of emphasis on
“behavioral “factors such as performance evaluation systems and selection and development of the
work-force. The idea is that in dynamic market conditions the strategy plan should indicate the
general direction that the organization should follow based on the capabilities and values it
possesses.

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In summary the Role of Operations in Strategic Development are as follows:
a. To provide processes that give the firm a distinct advantage in the marketplace. Operations will
provide a marketing edge through distinct, unique technology developments in processes that
competitors cannot match.
b. To provide coordinated support for the essential ways in which the firm's products win orders
over their competitors, also known as distinctive competencies. The firm's operations strategy
must be conducive to developing a set of policies in both process choice and infrastructure
design (controls, procedures, systems, etc.) that are consistent with the firm's distinctive
competency. Most firms share access to the same processes and technology, so they usually
differ little in these areas. What is different is the degree to which operations matches its
processes and infrastructure to its distinctive competencies.

Assessment:
Assignment 6
• Why are operations-related considerations becoming more important in formulating business
strategy? Describe one example from both the manufacturing and the service sector that
illustrate how they have gained competitive advantage from operations.
Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

2.4 OPERATIONS COMPETITIVE PRIORITIES

Operations should focus on specific capabilities that give it a competitive edge which may be
termed competitive priorities. Five operations priorities or measures of these capabilities can be
termed quality, speed, dependability, flexibility and cost.

A Self-regulated Learning Module 38

 Figure 2.6. Operations Function

Quality
Quality is an important performance objective to meet because it is the visual sign of what an
operation does. It acts as a consistent indicator which customers and staff base their expectations
around.
Does the product work as it should? Has it been made with low-value parts that undermine its
integrity? Quality is a fundamental aspect of performance and, because of this, has a huge influence
on whether a customer is satisfied or not.
For example, giving each individual warehouse packer the responsibility to pack their own boxes
improves quality as mis-packs are made less likely to occur.
In terms of the operation principles, quality can create the potential for better services and products
which reduce costs in the long run thanks to having more satisfied customers.
Speed
Speed relates to the turnaround between customers ordering a product or service and the
point at which they receive it. The more likely an organization can deliver the goods on time, the more
likely a customer is to be satisfied with their experience.
As an organization, if you can provide a service or product faster than other companies then
you are already off to a winning start.
In terms of operation principles, high speed can allow for faster delivery of services, therefore saving
costs.
Dependability
Dependability means that customers can rely on your organization to receive their goods
and/or services as and when promised. While this may not affect the chances of a customer selecting
the service - as they have already 'consumed' the product - it may have an influence on whether the
customer returns to make a future purchase or recommends your business to another.
For example, no matter how cheap or fast a pizza is made by a takeaway company, if the customer
can't depend on it to be delivered on time or to the correct address, then they will go elsewhere.

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 In terms of operation principles, dependability is important in providing the reliable delivery of
service and products.
Flexibility
Flexibility is the means of changing an operation to match a customer's requirements. This
may involve changing what the operation does or how it works so that the service is bespoke.
Customers are likely to require change for four reasons:
• Product/service flexibility occurs in order to introduce a new or modified product.
• Mix flexibility is the ability to have the variation of products available grow.
• Volume flexibility involves the output of a process and being able to produce different
quantities/volumes
• Delivery flexibility is being able to change the timings of delivery in a product/service.
In terms of the operation principles, being flexible gives the potential for a business to hold a
competitive edge due to their wider variety, different volumes and varying delivery dates.

Cost
Cost is an important factor for companies which compete directly on rates. The lower a
company can keep its production costs, the lower they can have their customer-facing prices. Even
companies who do not compete on price want to keep their costs as low as possible while still
maintaining the levels of quality, speed, dependability and flexibility that their customers demand.
In terms of the operation principles, the minimalization of costs is as important so that
resources can be spared to grow other areas of the business.

Figure 2.7. Competitive Priorities

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 The illustration above explains how competitive priorities operationalize the organization’s
competitive strategy. The two generic competitive advantages — cost and differentiation — are
operationalized in terms of cost, quality, dependability, flexibility and speed. By assigning priorities to
these dimensions, the organization operationalizes its strategy. The priorities can then be used to
generate supply objectives related to quality and innovation, availability and lead-time,
supplier service and responsiveness and cost reduction that are consistent with the
organization’s competitive strategy.
The Figure below illustrates an operational KPI as a quantifiable value expressing the business
performance in a shorter time-frame level. They are used in different industries to track organizational
processes, improve efficiency and help businesses to understand and reflect on the outcomes.

Competitive Implications Example of KPI’s Example of KPI’s

Performance for Manufacturing For Service
Priorities
Quality •Being right • Defect per Customer
•Fit for unit satisfaction
purpose • Mean time
• Process to failure
control
Speed • Being fast Cycle time for Response time
• Risk of process
obsolescence
Dependability • Being on time % of orders % faults addressed
• Trust delivered on time within time
• Stability
Flexibility • Being able to Range of product Range of service
change mix mix
• Customization
Resilience
Cost • Being Efficiency Labor productivity
productive
Efficiency
Note : KPI’s (Key Performance Indicators )
Figure 2.8. Operational Key Performance Indicators

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Assessment:
Assignment 7
• Many companies fail to appreciate the fact that the most critical orders are the ones to which
a company says ‘no’. Explain.
Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

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 MIDTERMS

MIDTERMS
UNIT 3: PRODUCT DESIGN & PROCESS SELECTION
Objective(s)
At the end of the unit, the students will be able to:
1. Define product design and explain its strategic impact on the organization;
2. Describe the steps used to develop a product design;
3. Describe the steps used in process selection;
4. Identify current technological advancements and how they impact process design
5. Compare and contrast the different process selection

MODULE 5
3.1 The Product Design Process
Product design takes a long time and a great deal of effort. It is important to target the design
program to minimize time and costs and to plan for it to be successfully completed within allocated
resources. Time is very much of the essence, the minimum compatible with optimal development. In
a product design plan, there are many activities to be first recognized and then coordinated; some
activities are worked in sequence, some in parallel. Multidisciplinary activities are focused in the same
direction and coordinated in time. The master plan coordinates the various people and their mini-
projects in an overall time and resource plan so that the product design can be controlled.
New product designs can provide competitive edge by bringing new ideas to the market
quickly, doing a better job of satisfying customer needs, or being easier to manufacture, use and
repair (Russell and Taylor, 2009). The product design process involves the steps of generating ideas,
product screening, preliminary design and final design.

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Figure 3.1. Steps in Product Design
Idea Generation:
The design process begins with understanding the customers and their needs. Ideas for new
products can come from a variety of sources both within and outside the firm. Internal sources include
employees, research and development, market research sales force and reverse engineering.
The external sources include customers, legislation, environment, technology and strategic
position of the organization. Competitors are also the source of ideas for new products or services.
Perceptual maps, bench marking and reverse engineering can help companies learn from their
competitors.

Perceptual maps help to compare customer perceptions of a company’s products with

competitor’s products. It is a visual method of comparing customer perceptions of different
product or services:

a. Bench marking refers to finding the best in class product or process, measuring the
performance of your product or process against it and making recommendations for
improvement based on the results.

b. Reverse engineering refers to carefully dismantling and inspecting competitors’ products to

look for design features that can be incorporated to improve one’s own products.

Screening Ideas:

The purpose of screening ideas is to eliminate those ideas that do not appear to have high
potential and so avoid the costs incurred at subsequent stages. Using group of people, proposals

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would be supported by graphics, models and an outline specification and judged against a set of
criteria such as necessity to the firms survival, role in filling out an existing product/service, degree of
overlap with existing products and services, utilizing existing processes and capabilities, impact on
overall sales and profits of the company.
To have a better evaluation of ideas, each of the dimensions of the ideas is scored on a 0-10 scale
and each dimension is attached weights as per these dimensions. The resulting aggregate score
helps in deciding which idea to progress and which idea should be dropped.

Preliminary Design:

Design engineers take general performance specifications and translate them in to technical
specifications. The process of preliminary design involves building a prototype, testing the prototype,
revising the design, retesting and so on until a viable design is determined. Design incorporates both
form and function.
Form design refers to the physical appearance of a product, its shape, size, color, styling etc.
Aesthetics aspects such as image, market appeal, special identification, finish etc. will also form a
part of the form design.
Production design is concerned with how the product will be made. Design, which are difficult to make
result in poor quality products. During the design stage itself the manufacturing aspects should be
considered. The production design or design for production include simplification, standardization and
modularity.
Design simplification attempts to reduce the number of parts, subassemblies and options into a
product. Standardization refers to use of commonly available and interchangeable parts and
subassemblies. Modular design consist of combining standardized building blocks or modules in a
variety of ways to create a unique finished product. Modular design is common in electronics and
automobile industry.

Final Design and Process Plans:

The final design consists of detailed drawings and specifications for the new product. The
accompanying process plans are workable instructions for manufacture including necessary
equipment’s and tooling, component sources job descriptions, work instructions and programs for
computer-assisted machines.

a. COMPUTER-AIDED DESIGN

Currently, business managers and engineers perceive computer-aided design (CAD) as

a tool to assist engineers in designing goods. CAD uses computer technology and a graphic
display to represent physical shapes in the same way that engineering drawings have in the
past. It is used in the metalworking industry to display component parts, to illustrate size and
shape, to show possible relationships to other parts, and to indicate component deformation
under specified loads. After the design has been completed, the engineer can examine many
different views or sections of the part and finally send it to a plotter to prepare drawings. This
capability greatly reduces engineering time and avoids routine mistakes made in analysis and
drawing. It significantly increases productivity and reduces design time, which allows faster
delivery.

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 Applications of CAD systems are not limited to producing goods. While it's true that
services do not have physical dimensions, the equipment and facilities used to produce
services do. For example, the service stalls in an automotive center or rooms in an emergency
medical center have physical characteristics that can be represented by the interactive
graphics capabilities of a CAD system.

b. PROTOTYPING

Engineering and operations combine to develop models of products called prototypes.

These may be working models, models reduced in scale, or mock-ups of the products. Where
traditional prototype development often takes weeks or months, the technology for rapid
prototyping has become available. Some companies are using the same technology that
creates virtual reality to develop three-dimensional prototypes. Other firms employ lasers to
make prototypes by solidifying plastic in only a few minutes; this process can produce
prototypes with complex shapes. Prototyping should increase customer satisfaction and
improve design stability, product effectiveness, and the predictability of final product cost and
performance.

3.2 Methods for Improving Product Design

Several methods are available that help to improve the design process:

a. Design for Manufacturing (DFM) is the process of designing parts, components or products for
ease of manufacturing with an end goal of making a better product at a lower cost. This is
done by simplifying, optimizing and refining the product design. The acronym DFMA (Design
for Manufacturing and Assembly) is sometimes used interchangeably with DFM.

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Five principles are examined during a DFM. they are:

1. Process
2. Design
3. Material
4. Environment
5. Compliance/Testing

Ideally, DFM needs to occur early in the design process, well before tooling has begun. In
addition, properly-executed DFM needs to include all the stakeholders — engineers, designers,
contract manufacturer, mold builder and material supplier. The intent of this “cross-functional” DFM is
to challenge the design — to look at the design at all levels: component, sub-system, system, and
holistic levels — to ensure the design is optimized and does not have unnecessary cost embedded in
it.
The following chart offers an excellent visual representation of the effect of an early DFM. As
the design progresses through the product life cycle, changes become more expensive, as well as
more difficult to implement. Early DFM allows design changes to be executed quickly, at the least
expensive location.

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 Pulling stakeholders together early in the design process is easier if you're developing a new
product, but even if you're dealing with an established product, challenging the original design is a
necessary element of a thorough DFM. Too often, mistakes in a design are repeated by replicating a
previous design. Question every aspect of your design.

• Look at the original drawings.

• Tear down the product.
• Look at competitive and near-neighbor products, as well as lead users such as medical and
automotive.
• Talk to your contract manufacturer — who may have solved the problem with a different
customer?
• Has someone else solved this problem a different way?
• Is there a way to make it better?

b. Concurrent engineering also known as simultaneous engineering, is a method of designing

and developing products, in which the different stages run simultaneously, rather than
consecutively. It decreases product development time and also the time to market, leading to
improved productivity and reduced costs.

Definition(s) of Concurrent Engineering:

Concurrent Engineering is a long-term business strategy, with long term benefits to
business. Though initial implementation can be challenging, the competitive advantage means
it is beneficial in the long term. It removes the need to have multiple design reworks, by
creating an environment for designing a product right the first-time round.

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 Concurrent engineering is a method of designing and developing engineering products, in
which different departments work on the different stages of engineering product development
simultaneously. If managed well, it helps to increase the efficiency of product
development and marketing considerably reducing the time and contributing to the reduction
of the overall development cost while improving the final product quality.

Figure 3. 4. Concurrent Engineering interactions

This streamlined approach towards an engineering product forces several teams such
as product design, manufacturing, production, marketing, product support, finance, etc., within
the organization to work simultaneously on new product development. (figure1)

For instance, while engineering product designers begin to design the product, the sales team
can start working on the marketing and the product support department can start thinking about the
after-sale support. While the mechanical designers work on the packaging design to incorporate
the PCB being developed by the electrical engineering team, the software engineers can start looking
at the software code.

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 Assessment:
Research Work #1:
Give two examples (with supporting details) of the impact of technology on:
• A service
• A product designs
Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attach in the appendix of this module

MODULE 6
3.3 Process Selection
Process selection refers to deciding on the way production of goods or services will be
organized. Processes convert inputs to outputs; they are the core of operations management.
The basic processing types are:
a. Job Shop: Usually operates on a relatively small scale. It is used when a low volume of high-
variety goods or services will be needed. High flexibility and skilled workers are necessary.
Example: Veterinarian Office
b. Batch: Used when a moderate volume of goods or services are needed. The skill level of
workers need not be as high, and equipment need not be as flexible. Examples: Bakeries,
movie theaters, and airlines.
c. Repetitive: Used when high volumes of standardized goods or services are needed. Slight
flexibility of equipment is needed. Skill of workers is relatively low. This process type is often
referred to as an assembly. Examples: TVs, automobiles, and computers.
d. Continuous: Used when a high volume of non-discrete, highly standardized output is desired.
These systems have almost no variety in output and need no equipment flexibility. Skill of
workers can range from high to low depending on the complexity of the system. Examples:
process to make steel, salt, sugar, and flour.
e. Project: Used for work that is non routine, with a unique set of objectives to be accomplished in
a time frame. Examples: putting on a play, publishing a book, and building a bridge.

