The content of this subject should equip students to achieve the following specific competences:

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1 TOTAL QUALITY MANAGEMENT Credits: 4,5 ECTS Year: THIRD Lecturer: Jesús Tricás Preckler OBJECTIVE This course aims to orientate all the activities of the company towards the satisfaction of the customer expectations with an optimization of the resources owned by the company. The content of this subject should equip students to achieve the following specific competences: 1. Understand the importance of fulfilling customer expectations for the success of the organizations and know the ways to achieve it. 2. Identify the essential processes related to organisational behaviour and apply the continuous improvement of processes to have success. 3. Recognise and promote the role of individuals in quality management. As a consequence of the activities realized over the course, students should develop the following generic competences: 1. Problem-solving: Students should be able to apply problem-solving to improve Quality. 2. Oral and written communication: Students should be able to give good oral and written presentations on topics related to Quality. 3. Teamwork: Students should be able to collaborate, cooperate and work with their colleagues on the practical assignments and exercises included in this course. PROGRAMME 1. Concept of quality. Levitt rings 2. Customer expectations. QFD. 3. Quality costs. Awards and quality models. 4. Process analysis. 5. Quality insurance. ISO rules 6. Organisation to improve. 7. Tools to improve.

2 8. Problem-solving. 9. Six Sigma 10. Reengineering 11. Integrated systems. 12. Human factor. Basic principles 13. Promote personal commitment. TRAINING ACTIVITIES The training activities for this subject are as follows: TRAINING ACTIVITIES Percentage A. Lectures presenting concepts and procedures 15 B. Practical sessions (exercises, case resolution) 20 C. Assignments 20 D. Seminars o tutorials 5 E. Personal study activities 35 F. Assessment sessions 5 ASSESSMENT SYSTEMS Assessment system Percentage 1. Continuous-assessment tests (1) 25 % 2. Classroom activities (exercises, discussion of practical cases, etc.) 20 % 3. Assignments. 10 % 4. Projects 20 % 5. Final assessment or exam 25 % Notes: (1) Students who fail the continuous-assessment tests will have a compensatory final exam. Attendance is considered necessary to pass the course Assessment of competences: The procedures used aim to asess both the specific competences for the subject and the generic competences associated with the subject. The generic competences are:

3 - Oral and written communication: Questionnaire where 8 criteria related with oral communication and 7 criteria related with written communication are assessed. It is used in an oral presentation about Reengineering and in an oral and written communication of the final assignment. - Teamwork: Questionnaire where 5 criteria related with teamwork are assessed. - Problem-solving: Practical case, particularly designed to assess different steps of problem-solving methodology. Specific questions for a continuous and final assessment procedure The following procedures are used to assess those competences. 1. Continuous-assessment tests: Through the continuous-assessment tests, students must demonstrate they have achieved the specific competences. In some sessions, they also assess the ability to solve problems. 2. Classroom activities: Useful to assess the achievement of specific competences, teamwork capacity and oral and written communication. One exercise is expressly designed to assess the ability for problem-solving. 3. Assignments: Useful to assess the achievement of specific competences, teamwork capacity and oral and written communication. 4. Projects: Useful to assess the achievement of specific competences, teamwork capacity and oral and written communication 5. Final test: useful to assess specific competences. One part is useful to assess the knowledges about problem-solving. BIBLIOGRAPHY BASIC BIBLIOGRAPHY TRICÁS, J. (2008). Gestión de la Calidad. Barcelona: Facultat d Economia IQS. ISBN-13: EVANS, J.R. y DEAN, J.W. (2000). Total Quality. Management, Organization and Strategy. Cincinnati, Ohio: South-Western College Publishing. GOETSCH, D.L. y DAVIS, S. (2000). Quality Management. Introduction to Total Quality Management for Production, Processing and Services. Upper Saddle River, New jersey: Prentice Hall. DALE, B.G. (1999). Managing Quality. Oxford: Blackwell Publishers. ADDITIONAL BIBLIOGRAPHY

4 BAUER, J.E., DUFFY, G.L. y WESTCOTT, R.T. (Eds.)(2002). The Quality Improvement Handbook. Milwaukee, Wisconsin: ASQ Quality Press. BREYFOGLE III, F.W. (2ª Ed.)(2003). Implementing Six Sigma. Hoboken, New Jersey: John Wiley & Sons. BROCKA, B. y BROCKA, M.S. (1994). Quality Mangement. (Gestión de Calidad). Buenos Aires: Vergara. Traducción de Quality Mangement. Homewood, Illinois: Business One Irwin (1992). BRUE, G. (2002). Six Sigma for Managers. New York: McGraw-Hill. CAMPANELLA, J. (2000). Los Costes de la Calidad. Principios, Implantación y Uso. Madrid: AENOR. CLEMMER J. y SHEEHY B. (1992). Firing on all Cylinders. Homewood, Illinois: Business One Irwin. CONTI, T. (1993). Building Total Quality. London: Chapman & Hall. Traducción de Construire la Qualita Totale. (1992) Milan: Sperling & Kupfer. DALE, B.G., COOPER, C.L. y WILKINSON, A. (1997). Managing Quality & Human Resources. Oxford: Blackwell Publishers. DEMING, W.E. (1989). Calidad, Productividad y Competitividad. Madrid: Díaz de Santos. Traducción de Out of the Crisis. Quality, Productivity and Competitive Position. Cambridge: MIT, Center for Advanced Engineering Study (1986). GOETSCH, D.L. y DAVIS S.B. (1995). Implementing Total Quality. Englewood Cliffs, New Jersey: Prentice-Hall. HAMMER, M. y CHAMPY, J. (1994). Reingeniería de la Empresa. Barcelona: Párramon. Traducción de Reengineering Corporation. Harper-Collins Publishers (1993). HARRINGTON, H.J. (1993). Mejora de los Procesos de la Empresa. Santafé de Bogotá: McGraw-Hill Interamericana. Traducción de Business Process Improvement. McGraw- Hill (1991). ISHIKAWA, K. (1994). Introducción al Control de Calidad. Madrid: Díaz de Santos. Traducción de Introduction to Quality Control. 3 A Corporation (1989). JURAN, J.M. y GRYNA, F.M. (1970, 3ª reed. 1993). Quality Planning and Analysis. New York: McGraw Hill. KANJI, G.K. y ASHER, M. (1993). Total Quality Management Process. A Systematic Approach. Madras: Productivity Press. OAKLAND, J. S. (2004). Oakland on Quality Mangement. Oxford: Elsevier Butterworth-Heinemann.

5 PANDE, P.S., NEUMAN, R.P. y CAVANAGH, R.R. (2000). The Six Sigma Way. New York: McGraw-Hill. Traducido como Las Claves de Seis Sigma. (2002) Aravaca, Madrid: McGraw-Hill/Interamericana. ROURE, J. y RODRÍGUEZ-BADAL M. A. (1999). Aprendiendo de los Mejores. El Modelo EFQM y el Proceso de Autodiagnóstico en la Práctica. Capellades (Barcelona): Gestión SMITH, G.F. (1998). Quality Problem Solving. Milwaukee, Wisconsin: ASQ Quality Press. ZAIDI, A. (1993). QFD. Despliegue de la Función de Calidad. Madrid: Díaz de Santos. Traducción de QFD. Quality Finction Deployment publicada por Technique et Documentation-Lavoisier (1990). ZEITHAML, V.A., PARASURAMAN, A. y BERRY, L.L. (1993). Calidad Total en la Gestión de Servicios. Madrid: Díaz de Santos. Traducción de Delivering Quality Service. The Free Press (1990).

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