Monday, August 24, 2020

Tqm Syllabus Free Essays

Branch OF BUSINESS MANAGEMENT ST JOSEPH’S PG COLLEGE UNIT PLANNER NAME OF THE LECTURER: K. Srivani CLASS: MBA II YEAR I SEMESTER SUBJECT: TOTAL QUALITY MANAGEMENT UNIT I:TQM HISTORY EVOLUTION TOPIC |CONTENT |BOOK CHAPTER PAGE NUMBERS |NO OF HOURS |TEACHING METHODOLOGIES/AIDS | |Connotations of Quality|Definitions |Total Quality Management: Dale Besterfield â€Pages |2 |Lecture Method; Brainstorming/Quiz | |Awareness |13-20 | |Teaching Aid â€PPT-Intro | |Quality Framework | |Quality Equation Q=P/E | |Dimensions of Quality |Product-Garvin’s Nine Dimensions Features; Conformance |Total Quality Management: Dale Besterfield â€Pages |1 |Lecture/Discussion â€PPt | |etc. |21-27 | |Services: The P-C-P Model | |Peripheral-Core-Pivotal Characteristics Model. We will compose a custom paper test on Tqm Syllabus or on the other hand any comparable point just for you Request Now |TQM in the Service Sector: R P Mohanty Pages 59-60 | |and 82-84 | |The Concept of TQM and |Brief History |Total Quality Management: Dale Besterfield â€Pages |1 |Lecture/Discussion â€PPt | |Evolution of TQM |Old and New Cultures |15-17 and 21-22 | |The Story of Gurus from Shehwart,- Deming to Ishikawa | |Modern Systems/Six sigma | |TQM Fundamentals | |Inspection, SQC, QA |The investigation Era |Total Quality Management: Dale Besterfield â€Pages 21|2 |Lecture/Discussion â€PPt | |TQM Conventional QM |The Statistical QC â€Techniques |expanded to second and third sections â€summary; | |Cases and Examples with references of TQM |/TQM |Reactive Approach |General Quality references, Industry Practices | |exemplary Organizations | |Prevention of Defects | |Proactive Approach | |Quality Assurance TQM | |QM and TQM | |Customer Supplier focus|Customer Definition |Total Quality Management: Dale Besterfield â€expanded|2 |Lecture/Discussion â€PPt | |in QM Internal outside C ustomer |to second , third fourth sections â€summary; | |Cases and Examples with references of TQM | |Benefits and Costs â€TQM|Supplier association |General Quality references, Industry Practices | |exemplary Organizations | |Historical Perspectives|Vendor Management |Ch 7 for Costs Chapter 1 for Benefits and Obstacles | |Benefits | |Costs | |Inspection Era | |QC Era to Q An Era | |Modern Dimensions | |Quality System Awards |System Concepts |Total Quality Management: Dale Besterfield â€expanded|3 |Lecture/Discussion â€PPt | |Guidelines |Quality frameworks |to seventh part Pages 203-218; | |Cases and Examples with references of TQM | |MBNQA-ISO †EFQM |QMSISO 9000-14000-EMS |10th Chapter Summary | |exemplary Organizations | |Malcolm Balridge-Criteria |EFQM-Downloads | |EFQM Model |General Quality references, Industry Practices | |ISO Audit | UNIT II: TOOLS OF TQM TOPIC |CONTENT |BOOK CHAPTER PAGE NUMBERS |NO OF HOURS |TEACHING METHODOLOGIES/AIDS | |Measurement Tools | Check Sheets |Implementing Quality: Ron Basu Chapter 5 pages-64-73 |2 |Lecture/Discussion â€PPt | |Histograms |All are secured against Purpose, When to Use, How to | |Cases and Examples | |Run Charts |Use, Basic Steps-Final considerations Pitfalls if any | |PracticalIndustry models are additionally taken for| | |Scatter Diagrams | |class room demo/show | |Cause Effect Diagram | |Measurement Tools |Pareto Analysis |Implementing Quality: Ron Basu Chapter 5 pages-76-84 |1 |Lecture/Discussion â€PPt | |continued |Process Capability Measurement. | |Cases and Examples | |Analytical Tools |Process Mapping |Implementing Quality: Ron Basu Chapter 6-pages-88-103|2 |Lecture/Discussion â€PPt | |Regression Analysis | |Cases and Examples | |RU/CS Analysis Five Whys | |OEE | |Improvement Tools |Kaizen |100 Methods for TQM :Gopal Kanji and Asher |2 |Lecture/Discussion â€PPt | |JIT-Quality Circles |various-separate pages for the recorded strategy | |Cases and Examples | |Force Field Analy sis | |Student introduction | |Five ‘y†s | |Control Tools |Gantt Chart |Implementing Quality: Ron Basu Chapter 8-|2 |Lecture/Discussion â€PPt | |Network Diagram |pages-136-141 | |Cases and Examples | |Radar Chart; PDCA | |Milestone Tracker | |Earned esteem the board | UNIT III: TECHNIQUES OF TQM |TOPIC |CONTENT |BOOK CHAPTER PAGE NUMBERS |NO OF HOURS |TEACHING METHODOLOGIES/AIDS | |Quantitative Techniques|Failure Mode Effect Analysis |Implementing Quality: Ron Basu Chapter 9-|1 |Lecture/Discussion â€PPt | |Definition; likelihood of disappointment estimation; |pages-148-151 | |Cases and Examples | |Reliability Index; |TQM Besterfield Ch 14 synopsis | |All are secured against Purpose, When to Use,| | |Formula â€example | |How to Use, Basic Steps-Final contemplations | |Pitfalls if any | |Quantitative Techniques|Statistical Process Control |Implementing Quality: Ron Basu Chapter 9-|1 |Lecture/Discussion â€PPt | |SPC Category, Mean, Standard Deviation, |pages-152-156 | |Cases and Examples | |USL;LSL-Controls | |Quantitative Techniques|Quality Function Deployment - QFD |Implementing Quality: Ron Basu Chapter 9-|1 |Lecture/Discussion â€PPt | |Capturing Customer Expectations; House of Quality |pages-157-162 | |Cases and Examples | |Matrix |TQM Besterfield-Ch 12 †outline | |Quantitative Techniques|Design of Experiments |Implementing Quality: Ron Basu Chapter 9-|1 | Lecture/Discussion â€PPt | |DOE †Interrogating the Process, Fisher and Taguchi |pages-162-168 | |Cases and Examples | approach |TQM Besterfield â€Ch 19 | |Quantitative Techniques|Monte Carlo Technique |Implementing Quality: Ron Basu Chapter 9-|1 |Lecture/Discussion â€PPt | |MCT †Random Walk |pages-179-185 | |Cases and Examples | |Random Number Generation | |Qualitative Techniques |Benchmarking |Implementing Quality: Ron Basu Chapter 10-|1 |Lecture/Discussion â€PPt | |Internal, serious, Functional, setting guidelines |pages-179-185 | |Cases and Examples | |world class |TQM-Besterfield-Ch 8 | |Qualitative Techniques |Balanced Score Card |Implementing Quality: Ron Basu Chapter 10-|1 |Lecture/Discussion â€PPt | |Kaplan Norton model |pages-190-196 | |Cases and Examples | |Framework-vital Objectives to KPI | |Qualitative Techniques |Sales Operations Planning |Implementing Quality: Ron Basu Chapter 10-|1 |Lecture/Discussion â€PPt | |MRP II ideas Master Prod plan |pages-203-207 | |Cases and Examples | |Qualitative Techniques |Kanban and Activity Based Costing |Implementing Quality: Ron Basu Chapter 10-|1 |Lecture/Discussion â€PPt | pages-203-207 | |Cases and Examples | |Taguchi’s Methods |Quality Loss Function |Total Quality Management: Dale Besterfield †Chapter|2 |Lecture/Discussion â€PPt | |Orthogonal Arrays |20 page 573-629 | |Cases and Examples | |Signal to Noise Ratio | |Nominal, Target, littler Larger the Best, | |Parameter Design, Tolerance Design | UNIT IV: SIX SIGMA TOPIC |CONTENT |BOOK CHAPTER PAGE NUMBERS |NO OF HOURS |TEACHING METHODOLOGIES/AIDS | |The Concept of Six Sigma |Six Sigma factual Significance |Greg Brue: Six Sigma for Managers |1 |Lecture/Discussion â€PPt | |Focussed strategy | |Cases and Examples | |Objectives of Six Sigma; |Defect Free; Lean SS |Greg Brue: Six Sigma for Managers |2 |Lecture/Discussion â€PPt | |framework of Six Sigma |Across all Functions | |Cases and Examples | |Performance Based | |Six Sigma Organization |Model of Organization |Greg Brue: Six Sigma for Managers |2 |Lecture/Discussion â€PPt | |Roles Responsibilities |Role Clarity-types | |Cases and Examples | |Cost/Benefits |Cost, Benefits Optimization | |Effective Methodology | |Six Sigma Problem Solving |Methodology |Greg Brue: Six Sigma for Managers |1 |Lecture/Discussion â€PPt | |Approach |Example Problems | |Cases and Examples | |Cases | |DMAIC Model |Define |Implementing Quality: Ron Basu Chapter 9-|1 |Lecture/Discussion â€PPt | |Six Sigma Metrics |Measure; break down |pages-168-173 | |Cases and Examples | |Improve, Control | |Cost of Poor Quality(COPC)|Costs |Greg Brue: Six Sigma for Managers |1 |Lecture/Discussion â€PPt | |Preventive | |Cases and Examples | |Maintenance | |DPMO-first pass yield |3. 4 DPMO |Greg Brue: Six Sigma for Managers |1 |Lecture/Discussion â€PPt | |Interpretations | |Cases and Examples | UNIT V: TQM IN SERVICE SECTORS TOPIC |CONTENT |BOOK CHAPTER PAGE NUMBE RS |NO OF HOURS |TEACHING METHODOLOGIES/AIDS | |Implementation of TQM in |Service Quality measure |TQM in the Service Sector |2 |Lecture/Discussion â€PPt | |service Organizations |Proposal |R P Mohanty †Chapter VII Pages-246-268 | |Cases and Examples | |Proposed System | |Checklist | |Framework for improving |Gronross; servQual model, Moores model, Service |TQM in the Service Sector |1 |Lecture/Discussion â€PPt | |Service Quality |Journey model, PCP quality Model and so on |R P Mohanty †Chapter III Pages-63-84-Summary | |Cases and Examples | |Model to Measure Service |Parameters |TQM in the Service Sector |2 |Lecture/Discussion â€PPt | |Quality |Analogy |R P Mohanty †Chapter VI Pages-205-214-Summary | |Cases and Examples | estimation | |TQM in Health Care Services|Case Study |TQM in the Service Sector |1 |Lecture/Discussion â€PPt | |Model development |R P Mohanty †Chapter IX Pages-340-369-Summary | |Cases and Examples | |TQM in Hotels |Case study |TQM in the Service Sector |1 |Lecture/Discussion �

