course overview
The course will track the evolution of quality consciousness amongst businesses over the last 100 years or so, right from the beginning of mass production to the era of lean production and further. The course will cover quality, productivity and continuous improvement concepts relating to manufacturing and service excellence that has helped companies remain competitive in the ever evolving business landscape.
Course objective
To bring about amongst participants, a comprehensive understanding of the quality and productivity improvement initiatives that have been shown to bring about competitive advantage to businesses.
To create quality consciousness and to highlight the advantages of the usage of a customer oriented approach.
To create quality consciousness and to highlight the advantages of the usage of a customer oriented approach.
Course pedagogy
The key pedagogical tools used during the course would include in-class discussions, case analysis, term paper presentations and business simulation exercises.
Evaluation scheme
In-class exercises and quizzes – 25%
Team project – 25%
Mid Term Exam – 20%
End Term exam – 30%
Team project – 25%
Mid Term Exam – 20%
End Term exam – 30%
TEAM project
Teams are expected to choose projects that involve application of the course concepts in practical scenarios. Students should form 6 teams. Teams and team names have to be finalized and made available to instructor by the end of the second session of the course.
Submission would include a mid-term project report to be submitted at the time of the mid-semester exam, a presentation to be made in presence of the class in the last week of the course and a report to be submitted to the instructor no later than the date of the end term.
The class presentation would be held during the last week of the course. Each team would have 20 minutes to present their work followed by upto 10 minutes for Q&A.
Submission would include a mid-term project report to be submitted at the time of the mid-semester exam, a presentation to be made in presence of the class in the last week of the course and a report to be submitted to the instructor no later than the date of the end term.
The class presentation would be held during the last week of the course. Each team would have 20 minutes to present their work followed by upto 10 minutes for Q&A.
in-class exercises
This component of evaluation includes performance along the following aspects:
Class participation: Students who productively contribute to the discussion in the class and proactively involve themselves in aiding the overall learning of the class would be rewarded with class participation points.
Individual presentations. Each individual course participant would be given a topic in the duration of the course. A mail with the topic to present and the expected duration would we sent to the personal email-id of the participant two days before the session in which the presentation is supposed to be made.
Case Analysis presentations: This is a team activity. Teams would be same as project teams. Some sessions have been earmarked for specific case discussions. Case questions would be floated 2-3 days before the scheduled session. Teams that have been allocated the case are required to submit powerpoint slides or word documents addressing the case questions before the beginning of the case discussion session. Late submissions would not be accepted. Teams would be randomly selected to lead the discussion on the case during the session. The first team would present case facts along with their responses to the questions raised while the rest of the teams should pitch in further into the discussion with their unique inputs.
Performance in surprise quizzes, simulations and other team activities: The course might involve business scenario simulations and other team activities. All team members would be graded equally and the onus of collective participation of all would be on the members of the team.
Class participation: Students who productively contribute to the discussion in the class and proactively involve themselves in aiding the overall learning of the class would be rewarded with class participation points.
Individual presentations. Each individual course participant would be given a topic in the duration of the course. A mail with the topic to present and the expected duration would we sent to the personal email-id of the participant two days before the session in which the presentation is supposed to be made.
Case Analysis presentations: This is a team activity. Teams would be same as project teams. Some sessions have been earmarked for specific case discussions. Case questions would be floated 2-3 days before the scheduled session. Teams that have been allocated the case are required to submit powerpoint slides or word documents addressing the case questions before the beginning of the case discussion session. Late submissions would not be accepted. Teams would be randomly selected to lead the discussion on the case during the session. The first team would present case facts along with their responses to the questions raised while the rest of the teams should pitch in further into the discussion with their unique inputs.
Performance in surprise quizzes, simulations and other team activities: The course might involve business scenario simulations and other team activities. All team members would be graded equally and the onus of collective participation of all would be on the members of the team.
