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Economy Transdisciplinarity Cognition

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Vol. 18,

Issue 1/2015
12-21

Quality Continuous Improvement Strategies

Kaizen Strategy – Comparative Analysis

Andrei Octavian PARASCHIVESCU

George Bacovia University, Bacau, ROMANIA

adiparaschivescu@yahoo.com

Paul Claudiu COTÎRLEŢ, PhD student
Bucharest University, ROMANIA

Abstract: This paper aims to contribute to the development of research on continuous quality

improvement, taking into account the current context: the competitive environment that

requires complex dimensions of performance; the need for integrated management (quality,

environmental performance); the need for training and enhancing the knowledge of all

personnel. It addressed one of the strategies of continuous quality improvement – Kaizen

strategy and its values for quality management. A comparative analysis is performed between

Kaizen strategy and innovation strategy.

Keywords: quality management, quality, continuous improvement, Kaizen and innovation.

Introduction

Organizations today must face, due to competition, a competitive performance complex dimension.

Ability to integrate management teams and capitalize on the dynamic ability to exploit (quality) and

explore (innovation) will determine the competitiveness and sustainability over time. Continuous

improvement is a quality attribute that is distinct from change or innovation. According to McAdam

[11, 396], continuous improvement includes quality assurance for all activities of the company and is

characterized by applying best practices and continuous improvement to achieve customer satisfaction.

The three key elements of continuous improvement are:

 The importance of customers,

 The need to manage processes,

 The quality chain.

Continuous improvement can be defined as an evolutionary process that leads to a better way to compete

and add value to existing processes and covers the entire workforce of the organization. [9, 15]

New business models are based on continuous improvement, transparency and intangible resources of

companies (trade, human resources, intellectual capital, technology, customer relationships and

partnerships etc).

1. Continuous Improvement Strategy

Among several proposals quality strategy, particular attention is given to the present strategy of

continuous improvement.

Continuous improvement is synonymous with progress and can be a key strategy of the

organization.

It describes how to use resources to achieve objectives. Each organization needs to set the strategy and

rhythm ways to improve [10, 321]. Taking into account the level to which they can develop strategies

define two main categories: enterprise (economic, social, etc.) and business (competitive).

The latter is, in fact, quality strategy. “Mastering quality is imperative for a business strategy, a key

element to ensure product superiority.” [7, 16]

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mailto:adiparaschivescu@yahoo.com

The main routes of continuous quality improvement are:

 Reduce non-conformities;

 Improving current bid, acting on the number and characteristics level;

 The renewal of the offer;

 Increasing the effectiveness and efficiency of processes.

The pace of improvement should enable the organization positioning, in terms of quality, at least at the

level of the best competitors in the market.

The strategy of continuous improvement is an alternative to the innovation strategy, both aiming at

achieving change in the organization. Most organizations have preferred improvement with small

steps, but continuous, the attention being directed towards improving processes (“criterion P”), unlike

innovation strategy whose attention is directed towards results (“criterion R”). But total removal of the

R criteria of organizational life is neither possible nor desirable.

Continuous improvement strategy, seeks the continuous improvement, a gradual one of product

quality, of services, of productivity and competitiveness with the participation of all staff. Among the

strategies and techniques for continuous improvement of quality management include: Benchmarking,

Kaizen, Quality Circles, Method QFD, Six Sigma, etc. Poka Yoke

2. Kaizen Philosophy

A model of continuous improvement strategy was defined by the Japanese Masaaki Imai*, in 1986,

named Kaizen**. Kaizen concept is the most important Japanese management concept. Imai,

President of the Corporation Cambridge, an international consulting firm in management,

headquartered in Tokyo, proposed this useful technique in his work of reference – “Kaizen, key to

competitive success of Japan” (Kaizen: The Key to Japan’s Competitive Success , 1986).

The book was a worldwide success, leading to the introduction of ‘Kaizen’ corporate lexicon. In 1997,

Imai published the second book, “Gemba Kaizen, a practical approach, with low cost, of

management.” This book received the “Shingo Research and Professional Publications” Prize for the

year 1999.

After 1986 there was a rich literature on this subject. The Kaizen philosophy woke up a special interest

among researchers and practitioners because it is mobilizing, with a total implication of the staff

within the process of continuous improvement.

