Week 1 DQ 1
What is total quality management (TQM)? Is it something you can install, like a refrigerator? How do you know TQM when you see it?
Week 1 DQ 2
When we talk about a system view, what are we interested in and why? Why is a system view so important to have if you are going to implement TQM?
Week 2 DQ 1
Are Dr. Deming’s 14 points clear, concise, and achievable? If not, what do you think he had in mind? In Deming’s view, who needs to do what and why?
Week 2 DQ 2
The authors of our text talk about the Baldrige Award throughout their book. In previous versions, they even designed their text around this award. Given that our course is about TQM, an in-depth discussion of the Deming Prize would seem to be appropriate since it is the framework of company-wide quality control in Japan, which embodies what we call TQM in the United States, but is hardly discussed in our text.
So let’s do some research. Put on your investigative hats and see what you can find about the Deming Prize. You can use the Internet or any other sources you have available.
How do you see the Deming Prize criteria fitting into TQM? How does the Deming Prize compare to the Baldrige Award? What are the differences and similarities between the Deming Prize and the Baldrige Award?
Week 3 DQ 1
How do leaders behave when they are implementing TQM? What expectations should they set? What kind of leaders do TQM leaders need to be?
Week 3 DQ 2
What are the dimensions of service quality? How do these dimensions affect customer perception? How do the quality dimensions, as defined by David Gavin, relate to the dimensions of service quality?
Week 4 DQ 1
Teams are something we talk about a lot when it comes to TQM. Why are teams instrumental to TQM, or are they? What kinds of teams exist in a TQM operation
Week 4 DQ 2
Is it always good? What key elements are necessary to keep it going? Are there different kinds of involvement?
Week 5 DQ 1
Although a balanced scorecard is probably the way to go, most companies don’t seem to have a clue about the more fundamental aspects of quality, such as the cost of quality. So let’s start here. Just what do we mean when we talk about the cost of quality? What major areas does it include?
Week 5 DQ 2
An integral part of TCO 9 concerns supplier relationships. What kinds of relationships exist with suppliers? What can be done to reduce the number suppliers you use?
Week 6 DQ 1
Before you participate in this discussion, please review this week’s simulation.
Two tools were used by the group in the early analysis of their process. Why was it important for the group to use a histogram when they did? What could have happened if the group had not used it?
Week 6 DQ 2
Is 100% inspection good? Why or why not? What alternatives are there to 100% inspection?
Week 7 DQ 1
Over the last 6 weeks, you have been gaining insight into the ultimate question for this course. How do we implement TQM? Where do we begin? What key areas do we need to address first? Once we get our implementation started, what do we need to do in order to sustain our momentum?
Week 7 DQ 2
How can TQM and SCM be integrated together? Why is this integration important? What things need to be considered before this is attempted?