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Module Title |
Management of Quality in Organisations |
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| Module Code |
25-6064-00L |
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Semester of Delivery |
See module information table |
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Mandatory/Elective/Option |
See module information table |
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Level |
6 |
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Credit Points |
20 |
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Assessment Mode Weighting |
CWEX100 | |
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Pre-requisites |
None | |
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Co-requisites |
None | |
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Class Contact Hours |
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Average Weekly |
1.5 |
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Directed Learning |
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Average Weekly |
5 |
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Module Leader |
Stuart Leigh |
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Sheffield Business School |
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Module Banding |
A |
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Approval Status |
Validated |
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Rationale
In today's market place the overriding issue is that of addressing customer needs. This applies equally strongly to both manufacturing and service sectors. The market place abounds with choice for the customer and customer demands and requirements are becoming increasingly sophisticated.
The issue for organisations therefore is the delivery of this plethora of products and services where price is becoming less important than delivery and customisation. The requirement for and standard of quality is increasingly making itself known through customer demands and needs and is often at the forefront of the purchasing decision.
The impact on organisations is to force the development of quality in all of its forms. It is now an imperative that organisations clearly understand their customer's requirements for quality and that this concept is not only articulated throughout the organisation but is also effectively managed.
Summary of Aims
Anticipated Learning Outcomes
On the completion of this module, the student should be able to:
Assessment and Feedback Strategy
There is one item of course work (25%). Feedback on this will be written, with person to person discussion available if required. The examination is of 3 hours duration (75%) and includes a case study, handed out before the examination.
Module Assessment Criteria
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Learning Outcome |
Assessment Criterion |
Level Descriptor |
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Fail |
PASS |
2.2 |
2.1 |
First |
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1 To explain the development and application of quality in organisations |
Demonstrating effective communication of ideas and techniques |
Repetition of case study without explanation |
Basic analysis Basic description of issue |
Reasonable attempt at analysis at causes of issues - some wider coverage |
Good attempt at analysis at causes of issues - some wider coverage |
An in-depth analysis of cause and effect, demonstrating breadth of research and of thought. |
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2 To evaluate the various quality models and to assess their application. |
Ability to analyse quality issues within an organisation and to propose solutions. |
None or little attempt at analysis - description of 'suitable' techniques without support |
An attempt at some of the 'more obvious' elements that the case study describes |
Recognising the 'majority' of issues - showing how these may be related. Some supporting exemplars |
Recognising the 'majority' of issues - showing how these may be related. Supporting discussion using direct and indirect examples |
Situational analysis well researched - clear description of relationships - recognition of alternatives with clear argument for and or against. |
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3 To identify the cultural and organisational issues which affect quality improvement |
Be able to evaluate alternative proposals for the assessment and measurement of quality. |
'Leaps in logic' when moving from analysis to solution |
A basic use of a 'methodology' in support |
A structured approach to the problem(s) and solution(s) |
explanation of why analysis methodology is appropriate - possible comparison between ideas. |
Comparison between ideas where appropriate. Clear, logical argument. Critique of techniques used - benefits and pitfalls |
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4 To evaluate and critique techniques which support the 'voice of the customer' when developing quality systems |
Demonstrating an ability to draw upon and to use a range of information sources |
None or very poor 'Audit Trail' to show argument for or against offered solution(s) |
Initial attempt at describing relationships between issues, analysis and theory. |
Some research - and or evidence of some further reading. development of 'theory - practice' relationship |
Good clear links between theory and practice. |
Strong links between theory and practice. Clear evidence of extensive further reading - clear identification of ideas (and sources) |
The assignment will show that the student has:
Teaching and Learning Strategy and Methods
The course will be delivered through a combination of lectures, tutorials and resource based materials. This will include the analysis of case studies, simulations and illustrative examples. Students will be introduced to the challenges and opportunities for managing aspects of the operation within a wider organisational context through exposure to and analysis of case studies, simulations and illustrative examples.
Indicative Contents
Some history of TQM and the 'Gurus' who have led the movement.
The ISO 9000 series
System documentation
System measurement
Tools and techniques for quality improvement and the implementation of quality.
Indicative Reading List
Total Quality Management, Oakland, Butterworth and Heinemann, 1993 (2nd Ed)
Statistical Process Control, Oakland and Followell, Heinemann Newness, 1990
Other Suggested Reading
Out of the Crisis, Deming, Cambridge University Press, 1986
Quality Without Tears, Crosby, McGraw Hill, 1984
Managing Quality, Garvin, The Free Press, 1988