Kaizen philosophy is based, mainly, on a culture change to encourage operators’ suggestions at their

ongoing effort to improve activities or participate in. Kaizen means that excellence is built over time.

Imai’s message was: “not a day goes by without an improvement in the business”.

Today, organizations worldwide from manufacturers, to hospitals, to banks, to software developers, to

governments are making a difference by adopting kaizen philosophies, mind-sets, and methodologies.

Even though the names of these strategies may change over the decades from continuous quality

improvement and total quality management, to just-in-time and operational excellence, to six sigma

and lean manufacturing, the most successful of these strategies are customer-focused, gemba-oriented,

and kaizen-driven.

* Masaaki Imai, the pioneer and leader in Kaizen philosophy spread all over the world, Kaizen Institute founder

in Switzerland (Kaizen Institute Consulting Group KICG, 1985) and having offices in over 30 countries.

Masaaki Imai has been present in Romania nine times, taking part in the 7 Conferences organized by the Kaizen

Institute Romania and visiting two Romanian companies that have implemented Kaizen Management System

** Kaizen – the Japanese concept launched Masaaki Imai. It has the following meaning: KAI = change and

ZEN = for the better, and the translation is “continuous improvement”. In martial arts, through Kaizen means

“the small steps forward fast”.

The 1993 edition of the New Shorter Oxford English Dictionary recognized the word kaizen as an

English word. The dictionary defines kaizen as “continuous improvement of working practices,

personal efficiency, etc., as a business philosophy.”

What is Kaizen?

 It is an effective tool for continuous improvement in small steps, making the process more
efficient, effective, controllable and adaptable;

 The concept is not a simple reference word or part of a slogan. These concepts have been
associated methods and techniques of training of all employees in the company to continuous

improvement, continuous improvement activities and results;

 The method focuses on simplifying complex processes by decomposing secondary processes and
then improves them;

 In business, it aims to gradually improve the company’s management by involving all employees;

 Requires implementing a set of rules in the company, from the tidiness in the workplace, and lead
to a standardized work style;

The philosophy of Kaizen has kindled considerable interest According to Imai (1986), Kaizen is a

continuous improvement process involving everyone, managers and workers alike. Broadly defined,

Kaizen is a strategy to include concepts, systems and tools within the bigger picture of leadership

involving and people culture, all driven by the customer.

Brunet defines Kaizen philosophy as “method of continuous improvement based upon the cooperation

and engagement spirit” [1, 16].

Kaizen objectives [19, 430]

 Build “ownership” and establishing culture / work environment acceptable because Kaizen relies
heavily on a culture change that encourages suggestions put permanent operators to improve their

activities or participate in.

 Establish capital costs of projects.

 Improve slow but steady.

 The participatory approach focused on creativity, updated design based on customer requirements.

 Zero defects.

Kaizen Concepts

Management must learn to implement certain basic concepts and systems in order to realize Kaizen

strategy [6, 2]:

 Kaizen and Management,

 Process versus Result,

 Following the PDCA/SDCA,

 Putting Quality first,

 Speaking with data,

 Treating the next process as the customer.

Within the Japanese management there is the rule that every year should start with a campaign based

on a program of continuous quality improvement. Such a campaign was, for example, one called “3K

Campaign 1-2-3″ meaning the 3K: Kangae (thinking), Kado (action) and Kaizen (continuous

improvement) and the 1-2-3 order of these three processes: to think, to act, to continuously improve.

That is why the Kaizen philosophy penetrated far enough into the strategy TQM organizations

worldwide.

Liker [8, 89] considers that the best practices in the field of Kaizen philosophy can be found in the

successes of Toyota Company known as Toyota Production System- TPS. The TPS became the basis

for the LEAN manufacturing and Six Sigma philosophies have been prevalent in the industry That

Since the early 90’s. The TPS includes 14 management principles that can be correlated into four main

Categories of Philosophy, Process, People and Partners and Problem solving (Figure no. 1).

