MGT/420 Version 1 Managing Quality in the Supply Chain

Syllabus
School of Business MGT/420 Version 1 (3 Credits) Managing Quality in the Supply Chain 10/02/2013 to 10/30/2013 36 contact hours Puerto Rico Campus
Copyright 2009 by University of Phoenix. All rights reserved.

Course Description This course provides a detailed look at quality management in the company and the supply chain. It addresses the differing theories of quality to include product and process design as well as customer driven quality. This course includes managing supply chain quality through supplier alliances and development in both the services and manufacturing industries. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum.

University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Foster, S. T. (2007). Managing quality; Integrating the supply chain (3rd ed.), Upper Saddle River, NJ: Pearson Prentice Hall. All electronic materials are available on the student website. Additional References Web Links and Books Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006). Operations management for competitive advantage (11th ed.). New York, NY: McGraw-Hill Companies. Collier, D. A., & Evans, J. R. (2007). Operations management: Goods, services, and value chains (2nd ed.). Mason, OH: Thomson/South-Western. Fitzsimmons, J. A., & Fitzsimmons, M. J. (2008). Service management: Operations, strategy, information technology (6th ed.). Boston, MA: McGraw-Hill. Essentials of Supply Chain Management 2e Author: Michael H. Hugos Publisher: John Willey & Sons, Inc., Hoboken, N.J. The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed

MGT/420 Version 1 Managing Quality in the Supply Chain

Author: Michael L. George, John Maxey, David Rowlands, Mark Price Publisher: McGraw-Hill The Toyota Way: 14 Management Principles from The Worlds Greatest Manufacturer Author: Jeffrey Liker Publisher: McGraw-Hill

Week One: Quality Management Concepts

Details
Objectives 1.1 Explain quality management concepts as they apply to the supply chain. 1.2 Describe the role of leadership in planning, developing, and implementing a quality process. 1.3 Explain the role of stakeholders in implementing a quality management process. Read Ch. 1, 3, & 4 (sections: Strategy Content through Leadership for Quality) of Managing Quality: Integrating the Supply Chain. Read this weeks Electronic Reserve Readings. Read materials posted in the Course Materials forum. Participate in class discussion. Respond to weekly discussion questions. Read the course description and objectives. Review the Learning Team Toolkit. Complete the Learning Team Charter. Prepare a 350- to 700-word paper in which you explain the role of stakeholders in implementing a quality management process. Discuss each of the stakeholders and their specific roles in implementing a quality management process. Provide two organizations as examples to support your answer.

Due
Oct. 2, 2013

Points

Readings

Oct. 2, 2013

Participation Discussion Questions Nongraded Activities and Preparation Learning Team Instructions Individual Role of Stakeholder Paper

Oct. 2, 2013 Oct. 2, 2013 Oct. 2, 2013 Oct. 2, 2013 Oct. 2, 2013

10

Week Two: Quality Theories

Details
Objectives 2.1 Compare the quality theories of Deming, Juran, Crosby, and Ishikawa. 2.2 Differentiate between process-driven and customer-driven quality requirements.

