SHORT ANSWER

CHAPTER 17

TQM is ‘an effective system for integrating the quality development, quality maintenance
and quality improvement efforts of the various groups in an organization so as to enable
production and service at the most economical levels which allow for full customer satisfaction’.

‫تعد إدارة الجودة الشاملة نظامًا فعاالً لدمج جهود تطوير الجودة وجودة الصيانة وتحسين الجودة للمجموعات المختلفة في المؤسسة وذلك‬
‫ على المستويات االقتصادية التي تسمح برضا العمالء التام‬.‫لتمكين اإلنتاج والخدمات‬

What does Total Quality Management include?

• Includes all parts of the organization

• Includes all staff of the organization

• Includes consideration of all costs

• Includes every opportunity to get things right

• Includes all the systems that affect quality

• And it never stops!

• explained by four other gaps:

• – the gap between a customer’s specification and the operation’s specification;
• – the gap between the product or service concept and the way the organization has
specified it;
• – the gap between the way quality has been specified and the actual delivered quality;
• – the gap between the actual delivered quality and the way the product or service has been
• described to the customer.

‫ زايد رسمة الكواليتي نعرف متى يكون‬good or poor ‫ومتى يكون مقبول‬
CHAPTER 18

The ‘elements’ that are the building blocks of improvement include: maybe explaine one or more :

Radical or breakthrough improvement

Continuous improvement

Improvement cycles

A process perspective

End-to-end processes

Radical change

Evidence-based problem-solving

Customer-centricity

Systems and procedures

Reduce process variation

Synchronized flow

Emphasize education/training

Perfection is the goal

Waste identification

Include everybody

Develop internal customer–supplier relationships.

Four broad approaches to managing improvement :

Business process reengineering (BPR) – a radical approach to improvement that attempts to redesign
operations along customer-focused processes rather than on the traditional functional basis. 

BPR has been defined8 as = radical changes

‘the fundamental rethinking and radical redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of performance, such as cost, quality, service
and speed’.

Elemnts :
radical or brealtrought impivment or change , Proccecs based evidens , End to end procecc
Total quality management (TQM) – puts quality and improvement at the heart of everything that is done
by an operation.

 Lean – an approach that emphasizes the smooth flow of items synchronized to demand so as to identify
waste. 

The key elements of the lean when used as an

improvement approach are as follows.
● Customer-centricity
● Internal customer–supplier relationships
● Perfection is the goal
● Synchronized flow
● Reduce variation
● Include all people
● Waste elimination.

Six Sigma – a disciplined methodology of improving every product, process, and transaction.

All these improvement approaches share overlapping sets of elements.

What techniques can be used for improvement?

*Scatter diagrams, which attempt to identify relationships and influences within processes;

*Flow charts, which attempt to describe the nature of information flow and decision-making within
operations;

*Cause–effect diagrams, which structure the brainstorming that can help to reveal the root causes of
problems;

*Pareto diagrams, which attempt to sort out the ‘important few’ causes from the ‘trivial many’ causes;

*Why–why analysis that pursues a formal questioning to find root causes of problems.
CHAPTER 20

Benchmarking, is ‘the process of learning from others’ and involves comparing one’s own
performance or methods against other comparable operations

Types of benchmarking :

• Internal benchmarking is a comparison between operations or parts of operations which are

within the same total organization.

• External benchmarking is a comparison between an operation and other operations which are
part of a different organization.

• Non-competitive benchmarking is benchmarking against external organizations which do not

compete directly in the same markets.

• Competitive benchmarking is a comparison directly between competitors in the same, or similar,

markets.

• Performance benchmarking is a comparison between the levels of achieved performance in

different operations.

• Practice benchmarking is a comparison between an organization’s operations practices, or way

of doing things, and those adopted by another operation.

The elements of organizational culture include:

• the organization’s mission and values;

• its control systems;

• its organizational structures, hierarchies, and processes;

• its power structures;

• its symbols, logos and designs including its symbols of power;

• its rituals, meetings and routines;

• its stories and myths that develop about people and events.

• Several approaches to setting targets can be used:

• including the following.
• ● Historically based targets – targets that compare current against previous performance.
• ● Strategic targets – targets set to reflect the level of performance that is regarded as appropriate
• to achieve strategic objectives.
• ● External performance-based targets – targets set to reflect the performance that is achieved
• by similar, or competitor, external operations.
• ● Absolute performance targets – targets based on the theoretical upper limit of performance.