Andrew Ryan Case

Purpose – The purpose of this paper is to explore the concept of supply chain quality management and to propose a research model that considers the impact of supply chain quality management practices on firm performance. It is also to identify the project is suitable needs for undertaken.

The total quality management or TQM is the particular management approach which was originated in the year 1950. It became popular in the early 1980s and from then on implemented in various ways in different firms. It is the explanation of the culture and attitude of the organization that provides the customer satisfaction with the products and the services. The culture will need quality in every aspects of the operation of the company. The processes should be done in the right method by eliminating any waste during the operations.

6. The organization and supplier should have ongoing discussions with information exchange so that success can be achieved by both parties.

Berry, L. L. (2000). Cultivating service brand equity. Journal of the Academy of Marketing Science, 28(1), 128-137. Retrieved from http://link.springer.com/article/10.1177/0092070300281012

The nurse is challenged with the care of patients over a lifespan. Each stage of life brings its own physical and emotional changes which directs the care needs. The care needs of the pediatric patient will be much different from the needs of the geriatric population. The geriatric population has very specific needs which has prompted the government to establish the Quality Assurance & Performance Improvement (QAPI) program. The QAPI provides the framework for nursing facilities to develop and implement changes which address deficiencies the facility was found to have. Also, the QAPI program requires practices and policy be put in place to monitor care of the residents. The purpose of this paper is to list some of the changes the elderly go through as they age, and demonstrate these changes in a quality improvement project. After review of literature, I will discuss the challenges, barriers, and solutions as related to quality improvement. Lastly, I will discuss the quality of care for the geriatric in the future.

Quality improvement is a systematic and continuous process which leads to improvements in healthcare services. The health services are then a reflection of the improving health status of a patient population (Health Resources & Services Administration, n.d.). Quality improvement strategies are the actions which a team will take to accomplish the goals of process improvement. The Institute of Medicine (2001) has developed a vision of six aims for improvement in healthcare which include, safe, effective, patient-centered, timely, efficient, and equitable care. Making improvements in these areas will better meet the needs of patients.

Thomas Schmall was familiar with VWB before becoming CEO. This was before he started working in Europe. Through his previous experience at VWB he adapted quickly to the culture of the company, strategy and the attitude in Brazil. Before we start reviewing the challenges Schmall faced as CEO, we need to know why he didn’t do something about the problems while he was working there. If VWB had done something about the problems, they would have saved a lot of money. But VWB went through 8 years of losses, lost market share enormously, changed the company into a slow-moving one and they created an environment of anxiety and imbalance among their employees.

Ryan faced several barriers for any meaningful change to happen. He was unable to implement TQM into VC Brakes because of the organization structure (unresponsive management & finger pointing culture). Ryan was unable to break the divider between management and lower level employees to make progress with TQM. Management often ignored employees, for example, the floor workers knew what they needed but management refused to listen and stood in the way of these needs (Cespedes, 2013). There was a lack of good leadership to lead change and a sense of urgency.

Quality management is a systematic and continuous process that organizations use to deliver products and services that meet or exceed customer expectations (McLaughlin, & Kaluzny, 2006). Quality management in healthcare has evolved over the year to address increased demands from consumers related to the quality of care and services, as well as to address problems in patients’ outcomes (McLaughlin, & Kaluzny, 2006). Stephanie Webb Management will assess quality management in long-term care facilities (LTC).This assessment will address the definition of quality care, and describe key concepts

At age thirty-four, Daniel Taylor lived the life that most men could only dream of. A teenage protégé when it came to technology and computer systems, the adolescent had started-up his own company in Senior Year at High School, and by age twenty-five had accumulated his first million dollars. The upward trend only continued with the subsequent development of a scheduling, timetabling and rostering application which offered considerable time-saving and efficiency improvements to the outdated systems in use, and was soon purchased by the largest travel agency franchise in the country.

When approaching a problem with a quality process, it is important to make a total commitment to the implementation of the project. The process should be from the top down and have the support of all members in the organization. Obstacles that might affect the implementation or success of a process are lack of motivation, lack of commitment or a weak strategic plan. Creating a new quality process requires preparedness for change and an effective

As a CEO of the Healthcare Unit I would follow the Plan, Do, Check and Adjust (PDCA) cycle for improvement activities (Goetsch & Davis, 2014). I shall plan, implement the action points, check the effectiveness, check the sustainability & then stabilize & again proceed for further improvements. The good thing about this cycle is that it can be repeated until it is successful (Goetsch & Davis, 2014).

Harrogate Borough council has been using TQM with reasonable success and the fact that this has been coupled with benchmarking for performance management shows that the council takes performance seriously. Total quality management is now one of the most important concepts of the modern strategic management (Shewhart, 1980). TQM is about making incremental improvements in the processes and their flow is generally from bottom to top as opposed to other concepts regarding bringing about radical changes in the process designs where the flow is generally from top to bottom. Generally, in a management scenario operations level is avoided and TQM inculcates a strategic view at the operations level as the improvements in the processes can only be brought about if departments interact with each other. In the absence of this strategic interaction among departments, failed projects could be produced for example technological advancement brought about by the R&D department can be of no use if the firm does not have or cannot acquire the capabilities to produce or implement it. Hence, inter-organizational collaboration is one of the requirements of successful process improvement utilizing organizations resources and capabilities. Furthermore, TQM should not be considered as ends instead of means to achieve overall strategic goal. Overall strategy should be the guiding force behind TQM because without overall strategy managers cannot decide which operations are

The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).

Quality is defined as conformance to the requirement, not goodness: The first absolute explains that management must strive to ensure that during the quality improvement process everyone is getting things done right the first time. Crosby stated that in other to do this management must state clearly what are the individual roles of the employee, management must also supply the employees with the resources needed to do their task and lastly management must give continuous support and encouragement to the employees during the improvement process. When quality is defined as conformance to requirement it helps to reduce hassle and improve quality at the same time. Crosby (1995).