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Assessment
Assignment 8
• When assembling a car, there will be five tires (four plus a spare) for each vehicle. Why is
it that tire-making uses a batch process, whereas the car itself is typically assembled
using a line process?

Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the google classroom. Students working on the module are to wait for
further announcement.
• See format attach in the appendix of this module

Research Work 2
• Select a business/organization (other than the examples given in this chapter) to illustrate
the five types of process – project, jobbing, batch, line and continuous processing. For
each example, briefly explain how the process works.

Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom..
• See format attached in the appendix of this module

Case study 2
Visit the website of a major petrochemical company. Find information on one of its oil refineries
and explain:
• How it handles the product range that is processed in the plant?
• How often does the plant do turn around and why?

View the following YouTube Videos:

• https://www.youtube.com/watch?v=GYRwWyG3Qqw
• https://www.youtube.com/watch?v=zsWdlMr-97w
• https://www.youtube.com/watch?v=4Ax7SW-8aDk

Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the canvas classroom.
• See format attached in the appendix of this module

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 UNIT 4: Introduction to Quality
Objective(s)
At the end of the unit, the students will be able to:
• discuss the concept of quality according to time and/or era to which it is applicable.
• enumerate the different areas of quality and discuss the various concepts that form part of
the foundation of total quality management.
• enumerate and discuss the concepts related to leadership, strategic management and the
measuring tool for total quality management.

4.1 Introduction to Quality

Defining Quality
Quality could be defined as a basic tool for a natural property of any good or service
that allows it to be compared with any other good or service of its kind. The word quality has
many meanings, but basically, it refers to the set of inherent properties of an object that
allows satisfying stated or implied needs.
Furthermore, the quality of a good or service is the perception that a customer has
about it. It is a consumer’s mind-set who accepts a specific good or service and
acknowledges its ability to meet his or her needs

4.2 History of Quality

THE HISTORY OF QUALITY
• Quality Management in Medieval Guilds
• Quality Management in the Industrial Revolution
• Quality Management in WWII
• Quality Management in the 20th Century
• The Development of Total Quality Management
• Beyond Total Quality Management

Figure 4.1. Timeline: The History of Quality

QUALITY IN THE MEDIEVAL GUILDS OF EUROPE

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 The quality movement can trace its roots back to medieval Europe, where craftsmen began
organizing into unions called guilds in the late 13th century. These guilds were responsible for
developing strict rules for product and service quality. Inspection committees enforced the rules by
marking flawless goods with a special mark or symbol.

Craftsmen themselves often placed a second mark on the goods they produced. At first this mark was
used to track the origin of faulty items. But over time the mark came to represent a craftsman’s good
reputation. Inspection marks and master craftsmen marks served as proof of quality for customers
throughout medieval Europe. This approach to manufacturing quality was dominant until the Industrial
Revolution in the early 19th century.

QUALITY IN THE INDUSTRIAL REVOLUTION

Until the early 19th century, manufacturing in the industrialized world tended to follow this
craftsmanship model. The factory system, with its emphasis on product inspection, started in Great
Britain in the mid-1750s and grew into the Industrial Revolution in the early 1800s. American quality
practices evolved in the 1800s as they were shaped by changes in predominant production methods.

Craftsmanship
In the early 19th century, manufacturing in the United States tended to follow the
craftsmanship model used in the European countries. Since most craftsmen sold their goods locally,
each had a tremendous personal stake in meeting customers’ needs for quality. If quality needs
weren’t met, the craftsman ran the risk of losing customers not easily replaced. Therefore, masters
maintained a form of quality control by inspecting goods before sale.

The Factory System

The factory system, a product of the Industrial Revolution in Europe, began to divide the
craftsmen’s trades into specialized tasks. This forced craftsmen to become factory workers and
forced shop owners to become production supervisors, and marked an initial decline in employees’
sense of empowerment and autonomy in the workplace. Quality in the factory system was ensured
through the skill of laborers supplemented by audits and/or inspections. Defective products were
either reworked or scrapped.

The Taylor System

Late in the 19th century the United States broke further from European tradition and adopted a
new management approach developed by Frederick W. Taylor, whose goal was to increase
productivity without increasing the number of skilled craftsmen. He achieved this by assigning factory
planning to specialized engineers and by using craftsmen and supervisors as inspectors and
managers who executed the engineers’ plans.

Taylor’s approach led to remarkable rises in productivity, but the new emphasis on productivity
had a negative effect on quality. To remedy the quality decline, factory managers created inspection
departments to keep defective products from reaching customers.

QUALITY IN WORLD WAR II

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 After entering World War II, the United States enacted legislation to help gear the civilian
economy to military production. During this period, quality became a critical component of the war
effort and an important safety issue. Unsafe military equipment was clearly unacceptable, and the
U.S. armed forces inspected virtually every unit produced to ensure that it was safe for operation.
This practice required huge inspection forces and caused problems in recruiting and retaining
competent inspection personnel.

To ease the problems without compromising product safety, the armed forces began to
use sampling inspection to replace unit-by-unit inspection. With the aid of industry consultants,
particularly from Bell Laboratories, they adapted sampling tables and published them in a military
standard, known as Mil-Std-105. These tables were incorporated into the military contracts so
suppliers clearly understood what they were expected to produce.

The armed forces also helped suppliers improve quality by sponsoring training courses in
Walter Shewhart’s statistical quality control (SQC) techniques.

QUALITY IN THE EARLY 20TH CENTURY

The beginning of the 20th century marked the inclusion of "processes" in quality practices. A
"process" is defined as a group of activities that takes an input, adds value to it, and provides an
output. Walter Shewhart began to focus on controlling processes in the mid-1920s, making quality
relevant not only for the finished product but for the processes that created it.

Shewhart recognized that industrial processes yield data. Shewhart determined this data could
be analyzed using statistical techniques to see whether a process is stable and in control, or if it is
being affected by special causes that should be fixed. In doing so, Shewhart laid the foundation
for control charts, a modern-day quality tool.

W. Edwards Deming, a statistician with the U.S. Department of Agriculture and Census
Bureau, became a proponent of Shewhart’s SQC methods and later became a leader of the quality
movement in both Japan and the United States.

THE HISTORY OF TOTAL QUALITY IN AMERICA

The birth of total quality in the United States was in direct response to a quality revolution in
Japan following World War II, as major Japanese manufacturers converted from producing military
goods for internal use to producing civilian goods for trade.

At first, Japan had a widely held reputation for shoddy exports, and their goods were shunned
by international markets. This led Japanese organizations to explore new ways of thinking about
quality.

Deming, Juran, and Japan

The Japanese welcomed input from foreign companies and lecturers, including two American
quality experts:

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 • W. Edwards Deming, who had become frustrated with American managers when most
programs for statistical quality control were terminated once the war and government
contracts came to and end.

• Joseph M. Juran, who predicted the quality of Japanese goods would overtake the quality
of goods produced in the United States by the mid-1970s because of Japan’s revolutionary
rate of quality improvement.

Japan’s strategies represented the new "total quality" approach. Rather than relying purely on
product inspection, Japanese manufacturers focused on improving all organizational processes
through the people who used them. As a result, Japan was able to produce higher-quality exports at
lower prices, benefiting consumers throughout the world.

The American Total Quality Management Response

At first, U.S. manufacturers held onto to their assumption that Japanese success was price-
related, and thus responded to Japanese competition with strategies aimed at reducing domestic
production costs and restricting imports. This, of course, did nothing to improve American
competitiveness in quality.

As years passed, price competition declined while quality competition continued to increase.
The chief executive officers of major U.S. corporations stepped forward to provide personal
leadership in the quality movement. The U.S. response, emphasizing not only statistics but
approaches that embraced the entire organization, became known as Total Quality Management
(TQM).
Several other quality initiatives followed. The ISO 9000 series of quality-management
standards, for example, were published in 1987. The Baldrige National Quality Program and Malcolm
Baldrige National Quality Award were established by the U.S. Congress the same year. American
companies were at first slow to adopt the standards but eventually came on board.

BEYOND TOTAL QUALITY MANAGEMENT

As the 21st century begins, the quality movement has matured. New quality systems have
evolved beyond the foundations laid by Deming, Juran, and the early Japanese practitioners of
quality.

Some examples of this maturation in quality management include:

• Most recently in 2015, the ISO 9001 standard was revised to increase emphasis on risk
management.
• In 2000, the ISO 9000 series of quality management standards was revised to increase emphasis
on customer satisfaction.
• Beginning in 1995, the Malcolm Baldrige National Quality Award added a business results
criterion to its measures of applicant success.
• Six Sigma, a methodology developed by Motorola to improve its business processes by
minimizing defects, evolved into an organizational approach that achieved breakthroughs and
significant bottom-line results.

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• Quality function deployment was developed by Dr. Yoji Akao as a process for focusing on
customer wants or needs in the design or redesign of a product or service.
• Sector-specific versions of the ISO 9000 series of quality management standards were developed
for such industries as automotive (QS-9000 and ISO/TS 16949), aerospace (AS9000) and
telecommunications (TL 9000) and for environmental management (ISO 14000).
• Quality has moved beyond the manufacturing sector into such areas as service, healthcare,
education, and government.
• The Malcolm Baldrige National Quality Award has added education and healthcare to its original
categories: manufacturing, small business, and service. Many advocates are pressing for the
adoption of a "nonprofit organization" category as well.

4.3 AREAS OF QUALITY

Product features

One definition of quality relates it to product features. For example, a luxury car designed for
elegance features plentiful and sumptuous comfort: matching walnut burl veneers, exotic leather
seats, luxury instrument panel, whitewall tires, top-of-the-line performance and an offer of excellent
service that treats the owners of this car like royalty. In this case, product features will have a major
effect on company revenues because higher quality in this case can result in the possibility to charge
premium pricing.

Freedom from deficiencies

Another definition defines quality as a product or service free from deficiencies. Following the
car example, imagine a compact car which hardly has any repairs, no engine problems, a paint finish
that doesn’t rust and hassle-free car service. Here, freedom from deficiencies has a major impact on
reducing the company costs because higher quality in this case means less rework, fewer warranty
claims and no customer complaints.

So, at the end product features and freedom from deficiencies together are essential to
meeting customers’ needs. From this, we should define quality in the context under consideration, for
example, the quality of the postal service, dental service, of a product, of life, etc.

Production perspective

Quality can be defined as conformance to specifications. The degree to which a product meets
the design specifications offering a satisfaction factor that fulfils all the expectations that a customer
wants. Products are manufactured and controlled following normative regulations accepted in the
market, so that in case of an inspection by a regulatory body, the product proves that it meets the
requirements established by the related certifying organizations.

More specifically, in manufacturing, quality can be a measure of excellence or a state of being

free from defects, deficiencies and significant variations. Quality is accomplished by a strict and
consistent commitment to certain standards to achieve uniformity of a product in order to satisfy
specific customer requirements. If an automobile company finds a defect in one of their cars and

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makes a product recall, customer reliability and therefore production will decrease because trust will
be lost in the car’s quality.

Value perspective

Quality means providing value to the customer; that is, offering conditions of product use or
service that meet or exceed customer’s expectations, yet are still affordable. Quality also considers
the reduction of waste that a product may cause to the environment or human society, yet still
allowing the manufacturing company to maintain customer satisfaction.

Another interesting element within the concept of quality is the “wow” effect. Quality delivers to
the customer not only what he wants, but also what he never imagined he wanted –and that once he
has it, he realizes that this product was exactly what he always had wanted. However, this is still a
very subjective judgment. In today’s world, companies are still struggling to be consistent in meeting
basic customer needs.

Other definitions from recognized organizations and experts in the world of quality are:

• Quality is the degree to which an object or entity (e.g., process, product, or service) satisfies a
specified set of attributes or requirements.

• The quality of something can be determined by comparing a set of inherent characteristics

with a set of requirements. If those inherent characteristics meet all requirements, high or
excellent quality is achieved. If those characteristics do not meet all requirements, a low or
poor level of quality is achieved.

• Quality is the degree to which a set of inherent characteristics fulfils requirements.

• A subjective term for which each person or sector has its own definition. In technical usage,
quality can have two meanings:

1. the characteristics of a product or service that bear on its ability to satisfy stated or
implied needs;
2. a product or service free of deficiencies.

According to Joseph Juran, quality means “fitness for use”. According to Philip Crosby, it
means “conformance to requirements”.
In the end, quality is an outcome, a characteristic of a good or service provided to a customer,
and the hallmark of an organization which has satisfied all of its stakeholders. Customer requirements
are the core ideal behind all quality definitions.

Other factors related to quality are:

• exact and desired amount of product to be manufactured and offered;
• pace of product distribution;
• speed of customer service;
• appropriate pricing in line with supply and demand pressures;

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 • degree of accuracy with which a product is manufactured concerning its design;
• ease of use and safety;
• reliability;
• impact the product has on the society and the environment, etc.

Additional Information
Video: https://youtu.be/bFYIkTMx0Xk

Assessment:
Poster #1
• On a short bond paper, create a hand-drawn poster that depicts the chosen area of quality
during the chosen period.
• On another sheet of short bond paper, create a handwritten write-up about the poster that you
have drawn. The write-up should not be less than 300 words.
Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the google classroom. Students working on the module are to wait for
further announcement.
• See format attach in the appendix of this module

Rubric
a. Total points: 25 points. Your submission will be graded according to the following rubric.

1 = Weak 2 = Moderately Weak 3 = Average 4 = Moderately Strong 5 = Strong

Criteria Score
The poster accurately depicts the intended quality
The poster is neat, concise, creative, catchy, original and effective
The write up accurately explains the idea being conveyed by the
poster.
The write up is neat, legible, original, clear and concise.
The write-up is free from grammatical error.

