1. What makes an objective doable?
2. Assess the SWOT of the following:
a. San Miguel Corporation
b. Hyatt Hotel
c. Pizza Hut
Strategy implementation
The ISO 9001
The seven TQM tools
TQM theory
The business's strategy refers to the
coordinated plan of action that it is going
to take, as well as the resources that it will
use, to realize its vision and long-term
objectives.
Helps to organize and allocate an
organization’s resources into a unique and
viable posture based on company’s
competencies and shortcomings.
Goals to be achieved
Policies that guide or limit action and;
Action sequences, programs that
accomplish the goals.
External Appraisal Internal Appraisal
Threats and Strengths and
Opportunities Weaknesses
Key success Distinctive
factors competences
Strategic Options
Social
Managerial values
responsibilities
Strategic choice
Implementation
It is an international standard-setting body
composed of representatives from various
national standards organizations.
Founded on 23 February 1947, the
organization promulgates worldwide
proprietary industrial and commercial
standards. It has its headquarters in
Geneva, Switzerland
As a non-governmental organization, its ability to
set standards that often become law, either
through treaties or national standards, makes it
more powerful than most non-governmental
organizations.
The American National Standards Institute (ANSI)
is the United States representative to ISO. The
ANSI Group coordinates the United States
representation in the ISO Technical Committees
concerned with the ISO 9000 and ISO 14000
standards respectively.
Even the name of the organization is
standardized. The name, "ISO" is not an
acronym but was derived from the Greek
word "isos" meaning "equal". (The relation
to standards is that if two objects meet the
same standard, they should be equal.)
It is one of a series of three international
standards for quality systems that can be
used for external quality assurance
purposes. These standards specify quality
system requirements for use where a
contract between two parties requires the
demonstration of a supplier's capability.
Quality system requirements are defined
for three types of supplier activity:
ISO 9001 is a model for quality assurance
systems in design, development,
production, installation and servicing. It is
appropriate when conformance to specified
requirements is to be assured by the
supplier during several phases of activity
which may include design, development,
production, installation and servicing.
ISO 9002 is a model for quality assurance
systems in production and installation. It is
appropriate when conformance to specified
requirements is to be assured by the
supplier during production and installation.
ISO 9003 is a model for quality assurance
systems in final inspection and test. It is
appropriate when conformance to specified
requirements is to be assured by the
supplier solely at final inspection and test.
Management responsibility
Quality system
Contract review
Design control
Document control
Purchasing
Purchaser supplied product
Product identification and traceability
Process control
Inspection and testing
Inspection, measuring and test equipment
Inspection and test status
Control of nonconforming product
Corrective action
Handling, storage, packaging and delivery
Quality records
Internal quality audits
Training
Servicing
Statistical techniques
When an organization's quality system has
been assessed against ISO 9001, ISO 9002 or
ISO 9003 by an accredited independent
certification body, then the quality system is
registered, and can be used as evidence of
quality assurance in tendering for contracts.
Improves quality and commitment of
Senior Management to monitor, control,
etc.
the ISO system focuses on improving the
customer experience and brings whatever
the customer perceives good quality to be.
clearly identifies and communicates areas
of improvement in language and terms
executive management understands allows
the companies they audit to act on
improvement initiatives.
ISO system integrates into their business
practices.
Advantages:
• Create a more efficient, effective operation
• Increase customer satisfaction and
retention
• Reduce audits
• Promote international trade
• Increases profit
• Reduce waste and increases productivity
• Enhance marketing
• Improve employee motivation, awareness,
and morale
Disadvantages:
Time-consuming, expensive and voluminous
paperwork are required for registration.
It is not in any way an indication that products
produced using its certified systems are any
good or improved.
Promotes specification, control, and
procedures rather than understanding and
improvement
The cost can actually put a company at a
competitive disadvantage when competing
against a non ISO 9000 certified company.
The standard is seen as especially prone to
failure when a company is interested in
certification before quality.
It can lead to a softer approach to the
defects noticed in the operation of the
Quality System of a firm.
"Good business judgment is needed to
determine its proper role for a company... Is
certification itself important to the
marketing plans of the company? If not, do
not rush to certification... Even without
certification, companies should utilize the
ISO 9001 model as a benchmark to assess
the adequacy of its quality programs."
Pareto Chart
Histogram
Fishbone Analysis
Flowchart
Check points
Scatter Diagram
Control Chart
It is one of Total Quality Management tools and
also
usually used as one of six sigma tools in defining
phase. Its simple role says that :
“20 % control 80 % simple (20/80). That means , 80 % if
problems come from 20 of reasons , 80 % of results come
from 20 of work 80 % of cost come from 20 % of spent area
and so on”.
When there are many problems or causes
or opportunities and you want to focus on
the most important.
When analyzing data about the frequency
of problems or causes in a process.
it is the most commonly used graph to
show frequency distributions. It looks very
much like a bar chart.
When the data are numerical, and you want
to see it in graph , so it will by more easy to
understand the data .
Termed also as cause-and-effect diagram.
Identifies many possible causes for an
effect or problem. It can be used to
structure a brainstorming session. It
immediately sorts ideas into useful
categories.
When you try to know possible causes for a
problem.
Especially when a team’s thinking tends to
fall into block way.
The Process Flow Chart provides a visual
representation of the steps in a process.
Constructing a flowchart is often one of the
first activities of a process improvement
effort, because of the following benefits:
It gives you and everyone a clear
understanding of the process.
Facilitates teamwork and communication.
Helps to identify non-value-added
operations.
There are many symbols used to construct
a flowchart; the more common symbols are
shown below:
A Check points is a structured, prepared
form for collecting and analyzing data. This
is a generic tool that can be adapted for a
wide variety of purposes.
It is also called as a tally sheet.
When data can be observed and collected
repeatedly by the same person or at the
same location.
When collecting data on the frequency or
patterns of events, problems, defects,
defect location, defect causes, etc.
The figure below shows a check sheet used to
collect data on telephone interruptions. The
tick marks were added as data was collected
over several weeks.
It is used to investigate the possible
relationship between two variables that
both relate to the same "event".
When you have paired numerical data.
When trying to identify potential root causes of
problems.
After brainstorming causes and effects using a
fishbone diagram, to determine objectively
whether a particular cause and effect are related.
When determining whether two effects that
appear to be related both occur with the same
cause.
Control charts are graphs used to study
how a process changes over time.
Data are plotted in time order. A control
chart always has a central line for the
average, an upper line for the upper control
limit and a lower line for the lower control
limit.
Lines are determined from historical data. By
comparing current data to these lines, you can
draw conclusions about whether the process
variation is consistent (in control) or is
unpredictable (out of control, affected by special
causes of variation).
Control chart for variable data are used in pairs.
The top chart monitors the average, or the
centering of the distribution of data from the
process.
When controlling ongoing processes by
finding and correcting problems as they
occur.
When predicting the expected range of
outcomes from a process.
When determining whether a process is
stable (in statistical control).
When analyzing patterns of process
variation from special causes (non-routine
events) or common causes (built into the
process).
When determining whether your quality
improvement project should aim to prevent
specific problems or to make fundamental
changes to the process.
