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المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 2
Quality Management (MGT 424)
Due Date: 11/11/2023 @ 23:59
Course Name: Quality Management
Student’s Name:
Course Code: MGT 424
Student’s ID Number:
Semester: First
CRN:12074
Academic Year: 2023/24
For Instructor’s Use only
Instructor’s Name: Dr Mohammed Mallick
Students’ Grade:00/10
Level of Marks: High/Middle/Low
General Instructions –PLEASE READ THEM CAREFULLY
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
•
Assignments submitted through email will not be accepted.
•
Students are advised to make their work clear and well presented; marks may be reduced for poor
presentation. This includes filling your information on the cover page.
•
Students must mention question number clearly in their answer.
•
Late submission will NOT be accepted.
•
Avoid plagiarism, the work should be in your own words, copying from students or other resources
without proper referencing will result in ZERO marks. No exceptions.
•
All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures
containing text will be accepted and will be considered plagiarism).
•
Submissions without this cover page will NOT be accepted.
• The Assignment`s learning Outcomes:
In the 2nd assignment, the students are required to read thoughtfully the “ Nestlé WatersUnifying
real-time visibility across 26 factories” case study , and answer the related questions, upon
successful completion of the assignment the student should be able to:
1. State the importance of standardization and quality standards (CLO2)
2. Use quality improvement tools and practices for continuous improvement to achieve the
organizational change and transformation (CLO3)
3. Develop analytical skills of identifying pitfalls, or quality concerns through assimilated
and strategic planning. (CLO4)
• Instructions to read the case study:
“ Nestlé Waters Unifying real-time visibility across 26 factories” case study
Access below link to read the case study:
“ Nestlé Waters Unifying real-time visibility across 26 factories”
case study
This case study demonstrates the application of change management inside Nestle Waters
Company. In addition, it discusses the company need for quality improvement which encouraged
its engineers to search for alternative system to collect and analyze their data. Read the case, by
using your critical thinking skills answer the following questions:
1- Explain the driven reasons for changing the quality documentation system in the Nestle
Waters. (2.5marks)
2- Outline the change objectives for both Retail Manufacturing and Home and Office
Manufacturing units.(2.5marks)
3- Howthe InfinityQS® ProFicient™ system can control the operation processes? (2.5marks)
4- Describe the management role in the change process? (2.5marks)
Important Notes: •
•
•
For each question, you need to answer not in less than 150 Words.
Support your answers with course material concepts, principles, and theories from the
textbook and scholarly, peer-reviewed journal articlesetc.
Use APA style for writing references.
Answers:
1. ……
2. …….
3. ……
4. ……
Week 9: Interactive activity
9.1 Learning Outcomes:
• Recognize the importance of quality management theory, principles, and practices
applied in businesses on national and international levels.
• State the importance of standardization and quality standards.
9.2 Action Required: (Read)
Quality in Practice: Toyota Motor Corporation, Ltd.
The Toyota brand name has earned an international reputation for quality. The roots of
Toyota Motor Corporation, founded in 1937, stem from the Toyoda Automatic Loom Works.
Sakichi Toyoda invented a loom with an automatic stopping function; whenever a thread
broke or the machine ran out of thread, it stopped automatically. This approach was built into
automotive assembly lines to improve quality and productivity and led to the development of
the “Toyota Production System,” which has commonly become known as lean production. A
significant feature of lean production is the practice of continuous improvement by every
worker, demanding the questioning of every process and testing of all assumptions. Errors
and defects are viewed as learning opportunities to remove waste and improve efficiency. In
1951, Eiji Toyoda instituted a system of creative suggestions based on the motto “Good
Thinking, Good Products,” which is prominently displayed in every production facility. One
example is the Rakuraku seat, a comfortable work chair mounted on the tip of an arm that
allows a line worker to easily get into and out of cramped car-body interiors. In 2000, more
than 650,000 suggestions were submitted—almost 12 per employee—and 99 percent were
adopted. At Toyota, everybody helps whenever they can. Even top and middle managers are
well known for getting their “hands dirty” by helping workers on the production line when
necessary.
Toyota uses games, competitions, and cultural events to promote its 3 C’s: creativity,
challenge, and courage. It trains workers extensively, not only in job skills, but also in
personal development that focuses on positive attitudes and a sense of responsibility.
Toyota’s education system includes formal education, on-the-job training, and informal
education.
Toyota is implementing a direct monitoring system that supports quality. For example, its
French plant is connected by a broadband system to the head office, enabling it to transmit
video, audio, and facility performance data. Engineers in Japan can monitor the data of the
plant’s operation in real time, check machinery utilization rates, diagnose malfunctions, and
provide ideas for improvement. Information technology and e-commerce are also used to
expand relationships with suppliers and customers. For example, customers may request
quotes and gather information that previously was only available to dealers.
Shotaro Kamiya, first president of Toyota Motor Sales, stated, “The priority in receiving
benefits from automobile sales should be in the order of the customer, then the car dealer, and
lastly the maker. This attitude is the best approach in winning the trust of customers and
dealers and ultimately brings growth to the manufacturer.” The guiding principles of Toyota
are as follows:
1. Honor the language and spirit of the law of every nation and undertake open and fair
corporate activities to be a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to economic and social
development through corporate activities in the communities.
3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of
life everywhere through all our activities.
4. Create and develop advanced technologies and provide outstanding products and services
that fulfill the needs of customers worldwide.
5. Foster a corporate culture that enhances individual creativity and teamwork value, while
honoring mutual trust and respect between labor and management.
6. Pursue growth in harmony with the global community through innovative management.
7. Work with business partners in research and creation to achieve stable, long-term growth
and mutual benefits, while keeping ourselves open to new partnerships.
Toyota has approximately 40 production facilities in more than 20 countries and regions
outside Japan. When Toyota began expanding outside of Japan, many believed that the
culture could not be copied or applied to foreign cultures, especially in the United States.
With a focus of incorporating the best elements of Japanese and local traditions, while
avoiding the weaknesses of both, Toyota as proven that its approaches and culture can work
everywhere.
One popular phrase at Toyota is “change or die.” The company continually seeks to redefine
itself to adapt to changes in society and the business environment. Toyota’s recent vision is
captured by the phrase harmonious growth—a harmony between man, society, and the
environment.
We wish to make Toyota not only strong but a universally admired company, winning
the
trust and respect of the world. We must be a company that is accepted
wholeheartedly by
people around the world, who would think it natural if Toyota became No. 1 in size,
since
we provide attractive products that excel in environmental protection and in safety
and
thus contribute immensely to local communities. That is the goal of “Harmonious
Growth” and what I regard as corporate virtue. – Hiroshi Okuda, Chairman
9.3 Test your Knowledge (Question):
1. What do Toyota’s guiding principles mean for its management system? In particular, how
do they reflect the principles of total quality?
2. Many health care organizations have learned from manufacturing companies in their
quality journey. What can nonmanufacturing companies learn and apply from Toyota’s
philosophy and practices? Suggest specific things that education and government might learn.
9.4 Instructions
•
•
Read case study and answer the questions.
Post your answer in the discussion board using the discussion link below
Purchase answer to see full
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