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 UNIT 5: Quality Management System
Objective(s)
At the end of the unit, the students will be able to:
• discuss the concept of quality systems.
• Determine the impact of quality on profitability
• Adopt TQM as a fundamental business strategy
• Use seven QC tools for data collection and analysis
• Implement a business strategy driven by Total Quality Management (TQM)
• Accomplish the cultural transformation necessary for successful implementation of total
quality practices
• Achieve world-class status in manufacturing and service through TQM

5.1 Quality Management System

The general term Quality Management (summer, 2009) is meant to assure the quality of a
product or service. There are four components for quality management. They are quality planning,
quality control, quality assurance and quality improvement. Quality needs to be maintained in all
levels of a company. The competition has increased and hence every activity that is carried out
needs to be maintained. Frederick Winslow Taylor is called the father of scientific of management.
The International Standard for Quality Management (ISO 9001:2008) is a board for measuring and
setting quality standards. They have adapted few management principles which are followed by
maximum companies to improve the performance.
The eight quality management principles (Global Quality Village, 2012) are: Customer focus,
Leadership, Involvement of people, Process approach, System approach to management, Continual
improvement, Factual approach to decision making, Mutually beneficial supplier relationships.

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 Figure 1

First, they (Global Quality Village, 2012) concentrate in Customer focus to be the primary focus
as the organization serves them and they are the source of profit for the organization. Therefore
every organization should identify and understand the requirements of their customers and try to
exceed their expectations. To achieve this the organizations should understand customer needs for
products, delivery, price, and meet them. Then, it’s better to measure satisfaction by conducting
regular customer satisfaction surveys and act on the results which you will get.

Second principle is leadership, as Leaders should create the environment for maintaining quality
and following it. They build and control the internal environment and let every employee become fully
involved in reaching the organization’s goals. Therefore, leaders should be a good role model for your
employees by staying upbeat and show initiative and positive attitude at work. Also, it’s important for
leaders to be aware of any changes in the external environment, and determine the needs and
expectations of all stakeholders (owners, customers, suppliers, society, etc.). In addition, it’s good to
create shared values throughout the organization, train and educate people, work together with them
to achieve common goals, provide them with the resources they need and let them act freely with
accountability.

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 Third, they also focus in people Involvement, which means that the full involvement of members
at all levels helps to use their abilities and skills towards organization’s success. In order to implement
this principle, organizations should share knowledge in teams, work together to further the
organization’s objectives, make people proud to be involved in the organization process, and help to
create and maintain job satisfaction among people.

Fourth principle is the process approach that needs to be maintained in terms of quality standards.
A process is a collection of interacting activities or tasks which transform inputs into outputs. It seeks
to achieve customer satisfaction. It can be operational, scientific, or administrative. If organizations
manage their programmed activities and resources as process, the desired outcomes would be
achieved professionally and efficiently.

Fifth is the system approach that needs to maintain good quality throughout the process. This
means we should understand and identify the system and its processes, understand the relationships
between them, and improve the system if there are any problems. If this principle is implemented in
the right way, the organizations will fulfill the different objectives efficiently.

Sixth principle of quality management is the day to day activities called continual improvement.
Doing better should be the main objective of any organization. To meet this objective, organizations
should apply different concepts such as incremental improvement and breakthrough improvement,
educate every member about the methods of continual improvement. (Global Quality Village, 2012)

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Table 1: illustrates the difference between Breakthrough & Continuous improvement (Global Quality
Village, 2012):

For better illustrating and understanding of continual Improvement principle, see figure (2):

Figure 2

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 Seventh (Summer, 2009) is the factual approach which briefly about confirmation of the
decisions taken for the organization should always be based on facts and figures and should be done
after proper analysis. In another words, Different organizations should make decision based on
factual approach rather than unsubstantiated beliefs. Collecting data and facts, measuring its
reliability and analyzing them in order to take the right actions would lead to effective decision
making.

Eighth and the last focus (British Assessment Bureau, 2012) is the mutually beneficial
supplier relationships. That means the relationships between suppliers and organizations because
an interdependent and strong relationship between suppliers and organization will create value and
benefits. In order to implement this principle, some steps should be followed such as evaluating and
selecting the best suppliers who can meet requirements, building relationships, communicating and
exchanging ideas, and working on development of products together.

To sum up figure (3) below show the main benefits of implementing these principles.

Figure 3

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MODULE 8

5.2 Total Quality Management (TQM)

Total quality management (TQM) is a set of opinions and ideas for improving the quality of products
or services, which is widely called “management philosophy”. Its main aims are to satisfy customers
and survive in the market.
TQM GURUS:
Pioneer Year Quality Management
W.E. DEMING 1950 14 PRINCIPLES IN QUALITY, 7 DEADLY SINS AND DISEASES/
PDCA
A.V. 1961 CONCEPT: MAKE IT RIGHT AT THE FIRST (ONE BASIC TQM)
FEIGENBAUM
KAORU 1979 STATISTICAL APPROACH IN QUALITY CONTROL AND
ISHIKAWA FISHBONE
P.B. CROSBY 1979 TOP MANAGEMENT IN QUALITY, 14 STEPS FOR QUALITY
IMPROVEMENT
J.M. JURAN 1988 COST OF THE QUALITY, SPC QUALITY, and JURAN’S QUALITY
TRIANGLE

TQM is (summer, 2009) defined as the systematic process of continuous improvement in the
activities of an organization with a long term success based on exceeding the customers’ satisfaction.
It is not only improvement but also with continuous feedback given. Moreover, in TQM all the
employees in the organization are required to participate in enhancing products, services, process
and the work culture. The implementation of TQM resulted from the studies of quality leaders such as
Edwards Deming, Philip Crosby and Joseph Juran.
In this part of paper we will give brief description on philosophies of Quality. Several philosophies will
be described such as Deming, Juran and Crosby philosophies.

The Deming Philosophy

DEMING: In early 1950s, Japanese products were burdened with defects and were known as poor
quality products with the product of other countries in contrast. He emphasized to Japanese that the
most of the troubles in production are with the “process” and “that statistics can be used to control
that process”. The results of the consultancy of Deming was exceedingly positive to the products and
industries of Japan. He became as a hero there soon. To appreciate Deming's efforts in Japan, JUSE
established the “Deming Prize” in 1951. He was awarded “the Second Order Medal of the Sacred
Treasure by Emperor Hirohito” in 1960.

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Nowadays, “Deming's cycle” has been extensively apply in the development and deployment of
quality policies, DMAIC (Six Sigma) and DMADV (DFSS) have added the rigour of project life-cycle
(PLC) to the implementation and close-out of Six Sigma projects.
Deming believed deeply that “85 percent” of all quality problems is belonged to management, “quality
improvement” can just be happened by management action to change the process. The rest is “15
percent” of the quality problems that can be led to solve by the “workers on the floor or operator level”

In the 1980s Dr. W. Edwards Deming (Leonard, 1996) introduced14 principles of Total Quality
management, these principles lead towards better management practices and business
effectiveness. The summary of the 14 principles are listed in figure (4) below:

Figure 4

The Juran Philosophy

Joseph Juran (Leonard, 1996) brought the Juran Trilogy which had three elements: Quality
Planning, Quality Control and Quality Improvement. He had primarily two levels to seek quality into the
products and services. They are –the mission as a whole to achieve high quality and the mission of
each individual department to achieve high quality.
Quality Planning: is preparing to meet the quality goals and objectives. It is about identifying
external and internal customers and their needs. These needs are then transformed into specifications.
Short term and long term objectives and goals are determined and then prioritized. Products and

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services that are offered should be depending on the needs and wants of customers. Performance
tracking is necessary.
Quality Control: (Leonard, 1996) is meeting the quality goals and objectives during operations.
Elements that are to be controlled needs to be identified and then using quality control tools and
measurement programs, it should be brought up to the level of standards. After the completion of a
task, the difference between the outcome and the standards of performance should be measured.
Corrective actions and preventive measures should be taken while performing any task. Feedback is
necessary from the auditors so that the same mistake is not repeated and thus the next time, the time
and energy can be saved. It will involve determining what to measure, establishing the units of
measurement, evaluate the data, establishing standards of actual performance, measuring the
performance and then determining the difference between the actual performance and the set
standards.

Quality Improvement: One should be able to identify and choose opportunities for
improvement and get approval from the management. Maintaining and sustaining improvements is
necessary. This will involve a process to breakthrough all the levels of performance. (Leonard,1996)

Juran : Juran is best known as “the father of modern quality management”,

Juran viewed TQM as “fitness for use” or fitness for customer. On the other hand, he believed like
Deming that customer has to define quality, if the company wants to be successful, it should use
proper indicators to determine the needs of customers accurately
he believed quality has a direct relationship with the satisfaction of customers with the products or
services.

The Crosby Philosophy

Philip Crosby (Sallis,2013) had a thought of doing the correct thing for the very first time. He believed
in zero defects. He mentioned that doing everything right in the first attempt is cost and energy
saving. He also states a few steps about measurement of quality and improvement methods. There
should be a quality improvement team, with management consent to measure the current and future
quality issues. They should be able to estimate the loss value due to poor quality. They should raise
awareness among all employees, take actions to correct the issues of quality. There should be proper
monitoring, zero defect committee to be established and employees should be encouraged to
improve own quality. Recognition awards are necessary for employees who make a difference in the
process or system to make it better but this needs to be continued. Crosby philosophy details out
more on the managerial thinking process rather than organizational systems. The “Zero Defect”
program or concept is a performance standard that Crosby has out forward so that it also reduces the
time of submitting the required output to the client, error free and with less involvement of cost in it.
(Sallis, 2013)

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Crosby: Crosby realized that the cost of not “doing things right the first time” could be estimable. In
production, “the price of nonconformance averages 40percent of operating costs”, and the expenses
of poor quality can be about 20% of revenues of a average firm, “most of which could be avoided by
adopting good quality practices”
He stressed “Zero Defects” as basis of quality is not synonymous that the products or services quality
must be “perfection”, its meaning is the product or service must be exactly the same as specified
requirements of the customer and the supplier. In other words, “the customer deserves to receive
exactly what the supplier has promised to produce”
CROSBY: Definition. "[...] Zero Defects is a management tool aimed at the reduction of defects through
prevention. It is directed at motivating people to prevent mistakes by developing a constant, conscious desire
to do their job right the first time." — Zero Defects: A New Dimension in Quality Assurance.

Crosby stated that “quality is not comparative and that there is no such thing as high quality or low
quality, or quality in terms of goodness, feel, excellence and luxury”

Comparison of the guru's approaches :

Guru Definition Emphasis Dominant factors
Deming Customer led Process Control of variation
Juran Customer led People Fitness for purpose
Crosby Supply led Performance Zero defects
Feigenbaum Customer led Process Total quality control
Ishikawa Value led People Company wide quality control/
circles

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 W. DEMING J.M. JURAN P. B. CROSBY
DR. WILLIAM JOSEPH M. JURAN PHILIP B. CROSBY
EDWARDS DEMING
HISTORY ON QM William Edwards Deming Joseph Juran. Joseph He was a businessman
(1900-1993) is widely Juran (1904 – 2008) was and author who especially
acknowledged as the an evangelist in the area of influenced quality
leading management quality and quality management. He is among
thinker in the field of management. Joseph Juran the leading gurus of
quality. He was a is also known for his further quality. Among other
statistician and business development of the Pareto things, he worked as a
consultant whose Analysis of the founder quality manager in the
methods helped hasten Vilfredo Pareto in the area development of Pershing
Japan's recovery after the of quality management. missiles. He founded a
Second World War and consulting company Philip
beyond. Crosby Associates
Contribution to Deming has made 3 The Juran trilogy. Juran Zero Defects, a term
quality main contributions to was one of the first to write coined by Mr. Philip
the field: about the cost of poor Crosby in his book
quality. This was illustrated “Absolutes of Quality
by his "Juran trilogy," an Management” has
• The Fourteen
approach to cross- emerged as a popular and
Points for functional management, highly-regarded concept in
transformation of which is composed of three quality management – so
an organization. managerial processes: much so that Six Sigma is
• The Deadly quality planning, quality adopting it as one of its
Diseases of control, and quality major theories. ... It means
organizations. improvement. ensuring the highest
• The System of quality standards in
Profound projects.
Knowledge.

INTRODUCED THE
CONCEPT OF
VARIANCE
Basic orientation technical process motivational
toward quality
QUALITY A PREDICTABLE FITNESS FOR USE as CONFORMANCE TO
DEFINITION DEGREE OF perceived by customers REQUIREMENTS
UNIFORMITY AND -The mission of individual -It is managements job to
DEPENDABILITY AT departments are to work set the requirements and
LOW COST AND according to specifications communicate to
SUITED TO THE designed to achieve fitness employees
MARKET for use
-Meeting and exceeding
the customer’s need and
expectations and then
continuing to improve.

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Who is Management
responsible for
quality?
Importance of Very important Very important at each step Very important
customer of product life cycle
requirements as
standard
Degree of Senior Quality is made in the Majority of Quality problems Quality improvement starts
Management boardroom are the fault of poor from the top
involvement management rather than -100% responsible for the
poor workmanship problem with quality and
their continuance
Improvement Put everyone in the All quality improvement Quality improvement is
basis company to work to takes place project by built on getting everyone to
accomplish the project do it right the first time
transformation. The (DIRFT)
transformation is - quality improvement is a
everybody’s job process not a program it
-Repeated use of PDCA takes a long time for it to
cycle become a normal part of
the scene.
Cost of quality Companies should look at Cost of poor quality Measurement of quality is
the total cost of product or (COPQ) is the sum of all the price of non-
service provided by cost that would disappear if conformance, not indexes
others, and not just the there were no quality Price of non- conformance
purchase price problems. is by counting everything
Quality improvement does that is spent if everything
not come free was not done right the first
time
Training Everyone should be Orientation on the concept
trained in basic statistical and procedures of quality
methods Direct skill improvement
Training should be given Continual data
on the job communication
Training boosts morale
Inspection /defect Cease dependence on Operator errors can be Two factors cause defects
control inspection to achieve reduced by: foolproofing, or errors: lack of
quality. Eliminate the keeping people attentive, knowledge and lack of
need for mass inspection training, changing attention
by building quality into the technology, improving
product in the first place. communication,
establishing accountability,
removing the error prone
person and motivation

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 Assessment:
Essay # 1
• What models for TQM are recommended for a small business?

Essay #2
• What is the key element of TQM in implementing the strategy of a plan of a
university?