Due
Oct. 9, 2013

Points

MGT/420 Version 1 Managing Quality in the Supply Chain

2.3 Analyze the impact of quality theories on both manufacturing and service industries. Readings Read Ch. 2 & 5 of Managing Quality: Integrating the Supply Chain. Read this weeks Electronic Reserve Readings. Read materials posted in the Course Materials forum. Participate in class discussion. Respond to weekly discussion questions. BJB Manufacturing Company produces high-end compact disc (CD) changers for the automobile aftermarket, which at this time has no quality program. The president of BJB wants his company to become the premier producer of high-end CD changers for the new car and aftermarket segments of the overall market. It is important to note that BJB is attempting to penetrate a new market segment in doing this. The leadership of BJB must ascertain the precise quality requirements of all new car manufacturers. The chairman of the strategic planning committee has designated five members of the committee to serve as a task force for submission of recommendations to revise the Strategic Plan. BJB must also insure that all vendors/suppliers are cognizant of the quality standards of BJB and the new car manufacturers. For this course, your Learning Team represents the newly formed task force and is required to complete a series of assignments related to developing a total quality management program for the BJB chairman of the Strategic Planning Committee. Your final project consists of a 3,150-to 3,500-word BJB Total Quality Management Program due in Week Five. In Week Four your Learning Team will be presenting your recommendations to the Strategic Planning Committee for their consideration. Here is a list of components contained in your BJB Quality Management Program proposal: Learning Team Part 1: BJB Manufacturing Company Quality Management Week 2, Part I: BJB Manufacturing Company Quality Management Initiative Proposal Week 3, Part II: BJB Manufacturing Company Quality Management Theory Week 4, Part III: BJB Manufacturing Company Quality Management Implementation Strategy Week 5, Part IV: BJB Manufacturing Company Quality Management Supplier Alliance Metrics Report Oct. 9, 2013 10 Oct. 9, 2013 Oct. 9, 2013 Oct. 9, 2013 Oct. 9, 2013 2

Participation Discussion Questions Learning Team Instructions

Prepare a total quality management program for BJB Manufacturing Company by writing a 700-to 1,050-word paper in which you develop a quality management approach for BJB. Address the following: Determine what needs the stakeholders may have for BJBs

MGT/420 Version 1 Managing Quality in the Supply Chain

Initiative Proposal

products. Analyze the product and needs of BJB, and then select the quality management approach that would be the best fit. Explain your rationale. Describe the role of leadership in planning, developing, and implementing a quality process in BJB.

Week Three: Quality Management Strategies

Details
Objectives 3.1 Outline strategies for addressing quality management issues. 3.2 Determine effective means of deploying the quality process. 3.3 Analyze factors that should be considered when measuring the results of quality initiatives. Read Ch. 4, 15, & 16 of Managing Quality: Integrating the Supply Chain. Read this weeks Electronic Reserve Readings. Read materials posted in the Course Materials forum. Participate in class discussion. Respond to weekly discussion questions. Continue building your proposal by incorporating your instructors feedback from the Quality Initiative Proposal, and adding 700-to 1,050-words that includes the following: Select one of the theories that you feel would be the best fit for BJB and the successful implementation of this particular project. Address how these quality theories and process-driven and customer-driven quality requirements apply to both the manufacturing and service industries. Oct. 16, 2013 8

Due
Oct. 16, 2013

Points

Readings

Oct. 16, 2013

Participation Discussion Questions Learning Team Instructions

Oct. 16, 2013 Oct. 16, 2013 Oct. 16, 2013

Individual Theory Matrix

Complete the Theory Matrix available on the student website, which examines the quality theorys major concepts, the process of the theory, process-driven and customer-driven quality requirements and an example of a company that has applied that particular theory.

MGT/420 Version 1 Managing Quality in the Supply Chain

Week Four: Supplier Alliance Management

Details
Objectives 4.1 Determine key performance indicators (KPIs) for forming supplier alliances. 4.2 Evaluate supplier qualifications and performance. 4.3 Analyze the overall cost of altering key supplier relationships. Read Ch. 9 of Managing Quality: Integrating the Supply Chain. Read this weeks Electronic Reserve Readings. Read materials posted in the Course Materials forum. Participate in class discussion. Respond to weekly discussion questions. Continue building your proposal for BJBs Strategic Planning Committee by adding 1,050-to 1,750-words outlining the strategies for addressing quality management issues and determining an effective means of deploying the quality management initiative. Analyze factors that should be considered when measuring the results of quality initiatives by using the quality initiative the Learning Team selected to be the best fit for BJB. Address the leaderships roles in successfully deploying an initiative. Then determine how this approach would help enhance the accomplishment of the following: Individual Quality Management Organizations Reduction of the number of product failures Material and labor costs due to gains in operational efficiencies Profitability Customer complaints management Environmental regulations compliance Reduction of the number of damage claims and service reliability in the supply chain Levels of inventory Inventory damage and shrinkage management Communications, cooperation, and coordination between all departments within the company improvement Oct. 30, 2013 13