session-wise course plan
Session 1
Introduction to quality and performance excellence
Sessions 2-4
Statistical Process Control
Case:
Process Control at Poloroid
Deutche Allgemeinversicherung
Sessions 5-7
Six Sigma, DMIAC, DMADV
Cases:
Six Sigma at Flyrock tires
Six Sigma at Academic hospital
Session 8
Analyzing qualitative complaint data
Mid term recap
Case: Samsung Electronics: Analyzing qualitative data
Sessions 9-10
Economics of quality, Costs of bad quality
Case: Toyota Accelerator crisis
Sessions 11-13
Total Quality Management
TQM tools
Case: Cincinnati Children’s Hospital Medical Center
Case: Federal Express: Quality Improvement Program
Session 14
Leadership focuses, Quality Awards
Session 15
Customer satisfaction, quality perception, Service quality
Sessions 16-17
Supplier partnerships
Case: Vendor compliance at Geoffrey Ryans
Case: Metalcraft supplier scorecard
Session 18
Improvement initiatives from the 1990s: Theory of constraints ; Business Process Re-engineering, Design for Six Sigma, Design for Manufacturing and Assembly, concurrent engineering, End of course recap
Sessions 19-20
Group Project presentations
Introduction to quality and performance excellence
Sessions 2-4
Statistical Process Control
Case:
Process Control at Poloroid
Deutche Allgemeinversicherung
Sessions 5-7
Six Sigma, DMIAC, DMADV
Cases:
Six Sigma at Flyrock tires
Six Sigma at Academic hospital
Session 8
Analyzing qualitative complaint data
Mid term recap
Case: Samsung Electronics: Analyzing qualitative data
Sessions 9-10
Economics of quality, Costs of bad quality
Case: Toyota Accelerator crisis
Sessions 11-13
Total Quality Management
TQM tools
Case: Cincinnati Children’s Hospital Medical Center
Case: Federal Express: Quality Improvement Program
Session 14
Leadership focuses, Quality Awards
Session 15
Customer satisfaction, quality perception, Service quality
Sessions 16-17
Supplier partnerships
Case: Vendor compliance at Geoffrey Ryans
Case: Metalcraft supplier scorecard
Session 18
Improvement initiatives from the 1990s: Theory of constraints ; Business Process Re-engineering, Design for Six Sigma, Design for Manufacturing and Assembly, concurrent engineering, End of course recap
Sessions 19-20
Group Project presentations
Academic Standard and Honesty
There shall be absolutely no compromise in cases of detected cheating, plagiarism or otherwise obtaining grades under any false pretence what so ever. The instructor reserves the right to determine whether or not a serious violation has occurred on the part of the course participant. The instructor reserves the right to determine the magnitude and means of punishment to be meted out to the course participant in the event of detection of a serious violation.
Instructor's diary
11th December 2014
Well begun is half done. Today's introductory session begun with a discussion on the disastrous implications of bad quality and the need to understand quality beyond mere business considerations. We talked about classic definitions of quality and ended with a brief discussion of the history of how quality gained gradual importance in the last 100 years.
Well begun is half done. Today's introductory session begun with a discussion on the disastrous implications of bad quality and the need to understand quality beyond mere business considerations. We talked about classic definitions of quality and ended with a brief discussion of the history of how quality gained gradual importance in the last 100 years.
TQMSS_Session1_PGP1415.pdf |
22nd December 2014
In today's back to back sessions, we discussed Statistical Process Control. We later discussed the Poloroid case in an unconventional manner with almost every member of the class pitching in their bit in solving the case part by part. Kudos to everybody who contributed.
In today's back to back sessions, we discussed Statistical Process Control. We later discussed the Poloroid case in an unconventional manner with almost every member of the class pitching in their bit in solving the case part by part. Kudos to everybody who contributed.
TQMSS_Session2_PGP1415.pdf |
30th December 2014
Today's discussion was centered around usage of statistical process control in the service sector. We discussed the DAV case which provided the context for the discussion. The key points of discussion included the usage of the attribute control charts and the the behavioral aspects of introducing, implementing and sustaining interest in SPC initiatives in organizations.
Today's discussion was centered around usage of statistical process control in the service sector. We discussed the DAV case which provided the context for the discussion. The key points of discussion included the usage of the attribute control charts and the the behavioral aspects of introducing, implementing and sustaining interest in SPC initiatives in organizations.
1st January 2015
In today's class, we went deeper into statistical process control charts. We began out discussion with the various visual tools at disposal for effective use of SPC. We discussed rational , we discussed the drawbacks of using shewart control charts while detecting low shifts in the processes and in processes where the sample size is constrained to be at a lower level. We discusssed MR-bar, CUSUM and EWMA charts that could be used usually in the phase 2 of implementation of the SPC in an organization.
Sources used:
In today's class, we went deeper into statistical process control charts. We began out discussion with the various visual tools at disposal for effective use of SPC. We discussed rational , we discussed the drawbacks of using shewart control charts while detecting low shifts in the processes and in processes where the sample size is constrained to be at a lower level. We discusssed MR-bar, CUSUM and EWMA charts that could be used usually in the phase 2 of implementation of the SPC in an organization.