FINALS
MODULE 9

5.3 Frameworks and Methodologies

Quality Management Framework (QMF) (WMO.int,n.d) is a fundamental structure and guidance
essential for an organization to reach high quality, efficiency, and effectiveness in performing its
responsibilities. Methodology is a specific set of technique sand rules putting in phases, which
usually solve an issue or a specific problem. It is like a way to do something with activities and
processes in a planned manner, and find out how to improve these activities and processes on an
ongoing basis. Using well methodologies gives you guarantee for both the validity of the way you do
something and the outcomes you get.
The frameworks and methodologies (WMO.int, n.d) integrate quality assurance and
improvement activities in an efficient way, and provide a set of principles and requirements towards
quality improvement. They are very important for different organizations because they assist in the
development of organizational steps and the achievement of goals for the future in a very
professional way. Also, they identify different business risks and make the best effort to enhance
continuous improvement. The QMF is based on the eight quality management principles that
mentioned previously and used by organization to lead them towards continues improvement
performance.
Different frameworks and methodologies (WMO.int, n.d) have been prepared, in this section we
will illustrate the properties of PDCA cycle, Six Sigma techniques (DMAIC, DMADV,..etc) and RADAR
Matrix, which are the most popular tools of quality methodology and frameworks used in order

PDCA CYCLE
The PDCA Cycle (the Shewhart Cycle) was developed by Walter Shewhart. Then it was
promoted by W. Edwards Deming, so it is also known as` the Deming Wheel'. It is a management
method of the four steps used to control and improve processes. It’s famous model on continuous
process enhancement. This model allows an organization to have an action that is planned and
assess how an action conforms with initial plan, revise and act accordingly to what been learnt. If

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results lead to a success, learning is incorporated from the assessment into major changes. If found
unsuccessful the cycle is reinitiated with another plan (Johnson, 2002)
The PDCA (Johnson, 2002) is an abbreviation of Plan-Do-Check-Act, which are steps of the
cycle that explained in figure (7) below:

Figure 6

We can also (HCI.com, 2012) include a mini-PDCA cycle in the Do implementation stage to
make sure that all issues be resolved before starting the next stage (Check).

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 Figure 7:Advanced PDCA cycle

The PDCA cycle (HCI.com, 2012) becomes very important part in the organization’s
culture, because it is used as an approach of continuous improvement processes. The most
significant feature of PDCA lies in the (ACT) stage after finishing the project when the cycle is
repeated again for another improvement. (HCI.com,2012)

Figure 8: PDCA cycle in continuous improvement process

Six Sigma
Six Sigma (12manage.com, 2013) is the most famous methodology in the history to improve the
process of the business, reduce defects, achieve excellence and increase customer satisfaction. It is
a statistical term refers to 99.99966% good or 3.4 defects per million opportunities (DPMO). Six

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Sigma basically developed by Motorola, and then adopted by GE and Honeywell. (12manage.com,
2013)

Table 2: six sigma performance levels (12manage.com, 2013)

DMAIC Approach (Five steps in Six Sigma):

A Six Sigma process has five stages as explained below in figure (10): (Metricstream.com, 2013)

Figure 9

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DMADV Methodology of Six Sigma
The DMADV methodology (Six sigma online.org, 2011) sounds similar to DMAIC. But they are
similar in the first three letters (DMA) and steps. As we can see (figure 11) there are five steps as
following:

Define the purpose of the project related to the customer needs.

Measure both the purposes of the management and the customer needs.
Analyze the processes and options you have to define the cause of error and then assess
corrective measures.
Design a new step or a corrective process to prevent the errors and meet the goal.
Verify by simulation to assure that the developed performance of the design meets the purpose
needs. (Six Sigma online.org, 2011)

Figure 10

Six Sigma Belts:

Organizations (Steven H. Jones,2010) are different from each other in the levels of competence.
The six sigma belts depend on competencies performance in organizations. These belts are based
on implementing some tools and actions.

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 Figure 11

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Six Sigma Tools:
Scatter Diagram
(Gene Rogers.2010) A graph of the value of one variable vs. another variable.

Figure 12

Cause-and-Effect Diagram
A tool that (Gene Rogers. 2010) analyzes process elements (causes) that might affect a result
(outcome).

Figure 13

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Pareto Chart

A graph (Gene Rogers. 2010) to analyze problems or defects. It identifies the frequency of defects in
descending order.

Figure 14

Flow chart

A chart (GeneRogers. 2010) that illustrates the steps in a process.

Figure 15

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 Flow chart gives enough clarification of the processes and helps every member in the
organization to gain a shared understanding of these processes. Furthermore, it defines steps which
do not add any value to customers, including: Delays, Needless storage, and Breakdowns in
communication.

Histogram

A distribution showing the frequency of occurrences of a variable. (Gene Rogers. 2010)

Figure 16

Six Sigma vs. Lean

Lean Thinking (Muhamad Faizal Mohd Karin, 2012) is a quality improvement methodology that
based on the reducing waste and improvement of speed. Lean identifies 3 different types of wastes:
(waste of materials and time), (unevenness), and (the overburdening of systems). Every worker in a
lean manufacturing is expected to think and make suggestions to reduce waste and be involved in
kaizen, a process of continuous improvement to fix problems and it involves brainstorming sessions.

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 Table 3:(Vivekananthamoorthy N and Sankar S, 2011)

Figure 17

FADE model
It (Hrsa.gov, n.d) was developed by Organizational DynamicInstitute of Wakefield,
Massachusetts. This model is used for quality management project. There are four steps to the FADE
QI model :

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 Figure 18

The following table (4) (Armin Ernst (ed.) & Felix J. F .Herth (ed.), 2012) presents the different
Models of QI. Each model shows a common analysis and steps; so it’s better to pick the right method
to achieve the great target.

Table 4

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RADAR
A methodology (Mirko.sokovic, 2010) provides a structured wayto assess the organization’s
performance. It is an important approach for any organization using EFQM excellence model in its
program. RADAR methodology support all nine requirements of EFQMexcellence model.

It contains five interconnected stages: results, approach,deploy, assess and review.

Thesimplified explanations of each stage are: Identify the targeted Results to beachieved, then plan
and improve processes with Approaches to fulfill long and short term results. Deploy the approaches
and introduce it in an organizedway for organization to ensure full performance. Based on the
analysis on the achievedresults, we can Assess and review the approaches and implement
improvements.

RADAR methodology (Mirko.sokovic, 2010) is used for performanceassessment and implement

within the EFQM excellence model. This methodologygives a structured approach to test the
organization's performance by applyingEFQM excellence model. Furthermore, It supports the scoring
mechanism and otherassessment schemes, and can lead to projects improvement in an organization.

To assess the excellence degree of any organization in asystematic way, we use RADAR
methodology in reviewing and evaluating the wholeorganization (or some of its parts) through all 4
stages of the RADARmethodology and their criteria.

Figure 19

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Benchmarking Methodology
Benchmarking (F. John Reh. 2013) is the process of measuring your organization's processes,
services and products and comparing it to othersto establish improvements. This approach leads to
competitive advantage between different organizations.

Organizations (F. John Reh. 2013) benchmark for different reasonssuch as improving
performance productivity, reducing costs, managing change,achieving various innovation and setting
targets. But the main goal ofbenchmarking is to learn how to bring successful and achieve excellence
and even exceed it. Benchmarking lies somewhat in the question: “Why invent the wheel again if I
can learn from others who have already done it?” After all,Benchmarking is not a magic cure that can
take a place of management processesor other quality efforts.

Main Types of Benchmarking:

There (Charles J. Burke.n.d.) are four main types ofbenchmarking:

Figure 20

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Steps for implementing Benchmarking

There (Charles J. Burke.n.d.) are four essential steps for implementing Benchmarking:

Step 1:Plan the study by establishing benchmarking responsibilities, setting theprocess, recording the
current process, and identifying the measures which willhelp in collecting data.
Step 2:Collect the data by recording the levels of the performance, finding partners,and making a
visit.
Step 3:Analyze the data by measuring the performance of your data, comparing yourperformance
with your competitors’ data, and identifying excellent practices.
Step 4:Adapt enablers to improve the performance by setting targets, considering theobstacles to
goal, planning to start the changes.

Figure 21

Capability Maturity Model (CMM) :

A methodology developed by the Software Engineering Institute (SEI) in USA to help

organizations develop their software development process.
The model explains five evolutionary stages in how an organization can manage and improve its
process and performance: (Margaret Rouse, 2007)

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 Figure 22

Assessment:
Essay # 3
• How can we develop a culture of continuous improvement in an organization?
Essay # 4
• Explain the rationale for continual improvement: Continual improvement is
fundamental to success in the global market place.

MODULE 10
5.4 Standards
Although standards are something that most of us are accept and use as a part of everyday
life and activities, the word “standard” is usually misunderstood and abused. A definition of normal
might consult with “a level of quality or attainment” or “falling among associate degree accepted
range”, (TAP,2009). A technical specification, a code of apply or a wide used apply may additionally
be loosely spoken as standards.

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 A standard is not more than a printed specification that establishes a common language,
contains a technical specification or different precise criteria that approved by a body recognized at
the national, regional or international level and made available to the public to be used
systematically, as a rule, or a definition. (BSI Education, 2008). It works along with laws, serving
organizations to fits with UK or EU laws by setting out the Standards that will meet the regulations.
Standards are applied to several materials, products, and services. They assist to create life
easier, and increase the responsibility and also the effectiveness of the many product and services
we tend to use. In short, a standard is a document that gives needs, requirements, specifications,
tips or characteristics which will be used systematically to confirm that materials, products, processes
and services are suited their purpose.
Some standards can be used and applied only to products, services and processes within a
particular sector. While others can be across many sectors, such as the quality management
standard (ISO 9001), and environmental management standard (ISO 14001).
Importance of standards
What will happen if there are no standards!! Why standards are vital! Personally, you can notice
that. Standards provide a guarantee of safety, ability to predict and ease of use. To illustrate, you
don't have to worry whether your CD will play in any machine or not, or the electric wire is compatible
to be used at home or not. Previously, Standards was used and applied on making some
components of a product only. Nowadays, it is used widely, and plays a main role in quality
management. Standards offer the basics for several of the innovative communication options and
choices, (ETSI, 2012),and that they contribute to the improvement of our daily lives.
Standards importance lies on the Information it contains, such as the safety of the product, and
state of health and environment risks. This information may result minimization in the cost of
searching and producing new technologies, (IEC, 2013). Standards guarantee the maximum
advantage of the product, process, or services to the end-user. The importance of the standards
appears when it is implemented correctly. Basically, standards help secure that the products will do
perform as we expect.
We should also keep in mind the importance of the compatibility that was created by the
standards. For example the compatible between the plug and socket. So we can define the
compatibility as products, processes or services can be used together to obtain the requirements
without unacceptable interaction.
Importance of standards in term of Consumers and Manufacturers
In terms of the consumers (Business Case Studies LLP, 1995),they need Standards to be
informed regarding the accuracy and suitability of the goods and services that will be used. Also to
enable the customers to have a wide and greater choices. The existence of standards brings the
peace to consumers' mind.
In terms of Manufacturers and retailers, they need standards to offer clear instructions that reflect
best practice and to protect the industry's reputation. Moreover it setup a benchmark that can be
used for act the specification and characteristics of goods, process or service, which can be easily
explained for improvement.

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 To sum up, we need standards to assure that product, procedures, systems and services work
along safely and as purposed. Governments rely on them to protect citizens from unsafe goods and
services.
Standards Development Methodology
Any standard development should go through each stage of the process, regardless they can
be as long or short as appropriate. Need: lack or gap of information is needed to be treated by the
proposed development. Requirement: to identify the needs and requirements for the information
standard. Draft: to identify the early evidence that will achieve the requirements. Full: to assure the
evidence that the standard is implementable and safe, and able to be maintained and updated.
Implementation: to implement the approved draft standard. Maintenance: to use the information
standard in operation. Retirement: to withdrawn a standard when become not applicable

Figure 23: Flow Chart of Standards Development Methodology

Categories of standards
Standards can be categorized based to the job required for. Here we will illustrate the most
common five categories:
Specification:
A prescriptive standard setting out detailed requisites which are utilized for product safety
purposes and other applications that need accuracy and assurance by its user.
Codes of practice:
To suggest the smart and good practices that now undertaken by competent and conscientious
practitioners, (ASTM, 2000). They're written to include some flexibility in application, while giving
reliable indicative benchmarks. Mainly it used in civil engineering and construction industry, (CEN
CENELEC, 2011).

Methods:
Is extremely prescriptive that is used for characteristics measurement, tests or specifying what
is repeatable in wherever it needs to be applied.

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Vocabulary:
Is a group of phrases and definitions to assist ,harmonize the employment of language for
ease to understand and communication.
Guides:
It is a set of less prescriptive recommendation that reflects the thinking and experience among
consultants and experts in a specific subject.

Types of standards
Types of Standards were classified based on the applied activities that were outlined by the
International Organization for Standardization (ISO). Three common types of standards, (Chauffour
& Maur, 2011), are:

Product standards
Related attributes of goods or services, especially with regard to aspects like safety, quality, and
fitness for purpose. The limit standards is one of the product standards that was set by FDA (U.S.
Food and Drug Administration) which states that one part per million of methyl mercury in fish can be
marketed and consumed by human.
European Standards (EU)
European Standards serve the product, processes or services to ensure they meet and comply
with the requirements of specific purpose.
European Standards (EN) is certified documents by one of the 3European Standards
Organizations, CEN, CENELEC or ETSI, which are designed and established through a transparent
and open process.

European Standard development

They are developed based on needs of industry, market or public. The public would benefit from
a standard to improve the quality and safety of a product or service. Also they may develop to
encourage people in complying with European legislation on policies such as the single market. In
fact (European Union, 1995), it is similar to most standards which developed due a combination of
reasons to give many various benefits to public.
To develop new standards it should go through the different stages, the flow chart hereunder
shows major stages in the development of a European standard, (EuropElectro, 2007):

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 Figure 24

Some benefits of using EU Standards (EUROPEANSTANDARD. 2013), can include:

• Facilitating the free movement of goods in international trade

• Rationalize production
• Improve the environmental protection
• Providing and ensuring the protection to consumer in the Market.