Due
Oct. 23, 2013

Points

Readings

Oct. 23, 2013 Oct. 23, 2013 Oct. 23, 2013 Oct. 23, 2013 12 2

Participation Discussion Questions Learning Team Part II & III: BJB Manufacturing Company Quality Management Implementation Strategy

Prepare a 350-to 700-word paper in which you research at least two quality management organizations--one national and one local--that would positively enhance the implementation of a quality program. Identify the organizations you have researched and describe how the organizations help companies to improve the quality management. Evaluate the effect that participation in these organizations would

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have on quality performance for an organization.

Week Five: External Organizations for Quality Management

Details
Objectives 5.1 Describe external quality management organizations. 5.2 Evaluate the impact of external quality management organizations on quality performance. Read Ch. 10 & 14 of Managing Quality: Integrating the Supply Chain. Read this weeks Electronic Reserve Readings. Read materials posted in the Course Materials forum. Participate in class discussion. Respond to weekly discussion questions. Select the link to the final exam on the student web page. The exam is available from the end of Week Four through the end of Week Five. Complete the final exam. Only one attempt is allowed, which is timed and must be completed in 3 hours. Results are auto-graded and sent to your instructor. Note. Final exam questions are adapted from Managing Quality: Integrating the Supply Chain. Learning Team Part IV: BJB Man ufac turin g Co mpa ny Qua lity Man age men t Sup plier Prepare a 1,050-to 1,400-word report in which you determine supplier alliance requirements and appropriate metrics for BJB to measure the performance effectiveness of their suppliers. What recommendations would you present to BJBs Strategic Planning Committee to integrate the supplier alliance and metrics? Address the following: Determine KPIs for forming supplier alliances as well as how BJB would evaluate supplier qualifications and performance. How do these measurements help ensure a competitive advantage for BJB? Analyze the types of costs of changing supplier alliances. Compile Parts I-IV of the BJB Total Quality Management Program proposal together and submit it to your facilitator. Oct. 30, 2013 14

Due
Oct. 30, 2013 Oct. 30, 2013

Points

Readings

Participation Discussion Questions Individual Final Examination

Oct. 30, 2013 Oct. 30, 2013 Oct. 30, 2013

15

MGT/420 Version 1 Managing Quality in the Supply Chain

Allia nce Met rics Rep ort Learning Team BJB Manufacturing Company Quality Program Proposal Part I to IV Presentation Prepare a 12- to 15-minute oral presentation of Part I-IV of the BJB Total Quality Management Program proposal your team developed. Include 10-12 Microsoft PowerPoint slides. Oct. 23, 2013 8

Optional Discussion Questions Week One Discussion Questions What is the most important foundational element in the quality process? Why is it the foundation of success in this process? What are some approaches taken by leadership in planning, developing, and implementing a quality process? What type of leadership is necessary to implement the plan and keep it focused until completion? In the manufacturing industry, who are the various stakeholders in implementing a quality process? How is each stakeholder impacted? Are all stakeholders impacted equally in implementing the quality process? Explain. In a global market, source venders or stakeholders may or may not have quality control enforcement that meets the standards of the country producing the product. What are some approaches to control quality across the global supply chain? What are some implications or consequences of not properly controlling the quality of raw materials and components in the supply chain? Provide examples to support your answer. What are the different elements within a supply chain? What are some quality management approaches available for a supply chain? How does each quality management approach impact elements of the supply chain? Why is quality management so important in the supply chain? What may happen to the supply chain if the quality management approach is not implemented correctly? What are the consequences of the faulty implementation of a quality management approach?