Figure no. 1 ”4P” model of Toyota

3. KAIZEN Strategy

The strategy of continuous improvement is considered “an integrated strategy, cross-functional, of the

company, aiming the gradual, continuous improvement of the quality of products and services, as well as

productivity and competitiveness, with involvement of employees” [12, 107]. Kaizen strategy is an

alternative to the innovation strategy. Kaizen is represented as an umbrella concept reuniting the majority

of concepts and practices typically Japanese (16 in total): Company Wide Quality Control (CWQC)*,

Kaban, the quality circles, the suggestions system, productivity improvement etc. (Figure no. 2).

Masaaki Imai (MI) believes that in this “umbrella” concept fall most Japanese concepts and practices

(TQM CWQC Japanese version), similar (in part) to those proposed by Sadgrove (KS) [17, 17-18]:

 Customer focus (CWQC, MI, KS);

 The quality of the first plan (quality first) (CWQC, MI);

 Rationale data (speak wit date) (CWQC, MI);

 Control of variability and prevent recurrence (key point quality check) (CWQC, MI);

 Just-in-time (just in time) (MI, KS);

 Zero defects (MI, KS);

 Participatory Management (MI, KS);

 Quality circles (MI);

 The method of the “3S”, “5S”, “6S” (MI), etc;

 Prevent client-provider relationship (the next process is your customer) (CWQC, MI);

* CWQC is the Japanese form of Total Quality Management

http://www.books-express.ro/blog/?p=68326

K-Kanban A-Approach I-Improvement Z-Zero Defects E-Effectiveness N-Networking

The Key Kaizen Practices

Mindset & Culture

 customer orientation

 quality control (QC) circles

 suggestion system

 discipline in the workplace

 small-group activities

 cooperative labour-management relations

 total quality control (TQC)

 quality

improvement

Production Process

 automation & robotics

 autonomation

 zero defects

 total productive maintenance (TPM)

 Kamban

 just-in-time (JIT)

 productivity improvement

 new product development

Figure no. 2 The Kaizen Umbrella and The Key Kaizen Practices

Source: http://afr.kaizen.com; Imai (1986)

The following are major systems that should be in place in order to successfully achieve a kaizen

strategy [Imai, p.7]:

 Total quality control (TQC)/total quality management (TQM)

 A just -in- time (JIT) production system (Toyota Production System)

 Total productive maintenance (TPM)

 Policy deployment

 A suggestion system

 Small -group activities

The secret of Japanese Kaizen strategy was probably oriented worker, considered the main factor of

success of the organization. “Quality” is the engine TQM employees. According to Imai, employees

have helped to acquire, to reach the level of “Kaizen consciousness”, ie to understand the need for

continuous improvement. So that it becomes a state of mind of each worker. Kaizen method, proposed

by Imai, encourages suggestions on improving each own activity or the process, even if the effects are

small. The main features of the method are: efforts and achievements continue to maintain a gradual

and constant change in which everyone is involved, everyone to participate in continuous quality

improvement. In addition, employees should be rewarded from issuing a large number of useful

suggestions (e.g., granting titles and certificates the “man of the month Kaizen” or small gifts).

Kaizen strategy of small steps is continuously by each person in the organization, through systematic

actions and long-term effects leading to excellence. The continuous improvement processes for

enhancing organizational performance and stakeholders’ benefits should be a strategic goal of any

organization.

Recognizing the interest of organizations from other countries for Kaizen strategy, Masaki Imai

signalled the need “change company culture.” We can talk about some difficulties in applying this

strategy: retention or inability of managers to open acknowledgment of problems, employees’

resistance to change, poor communication between managers and employees. We come back to the

concept of “umbrella” which suggests overcome these difficulties through participatory management

and knowledge management.

http://it4b.icsti.su/1000ventures_e/business_guide/mgmt_kaizen_tqc_main.html

http://it4b.icsti.su/1000ventures_e/business_guide/im_jit_main.html#Kamban

http://it4b.icsti.su/1000ventures_e/business_guide/im_jit_main.html

Kaizen method uses methods and techniques that lead to remarking the human factor contribution to

quality improvement. We recall, among them: quality circles, Deming cycle method, the “zero

defects”, 5 “WHY”, 5M, 5S, 6S, suggestions system, Kanban etc.

 Deming Cycle. To improve the quality of Japanese took the top circuit plan – running – check –
act, applying it to all management activities.

