Question

.INTRODUCTION

In the era of vicious competition, where customer is a king, organizations can only succeed if they are able to cater the changing demands of the customers. While catering to these diverse demands; manufacturing costs and product lead time to launch the product to market must be minimized and delivering better performance for the product or service than the existing competitors in the market is of utmost importance (Surange, 2015). Hence if one has to survive the recession on a global market industries top priority is ‘customer retention’ especially for Small and medium enterprises (SMEs).To achieve all these only option in front of industries is high customer satisfaction which in turn is a result of delivering quality products and services (Chopra and Garg, 2012).The "cost of quality" isn't the price of creating a quality product or service, It's the cost of NOT creating a quality product or service. The difference between actual cost of existing product or service and what the reduced cost would be if products and services are totally superior in nature without any type of failure or defects in manufacturing. Fundamentally every time work is redone, the cost of quality increases (Chiadamrong, 2010). Companies who has previously applied the Cost of Quality framework to measure their internal performance are finding this framework as more strategic and economic importance (Teli et al., 2014). More specifically as written by Crosby (1979) quality costs are total of the cost incurred by:

•             · Investing in the prevention of nonconformance’s to requirements. 

•             · Appraising a product or service for conformance to requirements. 

•             · Failing to meet requirements. 


Recent Literature on cost of poor quality revealed the impact of cost of poor quality on total annual sales of company and it is in the range of 10 to 40 % (Teli et al., 2013) hence this poor quality cost is recorded on industry balance sheet as annual monitory loss. Apparently there is cost associated in cost of poor quality because of defective manufacturing and providing substandard services which leads to poor customer satisfaction and loss of good will. The cost of competition and customer satisfaction are the foremost challenge to the manufacturer and thus the cost of poor quality is now become most significant factor to bring down the same to its minimum and associated with culture of zero defects (Harrington, 1987).The 1-10-100 rule states that as a product or service moves through the production system, the cost of correcting an error multiplies by 10, as shown in Fig. 1 (Teli et al., 2012).

2. LEAN SIXSIGMA

Cost reduction can be achieved by lean SixSigma philosophy. Because of elimination of waste throughout a manufacturing system and improved product and processes, it leads to increase in profitability and market share. DMAIC and DMADV are two approaches through which this can be achieved (Andersson et al., 2006). It is considered that Cost of poor quality as loss which is passed on to the society as soon as product is dispatched from manufacturer. This paper deals with correlation of SixSigma methodologies and Cost of poor quality and its positive impacts. According to Snee (2010) within the context of lean, the objective is to eliminate waste throughout a manufacturing system whereas SixSigma, on the other hand, concentrated on reducing defects in a process. Salah et al. (2010) ascertained that eliminating waste showed a direct connection between Lean and Six Sigma since waste results from inefficient processes such as long cycle times and waiting times that Lean concentrates on or excess variation such as rework or scrap that Six Sigma investigates (Snee, 2010).

It is visible from Fig.2, that both techniques deal effectively with reducing waste; removing non- value added work and shortening the production cycle times. Although production cycle time reduction has been a key focus of lean, it is also applicable to variation within the “value” adding transformation and process design efficiencies. Lean focuses on production cycle time reduction by removing waste such as distance travelled and non-value added activities, SixSigma, on the other hand, reduces variation to produce a consistent process output which results in production cycle time reduction. Therefore, it can be surmised that Lean and SixSigma share similar objectives of production cycle time reduction but have somewhat different directions towards the improvement.

3. KNOWLEDGE MANAGEMENT (KM)

Newman (1992) explained conversion from data to information and then, knowledge as shown in Fig.3. The basic building block of knowledge is data, which on processing results in, information and from information; knowledge is derived. Knowledge is the next natural advancement after information; that is, a higher order than information.

KM facilitates better and quick achievement of organizations objectives through various initiatives, systems and behavioral interventions in an integrated way. It stores the creative knowledge when it is done at first time and it can be retrieved as required in future which avoids re-invention. It also ensures knowledge sharing in smooth way which is relevant to organization.

The ultimate aim of KM is to facilitate the channelization of knowledge from knowledge bank to where it is required (that is, where it can be applied or used), to achieve objectives of an organization. Four factors which will decide whether any organization will yield valuable and long lasting results are categorized as (1) Leadership, people, and culture; (2) Having KM suitable to business; (3) KM Measurement and (4) Consistent KM processes and technology. KM will produce Sustained results only if these all factors are found altogether (Hariharan, 2015).