Process standards

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 Apply to the conditions which goods or services are made, or packed. Such as the production of
hormone-free dairy products requires special features of farms to meet the production conditions.
Note that EU Standards can be used as an example of process standard as well.

Management systems Standards

To help organizations to create, operate and implement a framework that always meets the
requirements in product and process standards. ISO Standards are the main example especially for
the ISO 9000 series of Quality Management standards. This report will focuses mainly on the third
type of the standards, specifically ISO Popular Standards.

ISO International Standards

ISO International Standards ensures the safety, quality and reliability of the products and
services. It is considered as a tool to reduce costs and increasing productivity and profitability from a
business perspective. It also facilitates the access of new markets, and offers free and fair global
trade to many firms.

ISO Developing Standards

ISO process in development the international standards, summarize in the following six steps,
(ISO International Standards):

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 Figure 25

Proposal: to confirm the needs of this specific Standard.

Preparatory: to set up a working group of experts to prepare the working draft and develop the
optimal solution for the issue being addressed. Then, they forward the draft to the consensus-
building phase.

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Committee: first draft registered and distributed for comment and voting by the members of the
committee. Once they agree, a finalized draft is submitted to the draft International Standard (DIS).

Enquiry: DIS is circulated to the members among 5 months whether to be approved for submission as
a final draft, or to return for more study. The revised document will be circulated again as a DIS.

Approval: The final draft is circulated to all members for a final Yes/No vote in 2 months. Whether to
be approved as an International Standard or to be returned back for reconsideration based on the
technical reasons that support the negative votes.

Publication: after the approval of the final draft received, the final text is published the International
Standard.

ISO Popular Standards:

ISO 9000 - Quality management

It is a system helping organizations to monitor and manage the quality of the operations
consistently. Monitoring helps to outlines ways to achieve, perform, benchmark and improve of the
process at all levels. In other word, The ISO 9000 family is all about Customer satisfaction which
leads to Profit.
It addresses different aspects of quality management and contains some of ISO’s best known
standards, including:

ISO 9001:2008 - sets out the requirements of a high quality management system
ISO 9000:2005 - covers the fundamental concepts and language
ISO9004:2009 - targeted for advanced efficiency and effectiveness of quality management system
ISO19011:2011 - guidance and tips on quality and environment management systems audit, internal
and external.
Some benefits of using ISO 9001 can include:

• More consistent competitor in the marketplace

• Meet customer needs
• Working Efficiency leads saving time, money and resources.
• Performance Improvement to cut errors and increase profits
• Customer loyalty with better customer service

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 The core standards of ISO 9000, 9001, and ISO 9004 are excellent tools that prove their worth
over the last 25 years when they have been utilized in the right way, in the right context and for the
right reasons.

ISO 14000 - Environmental management

The ISO 14000 family about various sides of environmental management. It provides tools to help
in identifying and controlling all environmental impact to be in continuous improvement process. ISO
14001:2004 and ISO 14004:2004 focus on environmental management systems. Others confined on
particular environmental aspects like, life cycle analysis and communication.

Some benefits of using ISO 14001:2004 can include:

• Minimizing the cost of waste management

• Minimizing the cost of distribution
• Savings in consumption of energy and material
• Reputation Improvement of the firm among the public, regulators, and the customers.

ISO 22000 – Food safety management

The ISO 22000 family is one of the extremely important standards due to the serious effect can
be occurred in unsafe food. It addresses food safety management that assists organizations to
identify and control food safety hazards to ensure the safety of the universal food supply chain.

Some benefits of using ISO 22000:2005 (QMS Inc, 2013), can include:

• Customer satisfaction commitment and manage food safety hazards and risks commitment
• Organization’s reputation and customer's confidence Improvement
• Improves recognition as a supplier of choice throughout the global food chain

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ISO 50001 - Energy management

ISO 50001 provide and develop energy management system to organizations in all sectors to use the
energy high efficiently.

Some benefits of using ISO 50001 (BSI, 2013), can include:

• Identify, measure, monitor and manage the risks for improvement purpose.
• Improve the performance to reduce energy consumption
• Demonstrate environmental credentials to increase tender opportunities

ISO 31000 – Risk management

To help managing risks effectively to avoid unexpected risks. Risks can be anything that
affecting an organization in terms of reputation, safety, environmental and economic performance.

Some benefits of using ISO 31000 can include:

• Build a confidence in your use of risk techniques

• Minimize losses and control risk
• Improve management system performance and resilience
• Protect the work environment effectively.

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ISO 26000 - Social responsibility

ISO 26000 offer instructions on how and firm can operate from a social responsibility aspect.
Which includes the ethical and transparent behavior that contributes to the health and welfare of
society.

Some benefits of using ISO 26000 can include:

• Good Reputation of the organization that gain the ability to attract and retain customers, and
workers.
• Increase the productivity due the employee maintained morale
• View of investors, owners, donors, sponsors and the financial community
• Strong Relationship with companies, governments, and customers.

ISO 3166- Country Codes

To set up international codes that can be recognized globally to represent name, area and
subdivisions of a country.

ISO 4217 - Currency codes

To set up international codes that can be recognized globally to represent currencies. This
code can be whether alphabetic code or numeric code.

ISO 639 - Language codes

To set up international codes that can be recognized globally to represent languages or language
families.

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ISO Standards vs.EU Standards, (WordPress, Entries(RSS), 2013):

Table 5

Frameworks vs. Standards

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 MODULE 11

5.5 Excellence award

The excellence Award is a method of distinguishing an existed excellence of an individual, a
community or an organization in addition to products in some cases. Acquiring this award requires
recognition through extremely improved qualitative performance and presentation.
Individuals who seek quality awards must show excellent performance and presentation as a result of
achieving remarkable levels of customer satisfaction, marketing and financials, and leadership to be
recognized for the award.
Excellence awards covers all aspects of a community's performance and activities or on specific
activities and sectors, includes:
The Deming Award
The beginning of today's excellence awards dated back to the establishment of the Deming
Prize, which named after William Edwards Deming(1900 - 1993). Deming Prize was established in
1951 by the Union of Japanese Scientists and Engineers (JUSE),(Royal Charter, 2013), when they
gave to Dr. Deming recognition for his efforts through teaching the basics of statistical quality control
clearly and accurately, which left a deep impression in the minds of the participants. Since then, his
teachings helped in continued development of quality control in Japan.The Deming Prize becomes an
annual award to the present time.
Today, The Deming Prize is one of the highest awards on TQM. It uses to explore how Dr. Deming's
theories are currently being put into practice by organizations around the world.
Categories of the Deming prize
The Deming Prize for Individuals or groups, (JUSE, 1997): Given to people who contribute in
study TQM or statistical TQM methods, or those who have made outstanding contributions in the
distribution of TQM. For organizations or divisions: Given to organizations or divisions that was
improved their performance by using the application of TQM in that particular year.
The Quality Control Award: Given to operations business units of an organization that has improved
their performance by using the application of quality control/management TQM in that particular year.

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 Figure 26 is a guide to the Deming Application Prize

The Malcolm Baldrige National QualityAward (MBNQA)

The government created the Malcolm Baldrige National Quality Award (MBNQA) in 1987 to
manage quality and productivity , (Baldrige Foundation, 2013). The Baldrige Program educates,
encourages and assists businesses and non-profits to improve the quality and productivity and to
achieve their goals efficiency. The implementation of the Criteria for Performance Excellence serves
6 sectors, (APQC, 1994) -manufacturing, service, small business, education, health care, and
nonprofit. As a result, many companies participate not only in the awards themselves, but also in
self-assessment and improvement activities.

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The MBNQA model has 7 interrelated categories for Performance Excellence shown in figure (27):

Figure 27

European Quality Award (EQA)

"Excellence is not a skill. It is an attitude." -Ralph Marston

"If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence
is not an exception, it is a prevailing attitude." - Colin Powell (Power Quality Management Ltd,2011)

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 In 1988, the European Foundation for Quality Management (EFQM) was formed by senior leaders
from 14 major European companies. In 1991, the European Quality Award was lunched and grown
over the years. The EFQM Excellence Model and the EQA became the foundation for many awards
across Europe.

The EQA runs using many elements. It combines some elements from the Deming Prize and the
MBNQA. For example: leadership, strategic planning, and customer satisfaction. Also, it considers as
a powerful supplier assessment and continuous improvement tool mostly purposed for the European
supplier base, (Diane Dibley, 2000). However, the most important and famed element is the EFQM
Excellence Model. This model is a framework for assessing an organization which has two main
parts that complement each other in the improvement as shown in figure (28):

Figure 28
Since the EFQM Excellence Model is based on the 8 Fundamental Concepts of Excellence that
mentioned previously and shown in figure (concepts figure), so they playing a main role in the
assessment. Not to forget the heart of the assessment, RADAR logic, the scoring mechanism used
by the assessors during the assessment.
Benefit of EQA:

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 • Help in improvement by using the EFQM Model and the 8 Excellence fundamentals
• Help in benchmarking against other organizations and to identify the role models.
• To get a feedback from experienced that shows the strengths and areas for improvements.
• Can be an input for business planning, and a chance to gain experience from preparing for the
assessment.

Sheikh Khalifa Excellence Award (SKEA)

In 1999, The Sheikh Khalifa Excellence Award (SKEA) was launched by ADCCI to be a
methodology for continuous improvement of the Business Sector in Abu Dhabi, (Sheikh Khalifa
Excellence Award, N/A). SKEA based on EFQM Excellence model and it known as Arabic version of
the EFQM Model, with approval of all other Arabic speaking countries with local distributors and
representatives as well as experts in the field of Organizational Excellence.

Now, SKEA program is one of the supporters who help the organizations to achieve the high
standards of quality and keep in improving in terms of knowledge, skills and attitudes, system
development in terms of efficiency and effectiveness and hence achieve the desired Results.

This model is assuming that the SKEA is a result of excellent Performance, Customers, People
and Society are achieved through Leadership driving Strategy, People, Partnerships and Resources,
and Processes, Products and Services.

Categories of the SKEA

Diamond Category Award: is given to organizations which have been previously winners of SKEA
Gold and shows a continuous improvement over their previous performance.

Gold Category Award: is given to organizations which have been previously winners of the SKEA
Silver and shows a continuous improvement over their previous performance. Sometimes an
exception can be made, the Gold award is given to an organization who has above550 point out of
1000.

Silver Category Award: is given to large organizations from all sectors of the economy that have
above 400point out of 1000.

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Comparison of Quality Awards, (Robert J. Gary L. and Jason, 2000)

Table 6

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 UNIT 6: Customer Focus
Objective(s)
At the end of the module, the students will be able to identify and discuss:
1. the different kinds of customers as well as their needs.
2. the parameters in building a customer-focused organization
3. the importance of a robust workforce.
4. the factors in the design of a high-performance workforce
5. the basic principles of process management
6. the supply-chain management requirements

MODULE 12

6.1 CUSTOMER-FOCUS

The customer as the new target

Today, there is also a trend in quality placing the customer as playing an active role when
rating the quality of a product. This trend aims to create a standard based on customers’ opinion. The
quality of a good or service is not determined only by purely objective parameters but also includes
the views of a customer using a given product or service.
As we can see, quality is a complex concept interrelated with many other disciplines from
engineering, economy, environment through human relations.
What is a Customer?
A customer is an individual or business that purchases another company's goods or services.
Customers are important because they drive revenues; without them, businesses have nothing to
offer. Most public-facing businesses compete with other companies to attract customers, either by
aggressively advertising their products or by lowering prices to expand their customer bases. i
Types of customers
There are two distinct types of customers i.e. external and internal. Internal customers are
within the company-the colleagues working together for delivering a service or product for the
external customer. We will, however, remain restricted to the external customers here.
An external customer may be an individual or an enterprise that hires or purchases the
product(s) or service(s) from another person or business in exchange of money.
Customer satisfaction
One of the most important factors for the success of an enterprise is its customers. Without
them, a business cannot exist. But to capture customers, a business must try to find out what people
want, how much and how often they will buy and how their post-purchase satisfaction will be ensured.
Customer satisfaction is not an objective statistics but more of a feeling or attitude. If a
customer is happy with a product or a service it has hired or purchase they will pay their bills

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promptly, which greatly improves cash flow-the lifeblood of any organization. Customers that are
satisfied will increase in number, buy more, and buy more frequently.
Quality with respect to customer satisfaction process
Many companies approach customer satisfaction in a narrow way by confining quality
considerations to the product alone. Whereas, service connected with the product are frequently over
looked, such as packaging, timely and accurate shipping and ability to meet deadline matters.
customer define quality in terms of their overall experience with the company.
Customer defection, why it occurs and how it can be stopped
Customer defection means losing a business. It occurs when an unhappy customer decides to
stop hire or purchase your services or products and decides to find some other suitable alternative
that satisfies its needs which your organization failed to deliver. Therefore, customer defection is a
threat. On the other hand, retaining a customer is great opportunity. For a product manufacturing
company, a customer defection may occur due to poor quality of product or poor after-sales services,
whereas in case of service sector it plainly based on the quality of service itself.
In the service sector, employees-customer interaction influences satisfaction more than actual
product or service obtained. These one-on-one or face-to-face contact between customer and
deliverer of service (nurse, flight attendant, retail clerk, restaurant server) is extremely important. Poor
service quality causes customer defection, which in turn have a substantial impact on cost or profits.
The ultimate outcome of customer focus and satisfaction is to achieve profit in the private
sector and productivity in the public or non-profit sector. The one thing which is proven as result of
various studies is the relationship between customer retention and profit.
CREATING A CUSTOMER-FOCUSED ORGANIZATION
Happy customers = Happy organization

Customer Service
Customer service, which strives to ensure positive experiences, is key to a successful
seller/customer dynamic. Loyalty in the form of favorable online reviews, referrals, and future
business can be lost or won based on a good or bad customer service experience. In recent years,
customer service has evolved to include real-time interactions via instant message chats, texting, and
other means of communication. The market is saturated with businesses offering the same or similar
products and services. What distinguishes one from another is customer service, which has become
the basis of competition for most businesses.
Key indicators used to measure customer satisfaction
There are two basic steps in measurement system:

1. Develop key indicators that drive customer satisfaction.

2. Collect data regarding perception of quality received by customers

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 Key Indicators for Physical Products
• Reliability
• Aesthetics
• Adaptability
• Usability
• Functionality
• Appropriateness

Key Indicators for Services

• Friendliness/courteousness of employees
• Safety/risk of service
• Billing/invoicing procedure
• Responsiveness to requests
• Appearance of physical facilities
• Approachability of the service provider
• Willingness to listen to customer
• Honesty and an ability to communicate in clear language

What is the importance of Buyer-Supplier relationship in terms of customer

satisfaction?
Almost every company purchases products, supplies, or services in an amount that frequently
equals around 50% of its sales.
Traditionally many of companies follow “lowest bidder” practices where price is critical criterion.
Now companies are realizing that careful concentration of purchases, together with long term buyer-
supplier relationship, will reduce costs and improve profits. Dr. Deming suggested that a long-term
relationship between purchasers and suppliers is necessary for best economy.
Guidelines that will help both the supplier and customer benefit from a long-term partnering
relationship:
1. Implementation of TQM by both supplier and customer.
2. Long-term commitment to TQM and to the partnering relationship
between the parties.
3. Reduction is supplier base.
4. Get suppliers involved in the early stages of research, development,
and design.
5. Benchmarking

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 Assessment:
Collaborative presentation # 1:

• Identify Key Indicators for a Physical Product.