 “5 Why” – method invented by Toyota Company, is a technique for discovering the origins of
causes and issues that arise. In fact, before discovering the origin causes should ask five times in

succession “why”? This simple technique, but very effective, is reduced to a questioning attitude,

rigorous examination and not by accepting the first case found.

 “5M” – represents the five categories of cases reported by Ishikawa also, underlying all problems
related to process development and manufacturing of products:

 MEN – people (employees);

 METHODS – methods;

 MATERIALS – materials used;

 MACHINES – machines;

 MEASUREMENTS – measurements.

It is known that lately it has been considered a new category of cases, a sixth M: MILIEU –

environment.

 The “5 S” – refers to workplace organization. The five Japanese words that begin with S and
covering fundamental aspects of quality and productivity are:

 Seiri SORT what is not needed. Use the red tag Considered system of tagging items not
Needed, THEN Give everyone a chance to really indicated if the items is Needed. Any red

tagged item for Which no one Identifies the need is eliminated (employee to sell, sell to scrap

dealer, Give Away, put into trash.

 Seiton STRIGHTEN what must be kept? Make things visible. Put tools on peg board and
outline the location CAN BE ITS tool so readily identified. Apply the saying “a place for

everything and everything of love ”.

 Seiso SCRUB everything that Remains. Clean and paint to provide a pleasing appearance.

 Seiketsu SPREAD the clean / check routine. When others see the Kaizen Improvements in the
area, give them the training and the time to improve their work area.

 Shitsuke STANDARDIZATION and self-discipline. Establish a cleaning schedule. Use
downtime to clean and straighten area.

 “6 S”. The “6S” Success for excellence in quality management leading to excellence proposed by
the Japanese Masaaki Imai are:

 Excellent Strategy;

 Excellent leadership style;

 Excellent quality system;

 Excellent professionals (specialization);

 Employees excellent;

 Excellent payment

 The suggestion system is considered as the simplest technique used in the continuous
improvement strategy. This system involves collecting suggestions for improvement made by the

staff of the company / department and their analysis by managers. It is necessary to prepare

regular employees. [16, 190]

Poka yoke Japanese concept belonging to S. Shingo, was taken into Kaizen meaning “be harder to do

than one product defect quality”, which means that measures to ensure this, so careful mastery quality.

The concept of continuous improvement is applied in all directions [19, 431]:

 Processes can be improved;

 The working methods can be improved;

 Damages may be removed;

 Losses may be reduced;

 Customer satisfaction can be improved;

 Labour model can be improved;

 The relationship leader – subordinate can be improved.

4. Comparative Analysis. Kaizen Strategy – Innovation Strategy

Imai [6, 4] suggests that improvements can be divided into Kaizen and Innovation (Figure no. 3).

Kaizen means small improvements as a result of continuous efforts. Innovation involves a drastic

improvement, as a result of resource investment in new technology or equipment. The author also

explains that, in the context of Kaizen, the management has two major functions: maintenance and

improvement. Maintenance refers to activities aimed at maintaining current technologies, management

and operating standards and supporting these standards through training and discipline. The

maintenance function management tasks assigned, so that everyone can follow the standard operating

procedure. Improvement, meanwhile, refers to activities aimed at overcoming the current standards.

a) b)

Figure no. 3 a) Japanese perception of job function;

b) Improvement broken down into innovation and Kaizen

So, Kaizen means human effort, moral, communication, training, teamwork, commitment and

discipline – common sense, low-cost approach for improvement.

Differences between Kaizen Strategy and Innovation Strategy

The essential difference between the two types of strategy is the embodiment of change: slow and

continuous change in Kaizen continuous improvement strategy and sudden change, radical strategy for

Innovation. ISO 9000 standards refer to two strategies, continuous improvement and radical changes,

their application depending on the nature of products / processes / services, market demand,

technological developments and workforce training.

Unlike the innovation strategy, which involves improving processes and products in great leaps,

through technological innovation, Kaizen strategy adopts the principle of gradual improvement, with

small steps. Such changes do not involve substantial technological improvement, as if innovation can

be achieved with conventional know-how.