The results demonstrate that manufacturing companies which implement a Knowledge Management/Quality Management (KM/QM) strategy can have significantly higher product quality than, similar companies without a KM/QM strategy. The research also indicates that there is positive and powerful product quality improvement over the time upon application of KM/QM strategy. Indicating product quality boost over time (Pinjari et al., 2017). Quality is more than the fulfillment of client requirements and expectations. It is not just providing the client required deliverables; rather it’s the delivery of a complete body of work that is more useful to the client than what they expected. To accomplish this aim, organization must continuously improve their own processes to maintain the utmost quality in every product and solution they deliver. Integrating the knowledge Management (KM) concepts, strategies, practices and quality management (QM) have significantly higher product quality (Lyons et al., 2008).

. KNOWLEDGE MANAGEMENT,SIXSIGMA AND COQ

From the literature review it is clear that Cost of Quality, Six Sigma Methodology, Lean and Knowledge Management are very important tools and are supportive to each other. However, when it comes to co-relation and integration of all these four important tools in the literature survey, we are finding about 30 percent co-relation only. It is clear from the literature survey that all these tools are very important and vital and so there is need for integrated approach of Six Sigma, lean, knowledge management and cost of quality.

It is concluded from this paper that Lean Six Sigma and Knowledge Management philosophies both are equally significant for Reduction in Cost of Quality and performance excellence in organizations. According to mentioned studies, utilizing powerful tools of KM have efficient influence on deployment and promotion of Six Sigma projects and its efficiency promotion. It is important to perform such activities that continuously strengthen the organization and gain the objective of performance excellence. Lean Six Sigma and Knowledge Management philosophies for high performance with the help of common enabler this is organizational culture.

1. Discuss five key areas in the two papers which were identified as specific problems in TQM and Lean Sixsigma to the case study organisations.                       

                                                                                                                      (20 Marks)                                                                                                                        

2. Examine two strengths and three weaknesses of the research methodologies (Research approach, design, sampling technique, data analysis tools etc.) used by both papers relative to the case study organisation in TQM and Lean Sixsigma.                                                               

                                                                                                                       (30 Marks)

3. Evaluate five gaps identified in the literatures reviewed and justify how these gaps were addressed relative to improving the products and processes of the case study organisations.                                                                                                 (20 Marks)
4. Discuss five key findings of any of the papers, support these findings with current literatures and justify how these findings can improve TQM and Lean Sixsigma practices.             

Answer 1

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Answer1:

Working Methodology:

The working technique for this examination into three significant advances :

1. The writing audit has been led to distinguish the columns required to execute TQM by and by. Articles that are connected with TQM are checked on to discover the TQM system.

2. An exhaustive report has been done to break down the current state of item quality. (Characterizing the Defects Name, Data Collection to discover the Frequency of deformities, Analysis with TQM devices). Essential information has been gathered from different manufacturing plants as per the TQM system. Gathered information has been investigated. Essential information has been gathered through perception strategy as it was clear that the majority of individuals who work in this industry don't know about TQM strategies rather they are actualizing those as training.

3. Lastly by actualizing Total Quality Management Approach (TQM Approach) in pieces of clothing industry to break down the improvement of item quality and efficiency.

Strengths :

TQM puts a lot of duty on all specialists. On the off chance that representatives are to distinguish and address quality issues, they need appropriate preparation. They have to see how to evaluate quality by utilizing an assortment of value control instruments, how to decipher discoveries, and how to address issues.

Procedures and items ought to persistently be improved. There is no limit to the improvement procedure. This is valid for even the most elite organizations. All out quality administration never closes

Organizations that have achieved the advantages of TQM have made a quality culture. These organizations have created forms for distinguishing client characterized quality. What's more, they have a deliberate technique for tuning in to their clients, gathering and dissecting information relating to client issues, and making changes dependent on client criticism.

Weakness :

The meaning of TQM may sound basic, yet its execution practically speaking requires a hierarchical culture and atmosphere. It requires some investment and persistence to finish the procedure. The procedure doesn't happen, for the time being, the outcomes may not see for a significant stretch of time. A few specialists state that it takes as long as ten years to completely understand the aftereffects of executing quality administration. There are a few stages that must be taken during the time spent moving to quality administration in an association