Управление качеством в международных корпорациях. Практикум на английском языке

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were different than the previous. By using different quality approach, management no need play important role when bring external experts to teach new workforce. By using Six Sigma also, the work begins with management. The management has identifying and measuring the processes of their organization before the work is done.Aprocess which means as the activities and steps that provide by supplier to take input add value and provide product for customer.

Every companies want be profitable. If companies get their profitable they can provide jobs and pay taxes for the community, state, and country benefits where they make their products or provide their services. By having customer who wants your product or service it can making profit for the companies. Each customer has their own requirements regarding the product or service. In Six Sigma revolves around a few key concepts are, critical to quality mean attributes most important to the customer, defect mean falling to deliver what the customer wants, process capability mean what your process can deliver, variation mean what the customer sees and feels, stable operations mean ensuring consistent, predictable processes to improve what the customer sees and feels and lastly design for six sigma mean designing to meet customer needs and process capability.

Adapt to McDonald’s management based on key concepts: Critical to Quality: McDonald’s has used the food safety

management system in place, including Good Manufacturing Practices (GMP), sanitation program, an approved Hazard Analysis Critical Control Point (HACCP) plan, as well as crisis management and food security program. Supplier Quality Management System that including food safety and high expectations for all McDonald’s suppliers throughout the world has been updating by McDonald’s in 2007.

Defect: McDonald’s management would also like to keep the companies from contaminated when received complaints from customers who fail to get what they want, McDonald’s will try to deliver the desired products by customers to their homes.

Process Capability: McDonald’s has used the system to facilitate the drive-through customers to buy without having come down from the vehicle and provide a home delivery service.

Variation: McDonald’s has introduced a variety of menus for customers to make choices and feel the food. By the way, in each

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month of the McDonald’s will try to introduce new menu items to customers.

Stable Operation: McDonald’s management has increased its operations from year to year with the introduction of new products to enhance customers’ willingness to dine in their restaurants

Design for Six Sigma: McDonald’s has been encouraging businesses to focus on its customers. Under the entrepreneurial spirit and harmony of system wide about McDonald’s plan to win enables them to execute the best ideas to the efficiency of largescale and local talent. With the McDonald’s restaurant have been giving experience simple, easy and please the customer.

McDonald’s referred to as DMAIC (Define, Measure, Analyze, Improve, and Control) which provide a structure way for its own to approach and solve problems. McDonald’s also are learning about Six Sigma through GE’s program,At the Customer, For the Customer (ACFC). McDonald’s Management will get a new perspective on their business through this program and this can help McDonald’s to continue grow. McDonald’s has incorporated some aspects of the philosophy. “It’s a disciplined approach to decision making.” Six Sigma philosophies involve measuring weakness in a process and determining how to change the weakness to advantages. Proponents contend that using the philosophy can result in cost reductions, less waste, and improved understanding of customer needs.

McDonald’s management has minimize costs, the problems of pollution, waste management, water and energy conservation or that have occurred around the world to build a green restaurant in Brazil. For example, the first green restaurant was opened in Sao Paulo, Brazil, in 2008, designed and built to maximize the latest technological innovations to minimize about a natural.The technology used in restaurant are rainwater storage tank to assist in irrigation, post–central drive through illuminated photovoltaic power generated, and smart air conditioning, all of which contributed to a 50 percent savings in water consumption and 14 percent in electricity for the first year of operation restaurant.

Reduced Cycle Time

Cycletimehasbecomeacriticalqualityissueintoday’sfast-paced world. Cycle time refers to the steps taken to complete a company process, such as making an airline reservation, processing an online order, or opening a retirement fund. In McDonald’s company, the

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ways they use to reduce cycle time are by introducing McDonalds McDelivery and Drive-Thru for 24 hours. The simplification of work cycles, including dropping barriers between work steps and among departments and removing worthless steps in the process, enables a TQM program to succeed. Even if an organization decides not to use quality circles or other techniques, substantial improvement is possible by focusing on improved responsiveness, acceleration, and effectiveness of activities into a shorter time. For example, by doing McDelivery, customers do not have to take a long time and queue up in McDonald’s restaurant to make an order. Besides, the company can prevent wastes by doing such services. McDonald also introducing Drive–Thru that will be opening for 24 hours. People just need to stay in the car instead of go inside the restaurant. Just get in queue, look at the menu and place their order. After that, collect your order and enjoy your meal! This service is fast and customers will not be bored to eat meals of McDonald. The workers energy are needed and used up all the time. Workers can cooperate nicely with their employees and will increasing the company profits. Sine McDonald felt that those services are effective, so they will continuously use the services and keep on improving it. Thus, McDonald can process most order within a short time after the order is received. Hence, McDonald can reduce the cycle time efficiently and effectively.