Sources used:
- Chapters 5, 6, 9 and 10 of "Statistical Quality Control", By Douglas C Montegomery, John Wiley & Sons, 2009
TQMSS_Session4_PGP1415.pdf |
session_4_excel_file.xlsx |
6th January 2015
Today we had a lively discussion on the Academic Medical Hospital case where we explored six sigma team composition, the DMIAC process and the other barriers to overcome for the success of a six sigma project.
Chance Acceleration Process was used to improve acceptance of six sigma at the Academic Medical Hospital. Find more details of the chance acceleration process here. You can further explore the site for more info on Six Sigma.
Today we had a lively discussion on the Academic Medical Hospital case where we explored six sigma team composition, the DMIAC process and the other barriers to overcome for the success of a six sigma project.
Chance Acceleration Process was used to improve acceptance of six sigma at the Academic Medical Hospital. Find more details of the chance acceleration process here. You can further explore the site for more info on Six Sigma.
7th January 2015
Today's class involved two group activities. The first group activity was the case analysis of the Samsung case where groups developed affinity diagrams for the qualitative complaint data on Samsung TV sets. The second fun group activity was an interesting experiment titled "Erasers in the space" which involved assembly of a catapulting device that was used to launch erasers into air. Data was collected under various settings and configurations of the catapulting device. The results captured would be put to use tomorrow when we discuss Design of experiments.
Today's class involved two group activities. The first group activity was the case analysis of the Samsung case where groups developed affinity diagrams for the qualitative complaint data on Samsung TV sets. The second fun group activity was an interesting experiment titled "Erasers in the space" which involved assembly of a catapulting device that was used to launch erasers into air. Data was collected under various settings and configurations of the catapulting device. The results captured would be put to use tomorrow when we discuss Design of experiments.
8th January 2015
In today's class we discussed too many things too fast! We discussed briefly about the Samsung case, we discussed about design of experiments, the elements of design for six sigma and light sabers.
We discussed how people were not factor in the complaints in the samsung case. We discussed the learning from the Eraser experiment that led us into the discussion on how to design an appropriate experiment. We discussed how we could reduce the number of experimental runs using a fractional factorial design. We then moved on to key elements of design for six sigma in which we talked about Concept development using QFD, Design development using FMEA, Design optimization where we talked about Taguchi's robust design and very very briefly about Design verification using various methods of testing.
Was just kidding about the light sabers! Was just wondering if people really do read these entries that I make!
Sources used
In today's class we discussed too many things too fast! We discussed briefly about the Samsung case, we discussed about design of experiments, the elements of design for six sigma and light sabers.
We discussed how people were not factor in the complaints in the samsung case. We discussed the learning from the Eraser experiment that led us into the discussion on how to design an appropriate experiment. We discussed how we could reduce the number of experimental runs using a fractional factorial design. We then moved on to key elements of design for six sigma in which we talked about Concept development using QFD, Design development using FMEA, Design optimization where we talked about Taguchi's robust design and very very briefly about Design verification using various methods of testing.
Was just kidding about the light sabers! Was just wondering if people really do read these entries that I make!
Sources used
- Chapter 12, Quality Control and Management by Evans and Lindsay, CENEGE Learning
- Chapters 19, 20, Total Quality Management by Besterfield et al, Pearson
- The user response time example and the few other slides were picked up from the following URL.
TQM_Session_7-8_PGP1415.pdf |
20th January 2015
In today's class, we discussed the principles of Total Quality Management. We focused on the various points made by the quality gurus, Deming, Juran and Crosby to get an overall idea what TQM really meant for an organization. I thank all of you for your enthusiastic contribution in the discussion and the in-class activity. I have added a few more slides along with those discussed during the class for your perusal.
I have organized your inputs by principle and prepared an affinity chart a picture of which you will find here. Make your judgement on the most important aspects of TQM based on the following image.
Source used:
In today's class, we discussed the principles of Total Quality Management. We focused on the various points made by the quality gurus, Deming, Juran and Crosby to get an overall idea what TQM really meant for an organization. I thank all of you for your enthusiastic contribution in the discussion and the in-class activity. I have added a few more slides along with those discussed during the class for your perusal.
I have organized your inputs by principle and prepared an affinity chart a picture of which you will find here. Make your judgement on the most important aspects of TQM based on the following image.