• The Physical Product is something that can be demonstrated by all the members in
a virtual presentation.
• Make sure that the product chosen contains at least 90% of the key indicators of a
Physical Product.
• The group is to submit a pre-recording of their presentation.

MODULE 13
6.2 WORKFORCE – FOCUS

HAPPY EMPLOYEES = HAPPY CUSTOMERS

The most important asset
Business leaders, in a nod to the value of their workforce, will sometimes declare that their
most important assets “walk out the door” every day. (They’re referring to their employees, of
course.)
While such proclamations are fashionable given the buzzworthy nature of employee
engagement, the reality within many workplaces is that these most important assets are often left to
wither, due to a lack of maintenance and reinvestment.
It makes intuitive sense when companies draw a parallel between their capital assets and their
human assets. In practice, however, the analogy falls short.
Capital assets, such as machinery, require regular upkeep – and so, too, do human capital
assets. Whereas pieces of equipment might need regular oil and greasing to operate at peak
efficiency, employees need regular skill development and education to operate at their highest level.
Yet such staff development activities can get lost in the whirlwind of day-to-day business
priorities. They become a secondary concern. As a result, the knowledge and capabilities of those
human capital assets are left to… depreciate.
That’s a real tragedy for businesses large and small, given the investment that is typically
made in recruiting, hiring and onboarding new employees.
How to develop a robust workforce ii
Finding the ideal employee isn't easy. Someone with the perfect mix of skills and experience is
unlikely to simply walk through your door. Most candidates will meet some of your requirements but
lack skills in other key areas.
While you could refuse to hire anyone that doesn't meet every skills and experience
requirement, you might wait years to fill that position. During that time, you'll miss out on some
applicants who have the potential to be great employees if given the right opportunity.

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 Alternatively, you could hire somebody with a growth mindset and a desire to learn. If you have
a robust workforce development program, they'll be up to speed in no time.
Your workforce development program isn't just for new hires either. It can help each employee
on your team to reach their highest potential through continuous training and development.
The role of business in workforce development
Much of the attention around workforce development has centered on government programs
and on technical schools, but employers have a valuable role to play as well.
For employers, the stakes are high and they're urgent. You need quality employees, and you
need them now. While legislators discuss how to implement workforce development programs, you
can start building your own customized solution for your business and its unique training needs.
Creating a robust workforce development program will actually save you money on recruiting
and hiring. According to go2hr, 40 percent of employees who receive inadequate training will leave
within one year.
On the other hand, trained employees are happy employees. They feel competent at their work
and valued by their employer. With a workforce development program in place, you avoid losing good
employees before they have time to become great.
Plus, you'll be able to build a team that has the exact skills you need, making your business
more efficient.
Businesses that want to take matters into their own hands, need only follow this simple four-
step process: assess, train, track, repeat.
Step 1: Assess the current level of knowledge
First, get specific about the skills you need employees to have. For example, communication is
a broad skill that could include talking to customers, writing emails, or sharing results with clients.
Define your essential skills as precisely as you can and make sure they're in alignment with
company goals and objectives.
Next, through testing and observation, figure out what each employee knows and what areas
need improvement. You can do this in a number of ways.
Give new hires a skill assessment. Look at productivity levels and performance reviews for
existing employees. Ask managers and teammates what skills employees excel at and where they
struggle. Observe employees in real situations. Ask employees themselves to identify their weakest
areas.
For client-facing positions, you can ask for feedback from clients as well.
Each of these assessment methods have advantages and blind spots. For the most accurate
assessment, you'll probably need to combine at least two or three of these strategies.
Finally, you're ready to find or develop training solutions that address the unique needs of your
employees and your business.

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Step 2: Train employees using customized solutions
Employee development can take many forms. You might provide in-house training, tuition
assistance, apprenticeship or pre-apprenticeship programs, microlearning opportunities or a mixture
of all of these.
To be most effective, your training and development solutions should be targeted and
customized. For example, while a bachelor's degree is valuable, focused training in leadership
principles may be more immediately useful for employees seeking management roles.
The development opportunities you provide should align with employee's learning pathways -
these pathways chart a clear route from an employee's current level of knowledge to the education or
certification necessary to qualify for those roles.
While some of your training can occur in-house, partnering with an education provider like
Penn Foster can help you maximize return on investment. The education provider does what they do
best -- train and teach -- while you focus on running your business.
Look for education providers who offer skills assessments, customized programs and flexible
access so employees can train on their own schedule.
With mobile-friendly training solutions, employees can work on their skills even when they're not at
work.
Step 3: Track your results
You don't want to create a workforce development program just to be able to say you have
one. You want a robust program that will equip your employees for success. Tracking your results
helps ensure that your program is doing what it was meant to do.
Measuring your results also allows you to offer proof of concept to employees. If you can show
them that completing the program leads to more promotions, better job prospects, higher wages, and
greater happiness, they're more likely to be invested in the process.
You should measure three vital areas: completion, performance, and perception.
Completion assesses the ease and usefulness of the program by tracking how many employees
actually finished each step and how long it took them to do so.
Performance assess how well employees learned the material by measuring improvements in
their skills before and after training. Look at changes in efficiency, production speed, customer
satisfaction or any of the other metrics you used in your original assessment of employees.
Perception assess how employees feel about the training. This may sound like a non-essential
metric, but employees are more likely to embrace a training that they feel is useful, accessible, and
relevant.
You may find that your training is too long, too short, overly complicated, or spends too much
time on a non-essential topic. With data in hand, you can adjust improve your program.
If you're seeing the results you want, great. If not, tweak your approach to move closer to your
goals.

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Step 4: Calibrate and Repeat
Building a robust workforce development program is more like maintaining a property than it is
like building a house. You won't just build it and hand the keys over. Instead, you'll need to constantly
reassess and reevaluate to meet the changing needs of your workforce.
New hires will bring different levels of knowledge. Retirements and promotions will change the
skills landscape. Different clients or services may require changing areas of expertise. Perform
periodic assessments (at least yearly) and modify training plans accordingly.
To make sure you're getting the most out of every change, keep measuring results and use
your findings to inform adjustments.

MODULE 14
6. 3 PROCESS-FOCUS
6.3.1 What is Business Process Management (BPM)?
Business Process Management (BPM) is how a company creates, edits, and analyzes the
predictable processes that make up the core of its business.
Each department in a company is responsible for taking some raw material or data and
transforming it into something else. There may be a dozen or more core processes that each
department handles.
The principles of BPM
1. Principle of context-awareness
You cannot even treat your four kids in the same way. But many BPM projects and
consultants apply the same cookbook approach to all organizational processes, which
results in numerous project failures. Going beyond this narrow approach, the principle of
context-awareness points out that BPM requires consideration of the given
organizational setting.
2. Principle of continuity
BPM is often introduced in an organization through short-term projects that aim to solve
specific inefficiencies. Yet, it is important to go beyond only achieving quick wins. The
principle of continuity stresses that BPM should be a permanent practice that facilitates
continuous gains in efficiency and effectiveness. Never hire a consultant that has an
“the project is successfully completed when the client pays the invoice” attitude.
3. Principle of enablement
Many organizations merely invest in BPM tools or consultants rather than in capabilities.
Thus, they are likely to acquire components that they may not really understand and
may not be capable of fully utilizing to achieve their process objectives. The principle of
enablement focusses on the need to develop individual and organizational BPM
capabilities. All successful BPM programs should have strong in-house knowledge.
4. Principle of holism
BPM projects often only focus on single organizational aspects, such as the operational
excellence of a single process, a single department or for support processes only.

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 Resulting disappointments on the limited contribution of such projects call for the
principle of holism, which emphasizes the need for a holistic scope of BPM.

5. Principle of institutionalization
In many organizations, entrenched habits and adverse circumstances promote silo
behavior, preventing horizontal process thinking and acting. The principle of
institutionalization calls for embedding BPM in the organizational structure. The
introduction of formal BPM roles and responsibilities ensures that the “horizontal
discipline” is given its due weight. Of course, don’t forget: if you just give new titles to
employees, the only beneficiary of BPM will be the business cards printer.

6. Principle of involvement
Organizational changes can be very threatening and often trigger employee resistance.
The principle of involvement stresses that all stakeholder groups who are affected by
BPM should be involved. Since introducing BPM typically means that many jobs change
and many people will be affected, the responsiveness of people and their true
commitment toward the change is critical to the success of BPM. But you know what:
resistance is preferred to passiveness. The passive: “do your stuff but leave me alone;
nothing will change anyway” attitude is more detrimental than resistance.

7. Principle of joint understanding

In many BPM projects only few employees understand the process language that is
used. The principle of joint understanding draws attention to BPM as a mechanism to
introduce and sustain a common language allowing different stakeholders to view,
frame and analyse organizational systems. In one case, the company put the key terms
on large dices and put them on the tables of the key employees.

8. Principle of purpose
BPM is a management method to achieve organizational change and create value. If
there is one thing that we all search for in life it is a sense of purpose. While this
principle is seemingly obvious, it is in practice often forgotten. For example, often the
number of modelled processes is taken as the main indicator or project’s success.

9. Principle of simplicity
BPM initiatives can easily be set up consuming enormous amounts of resources. Hey, I
(or any other consultant) can spend as much money as your organization can afford to
pay me. The principle of simplicity suggests that the amount of resources (e.g. effort,
time, money) invested into BPM should be economical. An organization should carefully
choose which processes require which level of attention from a strategic, technical,
staffing, etc. viewpoint.
10. Principle of technology appropriation
Countless IT solutions can be used to foster the efficiency and effectiveness of business
processes. The principle of technology appropriation emphasizes that BPM should
make opportune use of technology, particularly IT. Do not forget IT - it does matter and
not only as an afterthought.

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6.3.2 What Is Supply Chain Management (SCM)
Supply chain management is the management of the flow of goods and services and includes
all processes that transform raw materials into final products. It involves the active streamlining of a
business's supply-side activities to maximize customer value and gain a competitive advantage in the
marketplace.
SCM represents an effort by suppliers to develop and implement supply chains that are as
efficient and economical as possible. Supply chains cover everything from production to product
development to the information systems needed to direct these undertakings.
How Supply Chain Management Works
Typically, SCM attempts to centrally control or link the production, shipment, and distribution of
a product. By managing the supply chain, companies can cut excess costs and deliver products to
the consumer faster. This is done by keeping tighter control of internal inventories, internal
production, distribution, sales, and the inventories of company vendors.
SCM is based on the idea that nearly every product that comes to market results from the
efforts of various organizations that make up a supply chain. Although supply chains have existed for
ages, most companies have only recently paid attention to them as a value-add to their operations.
In SCM, the supply chain manager coordinates the logistics of all aspects of the supply chain
which consists of five parts:
• The plan or strategy
• The source (of raw materials or services)
• Manufacturing (focused on productivity and efficiency)
• Delivery and logistics
• The return system (for defective or unwanted products)

The supply chain manager tries to minimize shortages and keep costs down. The job is not
only about logistics and purchasing inventory. According to Salary.com, supply chain managers,
“make recommendations to improve productivity, quality, and efficiency of operations.”
Improvements in productivity and efficiency go straight to the bottom line of a company and
have a real and lasting impact. Good supply chain management keeps companies out of the
headlines and away from expensive recalls and lawsuits.
Supply Chains
A supply chain is the connected network of individuals, organizations, resources, activities, and
technologies involved in the manufacture and sale of a product or service. A supply chain starts with
the delivery of raw materials from a supplier to a manufacturer and ends with the delivery of the
finished product or service to the end consumer.
SCM oversees each touchpoint of a company's product or service, from initial creation to the
final sale. With so many places along the supply chain that can add value through efficiencies or lose
value through increased expenses, proper SCM can increase revenues, decrease costs, and impact
a company's bottom line.

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KEY TAKEAWAYS
• Supply chain management (SCM) is the centralized management of the flow of goods and
services and includes all processes that transform raw materials into final products.
• By managing the supply chain, companies can cut excess costs and deliver products to the
consumer faster.
• Good supply chain management keeps companies out of the headlines and away from
expensive recalls and lawsuits.

Examples of SCM

A Self-regulated Learning Module 111

https://davidkigerinfo.wordpress.com/2016/03/08/5-examples-of-some-of-the-best-supply-chain-management/

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Additional Information

Video: https://youtu.be/bFYIkTMx0Xk

Assessment:
Assignment 9
• Watch the Video on Venn Diagram:
https://www.youtube.com/watch?v=iRQMQ8K9AMY&feature=youtu.be
• On a short bond paper, create a Venn Diagram that illustrates the relations
of the different focal points discussed in the material.(UNIT 6)

Total points: 20 points. Your submission will be graded according to the following
rubric.
1 = Weak 2 = Moderately Weak 3 = Average 4 = Moderately Strong 5 = Strong

Criteria Score
The submitted activity contains accurately the relations required.
The submitted work is neat, complete, concise and original
The submitted activity shows the extent of conceptualization of the
learner
The submitted activity shows the critical thinking potential of the
learner

Submittals
• Place your work on a long bond paper (8.5” by 13”).
• Submit your work in the google classroom. Students working on the module
are to wait for further announcement.
• See format attach in the appendix of this module

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 FINAL REQUIREMENT (OPERATIONAL PLAN)

Startup Business: Operational Plan

Before providing the details of your operation, give details of your proposed business:

1. Name of establishment
2. Nature of business
3. Products to be sold

This section covers daily operation of the business: the location, equipment, people, processes, and
surrounding environment.