Saturday, August 22, 2020

Aims And Objectives Of Primark Economics Essay

Points And Objectives Of Primark Economics Essay In June 1969, the first Penney’s store opened in Mary Street, Dublin. Inside a year, four additional stores were included †all in the Greater Dublin zone. In 1971, the principal enormous store outside Dublin was opened in Cork and before that year's over there were 11 additional stores in Ireland and one in Northern Ireland. Move into Great Britain By 1973, the quantity of stores had arrived at 18 in Ireland and Primark started exchanging Great Britain with four away stores. The next year saw the opening of the main UK High Street stores in Derby and Bristol. In the following ten years, 18 stores were included the UK and nine in Ireland, acquiring the quantity of stores the UK and Ireland to 22 each. Likewise in 1984, the main different obtaining occurred with the buy in Ireland of five Woolworth stores. PRIMARK OBJECTIVES AND AIMS To give great quality items to the general population; we need people in general to acknowledge we are a decent organization and in light of t he fact that our items are modest, it doesn’t imply that they are refuse. We will accomplish this by having our items made by individuals that comprehend what they are doing and test them to watch that they are acceptable quality. To sell merchandise at sensible costs; We need people in general to have a wide scope of alternatives to them, so we offer them great quality items at sensible costs; This will be accomplished by taking a gander at different stores, selling comparative items, and making our costs lower than different spots. To be agreeable and supportive towards clients and staff; The open need to imagine that we are a well disposed organization; this will make them need to go to our store in the event that they feel welcome. We will accomplish this by welcome clients as quickly as time permits and causing them to feel invited. To treat everyone the equivalent; The open need to feel like we treat everyone the equivalent. The individuals with less cash will be dealt with equivalent to individuals that have bunches of cash. PRIMARK’s AGM is the most significant open door this year to squeeze PRIMARK. This yearly investor meeting is when significant choices get made in regards to PRIMARK’s strategies and techniques. It is PRIMARK’s investors who bring home the lion’s portion of PRIMARK’s benefits and who have the ability to make PRIMARK present strategies and techniques that will guarantee the lives of laborers are put in front of PRIMARK’s quest for benefits. So go along with us on Friday 5 December from 10.30 onwards to make your voice heard. We have perceived how dreadful PRIMARK is of us openly disgracing them, so please assist us with ensuring their investors convey equity to the laborers making PRIMARK clothes.It poor people conviction that PRIMARK has been gotten on the back foot once more. Only five months on from the BBC exposã © that featured the shocking conditions looked by Indian specialists delivering garments for the popular high road store and PRIMARK has once more been gotten out disregarding these laborers. Go along with us on 5 December to pound the nail in PRIMARK’s moral final resting place.