Critical Thinking Cases of McDonald’s

In dynamic business environment, managers must constantly make decisions so marketers need to evaluate data and craft appropriate response strategies in fast speed. This is to improve for better preparing for the next generation business leaders. Critical thinking skills are essential as for evaluate the situation, identify key issues, analysis and make decision.

McDonald’s has the world largest fast food service retailing chain as it has over 30,000 restaurants in more than 100 countries. There are over 50 million people eat McDonald’s food daily. The popular meals of McDonald’s are Big Mac, Chicken Mc-Nuggets, Egg McMuffin which all of them are not a kind of healthy food for customers but popular as they are easy to prepare so call fast food. With this, leaders of fast food business should think of a way to add healthier products such as more fruits and vegetables slide dishes in their menu list and expediting the trans–fat–free frying medium oil rollout.

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Secondly, McDonald’s has a service which named McDelivery. Offering a delivery option for customers, the company will have to establish a call center with a toll-free number which is 1300–13–1300 and have to increase the number of workers as scooter drivers to deliver the food products rapidly as to ensure the freshness of the meal which ordered by their customers. This option is profitable for company as the store costs reduced and the associated clean–up costs for dining in customer can be eliminate. While McDelivery will put a risk in the safety of workers who involve in delivery as they have to deliver in fast speed to ensure the food being deliver in the limited time or else they will being penalize.

Thirdly, McDonald’s face problem during the rush time which is during the time break for working hour. Customers often complain about the disordered multiple waiting lines to approach the service counter. When they fail to examine the menu, customer often will be intent on looking for ways to improve their position in the line. The confusing menu design will cause the customer who stand a distance behind the service counter not able to read the menu. With this matter, the customers will be undecided when is their turn to order and prolong the ordering process which cause dissatisfaction of other customers.

Tasks

1.Describe the quality assurance and product safety of McDonalds.

2.Describe advantages and shortcomings of the quality system and safety of products at McDonalds.

3.What techniques of improvement of quality can be used in the sphere of fast food?Explain your opinion.

Questions

1.How the general quality of management of the organization is measured in McDonalds?

2.How McDonalds ensures stable quality and safety of the products?

3.What security systems of foodstuff are used?

References

1. Nedevschi S., Salomie I., Sebestyen G., Saplacan G. «Quality and traceability management system in Food industry», 5th

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Interantional Congress of Food Technology, Thessaloniki, 2012,

pp.434–442.

2.MacVittie L. A. «XAML in a Nutshell», First edition, O’Reilly,

2013.

3.Ansell C., Vogel D. «The contested Governance of European Food Safety», Institute of Governmental Studies, University of California – Berkeley, 2015.

4.Bayer J., Widen T. «Introducing Traceability to Product Lines»,

2012.

15. QUALITY MANAGEMENT PRACTICES IN ASIAN COUNTRIES: A COMPARATIVE STUDY

The purpose of this practice – to discuss and fix bases of quality management, its main principles in Asian countries.

This practice will allow creating competences PK-3: possession of skills of the strategic analysis, development and implementation of strategy of the organization aimed at providing competitiveness; and PK-5: ability to analyze interrelations between functional strategy of the companies for the purpose of preparation of the balanced administrative decisions and also to acquire the following knowledge and abilities:

–knowledge of quality management basesin Asian countries;

–understandingofanorderofitsimplementationinthecompanies’ activity;

–ability to define, what elements quality managementin Asian countriesconsist in and how to use them to develop the company and economy.

Relevance of practice consists in necessity to know Asian countries’experience of quality management.

Theoretical part

The evolution and development of quality management practices at a national level in selected Asian countries, from 1960 onwards. They include nine countries : Bangladesh, Brunei, India, Indonesia, Malaysia, Philippines, Singapore, South Korea and Thailand

These countries were included in the study based on the availability of suitable co-researchers. Countries like Taiwan, China

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and Japan were not included, as the co–researchers could not meet with the timing and requirements of the study due to economic and other reasons.