Kaizen strategy is geared mainly towards results, while in the case of Kaizen Strategy it has a

predominant orientation towards the process. The Kaizen Strategy can reach a good result with

relatively little effort, constantly made.

Kaizen strategy is oriented towards the worker, considered the main success factor of the

organization

compared to the Innovation requires investment strategy, sometimes appreciable. Innovation strategy

is oriented towards technology and financial aspects involved in innovation.

Another difference between the two strategies is given the necessary implementation efforts.

Innovation Strategy requires little material, human and financial large, concentrated within a short

time and Kaizen strategy requires continuous efforts and not necessarily increasing. In addition, if

Kaizen strategy, resources can be obtained from growth effects resulting from increased quality time.

In the Table no. 1 there are presented the main differences between the two management strategies.

Table no.1 Kaizen Strategy versus Innovation Strategy

Cr.

no.
Criteria Kaizen strategy Innovation strategy

1. Effect Long term Short term

2. Rhythm ”small steps” ”large steps”

3. Time delimitation Continuous In vaults

4. Success possibilities Constantly high Unexpected, insecure

5. People involved Each person in the

organization

“Chosen” persons for

innovation

6. Way of action Systemic actions, groups of

working

Individual ideas and actions

7. Motto Maintenance and

improvement

Renouncement tot the

previous situation and

reconstruction

8. Success recipe Conventional Know-how

and the exiting technical

level

Important technological

change, new solutions

9. Effort Small investments, strong

mobilization

Important investments, weak

mobilization

10. Success main factor Human factor Technical factor

11. Assessment criteria Capacity to get high results Resulted profit

12. Advantage Slow economic growth Rapid economic growth
Source: Imai, M., p.48

In some papers the difference between the two strategies for quality improvement are presented in a

suggestive way as in Figure no. 4.

Figure no. 4 Suggestive presentation of the two strategies Kaizen – Innovation

Difficulties in applying Kaizen strategy [12, 112; 16, 191]:

 The reluctance of managers to open acknowledgment of the problems, or this recognition

constitutes the starting point of all areas for improvement;

 Often cross-functional nature of the problems to be solved;

 Workers resistance to changes;

 Poor communication;

 Quality is expensive;

 Quality is affected by the poor quality of labour;

 Lack of quality offensive attitudes.

Despite these difficulties, the philosophy, Kaizen concepts and tools have been adopted in many

multinational companies from USA, Europe and Asia. This implies that it is possible to apply the

Kaizen in countries with different socio-cultural contexts, but this test must be conducted in

accordance with appropriate leadership and with adjustments to reflect the uniqueness of the company

concerned.

Conclusions

Kaizen is “a policy of gradual improvement, but still the quality of products or services provided by an

enterprise through optimum use of human and material resources existing within it” [2, 50].

It is true that the effect of Kaizen strategy in Japan was special and that few countries can hope to

achieve similar results in a very short time. It should be taken into account the way of thinking and the

quality culture to the Japanese people. The original concept of Kaizen must be adapted to suit not only

industrial or business environment in the West, but even taking into account organizations, as

appropriate, culture, values, objectives, strategies and their policies. Therefore, in the current global

economic context, it is wrong to cling to a strategy that successfully applied in a given country. It has

adopted the best solution that is suitable economic environment you through that country, even if it

means a combination of strategies [16, 193].

Some authors have equated Kaizen strategy with the “poor” human wisdom: this one does not spend

money for improvements that they do not have it, but rather use their wisdom, creativity, talent and

patience (Taiichi Ohno’s motto – “Use your head not your money”). This is the real power of Kaizen

philosophy – obtaining satisfaction step by step through creative efforts, using:

 Specific methods based on technical knowledge and systematic improvement,

 Further training

 Ability to work effectively in a team,

 Ability to identify, define and implement a specific style to open the road to excellence.

The objectives of quality and competitiveness involves all departments in the organization, quality is

an issue of collective labor and the application of continuous improvement strategies involves

“training, accountability, management,” “culture, rigor, initiative, participation” [15, 103].

The effects of Kaizen strategy are visible if they are prepared on time, being required: Kaizen Culture,

Kaizen Consciousness, and Kaizen Team.

