Shouldice Hospital Case Study Calvin Barron Liberty University March 2‚ 2010 Respectfully submitted to Prof. Scott McLaughlin Overview The Shouldice Hospital serves as a glaring example of extraordinary service and care for the impaired and needy. From carpeting and soft lighting to doting personal care from the staff‚ the Shouldice experience sets a standard of excellence for the industry. Dr. Earl Shouldice displayed an early desire for medical understanding with an age
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seven tools of quality control. In 1971‚ Ishikawa joined the Board for the Union of Japanese Scientists and Engineers (JUSE) long after developing their first quality control course in 1949. Ishikawa’s major influences were W. Edwards Deming and Joseph M. Juran. Deming was responsible for the development of the Plan-Do-Check-Act model that is widely used today. Ishikawa further developed this idea into the Quality Circle. A Quality Circle is a team of volunteers or staff that work together to identify
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process that has the ultimate outcome of customer satisfaction (flexibility‚ function‚ focusing) 7. A Deming-style “TQM” approach to improving __________ is rooted in the unglamorous and never fashionable discipline of statistics. (services quality) 8. SQC and its companion statistical process control were developed in the United States in the ______ and ______ by W.S Stewart‚ W.E. Deming‚ J.M. Juran‚ and others. (1930’s‚ 1940’s) 9. Despite the proven effectiveness of the techniques‚
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test1. The four decision areas in operations management are: A) Planning‚ technology‚ inventory‚ control B) Process‚ quality‚ capacity‚ inventory C) Process‚ quality‚ technology‚ capacity D) None of these 2. Capacity decisions: A) Include forecasting and scheduling B) Include inventory control C) Require management of personnel D) None of these 3. Inventory decisions and control systems involve: A) Determining what to order‚ how much to order and when to order B) Tracking the flow of
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from the Juran Institute and author of Diffusion of Innovations‚ Everett Rogers. Quality Improvement Strategies Plan‚ Do‚ Check‚ Act The Plan‚ Do‚ Check‚ Act (PDCA) Approach‚ first developed by W. Edwards Deming‚ who focused his work on improving work processes. PDCA is also known as the “Deming Wheel” or the Shewhart Cycle.” First used in manufacturing‚ PDCA is now broadly applied to many types of work processes in a multitude of industries. The PDCA cycle encourages a commitment to continuous quality
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Master of Business Administration – MBA Semester 2 (Winter/November 2012) MB 0044 - Production and Operation Management (4 credits) (Book ID: B1627) ASSIGNMENT- Set 1 |Solutions | Q1. Explain the basic competitive priorities
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empirical study"‚ Total Quality Management‚ Volume 14‚ No. 1‚ pp 91-118 3 4. Crosby‚ P. (1979)‚ Quality is Free‚ McGraw Hill‚ New York‚ NY. 5. Cupello‚ James M. (1994)‚ "A new paradigm for measuring TQM Progress"‚ Quality Progress‚ May 1994‚ pp 79-82. 6. Deming‚ E. (1986)‚ Out of the Crisis‚ Massachusetts Institute of Technology Center for Advanced Engineering Study‚ Cambridge‚ MA. 7. Dooley‚ K.‚ and R. Flor (1998)‚ "Perceptions of Success and Failure in Total Quality Management Initiatives‚" Journal of
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Thought 1 1.2 Defining Quality 3 1.3 Dimensions of Quality 4 1.4 Importance of quality 5 1.5 Quality and Other functional areas of Management 7 1.6 Customer centrism as a driver of quality 7 UNIT TWO 9 PHILOSOPHIES OF QUALITY MANAGEMENT 9 2.1 Edwards Deming 9 2.2 Joseph M. Juran 10 2.3 Philip B. Crosby 11 2.4 Kaoru Ishikawa 12 2.5 Genichi Taguchi 14 2.6 Shigeo Shingo 15 UNIT THREE 18 TOTAL QUALITY MANAGEMENT 18 3.1 Introduction to TQM 18 3.2 Defining TQM 21 3.3 Principles of TQM 21 3.4 The TQM approach
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Crosby’s keys points to consider are: define quality‚ turn that definition into measureable attributes and finally measure these attributes. Crosby’s definition lacks clarity when considering if all units that conform to the spec. are of equal quality. Deming does his best to avoid a simple definition but it is clear he believes in a management style and strategy that has quality at its heart. He is from the level 2 side of the house and is best defined in terms of customer satisfaction‚ multidimensional
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Q1) Explain the basic competitive priorities considered while formulating operations strategy by a firm? Ans: Operations strategy is the collective concrete actions chosen‚ mandated‚ or stimulated by corporate strategy. It is‚ of course‚ implemented within the operations function. The operations strategy specifies how the firm will employ its operations capabilities to support the business strategy. Operation advantages depend on its processes and competitive priorities considered while establishing
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