IE 673 TOTAL QUALITY MaNAGEMENT ASSIGNMENT 2

TOTAL QUALITY MANAGEMENT

 IE673 

                                                                     

ASSIGNMENT REPORT 2

By

DHRUV SHAH 

UCID:  dds29@njit.edu 

ID: 31327792

Under Professor

Paul Ranky

Q1. Discuss the importance of quality partnering and strategic alliances?

Ans:- The concept of quality partnering and strategic alliance is to work together for mutual benefit. The participants of the potential partnership are the Suppliers, Customers, employees and potential competitors. The importance of quality partnering and strategic alliances is that, it gives neighborhood contacts and connections to nearby groups and stake holders who may be critical to the success of the program or services. Quality partnering and strategic alliances include imparting obligations regarding the advancement and execution of a specific program or administration. These partnerships gives decreased expenses opportunities and mastery for every partaking association. These benefits the individual qualities of every taking an interest association.

Q2. Discuss the various forms of quality partnering and strategic alliances?

Ans:-The various forms of quality partnering and strategic alliances among an organization are as follows

Internal Partnering

Partnering with suppliers

Partnering with customers

Partnering with Potential Competitors.

Internal Partnering:-  This type of partnering should begin from the organization itself i.e. organization should take effort internally in there functions itself. This type of partnering occurs at the following levels

·         Management to employee partnerships

·         Team to team partnerships

·         Employees to employee partnership

The main purpose of internal partnering is to harness the full potential of the workforce and focus on continuous development of the quality.

Partnering with suppliers:- The main goal to create such a partnership is to create and maintain a loyal, trusting, reliable relationship that will allow both partners to win as we all know that relationship between an organization and it suppliers have been characterized by adversarial activities so now these activities have been demolished by creating this partnerships. And at the same time it will promote continuous promoting of quality, productivity and competitiveness.

Partnering with customers:- Clients are the fundamental concern of the organization as the organizations work to fulfill the needs of the customers. So the most ideal approach to give what the customers need is to ask them what they would favor. No association with the customers would create an item which does not fulfill them as they are the end purchasers of such products.  By taking recommendations from the customers before assembling the organization can deliver an item which is required by the customers. So such partnerships are of more importance and thus this was the main reason to create such partnerships.

Partnering with potential Competitors:- Partnering with potential competitors sounds like an odd procedure for the first glance but it’s very helpful for the organizations in many ways and is mainly helpful for the small and medium sized firms, and sometimes it is used by the large organizations also. For example, the leading automobile companies have partnership together to developing the best public transportation vehicles before companies like Volvo, Toyota and Mercedes Benz enter the Indian market. And even camera lens making companies like Sony and Nikon have partnered to develop high definition camera lenses for Nikon and thus are on the verge of developing lenses for Nikon. These type of partnerships are always helpful in creating good quality products with zero defect and satisfying the customers.

Q3. Discuss the importance of Quality Culture?

Ans:- Quality culture in an organization is defined as an organizational value system that results in an environment that is conducive to the establishment and continual improvement of quality. It consists of values, traditions, procedures, and expectations that promote quality. Quality culture in an organization can be perceived by researching a few qualities which they have, for example, working in groups, advancements are offered by work in enhancing quality, training and preparing is given to the specialists at all levels, clients information is effectively looked for, suppliers are dealt with as accomplices so the makes have a thought regarding the products which are most needed by the clients. In simple words we can say for better quality products and smooth functioning of the organization quality culture is of great importance in an organization.

Q4. Explain the difference between traditional and modern quality culture?

Ans:- The difference between traditional culture and modern quality culture are as follows,

·         Operating Philosophy:- In traditional culture the main focus was the return on investment and short term profit. The organization never ever thought of quality and was just concerned about profits. In the case of quality culture the core of the operating philosophy is customer satisfaction. They will always do what is necessary to exceed the satisfaction of the customers. So the operating principle is a major difference in traditional and modern quality culture.

·         Objectives:- The organization’s with traditional culture always have short term objectives i.e. for next several weeks or few months. The organizations with modern quality culture have both long term and short term goals i.e. they plan strategically with a vision in mind.

·         Management Approach:- In traditional culture managers say and employees do, but in the case of modern culture managers are seen as coaches, they communicate their vision, mission and goals and provide them resources training and also take feedback from the employees.