Some authors state that Kaizen philosophy can be applied in other fields, such as business services,

commerce etc, where Kaizen strategy is more advantageous in relation to strategy Innovation is a new

field of research available.

Kaizen values in quality management are represented by safety, security, high productivity, quality,

commitment and partnership, cost effectiveness throughout the business environment, the concept of

team and ownership.

References

[1] Brunet, A.P., and New, S. (2003), Kaizen in Japan: An Empirical Study, International Journal of Operations

and Production Management, Vol. 23(12), p. 14-26

[2] Ciurea, S., Drăgulănescu, N., (1995), Managementul calităţii totale. Standardele ISO 900 comentate,

Economica Publishing House, Bucharest

[3] Dhongade, P.M., et al, (2013), A Review: Literature Survey for the Implementation of Kaizen , International

Journal of Engineering and Innovative Technology (IJEIT) Volume 3, Issue 1, July , p. 57-60

[4] Farris, J.A., Van Aken, E.M., Doolen, T.L. and Worley J. (2009), Critical Success Factors for Human

Resource Outcomes in Kaizen Events: An Empirical Study, International Journal of Production Economics,

Vol. 117(1), p. 42-65

[5] Imai, M., (2012), Gemba Kaizen, A Commonsense Approach to a Continuous Improvement Strategy Ed.2,
McGraw-Hill-eBook

[6] Imai, M., (1997), Gemba Kaizen: A Commonsence, Low Cost Approach to Management, McGraw-Hill;

Kaizen Institut, Philadelphia, SUA (http://books.google.ro/books/about/Gemba_Kaizen)

[7] Ionescu, S., (1993), Managementul calității, Concepte și metode, INID, Bucharest
[8] Liker, J.K., (2009), Le modèle Toyota: 14 principes qui feront la réussite de votre entreprise, Pearson

education France, Paris

[9] Maier, A., Fulea, M., (2012), Integrarea conceptelor de calitate și inovare, factor cheie pentru excelenţa în
afaceri, Calitatea – acces la succes, Vol.13, no.13/decembrie, p.13-19

[10]. Maxim, E., (2007), Calitatea şi managementul calităţii, Editura Sedcom Libris, Iasi

[11] McAdam, R.A., (2001), A symbiosis of quality and innovation in SMEs: a multiple case study analysis,

Managerial Auditing journal, Vol.16, no.7, p. 394-399

[12] Olaru, M., (1999), Managementul calităţii, ed. a-II-a, Economica Publishing House, Bucharest

[13] Pankaje, M. Dongade, (2013), A Review: Literature Survey for the Implementation of Kaizen, International

Journal of Engineering and Innovative Technology (IJEIT), Volume 3, Issue 1, July 2013 , p. 57-60

[14] Paraschivescu, A.O., (2009), Managementul excelenţei, Ştiinţa Publishing House, Chişinău

[15] Paraschivescu, A.O., (2014), Calitatea. Istorie, Educaţie, Cultură, Management, Tehnopress Publishing

House, Iasi

[16] Pop, F., (2004), Analiza calităţii produselor, Risoprint Publishing, Cluj Napoca

[17] Sadgrove, K., (1999), Managementul calităţii totale în acţiune, Editura Rendtrop&Straton, Bucharest

[18] Singh, J., Singh, H., (2009), Kaizen Philosophy: A Review of Literature, The Icfai University Journal of

Operations Management, Vol. VIII, No. 2, p.51-64

[19] Sitnikov, C., (2014), Managementul calităţii organizaţiilor, Universitaria Publishing House, Craiova

http://books.google.ro/books/about/Gemba_Kaizen

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rticle Summary Requirements

General

Article Selection

1. Select a specific article of interest to you on the topic of a quality management–related subject.

xamples may be how a given quality related problem was approached or solved at a company, or how a method of quality improvement was used in a certain situation. You might want to review the text, lectures, and/or documents in doc sharing for ideas that interest you.

2. The article needs to be a scholarly, peer-reviewed article, which you can find by using E

SCOhost.

3. You also need to identify which of the course TCOs and specific topics in the Syllabus are related to the article you select.

Paper

ormat

1. All papers should be single sided, double spaced, and written in12-point Times New Roman font.

2. The paper should be between 3 and 5 pages, excluding the cover page, reference pages, and appendices.

3. The first page should include the title of the work; the student’s name, address, telephone number, and e-mail address; the course number; the date; and the instructor’s name.