Week Two Discussion Questions Why was Demings theory on quality embraced by the Japanese auto industry and rejected by the American auto industry? What impact did the rejection of Demings quality theory by the American auto industry have on the rise of the Japanese auto industry? What is Crosbys quality theory? In what way is it unique among the various theorists? What influence does adhering to Crosbys unique theory have on production?

MGT/420 Version 1 Managing Quality in the Supply Chain

What are the distinguishing elements of a process-driven quality requirement? What is unique about a process-driven quality requirement? What are some of the unique elements of implementing customerdriven quality requirements as opposed to process-driven quality requirements? What are the distinguishing elements of a customer-driven quality requirement? What elements are unique to a customer-driven quality requirement? Why is interfacing between the provider and the customer so critical in the successful implementation in customer-driven quality requirements? How does one evaluate the characteristics of a quality tangible product? How important would reliability and dependability factor into your evaluation? How does one evaluate the characteristics of a quality intangible product? How important would courtesy and knowledge be of the person representing the provider in resolving an issue with a quality intangible service?

Week Three Discussion Questions What are the two principle activities in strategic planning? Why is it important to correctly identify and address these two activities to ensure success in the quality initiative? What are some quality management issues? What are some strategies for addressing quality management issues? How did you determine which ones are most applicable? Defend your position. How do issues involving people enter into the strategy development and implementation activities? Why is it important to have your key people involved in all aspects of the total quality process? When deploying a quality process, what is the first most important step to be considered? If you miss this step, does it have systemic implications through out the process? Explain your answers. Would completing a strengths, weaknesses, opportunities, and threats (SWOT) analysis be advantageous when deploying a quality process? How do identification and correction of internal weaknesses result in a more successful deployment of the quality process? When measuring results of quality initiatives, which factors should be considered? How do these factors influence the criteria? Is customer input important in developing quality measurement criteria? Does determining the customers needs create a positive result? Why? Do quality initiatives result in an immediate profit improvement? How would an organization determine if the quality initiative results need to be measured? How would the organization determine when to measure the improvement? Week Four Discussion Questions What are some KPIs that can affect alliances with certain vendors? Which KPIs are most important? Why? Would a manufacturer view the KPIs differently for a commodity-type item versus a high-end product? If yes, why would the manufacturer view these products differently? What effect does the manufacturers choice have on the price of the product being purchased and produced for the end product? What supplier qualifications would indicate the probability that your supplier would be a successful

MGT/420 Version 1 Managing Quality in the Supply Chain

strategic partner? In your opinion, how would you prioritize these qualifications? What long-term effect would these choices have on an organization? After qualification of the vendor, at what point do you initiate a performance review? Does it make a difference if you measure their performance at the middle of the cycle or at the end? Why? What are some areas of a company adversely affected when switching suppliers? How would altering suppliers affect the different areas of a manufacturing company? How would it affect the different areas of a service company? What are some of the major costs in altering an existing supplier relationship or establishing a new one? What significant costs might be incurred by a manufacturing business upon modifying a supplier relationship? What are some of the primary costs you would use in evaluating a service provider? Can all costs be determined up-front when altering a supplier relationship? Explain how altering a supplier relationship would affect each of the following areas: o o o o o o Warehousing Delivery Billing Reliability Quality of products or services Transportation costs

Is cost the most important factor to be considered when changing suppliers? Why?

Week Five Discussion Questions What are some external quality management organizations? What value do these organizations bring to each of their targeted industries? How does their presence enhance the particular industry they target? What value does an external quality management organization bring to a company that employs their methodology? Does receiving the endorsement from an external quality management organization bring long-term value to a company? Why or why not? When a company wants to improve its quality performance, should it seek advice from an external organization? Why would it seek membership in an external organization? Does participation in state or local quality management organizations continue to add value to an organization? Does this participation affect the line worker? In what way? Copyright
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