Geoff Higgins MGMT 19105 Quality Management MGMT 19105 Quality Management

GeoffHigginsMGMT 19105Quality Management

MGMT 19105MGMT 19105

Quality Quality Management Management

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The CourseThe Course

Exam PreparationExam PreparationWeekly summaries.Weekly summaries.

Assignment 1Assignment 1Organisation?Organisation?Progress?Progress?

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Module 2 – CompetitivenessModule 2 – Competitiveness

The Study Guide recognises how difficult it can The Study Guide recognises how difficult it can be to link quality with competitiveness.be to link quality with competitiveness.

The textbook and the article by Anon (2001) lack The textbook and the article by Anon (2001) lack concrete examples. concrete examples.

Both the internal and external environment have Both the internal and external environment have a complex influence on competitiveness.a complex influence on competitiveness.

A competitor may succeed for any number of A competitor may succeed for any number of reasons that are out of reach of the reasons that are out of reach of the organisation’s quality approach.organisation’s quality approach.

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Module 2 – GlobalisationModule 2 – Globalisation

When other countries produce goods at a lower When other countries produce goods at a lower cost, quality can be a differentiator.cost, quality can be a differentiator.

Improvements in quality often come through Improvements in quality often come through technological improvements. These may be technological improvements. These may be sourced globally, not just locally.sourced globally, not just locally.

Being a node in an international supply chain Being a node in an international supply chain can provide access to quality supplies. can provide access to quality supplies.

Human resources are important to Human resources are important to competitiveness, and the impact of globalisation competitiveness, and the impact of globalisation makes them critical.makes them critical.


Week 3Week 3

Quality, Values Quality, Values & Ethics & Ethics

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Module ObjectivesModule Objectives1.1. Describe how trust, values and integrity fit Describe how trust, values and integrity fit

with the total quality approach.with the total quality approach.

2.2. Explain the ethical responsibilities of Explain the ethical responsibilities of managers and organisations.managers and organisations.

3.3. Address ethical dilemmas in an Address ethical dilemmas in an appropriate manner.appropriate manner.

4.4. Describe the meaning and importance of Describe the meaning and importance of social responsibility.social responsibility.

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ReadingsReadingsStudy GuideStudy Guide Module 2 Module 2

TextbookTextbook Goetsch & Davis 2006Goetsch & Davis 2006Chapter 4. Quality Management, Ethics, and Chapter 4. Quality Management, Ethics, and Corporate Social ResponsibilityCorporate Social Responsibility

Electronic journal articlesElectronic journal articles

Perles, GSM 2002, ‘The ethical dimension of leadership in the Perles, GSM 2002, ‘The ethical dimension of leadership in the programmes of total quality management’.programmes of total quality management’.

Dalgleish, S 2004,‘Costs and quality of life, the Wal-Mart way’. Dalgleish, S 2004,‘Costs and quality of life, the Wal-Mart way’.

(Available on Proquest)(Available on Proquest)

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Quality & Ethics Quality & Ethics

Small GroupSmall Group

Q.Q. What do ethics have to do with a What do ethics have to do with a course that is about Quality course that is about Quality Management?Management?

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Total Quality ManagementTotal Quality Management

Ethical behaviour is a key aspect of Total Ethical behaviour is a key aspect of Total Quality Management. A clue to the reason Quality Management. A clue to the reason for this may be the importance of for this may be the importance of participation by the whole workforce.participation by the whole workforce.

Trusting and gaining trust are critical to Trusting and gaining trust are critical to willing participation.willing participation.

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Quality & EthicsQuality & Ethics

TRUSTTRUST

Achieving quality through the efforts of people either Achieving quality through the efforts of people either involves supervising them relentlessly; or it involves involves supervising them relentlessly; or it involves trusting them.trusting them.

Employees who trust management are more likely Employees who trust management are more likely to commit themselves to the organisation’s goals.to commit themselves to the organisation’s goals.

There is either a virtuous or a vicious cycle at There is either a virtuous or a vicious cycle at work…work…

Trusting invites trust and commitment.Trusting invites trust and commitment.

Suspicion invites grudging acceptance or rebellion.Suspicion invites grudging acceptance or rebellion.

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Quality & Values Quality & Values


1.1. What values support the pursuit of What values support the pursuit of excellence?excellence?

2.2. What values promote ethical What values promote ethical behaviour?behaviour?

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Quality & ValuesQuality & Values

Common TQM ValuesCommon TQM Values

Meeting or exceeding customer needs.Meeting or exceeding customer needs.

Respecting employees and management.Respecting employees and management.

Participation in problem solving.Participation in problem solving.

Rigorous data collection and analysis.Rigorous data collection and analysis.

Simple presentation of information.Simple presentation of information.

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Quality & LeadershipQuality & Leadership

The relationship between quality and The relationship between quality and leadership is a strong one. When leaders leadership is a strong one. When leaders are weak or absent, an organisation will are weak or absent, an organisation will rarely be able to achieve the substantial rarely be able to achieve the substantial culture and process changes required to culture and process changes required to implement TQM.implement TQM.