4. Follow APA style for general format and citations.

5. Paper sections must adhere to the guidelines below and each section must be labeled in the text.

6. The language should be clear, concise, and precise.

7. The tone should be professional, consistent, and not filled with jargon.

8. Grammar and syntax (sentence structure) must be correct.

9. The report must be free of misspellings and typos.

Tables and Figures (if used)

1. All figures and tables must be referred to in your text before they appear on the page.

a. Figures and tables should appear on the same page that refers to them, or on the next page.

2. All figures and tables need captions. Captions go below figures and above tables.

Quotations and Citations

1. Quotations and citations are crucial components of a research paper.

2. Failure to properly cite research sources and borrowed ideas is plagiarism.

3. Papers submitted without citations and references will be returned to the student with no grade.

4. Refer to APA style guide for assistance with properly citing quoted and/or borrowed materials and ideas.

Your paper must include the following sections.

SECTION

POINTS

ESCRIPTION

Title Page

This should include the title of your quality management research paper; your name, address, e-mail address, and telephone number; the course number and title; the instructor’s name; and the date.

Introduction

Provide an overview of the article and why you selected it to review and summarize.

Key Points

Identify and clearly state the key points of the article and the quality management issue(s) to which they pertain.

Reflection

In this section, you are to reflect on your learning from this assignment. Identify the areas that you found most interesting and also identify areas that you feel will assist you most in your career. In addition, provide a critique if applicable.

References and APA Format

Although it is recognized that there may be a limited number of references if any other than the article being reviewed, all references must be cited in two places: within the body of your paper and on a separate reference list. Choose references judiciously and cite them accurately. Cite all sources using APA format.

To use the ideas or words of another person without crediting the source is plagiarism. Plagiarism in its purest form involves copying passages either verbatim or nearly verbatim, with no direct acknowledgment of the source. The most common form of plagiarism is to paraphrase information from your source material. Paraphrasing does not relieve you of the obligation to provide proper identification of source data.

The best way to avoid plagiarism is to make sure all quotes, ideas, or conclusions not your own are given proper acknowledgment in your text. A key thought to remember is “If you did not write it, cite it!”

Also, all other aspects of the paper should conform to APA rules.

Total

100

Course Objectives

Course Objectives (COs) define the learning objectives that the student will be required to demonstrate by course completion.

Given a requirement to implement quality practices, demonstrate an understanding of the historical and current practices, apply various means for defining quality, and demonstrate how quality principles are being utilized in both supplier and receiving organization product and service industries.1,2,6,5

Given the need to understand how quality principles drive organizational actions and improvement, demonstrate an understanding of continuous improvement as a competitive advantage, apply areas for improvement, measurement techniques, results monitoring, and action plans in both supplier and receiving organization product and service industries. Furthermore, apply performance measurements of the firm’s progress, be able to practice the measures, analyze results, and use the data in both supplier and receiving organization product and service industries.1,2,6,5,7

Given an organizational need for ongoing improvement, demonstrate working knowledge of an established quality/process improvement program as demonstrated by 20th and 21st century quality thought leaders. Furthermore, demonstrate an understanding of the development process for new products, define and apply the principles of product and process design in both supplier and receiving organization product and service industries.1,2,3,6,7

Given a customer requirement of a documented quality system as a contractual condition, be able to illustrate the primary elements of a Baldrige Quality system and/or ISO 9000:2000 quality system, and demonstrate an understanding of how the assessment of strengths and weaknesses in both supplier and receiving organization product and service industries can be used in the application of the quality tools.2

Given the importance of customer satisfaction and loyalty, apply methods of improving both by analyzing customer needs, gathering customer information, using surveys, complaint resolution, and customer relationship management.3

Given the need to recognize the strategic role of the organizational leader with respect to the quality culture of an organization, demonstrate an understanding of the elements necessary to implement and sustain a quality culture in both supplier and receiving organization product and service industries.4

Given a requirement to implement high performance systems, translate the role of human resources from both a managerial and human resources function related to employee involvement, empowerment, and training to determine their effectiveness.4

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