Production
How and where are your products or services produced?
Explain your methods of:

• Production techniques and costs

• Quality control
• Customer service
• Inventory control
• Product development

Location
What are the qualities you need in a location? Describe the type of location you’ll have.
Physical requirements:

• Amount of space
• Type of building
• Zoning
• Power and other utilities

Access:
Does your location need convenient access to either transportation or to suppliers?
Do you require easy walk-in access?
Do you have any additional requirements, such as: parking and proximity to freeway, airports, railroads, and
shipping centers?
If your proposed facility is important to your business (for example, a manufacturing facility), include a
drawing or layout of your proposed facility.

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Do you plan to build a facility? Most start up companies can’t afford to put capital into construction. However,
if you are planning to build, you’ll need to include costs and specifications will be a big part of in your plan.
Cost: Estimate your expenses for the facility. You need to include any expenses for rent, maintenance, utilities,
insurance, and any necessary remodeling costs to make the space suit your needs. These numbers will become
part of your financial plan.
What are your planned business hours?
Legal Environment
Describe the following:

• Licensing and bonding requirements

• Permits
• Health, workplace, or environmental regulations
• Special regulations covering your industry or profession
• Zoning or building code requirements
• Insurance coverage
• Trademarks, copyrights, or patents (pending, existing, or purchased)

Personnel

• Number of employees
• Type of labor (skilled, unskilled, and professional)
• Where and how will you find the right employees?
• Quality of existing staff
• Pay structure
• Training methods and requirements
• Who does which tasks?
• Do you have schedules and written procedures prepared?
• Have you drafted job descriptions for employees? If not, take time to write some. They really help
internal communications with employees.
• For certain functions, will you use contract workers in addition to employees?

Inventory

• What kind of inventory will you keep: raw materials, supplies, finished goods?
• Average value in stock (i.e., what is your inventory investment)?
• Rate of turnover and how this compares to the industry averages?
• Seasonal buildups?
• Lead-time for ordering?

Suppliers
Identify key suppliers:

• Names and addresses

• Type and amount of inventory furnished

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 • Credit and delivery policies
• History and reliability

Do you have backup suppliers for critical items)?

Can you foresee any shortages or short-term delivery problems?
Will your supply costs be steady or fluctuating? If fluctuating, how would you deal with changing costs?
Credit Policies

• Do you plan to sell on credit?

• Is it really important that your business sell on credit? Is it customary in your industry and expected by
your clientele?
• If yes, what policies will be in place for extending credit: who will get credit and how much?
• What procedures will be in place for determining creditworthiness of new applicants?
• What type of terms will you offer your customers (how much credit will you extend, when will you
require payment)?
• Do you plan to offer prompt payment discounts? (Only offer if it is usual and customary in your
industry.)
• Do you know what extending credit costs your business? Have you calculated the costs into your
product and services prices?

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 LIST OF REFERENCES
1. Albert Porter. Operations Management, 2011.
http://thuvienso.bvu.edu.vn/bitstream/TVDHBRVT/15405/1/Operations-Management.pdf
2. Andrew Bloomenthal. What is a Customer. Retrieved from;
https://www.investopedia.com/terms/c/customer.asp
3. Braden Becker. The Eight Common Leadership Style and How to You’re your Own. Retrieved
from; https://blog.hubspot.com/marketing/leadership-styles
4. Enriquez Diaz. What is Your Definition of Quality? Retrieve from; https://www.gbnews.ch/what-
is-your-definition-of-quality/
5. https://blog.hubspot.com/marketing/leadership-styles
6. https://study.com/academy/lesson/functional-areas-of-a-business-definition-lesson-quiz.html
7. Industry Forum. Manufacturing Consultancy.
https://www.industryforum.co.uk/consultancy/manufacturing-operations/. 2020
8. Johnson et al. Three Levels of Strategy. Retrieve from; https://www.businessballs.com/strategy-
innovation/three-levels-of-strategy/
9. Jon Picoult. Your Workforce: The Most Important Asset You’re Not Maintaining. Retrieve from;
https://hiring.monster.com/employer-resources/workforce-management/leadership-
management-skills/employee-engagement-strategy/
10. Kanya, 2019. Operations Management: Definition, Principles and Strategies.
https://www.hashmicro.com/blog/operations-management/
11. Learn About Quality. Retrieved from; https://asq.org/quality-resources/history-of-quality
12. Michael Porter. Porters Value Chain. Retrieved from;
https://www.google.com/search?q=What+is+Porter+value+chain%3F&sa=X&ved=2ahUKEwjE
yrP31uHpAhVjyosBHVSvAaQQzmd6BAgLEAs&biw=1366&bih=625
13. Operations Management. Retrieved from; https://courses.lumenlearning.com/suny-
opmanagement/chapter/1-2-manufacturing-versus-service-operations/
14. Operations Management. Retrieved from;
https://en.wikipedia.org/wiki/Operations_management
15. Pen Foster. How to Build a Robust Workforce Development Program. Retrieve from;
https://partners.pennfoster.edu/blog/2018/august/how-to-build-a-robust-workforce-
development-program
16. Peter Trkman. Ten Principles of Business Process Management. June 14, 2017. Retrieved
from; https://www.linkedin.com/pulse/ten-principles-business-process-management-peter-
trkman
17. Production and Operations Management. Retrieved from;
https://www.slideshare.net/WelingkarDLP/strategic-operations-mgmt
18. Seo Lu Kyaw. Ten Strategic OM Decision. Retrieved from;
https://www.slideshare.net/slkyaw/ten-strategic-operation-management-decision
19. Slide Player. Operations Management for Competitive Advantage. Retrieved from;
https://slideplayer.com/slide/7804809/
20. Sling Team. Functional Level Strategy. Retrieved from; https://getsling.com/blog/functional-
level-strategy/

A Self-regulated Learning Module 117

21. The final version of the paper vom Brocke, J., Schmiedel, T., Recker, J., Trkman, P., Mertens,
W., & Viaene, S. (2014). Ten Principles of Good Business Process Management. Business
Process Management Journal, 20(4), 530 – 548 is available here; the pre-print is here, the
class notes are here.
22. Theodore Levitt. Marketing Intangible Products and Product Intangibles
https://hbr.org/1981/05/marketing-intangible-products-and-product-intangibles
23. David Kiger’s Blog,5 Example of some of the best Supply Chain Management;
https://davidkigerinfo.wordpress.com/2016/03/08/5-examples-of-some-of-the-best-supply-
chain-management/
24. Total Productive Maintenance: An Overview; https://www.reliableplant.com/Read/26210/tpm-
lean-implement
25. Lean manufacturing (lean production);https://searcherp.techtarget.com/definition/lean-
production
26. What is Lean Manufacturing; https://www.sensrtrx.com/what-is-lean-manufacturing/
27. The Complete Lean Manufacturing Guide; https://tulip.co/ebooks/lean-manufacturing/
28. What is six sigma; https://www.sixsigmadaily.com/what-is-six-sigma/

A Self-regulated Learning Module 118

 Appendixes
Appendix A. Format in Writing a Case Study Analysis

CASE STUDY
TITLE How do we effectively use space to create a work
environment that is safer, more secure and healthier for its
occupants and more productive in meeting organizational
objectives?
TOPIC 5.2Space Design and Management
5.3 Access, Safety and Security
NAME OF STUDENT

CLASS NUMBER 55

Instructions:

1. Use standard long bond paper (8.5 inches by 13 inches) in writing your case analysis. Follow the margin 1.5
inches left margin and 1 inch on the right side. Use Arial font 11. Line spacing at 1.5
2. Always label properly your picture as Picture 1; table as Table 1; figure as Figure 1; and chart as Chart 1.
Together with the brief description of the picture, table, figure, and chart.
3. The first page should bear the following information written on the upper left-hand corner:
4. The contents of your given task are found in the succeeding text ABOVE.

A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose
the most effective solution using supporting evidence. (https://writingcenter.ashford.edu/writing-case-study-analysis
Retrieved: 3/31/20)

Drafting the Case (five pages only)

Once you have gathered the necessary information, a draft of your analysis should include these general sections, but
these may differ depending on your assignment directions or your specific case study:

1. Introduction
o Identify the key problems and issues in the case study.
o Formulate and include a problem statement, summarizing the outcome of your analysis in 1–2 sentences.
o Background
-Set the scene: background information, relevant facts, and the most important issues.
-Demonstrate that you have researched the problems in this case study.
2. Discussion
o Alternative-– Describe several alternatives and explain why some were rejected. Describe existing
constraints and explain why some alternatives were rejected
o Solutions- Provide one realistic solution to the problem, explain the reasons behind the proposed solution,
support this solution with justification, include relevant theoretical concepts in addition to the results of
your research.
o Provide specific and realistic solution(s) or changes needed.
o Explain why this solution was chosen.
o Support this solution with solid evidence, such as:
▪ Concepts from class (text readings, discussions, lectures)
▪ Outside research
▪ Personal experience (anecdotes)

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 3. Recommendation and Conclusion
o Choose a specific and realistic solution(s) or changes needed.
o Determine and discuss specific strategies for accomplishing the proposed solution.
o If applicable, recommend further action to resolve some of the issues.
o What should be done and who should do it

4. List of Reference (Internet, E-Books, Magazines, PDF files, Research) (see example below)

1. Uri, J. (2019, June 14). Fifty years ago: Nearly one month to boots in lunar dust. Retrieved from
https://roundupreads.jsc.nasa.gov/pages.ashx/1184/Fifty%%20Month%20to%20Boots%20in%20Lunar%20Dust.

Appendix B. Format in Writing a Reflection Paper

REFLECTION PAPER
TITLE
TOPIC
NAME OF STUDENT
CLASS NUMBER
Instructions:

1. Use standard long bond paper (8.5 inches by 13 inches) in writing your case analysis. Follow the margin 1.5
inches left margin and 1 inch on the right side. Use Arial font 11. Line spacing at 1.5
2. Always label properly your picture as Picture 1; table as Table 1; figure as Figure 1; and chart as Chart 1.
Together with the brief description of the picture, table, figure, and chart.
3. The first page should bear the following information written on the upper left-hand corner:
4. The contents of your given task are found in the succeeding text below

Reflection Paper Template (This outline template follows 5 paragraphs but you can add paragraphs and rearrange the
body paragraphs to fit your needs)

Paragraph 1: Introduction
a. Hook – give a quick preview of the most exciting part of the lesson learned
b. Problem statement – without giving too much away, write how this experience influenced you
Paragraph 2: Body Paragraph
• What lesson or activity did I enjoy most? Why?
• What is the most important lesson which I can apply in my daily life?
• What are the new insights / discoveries that I learned?
• What topic/s do I find least important?
• What possible topic/s should have been included?

Paragraph 5: Conclusion
a. Summary of the experience
b. Overall impact / lesson learned

View this - https://kingessays.com/reflection-paper.php to learn more on how to write a reflection paper

A Self-regulated Learning Module 120

 Appendix C. Format in Writing a Research Work

Title Block
RESEARCH WORK
TITLE HOW DOES MANAGEMENT ACHIEVE THE
ORGANIZATIONAL GOALS BY WORKING WITH
PEOPLE AND ORGANIZATION RESOURCES ?
TOPIC Strategy Implementation: Staffing and
Directing
NAME OF STUDENT (Family Name, Given Name, Middle Name)
CLASS NUMBER 55

Instructions:

4. Use standard long bond paper (8.5 inches by 13 inches) in writing your case analysis. Follow the margin 1.5
inches left margin and 1 inch on the right side. Use Arial font 11. Line spacing at 1.5
5. Always label properly your picture as Picture 1; table as Table 1; figure as Figure 1; and chart as Chart 1.
Together with the brief description of the picture, table, figure, and chart.
6. The first page should bear the following information written on the upper left-hand corner:
5. The contents of your given task are found in the succeeding text below

Drafting the Research Work (three pages only)

The research topic will be posted in the GC of this subject. Gather enough information about the research work and then
filter all data that are most relevant to less relevant. Be sure that the line of thought of the research work is the same from
start to end following the outline presented below.
• Overview

The overview should start with a sentence depicting the general summation of the research work.
Proceed next to the important points of the research work in a structured manner. The overview should
be written in a narrative form.

• Research Topic
• You may paraphrase the topic and cite the author at the end of the sentence. i.e. (Uncle Sam,
1918)
• Copy a section of the written material and cite the author at the end of the last sentence. i.e. (J. F.
Kennedy et. al., 1962)
• Findings
• The findings are a narration of what you have discovered in the process of reading through the
different literature that you have placed in the research topic. You may also write conclusions in
this part of the research work.
• List of Reference (Internet, E-Books, Magazines, PDF files, Research) (see example below)

1. Uri, J. (2019, June 14). Fifty years ago: Nearly one month to boots in lunar dust. Retrieved from
https://roundupreads.jsc.nasa.gov/pages.ashx/1184/Fifty%%20Month%20to%20Boots%20in%20Lun
ar%20Dust.