Once TQM has been implemented, Once TQM has been implemented, sustaining TQM also requires strong sustaining TQM also requires strong leadership.leadership.

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Perles Perles (2002)(2002)

"Commitment" and "leadership" are not "Commitment" and "leadership" are not synonymous.synonymous.

The leader's capacity to influence is The leader's capacity to influence is dependent on ethics (as well as technical dependent on ethics (as well as technical and psycho-social capabilities).and psycho-social capabilities).

Trust, confidence and cooperation are Trust, confidence and cooperation are critical in implementing TQM – and arise critical in implementing TQM – and arise from the ethical behaviour of the leader.from the ethical behaviour of the leader.

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Ethics & Quality DecisionsEthics & Quality Decisions


A TQM child playground equipment A TQM child playground equipment manufacturer has recently found out about manufacturer has recently found out about injuries occurring from swings older than injuries occurring from swings older than five years, due to sun damage. The five years, due to sun damage. The swings have a two year warranty.swings have a two year warranty.

Q. Q. What action(s) could the What action(s) could the manufacturer take?manufacturer take?

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Ethical DilemmasEthical Dilemmas

1.1. John Hingis of GPI (Case 2):John Hingis of GPI (Case 2): What is the situation?What is the situation? What should John do? (And why?)What should John do? (And why?)

2.2. The executive management team The executive management team at AFI (Case 3):at AFI (Case 3): What is the situation?What is the situation? What should the executive management What should the executive management

team do? (And why?)team do? (And why?)

From: Goetsch and Davis (2006)From: Goetsch and Davis (2006)


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Ethical Dilemmas & AuditEthical Dilemmas & Audit

‘‘Quality audit’ involves assessing how well Quality audit’ involves assessing how well quality organisations are meeting quality quality organisations are meeting quality standards (such as, ISO9000).standards (such as, ISO9000).

‘‘we get all the dirty little secrets, including we get all the dirty little secrets, including secrets the lawyers want hiddensecrets the lawyers want hidden’’

The ethical dilemma for quality auditors is to The ethical dilemma for quality auditors is to decide what to do about ‘dirty little secrets’.decide what to do about ‘dirty little secrets’.

Regarding whistleblowers – ‘Don't shoot the Regarding whistleblowers – ‘Don't shoot the messenger.’messenger.’

Source: Source: Arter, D & Russell, JP ‘Ethics, auditing and Arter, D & Russell, JP ‘Ethics, auditing and Enron’ Enron’ Quality ProgressQuality Progress Vol.36, No. 10, pg. 34. Vol.36, No. 10, pg. 34.

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Corporate Social ResponsibilityCorporate Social Responsibility


The TQM child playground equipment The TQM child playground equipment manufacturer has recently found out that manufacturer has recently found out that the nuts and bolts they purchase from a the nuts and bolts they purchase from a local supplier are manufactured in a Third local supplier are manufactured in a Third World Country which does not have child World Country which does not have child labour laws.labour laws.

Q. Q. What action(s) could the What action(s) could the manufacturer take?manufacturer take?

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Corporate Social ResponsibilityCorporate Social Responsibility

Ethical organisations generally recognise Ethical organisations generally recognise a responsibility to the community in which a responsibility to the community in which they live and work.they live and work.

Organisations like The Body Shop gain Organisations like The Body Shop gain recognition for recognition for corporate social corporate social responsibility.responsibility.

Q.Q. Is it necessaryIs it necessary to show to show corporate social corporate social responsibility to be a TQM organisation?responsibility to be a TQM organisation?

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Dalgleish Dalgleish (2004)(2004)

The choice:The choice:Cheap goods OR Cheap goods OR viable local-run businesses?viable local-run businesses?

Boulder Colorado resists Wal-Mart, and Boulder Colorado resists Wal-Mart, and other chain stores on the basis of other chain stores on the basis of

Q.Q. What does this have to do with quality?What does this have to do with quality?

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ConclusionConclusion Recap of Module 2Recap of Module 2 Module IntroductionModule Introduction Quality & EthicsQuality & Ethics Quality & ValuesQuality & Values Quality & LeadershipQuality & Leadership Ethical DilemmasEthical Dilemmas Corporate Social ResponsibilityCorporate Social Responsibility

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Next WeekNext WeekWeek 4Week 4

“Quality and organisational culture”.“Quality and organisational culture”.Study GuideStudy GuideGoetsch & Davis (2006)Goetsch & Davis (2006)

Chapter 6. Quality Culture: Changing Hearts, Chapter 6. Quality Culture: Changing Hearts, Minds, and AttitudesMinds, and Attitudes

Electronic Journal Articles (on Proquest) Electronic Journal Articles (on Proquest)

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Questions?Questions?

Documents

Geoff Higgins MGMT 19105 Quality Management MGMT 19105 Quality Management