FEEDBACK TUTORIAL LETTER

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1 FEEDBACK TUTORIAL LETTER 2 ND SEMESTER 2016 ASSIGNMENT 2 QUALITY MANAGEMENT SYSTEMS BQM612S 1

2 FEEDBACK TUTORIAL LETTER FOR QUALITY MANAGEMENT SYSTEMS BQM612S-ASSIGNMENT 2 of Semester 2, 2016 MR M L NELENGE QUESTION 1 Solution Quality Control Tools (42 Marks) Flowcharts: They identify the sequence of activities or the flow of materials and information in the process. They are used to identify quality problems and the areas for productivity improvements once constructed. Flowcharts are depicted in the diagram below. Checksheets: These are the special type of data collection forms used to interpret results directly without additional processing. A checksheet is displayed by the diagram below. 2

3 Histograms: This is a basic statistical tool that graphically shows the frequency of a particular value or variable within a specified group. An example of a histogram is displayed by figure below. Pareto Diagrams: These operate by the pareto principle that most effects are result of only a few causes. The pareto principle is also called 80/20 principle. The figure below displays an example of a pareto diagram. Cause-and-effect Diagrams: They are sometimes referred to as fishbone diagrams. They are simple graphical methods for representing causes and effects of chains, as well as for sorting out causes and 3

4 organizing relationships between variables. An example of cause-andeffect is displayed by the figure below. Scatter Diagrams: These are the graphical components of regression analysis. They are used to point out important relationships between variables. An example of a scatter diagram is displayed on figure below. Control charts: These are charts in which two horizontal lines called control limits are plotted: the upper control limit and lower control limit. An example of a control chart is displayed by figure below. Question 2 Principles of Total Quality Management (TQM) (16 Marks) 4

5 Customer focus: Quality in terms of TQM framework is from a customer perspective. Organisations depend on understanding customer needs and take those needs into consideration during the product or service design stage. Organisations are therefore responsible for meeting their customer requirements or strive to exceed customer expectations by developing all the necessary processes aimed at satisfying those needs. It is also essential to include other role players such as suppliers and partners who are part of the production process. Leadership: The leadership of the organisation should establish unity of purpose and give direction on the activities of the organisation. It is therefore imperative that TQM require the support and commitment from the highest level of management in the organisation. Their input is required in terms of creating the relevant values and goals as well as defining the systems, methods and performance measures necessary for the attainment of the organisation s goals. Involvement of people: A well-trained workforce at all levels is required for TQM. Therefore their involvement in quality improvement activities is highly valued in terms of attaining the TQM goals. Organisations should have in place rewarding and recognition systems to recognise their employees efforts. Process approach: If activities and related resources are managed as a process, it will lead to the achievement of desired results more efficiently. System approach to management: Identifying, understanding and managing interrelated processes as a system contribute to the effectiveness and efficiency of the organisation in achieving its objectives. Continual improvement: Continual improvement of the organisation s overall performance should be a permanent objective of the organisation. This is necessary to counter competitive forces and the needs of customers, which continually changes. It is therefore necessary for the achievement of high level customer satisfaction. Factual approach to decision-making: Data analysis is the basis for effective decisions in organisations. Mutually beneficial supplier relationships: Organisations and its suppliers depend on one another; a mutually beneficial relationship enhances the ability of both to create value. (Appropriate examples should be provided for each principle discussed) 5

6 International Standard Organizations (ISOs) (32 Marks) (a) Objectives of developing ISO in Namibia (10 Marks) Achieve, maintain, and seek to continuously improve products quality (including services) in relationship to requirements. Improve the quality of operations to continually meet customers and stakeholder s stated and implied needs. Provide confidence to internal management and other employees that quality requirements are being fulfilled and that improvement is taking place. Provide confidence to customers and other stakeholders that quality requirements are being achieved in the delivered product. Provide confidence that quality system requirements are fulfilled. (b) The extent to which Namibia adopts ISO Platform (7 Marks) Namibia has adopted ISO platform by establishing an institution in Namibia called Namibia Standard Institute (NSI) with the objectives as outline in (a) above. NSI was established by Act 18, of 2005 and it is an institution which is fully operational which operate as a State-Owned Enterprise (SOE) under the Ministry of Industrialization, Trade and SME Development. c) What has been achieved so far with respect to NSI (15 Marks) So far a lot has been done since the establishment of NSI is one of the key performance indicators (KPI) as far as Namibia s quality infrastructure is concerned. As of now with respect to such KPI, firstly the Policy in the name of National Quality Policy has been developed and adopted in Namibia. Secondly the legal infrastructure which consists of Standards Act No 18 of 2005, the metrology Amendment Act No 17 of 2005 and the Accreditation Board of Namibia Act No 8 of There is a regulator structure in place in the name of Namibia Standards Council (NSC) which governs the NSI. The responsibility of such Council is to provide strategic leadership to the NSI and consists of eight members, who are all non-executive, independent Directors, while the CEO serves as an ex officio member of the NSC. The expected results of the NSI Programme are an established and functional national standards body in Namibia, capable of : 6

7 developing, adopting and applying standards; providing accurate measurement traceability to the international standards (SI) through the metrology division; providing reliable testing especially for food such as fish and fishery products including shellfish, beef and agro-products and rendering food safety technical support to the aquaculture, fishing and other industries through regular tests conducted at the NSI Biotoxins and Microbiology laboratories at Walvis Bay and through NSI Inspection and Certification. Question 3 Quality Dimensions (10 Marks) Performance: It is a primary purpose of a tangible good. Special features: This refers to additional characteristics a particular good possesses which increase the value of the primary purpose of that particular tangible good. Reliability: It is the ability to dependably, consistently and accurately deliver what is promised to a customer. Conformance: This is the extent at which a good has been able to match the pre-specified standards. Durability: The useful life of a good. Goods with high quality last longer than those with low quality. Serviceability: A high quality good should be able to perform with ease. Aesthetics: A dimension of a good quality should have a good appearance. Brand equity or reputation: This has also sometimes been referred to as perceived quality. The quality of a good is mostly associated with an image of a company, notably the producer of such good, the name of a brand as well as its reputation. This situation is referred to as brand equity. The End 7

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