Source used:
- Chapter 1, Quality Management, Organization, and Strategy, by James R. Evans, CENEGE Learning, 6th Edition
TQM_Session9_PGP1415.pdf |
January 22nd 2015
In today's class, we discussed the Federal Express Quality Improvement case. Group 2 started the discussion with the case facts and an evaluation of the Fedex's SFA index, group 1 took over to discuss the SQI index and group 3 discussed the quality improvement efforts and the ODI's approach to quality training at Fedex. We discussed how these three practices in Fedex align with the overall corporate strategy of emphasis on quality improvement.
Rajjan, Kranthi and Ruchita got into the shoes of Tom Oliver to pitch for the continuation of the quality programs at Fedex. Kranthi's pitch looked like it did convince quite a few people in the class!
Kudos to everybody for the efforts!
In today's class, we discussed the Federal Express Quality Improvement case. Group 2 started the discussion with the case facts and an evaluation of the Fedex's SFA index, group 1 took over to discuss the SQI index and group 3 discussed the quality improvement efforts and the ODI's approach to quality training at Fedex. We discussed how these three practices in Fedex align with the overall corporate strategy of emphasis on quality improvement.
Rajjan, Kranthi and Ruchita got into the shoes of Tom Oliver to pitch for the continuation of the quality programs at Fedex. Kranthi's pitch looked like it did convince quite a few people in the class!
Kudos to everybody for the efforts!
27th January 2015
Today we discussed the Cincinnati Children's Hospital case. We observed through the case, the impact of making continuous small improvements and building transparency into the organizational process and when it would be appropriate to make use of the same. We also discussed the factors impacting the the decision of placement of quality improvement professionals/teams within the structure of organizations .
Today we discussed the Cincinnati Children's Hospital case. We observed through the case, the impact of making continuous small improvements and building transparency into the organizational process and when it would be appropriate to make use of the same. We also discussed the factors impacting the the decision of placement of quality improvement professionals/teams within the structure of organizations .
29th January 2015
Today we began with a discussion of the mid term examination questions. We then moved on to the Vendor Compliance at Geoffrey Ryans case where we covered aspects relating to the utility of supplier scorecards and appropriateness of penalties as compliance measures.
Today we began with a discussion of the mid term examination questions. We then moved on to the Vendor Compliance at Geoffrey Ryans case where we covered aspects relating to the utility of supplier scorecards and appropriateness of penalties as compliance measures.
3rd February 2015
In today's class, we continued our discussion of the supplier scorecards using the Metalcraft case. We discussed how apart from inter-organizational incentives, intra-organizational incentives are necessary to enable better quality compliance in a supply chain. We discussed how quality is everybody's business in an organization and mere penalization or rewarding of suppliers is not enough for achieving higher quality.
In today's class, we continued our discussion of the supplier scorecards using the Metalcraft case. We discussed how apart from inter-organizational incentives, intra-organizational incentives are necessary to enable better quality compliance in a supply chain. We discussed how quality is everybody's business in an organization and mere penalization or rewarding of suppliers is not enough for achieving higher quality.
5th February 2015
In this session, we discussed Toyota Accelerator crisis case. Group 1 led the discussion on the case where we saw the pioneers of quality revolution, Toyota, falter in its response to potentially dangerous quality issues that cropped up in their vehicles during the period 2006-2009. We saw the potential risks of taking lean manufacturing to extreme levels and discussed how strategic alignment within all the functions of the organization is absolutely essential for sustainable competitive advantage. We saw through the case, how strategic misalignment of Toyota's marketing and operations strategies led to a lack of proactive crisis management which in turn led to a deterioration of Toyota's Brand image and share value.
In this session, we discussed Toyota Accelerator crisis case. Group 1 led the discussion on the case where we saw the pioneers of quality revolution, Toyota, falter in its response to potentially dangerous quality issues that cropped up in their vehicles during the period 2006-2009. We saw the potential risks of taking lean manufacturing to extreme levels and discussed how strategic alignment within all the functions of the organization is absolutely essential for sustainable competitive advantage. We saw through the case, how strategic misalignment of Toyota's marketing and operations strategies led to a lack of proactive crisis management which in turn led to a deterioration of Toyota's Brand image and share value.
16th February 2015
We ended on a highly enthusiastic note with project presentations from all the groups. I am quite happy with the variety and depth of the projects given that you all had limited time to execute the same. Hope this course on TQM was helpful in bring some amount of quality consciousness in the participants. Here are the PPTs of the presentations of all the groups.
We ended on a highly enthusiastic note with project presentations from all the groups. I am quite happy with the variety and depth of the projects given that you all had limited time to execute the same. Hope this course on TQM was helpful in bring some amount of quality consciousness in the participants. Here are the PPTs of the presentations of all the groups.
PROJECTS_TQM_PGP1415.zip |