THE UNIVERSITY OF HONG KONG FACULTY OF BUSINESS AND ECONOMICS. School of Business PMBA2232 Total Quality Management

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1 I. Information on Instructor Instructor: Prof. Simon S.K. Lam Office: MW 603 Phone: Consultation times: By appointment Tutor: Pre-requisites: Textbook: II. Course Description and Objectives THE UNIVERSITY OF HONG KONG FACULTY OF BUSINESS AND ECONOMICS School of Business PMBA2232 Total Quality Management Keeping your organization successful and growing takes more than the right products, people and services. Today, success depends not only on what you do but also on how you do it. The way your organization and people handle business processes has a profound effect on the organization. Helping you find ways to break through old barriers to arrive at new levels of quality, human efficiency and effectiveness is what Total Quality Management (TQM) is all about. TQM focuses on total quality assurance used in business as a strategy and control tool for the purpose of gaining a competitive advantage in the market. The course seeks to familiarize students with all aspects of TQM, and provide them with the knowledge and tools they need to become designers of, and participants in, company-wide TQM programs. Traditional TQM approach is often overlaid upon other management systems. However, successful TQM requires both behavioral and cultural change. Managers committed to successful implementation of TQM must have both new process and resource management systems that work together. Course objectives 1. To understand key concepts and the evolution of quality management movement; 2. To understand quality as a strategic tool; 3. To understand process improvement tools and international quality standards. 4. To learn how to do process design and reengineering; 5. To learn how to develop an integrated and effective process management system. III. Learning Outcomes On completion of this course, students should be able to ILO1. Develop an understanding of the complex issues surrounding quality operations in manufacturing and service operations in both local as well as international settings. ILO2. Use contemporary approaches in assessing operations and quality capability of organizations. ILO3. Apply process improvement tools to redesign an organization process. ILO4. Develop skills in the design and implementation of an integrated and effective quality improvement management system.

2 IV. Alignment of Program and Course Outcomes Program Learning Outcome Course Learning Outcome 1. Acquisition and internalization of knowledge and ILO1, ILO2, ILO3, ILO4 skills in key functional areas 2. Application and integration of business ILO2, ILO3, ILO4 knowledge 3. Inculcating professionalism and leadership ILO1, ILO4 4. Developing global outlook ILO1 5. Mastering communication skills ILO3, ILO4 V. Teaching and Learning Activities 1. Lecture: Interactive lectures on major concepts and issues with PowerPoint slides are conducted. Students will be invited to share their view and experience in applying the concepts. 2. In-class discussion Discussion questions will be provided to encourage a group or individual student to participate in discussions and share views. 3. Video Students are required to discuss a specific set of questions based on the video. 4. Case analysis and presentation Students meet outside the class to analyze the case and make a 20-minute presentation of the case in the class. 5. Group project Students are divided into groups and are required to conduct a process reengineering project. Each group makes a 30-minute presentation and submits a group report. 6. One or two guests from the business corporations will be invited to talk about operations and quality management system in their organizations. VI. Assessment 1. Individual Attendance and Participation 20% 2. Individual Paper 40% 3. Group Project 40% Total 100% VII. Standards for assessment Attendance and Participation Attendance will be taken for the lectures. The attendance and individual sharing in class will be considered in assigning points for attendance and individual participation. Grading Criteria ILO A+ A A- B+ B B- C+ C C- D+ D F ILO 1 ILO 4 Extremely well prepared for Partially prepared for Not well prepared for class Not well prepared for Never prepared for class

