This unit provides the learner with an understanding of the importance of effective quality and systems management to enable achievement of organizational objectives. It also provides the learner with the skills to be able to implement a strategic quality change in an organisation.
An organization of your choice is in the process of understanding of the principles, concepts, processes and procedures associated with quality management as they want to compete in this competitive environment. The organization has decided to compete on quality basis rather than cost. You have been hired as internal quality consultant for the organisation. You are required to look at the existing quality management within the organisation, and implement a strategic quality change, ensuring the necessary monitoring evaluation systems are in place and evaluating the outcomes of the change.
Thus you are currently working on the following points.
Understand the role of operations management in an organization
LO 1.1 Explain the importance of effective operations management in achieving organizational objectives
LO 1.2 Evaluate the success of existing operations management processes in meeting an organisation’s overall strategic management objectives
Understand the importance of managing quality in an organization
LO 2.1 Explain the importance of effective quality management in achieving organizational objectives
LO 2.2 Evaluate the success of existing quality management processes in meeting an organisation’s overall strategic management objectives
Be able to plan a strategic quality change in an organization
LO 3.1 Plan a strategic quality change to improve organizational performance
LO 3.2 Define resources, tools and systems to support business processes in a strategic quality change
LO 3.3 Evaluate the wider implications of planned strategic quality change in an organization
LO 3.4 Design systems to monitor the implementation of a strategic quality change in an organization
Be able to implement a strategic quality change in an organization
LO 4.1 Implement a strategic quality change in an organization
LO 4.2 Embed a quality culture in an organisation to ensure continuous monitoring and development
LO 4.3 Monitor the implementation of a strategic quality change in an organization
Be able to evaluate the outcomes of a strategic quality change in an organization
LO 5.1 Evaluate the outcomes of a strategic quality change in an organization
LO 5.2 Recommend areas for improvement to a strategic quality change that align with organisational objectives
To gain a PASS grade, a student must satisfactorily cover the following topics according to the Learning Outcomes mentioned above:
LO 1.1 / 1.2: Understand the role of operations management in an organisation
Operations management: design, management, and improvement of the systems that create an organisation’s goods or services; production of goods and services; resource procurement, conversion into outputs, distribution to Users
Strategic objectives: the importance of effective operations management; role of operations; operations strategy; quality; timing; reliability; flexibility; cost; strategic decisions
Performance management: benchmarking; targets; performance indicators; use of environmental research; the balanced scorecard; profit; growth; competitiveness; value for money
LO 2.1 / 2.2: Understand the importance of managing quality in an organization
Quality: definitions; quality gurus; evolution of quality; product quality and service quality, 5 gaps model; benchmarking; best practice; self-assessment; vision; continuous improvement
Quality models: development eg Japanese, USA, European, Deming, Baldridge, European Foundation of Quality Management, Six Sigma; current focus, future Trends
Monitoring organisational performance: principles of models underpin organisational performance; types of performance measures and how to determine and set them; cost-benefit analysis; risk analysis; the value of a customer-focused culture; the importance of prevention rather than correction; importance of developing a continual improvement culture and how to involve others; planning, proposing, implementing and evaluating change; identifying wider implications of change within an organisation; Business Process Re-engineering (BPR)
LO 3.1 / 3.2 / 3.3 and 3.4: Be able to plan a strategic quality change in an organisation
Planning for a strategic quality change: gap analysis; degree of change; change strategies – creating a climate of change, workforce participation, communication, stakeholder participation, action planning, timescale, agreeing roles, ensuring resources, final feasibility review; purpose; aims/objectives; resources; targets
Designing systems: process, objectives, systems and operations; layout and flow of processes; the impact of technology on operations and systems; Total Quality Management (TQM) philosophy, principles, methods and techniques
Resources, tools and monitoring systems: facilities; workforce; machinery; transportation; technology; quality systems; quality circles; ISO 9000 / EN 29000; TQM; managing and monitoring quality
Wider implications: improved business performance, corporate image, reputation, standing; competitor response; impact on other functions and departments
LO 4.1 / 4.2 / 4.3: Be able to implement a strategic quality change in an organisation
Implementation of strategic quality change: timing; resource planning; staff training; communication; action planning; monitoring and evaluation criteria
Quality culture: self-managed teams and quality circles; matrix structures; senior management commitment; workforce commitment; workforce empowerment; partnerships with suppliers; external auditing; customer service policies; Kaizen, continuous improvement
LO 5.1 / 5.2: Be able to evaluate the outcomes of a strategic quality change in an organization
Evaluation of strategic quality change: monitoring and evaluation techniques; action learning; change agents; catalysts; empowerment; performance measuring; developing communication channels; task and role realignment; piloting; ice-breaking; business performance indicators; customer feedback; effect on sales and profit
Guidelines for the Assignment:
Use standard Arial font size 11.
Use 1.5-line spacing.
Have a 2.5-centimeter margin on the left hand side of the page and a 2-centimeter margin on the right hand side.
Include page number on the all the pages of the assignment.
Headings: use 16-point Arial Bold for first level headings, and 14-point Arial Bold for second level headings. If a third level heading is required, use 12-point Arial Bold.
Attach a completed Statement and Confirmation of Own Work to the front of the paper copy of your assignment.
The first page of your assignment should be a title page, which should also state your Name, Edexcel BTEC ID number and the Name of the Centre where you are studying.
The first page should also contain footer with page number, candidate’s name, unit number, and submission date.
Include a table of contents.
Start each task on a new page and include the question at the top of the page.
Ensure any diagrams, screen shots, PowerPoint slides, etc. fit correctly on the page and are referenced, for example, Fig. 1, Fig. 2, etc.
Check spelling, grammar and punctuation.
You should also ensure that you proofread your document, because the above checks do not always pick up every mistake.
Use accurate Harvard referencing and include a bibliography.
Ensure you are aware of the word limit for the assignment (2500-3500 word limit) and any regulations that apply if you exceed the word limit.
Include the total word count at the end of the assignment.
Mandatory submit to ‘Turnitin’ and in case the similarity percentage is more than 20% to revise till within the range of 20%.
All work must be submitted to LMS via soft copy; all assignments should be properly referenced.
SAMPLE PAPER PREVIEWLift Inc. is a transportation networking corporation that offers a mobile application as a web enabled platform used in linking passengers with drivers utilizing personal vehicles. The Lyft application acts as an all-in-one tool having sections for both drivers and passengers. Passengers apply the application in requesting rides while drivers apply the application in accepting to offer the rides, navigating to the passengers, and handling other issues pertinent to the drivers such as their vehicles, pay, and insurance.
The Lyft application is a smart phone application, which is the most significant part of the Lyft driving process. One uses the application to request and/or accept drives/rides, check payment as well as in carrying out the business. the Lyft company refers to this section as “driver mode” and it is basically an extension of the application used by passengers. In order for the driver to receive requests for rides, he/she should set his application in driver mode. To turn to driver mode, one goes to his/her Lyft application then taps the icon on the top right side of the steering wheel, which then activates driver mode. When turned to driver mode, the steering wheel icon turns pink. The driver receives a notification when he/she receives a ride request. The notification displays the picture of the passenger requesting for the ride. The driver then taps the screen so as to automatically accept the ride request. The driver only has a maximum of 15 seconds to accept the ride request, failure to which the request will be redirected to another Lyft driver within that particular location. Once the driver picks up the passenger, he/she uses the ‘Tap to Arrive” icon on the screen, which then starts the trip, automatically computing the passenger’s bill timer. When the passenger arrives at his/her destination, the driver taps the “Cancel to Stay” button on the screen to terminate the rider and then drops off the passenger.