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 Appendix D. Case Study Rubric

Total : 40 points
(10 – 9) pts (8-7) pts (6-5) pts (4-3) pts (2-1) pt./s
Research All necessary A A sufficient Minimal No research
research and comprehensive amount of data research was was done.
analysis is amount of was provided completed
provided. In information was although the (example:
addition, provided, argument is not sourcing
opposing views however, only fully supported - information
have been information in an critical factor strictly from a
critically support of the to the argument single text).
examined and question is hasn't been
demonstrated to provided. examined.
be false or of
minimal
importance.
Organization & Content was Content was Structure of the Structure of the Structure
Structure organized in a organized, but paper is clear. paper is not detracts from
clear and logical lacked easy to follow. the message of
manner using headings. the writer.
headings. Paragraph Paragraph
Paragraph transitions were transitions need Paragraphs are
transition was logical. improvement. disjointed and
logical and lack transition
made the paper of thoughts.
easy to read.
Grammar, Paper contains Paper contains Paper contains Paper contains Paper contains
Punctuation & less than one or three to five six to eight nine to ten more than ten
Spelling two errors in punctuation or grammatical, grammatical, grammatical,
grammar, grammatical punctuation and punctuation, punctuation,
punctuation or errors. spelling errors. and spelling and spelling
spelling. errors. errors.
Language is
clear and
precise.
Content A description of At least one of Two of the Multiple Content was
the client and the required components of components not presented
problem, as well content required were missing in a clear and
as a brief components content were from the understandable
overview of the was missing. All missing, content. It was manner. The
literature content is clear however, not clear and required
researched is and content was understandable. content was not
presented. The understandable. clear and included in the
literature understandable. paper.
precedes the
intervention
plan. All content
is clear and
understandable.
https://www.rcampus.com/rubricshowc.cfm?sp=yes&code=T92B68& retrieved 4/1/30

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 Appendix E. Reflection Paper Rubric
Total: 100 points

Exceeds Meets Nearly Meets Does Not Meet No Evidence

Standard Standard Standard Standard
NO SCORE
5 POINTS
20 POINTS 15 POINTS 10 PTS
Reflect Shows great Relates Does not go Little or no Shows no
personal depth of learning with deeply into the explanation or evidence of
learning knowledge research and reflection of reflection on learning or
stretch subject and learning, project, learning, learning, no or reflection.
reveals personal and generalizations few details to
feelings and general and limited support
thoughts, reflections insight, uses reflection.
abstract ideas included, uses some detail.
reflected concrete
through use of language
specific
details.
Organization- Writer Paragraph Logical No evidence of
Structural demonstrates development organization; structure or
Development logical and present but not organization of organization.
of the Idea subtle perfected. ideas not fully
sequencing of developed
ideas through
well-developed
paragraphs;
transitions are
used to
enhance
organization
Conclusion The The The conclusion Incomplete
conclusion is conclusion does not and/or
engaging and restates the adequately unfocused.
restates learning. restate the
personal learning.
learning.
Mechanics No errors in Almost no Many errors in
Numerous and Not applicable
punctuation, errors in punctuation, distracting
capitalization punctuation, capitalization errors in
and spelling capitalization and spelling
punctuation,
and spelling capitalization
and spelling.
Usage No errors in Almost no Many errors in Numerous and Not applicable
sentence errors in sentence distracting
structure and sentence structure and errors in
word usage. structure and word usage sentence
word usage. structure and
word usage.
http://teach.ufl.edu/wp-content/uploads/2016/07/Science-Rubrics.pdf (retrieved 4/2/20 )

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 Appendix F. Research Work Rubric

Total: 30 points
6 pts 5 pts 4 pts 3 pts
Content Balanced Information Information Central purpose or
presentation of provides reasonable supports a central argument is not
relevant and support for a purpose or clearly identified.
legitimate central purpose or argument at times. Analysis is vague or
information that argument and Analysis is basic or not evident. Reader
clearly supports a displays evidence of general. Reader is confused or may
central purpose or a basic analysis of a gains few insight be misinformed
argument and significant topic.
shows a thoughtful, Reader gains some
in-depth analysis of insight
a significant topic.
Reader gains
important insights
Organization The ideas are The ideas are In general, the The writing is not
arranged logically to arranged logically to writing is arranged logically organized.
support the support the central logically, although Frequently, ideas
purpose or purpose or occasionally ideas fail to make sense
argument. They argument. They are fail to make sense together. The
flow smoothly from usually clearly together. The reader cannot
one to another and linked to each reader is fairly clear identify a line of
are clearly linked to other. For the most about what writer reasoning and loses
each other. The part, the reader can intend interest
reader can follow follow the line of
the line of reasoning
reasoning
Sentence Structure Sentences are well- Sentences are well- Some sentences are Errors in sentence
phrased and varied phrased and there awkwardly structure are
in length and is some variety in constructed so that frequent enough to
structure. They flow length and the reader is be a major
smoothly from one structure. The flow occasionally distraction to the
to another. from sentence to distracted. reader.
sentence is
generally smooth.
Feel The writing is The writing is The writing is dull The writing has
compelling. It hooks generally engaging, and unengaging. little personality.
the reader and but has some dry Though the paper The reader quickly
sustains interest spots. In general, it has some loses interest and
throughout. is focused and interesting parts, stops reading
keeps the reader's the reader finds it
attention. difficult to maintain
interest
Use of Reference Compelling Professionally Although References are
evidence from legitimate sources attributions are seldom cited to
professionally that support claims occasionally given, support statement
legitimate sources are generally many statements
is given to support present and seem
claims. Attribution attribution is, for unsubstantiated.
the most part, clear The reader is

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 is clear and fairly and fairly confused about the
represented. represented. source of
information and
ideas
https://www.k-state.edu/assessment/toolkit/measurement/resrubric.pdf retrieved 4/1/30

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 Appendix G. Essay/ Assignment Rubric
Rubric for Essay/ Assignment ( 20 points )
Focus Content Organization Style Conventions
The single The presence of The order The choice, Grammar,
controlling point ideas developed developed and use, mechanics,
made with an through facts, sustained within arrangement spelling, usage
awareness of examples, and across of words and and sentence
task about a anecdotes, paragraphs using sentences formation
specific topic details, transitional devices that creates
opinions, and including tone and
Statistics, introduction and voice
reasons, and or conclusion
explanations
4 Sharp, distinct Substantial, Sophisticates Precise, Evident control
points controlling point specific, and or arrangement of illustrative of grammar,
made about a illustrative content with evident use of a mechanics,
single topic with content and /or subtle variety of spelling, usage
evident demonstrating transitions words and and sentence
awareness of strong sentence formation
task. Development structures to
and create
sophisticated writer’s voice
ideas and tone
appropriate
to audience
3 Apparent point Sufficiently Functional Generic use Sufficient
points made about a developed arrangement of of a variety of control of
single topic with content with content that words and grammar,
sufficient adequate sustains a logical sentence mechanics,
awareness of elaboration or order with some structures spelling, usage
task explanation evidence of that may or and sentence
transitions mat not formation
create
writer’s voice
and tone
appropriate
to audience
2 No appropriate Limited content Confused or Limited word Limited control
points point but with inadequate inconsistent choice and of grammar,
evidence of a elaboration or arrangement of control of mechanics,
specific topic explanation content with or sentence spelling, usage
without attempts at structures and sentence
transition that inhibit formation
voice and
tone
1 point Minimal Superficial Minimal control of Minimal Minimal
evidence of a and/or minimal content variety in control of
topic content arrangement word choice grammar,
and minimal mechanics,
control of spelling, usage
sentence and sentence
structures formation

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 Appendix H. Collaborative Presentation Rubric

CATEGORY EXCELLENT GREAT GOOD OK

4 POINTS 3 POINTS 2POINTS 1 POINT
TIME LIMIT PRESENTATION IS PRESENTATION PRESENTATION PRESENTATION IS
THREE MINUTES IS TWO IS ONE MINUTE LESS THAN ONE
LONG MINUTES LONG LONG MINUTE OR MORE
THAN THREE
MINUTES LONG
CONTENT GROUP HAS A STUDENTS AUDIENCE HAS AUDIENCE CANNOT
GOOD HOOK AND PRESENTS SOME UNDERSTAND THE
PRESENTS INFORMATION DIFFICULTY PRESENTATION
INFORMATION IN IN A LOGICAL FOLLOWING BECAUSE THERE IS
LOGICAL, SEQUENCE PRESENTATION NO SEQUENCE OF
INTERESTING WHICH BECAUSE INFORMATION
SEQUENCE AUDIENCE CAN STUDENT
WHICH AUDIENCE FOLLOW. JUMPS
CAN EASILY AROUND.
FOLLOW.
PREPAREDNESS GROUP IS GROUP SEEMS GROUP IS GROUP DOES NOT
COMPLETELY PRETTY SOMEWHAT SEEM AT ALL
PREPARED AND PREPARED BUT PREPARED BUT PREPARED TO
HAS OBVIOUSLY MIGHT HAVE IT IS CLEAR PRESENT
REHEARSED NEEDED A THAT
COUPLE MORE REHEARSAL IS
REHEARSALS LACKING
ENTHUSIASM FACIAL FACIAL FACIAL VERY LITTLE USE
EXPRESSIONS EXPRESSIONS EXPRESSIONS OF FACIAL
AND BODY AND BODY AND BODY ARE EXPRESSIONS OR
GENERATE A SOMETIMES USED TO TRY BODY LANGUAGE
STRONG GENERATE A GENERATE DID NOT GENERATE
INTEREST AND STRONG ENTHUSIASM MUCH INTEREST IN
ENTHUSIASM INTEREST AND ABOUT THE THE TOPIC BEING
ABOUT THE TOPIC ENTHUSIASM TOPIC PRESENTED
ABOUT THE
TOPIC
SPEAKS STUDENT USES A STUDENT’S STUDENT’S STUDENT MUMBLES,
CLEARLY CLEAR VOICE, VOICE IS VOICE IS LOW VERY LOW VOICE
RHYTHM AND CLEAR, AND MEDIUM, BUT AND DO NOT USE
TONE, SO THAT MOST OF THE PART OF THE ANY TONAL
ALL AUDIENCE AUDIENCE AUDIENCE DIFFERENCES.
MEMBERS CAN MEMBERS CAN STILL HAS
HEAR EASILY HEAR SOME
PRESENTATION. THE DIFFICULTY
PRESENTATION. HEARING
THE TONE PRESENTATION.
USED TONALITY
CHANGES.
PRESENTATION VISUAL AID THE AUDIENCE THE IMAGE THE IMAGE IS
SHOWING CAN SEE THE USED CHANGED BLURRY. IT HAS
EFFORT AND IMAGE AND THE FROM BLURRY BEEN DIFFICULT TO
CREATIVITY IS IMAGE IS TO HIGH FOLLOW.
USED THUS RESOLUTION.

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 IMPROVING GENERALLY
OVERALL GOOD.
PRESENTATION.
CREATIVITY GROUP GROUP HAD 1 GROUP HAD 1 GROUP HAD NO
REFERRED TO 1 PROP THAT PROP WHICH PROPS
OR MORE PROP SHOW MAKES THE
THAT SHOW CONSIDERABLE PRESENTATION
CONSIDERABLE WORK / BETTER
WORK / CREATIVITY
CREATIVITY AND AND WHICH
WHICH MAKE THE MAKE THE
PRESENTATION PRESENTATION
BETTER BETTER
TEAMWORK THE TEAM RUN THE TEAM WAS ONE OR TWO THE TEAM DID NOT
PERFECTLY MOSTLY MEMBERS OF KNOW WHEN TO
COORDINATED, COORDINATED, THE GROUP SPEAK, OR WHAT
WITH CLEAR BUT THERE HAVE FOCUSED ROLE WERE
GUIDELINES WERE SOME MOST OF THE HAVING. ONLY ONE
ABOUT EACH MOMENTS OF PRESENTATION. PERSON LEADS THE
MEMBER’S ROLE. DOUBT AND/OR THE REST OF GROUP
EACH MEMBER UNBALANCE. A THE GROUP DID
HAS MINORITY OF NOT HAVE
PARTICIPATED. THE MEMBERS CLEAR
OF THE GROUP INSTRUCTIONS
DID NOT KNOW ABOUT THEIR
WHAT TO DO ROLE
NON VERBAL GROUP WAS ABLE GROUP GROUP GROUP READS WITH
SKILL TO PRESENT THE GENERALLY OCCASIONALLY NO EYE CONTACT.
PROJECT LOOKS AT THE USES EYE
LOOKING AT THE AUDIENCE CONTACT.
AUDIENCE AND
MAKING THEM
FEEL INCLUDED.

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 Appendix I. Oral Presentation Rubric
Final Requirement

ELEMENT VERY GOOD SATISFACTORY POOR POINTS

Storyboard clearly Storyboard outlines the Storyboard was
and completely project somewhat created but is not
PLANNING SCORE: 7 6 5
outlines the project useful or complete
SCORE: 10 9 8 SCORE: 4 3 2
There is logical There are some logical There no logical
sequence of sequence of information. sequence of
information. Well information. Poor
ORGANIZATION structured SCORE: 7 6 5
structure flow of
information. Title information
slide and closing
slide included SCORE: 4 3 2
SCORE: 10 9 8
Presentation covers The presentation The presentation
the topic completely somewhat covered the covered the topic
and rich of indepth. topic completely and a poorly and swallow.
information is very bit of indepth. information is not
CONTENT clear, appropriate, Information is clear, sometimes
and accurate satisfactorily clear, inappropriate, and
appropriate, and inaccurate
accurate
SCORE: 10 9 8 SCORE: 4 3 2
SCORE: 7 6 5
Presentation is Presentation is Presentation is less
appealing and acceptably appealing appealing and
MULTIMEDIA attractive to the and attractive to the attractive to the
DESIGN (Text, viewer. Images / viewer. Images / viewer. Images /
Graphics, graphics are used to graphics are moderately graphics are sparsely
Sound, Video) reinforce the text. used to reinforce the used to reinforce the
text. Satidfactory text. Satidfactory
SCORE: 10 9 8 SCORE: 7 6 5 SCORE: 4 3 2
Spelling, grammar, Minor problems in Persistent errors in
capitalization, and spelling, grammar, spelling, grammar,
LANGUAGE punctuation usage capitalization, and capitalization, and
are accurate. punctuation usage. punctuation usage.
SCORE: 10 9 8 SCORE: 7 6 5 SCORE: 4 3 2
The presenter’s attire The presenter’s attire is The presenter’s attire
is approprite for the somewhat approprite for is inapproprite for the
activity. Well the activity. Fairly activity. No attempt
APPEARANCE prepared in prepared in delivering to make the
delivering the topic the topic for the day. presentation
and DELIVERY
for the day. Hesitation in answering appealing to viewers.
Answered properly questions. Did not answered all
all questions. SCORE: 7 6 5 the questions.
SCORE: 10 9 8 SCORE: 4 3 2

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TOTAL

Appendix J. Peer Evaluation Rubric

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