3 class discussion, active in sharing views and attended at least 90% of classes class discussion, quite active in sharing views and attended at least 80% of classes discussion, limited active in sharing views and attended at least 70% of classes class discussion, no sharing of views and attended at least 60% of classes discussion and no sharing of views and experience and attend less than 50% of classes Individual Paper 1. Each student will be required to complete an individual project based on a case assigned during the term. The case would be on process management, process capability audit, or international process standard. Each student will be required to conduct a process audit of a company and submit a report n in assessing the operations and quality capability of the company. The following grading criteria applied: 1. Content of the report 40% 2. Writing Style 30% 3. Presentation and Discussion 30% Grading Criteria ILO A+ A A- B+ B B- C+ C C- D+ D F ILO1 ILO2 ILO4 Fair ratings on all three criteria. Group Project Very good to excellent ratings on some or all three criteria. Good to very good ratings on some or all three criteria. Fair to good ratings on some or all three criteria. Fail to submit the paper Students are divided into groups and are required to conduct a process reengineering project. Each group makes a 30-minute presentation and submits a group report. The group presentation and group report will be evaluated based on the five criteria (i.e., presentation style, content coverage, articulation on critical issues, use of process improvement tools, quality of interaction at the Q&A session, and the content of the report). In determining the grade, input from other groups evaluation and their questions are being considered. Grading Criteria ILO A+ A A- B+ B B- C+ C C- D+ D F ILO1 ILO2 ILO3 ILO4 Very good to excellent ratings on some or all six criteria. Good to very good ratings on some or all six criteria. Fair to good ratings on some or all six criteria. Fair ratings on all six criteria. Fail to prepare and present the project.

4 VIII. Academic Conduct The University Regulations on academic dishonesty will be strictly enforced! Please check the University Statement on plagiarism on the web: IX. Course Schedule SESSION Session 1 TOPIC Introduction to Total Quality Management Case: Xerox Photocopier Reference Reading: Simon Lam, Total Quality Management and Performance Appraisal: An Experimental Study of Process Versus Results and Group Versus Individual Approaches. Journal of Organizational Behavior, Vol. 20 (4), Historical development of Quality Management. Operations as the core for sustained business success. Operations and Quality Management paradigm shift. Total operations and quality road map. Process innovation. Session 2 Quality Operations Strategy and Competitiveness Case: McDonald s Reference Reading: Robert Lowson. The Nature of an Operations Strategy: Combining Strategic Decisions from the Resource-based and Market-driven Viewpoints. Management Decision. Vol. 41 (5/6), The creation of value of the organization. From business strategy to quality operations strategy. Strategic Business Model Fit (SBMF) fitting operational activities to business corporate business model. Session 3 Process Management and Reengineering Case: IBM Credit Reference Reading: Michael Hammer, The Super-efficient Company, Harvard Business Review, Vol. 79 (8), 2001.

5 Process analysis and reengineering. Process improvement tool kit. Operations innovation that transforms the company. Group Project: Process Management in Practice: What and How? Session 4 Operations Design and Innovation Case: Dell Reference Reading: Sam Solaimani, A Framework for the Alignment of Business Model and Business Processes: A Generic Model for Trans-sector Innovation. Business Process Management Journal, Vol. 18, Alignment of business model and business processes. Operations design and implementation. Process innovation and value creation. Session 5 Operations Standard, Practices and Quality Audit Reference Reading: Simon Lam, Total Quality Management and its Impact on Middle Managers and Front-line Workers. Journal of Management Development, Vol. 15 (7), The international operations standard benchmarking and audit. ISO 9000 certification. Malcolm Baldrige Quality Award criteria. Pitfalls in connection with the international operations standard. Individual Paper: Applying Operations Standard and Audit (OSA) in you Organization. Session 6 Benchmarking Best Operations Practices Case: Mobil Oil. Reference Reading: Ian Barclay. Benchmarking Best Practice in SMEs for growth. International Journal of Technology Management. Vol. 33 (2), Benchmarking the best practice of core competencies and operations processes. Outside the box benchmarking. Innovative or imitate, create or copy of best practice processes. A typology of best quality operations practices of world-class organizations. Session 7 Statistical Process Control and Six Sigma Quality

6 Business Game: Is your process reliable? Reference Reading: Michael Hammer, Process Management and the Future of Six Sigma. MIT Sloan Management Review, Vol. 43 (2) The concepts of process control and system variations. Control charts and managing special causes, common causes, and process capability. Putting six-sigma in perspective. Six sigma methodology. DMAIC method and its application in process management of organizations. Session 8 Total Quality Management in Practice I Guest speaker : Quality Journey in CLP. To integrate a generic framework and process management tools in creating business success. Session 9 Total Quality Management in Practice II Guest speaker: How to develop a sustainable total quality management in HAECO. Putting Total Quality Management concepts in practice. Strategic capacity management. Product and process design. Session 10 Project Presentations and Summary