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Concepts of Quality Management

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Concepts of Quality Management

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									Concepts of Quality Management

The “Body of Knowledge” for Total Quality Management embraces:

     The concepts of Total Quality;
     Application of the concepts of Total Quality to:
        o   products and services
        o   processes
        o   people
     through the provision of appropriate
        o   values, policies and objective
        o   planning
        o   processes and measurement
        o   leadership, training and motivation
        o   organisation

Total Quality is a way of life. Total Quality is not a programme with
a defined end point. A total Quality strategy will be effective only
through long-term commitment and dedicated application by
executive management and all employees. It requires the consistent
application of the appropriate human and technical processes, tools
and techniques.

Concepts:

Definition

The Institute of Management Services defines Total Quality
Management as:

"A strategy for improving business performance through the
commitment and involvement of all employees to fully satisfying
agreed customer requirements, at the optimum overall costs,
through the continuous improvement of the products and services,
business processes and people involved."
The concept of Total Quality Management can be expressed as
“Achieving success through delighting our customers”.

Customers being the internal user, the external customer or end-
user, together with the other stakeholders, i.e.

     shareholders
     employees
     suppliers

It also requires consideration of the environmental needs of the
community.

Key concepts of Total Quality

Total Quality Management is a strategy for business success, based
on the following concepts:

Total Quality means:

     achieving strategic goals through customer focus
      and continuous improvement
     delighting the customer, satisfying needs and expectations
     anticipating the needs of the market
     understanding and managing customer expectations
     understanding the aims and capabilities of the your own
      organisation
     all employees taking ownership of the products and services
      delivered

Total Quality requires:

     management leadership and long term commitment
     managers to act as role models who lead and empower change
     a management culture of partnership, learning together,
      guidance and support for employees
     clearly defined business objectives communicated by
      managers and supervisors, understood and “owned” by all
      employees. “Ownership” can be viewed as the “acceptance of
      accountability”.
     Encouraging and empowering all employees to adopt
      “ownership” behaviour. Ownership of their outputs, ownership
      of customers problems, ownership of improvement actions.
     A focus on success through people
        o   solutions by consensus
        o   recognition of success
        o   a “no blame” attitude
        o   education and training based on defined user needs
        o   teamwork
        o   effective communication including listening, providing
            feedback and provision of visual communication

Total Quality Management is an organisation wide process
based on:

     best use of the resources of the total organisation
     organisational flexibility and response to change
     defined internal and external customer/supplier relationships
      embracing:
        o   external customers
        o   internal customers
        o   external suppliers
        o   internal suppliers

bound together in long term business relationships

     measurement of performance. The standard is the “agreed
      customer requirement”and the required performance is
        o   absolute conformance to agreed customer requirements
        o   customer satisfaction
        o   process efficiency
        o   anticipating customer needs and expectations
        o   delivering products and services that delight customers
        o   benchmarking - identifying and adopting world-wide best
            practice
        o   measuring and monitoring continuous improvement

The focus for Total Quality

is continuous improvement aimed at achieving total “customer
delight”, perceived “value for money” at optimum cost to the
organisation. This requires everyone within the organisation to:

     use a defined process for Quality delivery
     continuously identify improvement opportunities
     deliver improvement through structured problem solving
     identify and use error prevention and corrective feedback
      mechanisms
     focus on Process design, reduction in variability and capability
      assurance
     develop Cross-Functional Process Management

The standard provides a basic guideline for Quality Management and
Quality Systems.

are complimentary, whereby the Standard provides a structure
which can underpin continuous improvement - the philosophy of
TQM.

Part 0 of the Standard refers to Total Quality Management whilst
the remainder is concerned with Quality Assurance.

Traditionally certification has been limited to specific areas for
organisation, but recent development permits Company Wide
registration.
This is a logical progression towards Quality Systems and Total
Quality Management.

Organisation

Adopting Quality as the fundamental principle by which the
organisation will conduct its business, requires that it organises
itself to support this objective. This involves developing an
appropriate organisation structure and a Quality function
appropriate to the needs of the organisation.

Business organisation structure: spans of control, reporting lines,
work group missions and outputs should be reviewed to ensure that
these support management leadership, teamworking and effective
communication.

Quality support organisation: the functions of the support
organisation might include:

     training of the senior management and other groups of
      employees in Total Quality
     providing “facilitation” and support in the application of the
      Total Quality process
     supporting management in the development of strategy,
      objectives and goals in the respect of the implementation of
      the Total Quality process
     co-ordinating the application of the Quality management
      process and the production of Quality plans
     establishing and operating cross-functional process
      management in conjunction with the individual process owners
     providing direct support for business-wide improvement
      projects
     tracking cost of Quality
     establishing initial and ongoing Quality training needs,
      developing training material and training Quality trainers
     developing specific new processes and process applications to
      support Total Quality, e.g.: statistical process control (SPC)
     co-ordinating, where necessary, the development of Quality
      management systems by departments, providing a company
      response to vendor assessments by potential customers
     integrating safety, product liability and consumer
      considerations into products, services and business processes




SUMMARY

Total Quality is a customer focused improvement process, a
strategy for business success involving every employee within the
organisation.
Menu planning




partment of Human Environmental Studies           Course No. FN304

Title of Course: Menu Planning and Purchasing Revision _______

                                                    New Spring 2003




I. Catalogue description and credit hours: Menu planning and purchasing for various
target markets; includes analysis of food and equipment, specifications, purchasing
methods and pricing strategies. (3 hrs)


II. Prerequisite: FN205
 (Required for foodservice and hospitality and dietetic majors).


III. Purposes and objectives of the course:
   A. To produce planned menus within cost and market constraints
      for various target markets.
   B. To identify menu cost factors, production mechanics and analysis techniques, and apply
      them to menu planning.
   C. To identify procurement considerations including the complete purchasing process:
      product selection, receiving, storage, distribution, and inventory management.
   D. To demonstrate decision making skills in purchasing food and equipment for food service
      operations.


IV. Expectations of Students:
   A. To read assigned materials, utilize available resources, and participate in class
      discussions.
   B. To exhibit professional behavior both on and off campus.
   C. To complete assignments and field reports in a timely and professional manner.
   D. To successfully complete all examinations.
V. Course Content or Outline:

Week            Topic                                           Number of hours
1.              The menu as a management tool                   3
2.              Menu Planning: Considerations and limits        3
3.              Menu Planning: Cost factors and cost controls   3
4.              Menu Planning: Menu pricing, mechanics and      3
                analysis
5.              Menu Planning: Various operations,              3
                populations, and special diets
6.              Menu Planning: Accuracy, evaluation, and        3
                factor analysis
7.              Procurement, specifications, purchasing         3
8.              Receiving, storage, and inventory               3
9.              Purchasing food products: Grains, fresh         3
                produce
10.             Purchasing food products: Processed foods       3
11.             Purchasing food products: Meats, seafood and    3
                poultry
12.             Purchasing food products: Dairy products        3
13.             Purchasing food products: Beverages             3
14.             Purchasing nonfood products: Production         3
                equipment
15.             Purchasing nonfood products: Service            3
                equipment
                                               Total hours      45

								
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