·         Attitude towards Customer:- In traditional culture the organization are more concerned about their needs than those of the customers and in case of modern culture needs of the customer are more important i.e. customer satisfaction is important than the organizations growth.

·         Problem Solving approach:- In traditional organizations the problem solving approach was less than that in the modern quality approach. Because in traditional quality approach they were least concerned about the customer satisfaction.

·         Supplier Relationship:- In traditional approach the suppliers were kept at armslength  and are out of relationship but in modern quality culture suppliers are considered as partners and development of the supplier is the development of the organization that is what they consider.

·         Performance-Improvement Approach:- In traditional culture it was very difficult to improve on a problem an in modern culture its very easy and given top most priority in improvement.

      

      Q5. How do you understand who is a consumer?

Ans:- The word customer has only one meaning, the person who uses the final product or the end user of that product. It is easy to define a consumer but it is hard to understand who a consumer is. As we all know historically, customers were considered outsiders who used a company’s products. A more contemporary view is that every organization has both internal and external customers. An external customer is one that was referred traditionally and an internal customer is one whose works depend on that of employees whose work precedes his or her.

Q6. Explain customer defined value, value analysis and retention.

Ans:- Customer Defined Value:- For an organization its very much important that how customer defines value and what points are to be taken into consideration when value is defined. The points which customer defines value are as follows,

·         Products or Service quality

·         Service provided by the organization

·         The organizations personal

·         The organization’s image

·         Selling price of the product or service

·         Overall cost of the product or service

      All these factors are of great importance for the customer whether a customer is satisfied or not will depend on the sum of their perception relative to all of these factors.

     Customer Value Analysis:- The process used to determine what is important to customers is called as Customer Value Analysis (CVA). The entire process consists of five steps.

·         Determine what attributes customer value most

·         Rate the relative importance of the attributes

·         Assess your organizations performance relative to the prioritized list of attributes

·         Ask your customers to rate all attributes of your product or services against the products or services of a competitors product or services.

·         Repeat the process periodically

Customer Retention:- Satisfaction of a customer is a fundamental cornerstone of the total quality. As we all know sometimes satisfied customers may turn to competitors. So it is very much important for an organization to treat customers well by making them partners and seeking their inputs rather than waiting for their feedback. customer retention is of very much importance for an organization.

Q7. Discuss product innovation models for customer retention.

Ans:- In this competitive environment it is very important to retain customers and this model was laid down by Mr. Praveen Gupta. According to him this points were of great importance in retaining the customers. This model is

·         Target the opportunity i.e. is needs of the customers

·         Explore the idea i.e. research to ensure that this product will be successful in market

·         Develop the alternatives i.e. to keep and test different ideas so if one fails then other can be used.

·         Optimize the solution i.e. to decide on an alternative and work on him

·         Commercialize the innovation i.e.to develop and deploy an effective market program for the innovation. In this way by applying this model Gupta encouraged creative thinking in an organization,

Q8. Discuss employee empowerment.

Ans:- Employee empowerment means engaging employees in the thinking process of an organization in a way that matter. Involvement means having input. Empowerment means having input that is heard and used, and it means giving employees ownership of their jobs. Empowerment requires a change in the organizational culture, but it does not mean that managers abdicate their responsibility or authority.

Q9. Discuss Leadership for quality.

Ans:-Leadership is the ability to inspire people to make a total, wiling, and voluntary commitment to accomplishing or exceeding organizational goals. Leadership for quality is based on the following principles; customer focus, obsession with quality, recognizing the structure of work, freedom for control, unity of purpose, looking for faults in systems, teamwork, continuing education and training, emphasis on best practices and peak performances. Good leaders are committed to both the job to be done and the people who must do it. They are good communicators and they are persuasive.

Q10. How to lead for better quality change?

Ans:- To lead change in an organization there are lot of initiatives needed like concerted and systematic effort. The following model is designed to help leaders systematically lead a change in an organization.

·         Develop a compelling change picture:- A change picture is a brief but compelling written explanation of five W’s and one H i.e. what, where, when, who and why plus how. It is written on the perspective of the stakeholders it will communicate to. There are chances of more than one version of change picture.

·         Communicate the change picture to Stake Holders:- There are two ways to represent the changed picture to stake holders. 1. Give the changed picture to stakeholders in writing, 2. Explain the change picture verbally at the team or department level. This is a very important level and the higher management should see to it that it goes smoothly.

·         Conduct a Comprehensive Roadblock Analysis:- The purpose of roadblock analysis is to identify all potential road blocks that might impede implementation of the change initiative.

·         Remove or Mitigate all Roadblocks Identified:- In this organization should work on the removal or make changes in the identified roadblocks and implement it.

·         Implement the Change:- After making changes the organization should implement the changed picture and act as a responsible organization.

·         Monitor and Adjust:- After implementing the developed model it is important for an organization to monitor it and adjust accordingly so the change plan is successful in the organization.

 SOCIAL NETWORKING:

Article 1 : How to Introduce GPS Tracking to Your Employees

 I totally agree with the author's and your views. While acquainting GPS Tracking with representatives, be clear concerning why the business is executing a solution. In the event that fuel expenses are at an unsurpassed high, the quantity of mischances every year has soar, or client maintenance has diminished essentially, let workers think about it. They are much more inclined to be energetic about GPS Tracking in the event that they understand it is being utilized to fathom business challenges that are influencing the whole organization.On the other hand Some employees may think that GPS tracking is overly intrusive or is being implemented because management doesn’t trust them. To change these mindsets, explain that GPS tracking is not meant to invade employees’ privacy or to get employees in trouble; it is a tool to help management measure productivity to coach employees and improve performance. When there is no system in place to measure productivity it is likely lower than it should be, along with business profit margins.

http://njit2.mrooms.net/mod/forum/discuss.php?d=128508

 Article2 : Social networking discussion: An Integrated Architecture, Methods and                         Some Tools for Enhancing Sustainable Enterprises and Systems

What intrigued me the most was the 3-D mapping of  the framework. It's similar to taking a standard venture administration programming, as Primavera or Microsoft Project, and, notwithstanding mapping out an expense and work investigation, including another layer of ecological effect. Similarly as the product itself is concerned, it's sort of like a 3D mind map. I like how the item orientated format considers an outline of the venture with the capacity to basically zoom into see the subtle elements of a part of the framework. What's incredible about this is, by separating a framework in such a way, it makes the entire task simpler to process and get it. While in the meantime making a system for more prominent point of interest inside of every individual part.

Incorporating this procedure map approach into a standard task administration programming would give it a totally new layer, and would require a ton all the more registering force. I think about how best these would fit together. The guardian kid relationship between procedures is an awesome component. What's more, I envision that separating every individual procedure would basically be similar to making separate undertakings for every procedure. Along these lines, notwithstanding noting the proposed questions introduced, similar to, "who is in charge of every procedure step?" and, "where is the waste produced?" every procedure would likewise have it's own particular work process, cost investigation, human asset allotment, and so on.

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 Article 3 : More Manufacturing Cyber Attacks in The Year Ahead

I think about whether there's an open door for new protection items for organizations that go under from a digital assault. Maybe there's an approach to influence against the potential breakdown of an organization, returning in any event some funding to financial specialists, if the reason for the breakdown is because of digital assaults.

It's bewildering to surmise that it's the moderate size organizations that are generally helpless. These organizations don't yet have the assets to assemble a feasible safeguard system against digital assaults, and whatever protected innovation they have might be the main edge they have at this phase of their advancement.

One thing that emerged most to me from the article is the manner by which pretty much all plant hardware is presently web associated. From one viewpoint, this empowers plant administration to work at a completely new level. However, with each machine being a potential digital torment point, it's only a question of time before an organization is assaulted.

The article says the "requirement for resource proprietors/administrators to concentrate on security basics," yet what does that mean precisely? On the off chance that it's mostly phishing strategies that are being utilized, does that essentially mean preparing representatives to perceive malevolent messages, and additionally putting resources into better spam blocker frameworks? What about a programmer getting in through a machine on the plant floor, where they might be no human association? What then? It's nearly as though organizations need to simply supplicate and seek after the best. Doubtlessly they could't depend on Norton or Windows Defender to continue fabricating offices secure.

This is positively of awesome worry to me (and I'm certain every one of us worried with task administration or quality control), as I intend to fabricate an entrepreneurial future. There are digital security firms out there that could help, however that enormously expands costs. This impacts the nature of our items by either raising the expense to the client, or making a circumstance where just lower quality materials can be stood to work with.

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Link for Document : https://drive.google.com/file/d/0B0YH0fSKP0iddjcteGhXQTdLclE/view?usp=sharing