As far as is known to the co-researchers from these nine countries, there are few comprehensive studies done in these Asian Countries. Data on quality management for these Asian countries is difficult to gather on a regional basis: however, there are independent researches on quality management on an individual country basis (Onglatco, 1985; Mansor, 1993; Hamzah and Ho, 1994; Sohal and Ritter, 1995; Steve McKenna, 1995; Baihaki H.Hakim, 1996; Ghosh and Wee, 1996; Idris, McEwan and Belavendram, 1996; Krasachol, Willey and Tannock, 1998; and Osman, Goon and Aris, 1998; Quazi and Padibjo, 1998). Where comparative studies were conducted, these involved no more than two countries in theAsian countries. It is noteworthy that the Asian Productivity Organization, based in Japan, hasbeeninstrumentalinraisingproductivityineachofthesecountries through their coordination and collaboration with the respective country productivity agencies. Some collective knowledge sharing has been organised inAsia through regional seminars on total quality (Mansor,1993).Again,theinformationonqualitymanagementinthese selected Asian countries has not been compiled in a comprehensive manager. This article is therefore particularly useful for international and multinational companies which operate in Asia, especially where cultural differences make the implementation of quality management very challenging.

Some of the countries share similar political origins: Bangladesh, Brunei, India, Malaysia and Singapore were formerly British colonies while Indonesia and Philippines were colonies of the Dutch and the Spanish countries; only Thailand was free from any colonial masters. SouthKoreaexperiencedaverytraumaticcivilwarbeforeitseparated from North Korea to rebuild its economic and industrial infrastructure. The development of quality management practices for each of the countries was much affected by the economic development of the country. For instance, Bangladesh which has a high population, low industrialization, and low per capita income, has to overcome many infrastructure problems before it could promote quality in the country. Singapore and South Korea which had better industrialization programs became more advanced in its development of quality management. It is also advantageous that all of the nine countries

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use English as the common language for regional communication in improving quality in their respective countries.

The profile of the Asian countries is described below. The nine Asian countries have a population of over 1.4 billion, with India accounting for nearly 70% of the population while Brunei has only 315,000 people. Singapore has the smallest landmass of only 647 square kilometers, which resulted in a high density of 5,255 persons per square kilometer. In terms of GDP per capita, Singapore has the highest per capita GDP of US$24,600, with Brunei the next highest at US$18,800. India and Bangladesh, which have the highest population in the region, have the lowest GDP per capita of US$1,720 and US$1,380 respectively.

In terms of country infrastructure development, Singapore, Brunei and South Korea apparently have the best-developed infrastructure facilities (based on numbers or reach of population) in the selected Asian countries.

The development of each of these countries is quite similar: there are master plans for the systematic development of the industries in each country, and these plans revised every five years.

Most of these countries were originally agriculture-based; this shift from agriculture was made when industrialization started, especially in the 1960s. Import substitution became the first goal in the master plan;then,exportsbecamethenextstepinthecountry’sdevelopment. Whenmanufacturingactivitiesbecamemoreestablished,thestructure of the economy moved from the labor intensive industry (e.g. textiles) to the capital intensive (e.g. automobile assembly) and then to the hightechnology industries (e.g.semiconductor and waferfabrication). As a result, the economy of the countries became manufacturingoriented. In Malaysia, manufacturing and other industries contributed to more than 46 % of its GDP. Brunei is still heavily dependent on its oil and gas industries to maintain its economy. South Korea is into heavy industries while Singapore focused on service and hightechnology industries.

Quality initiative

As the countries developed into newly industrialized and industrialized (Singapore and South Korea) countries, productivity practicesmovedfromproductqualitystandardizationtoextendtototal quality where there is better interaction involving more departments in an Organization requiring teamwork and people involvement (Ishikawa, 1984).

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In the 1960s, investments in these countries by Japanese, European and American companies were responsible for the industrializationofthesecountries.Togetherwiththeinflowoffinancial investments, the management technology, i.e. quality, was brought into the country. The Japanese companies, in particular, introduced their statistical process control in their manufacturing plants in many of the Asian countries; statistics were used to monitor and control productivity and quality. The Asian Productivity Organization, Japan, was one of the key non–profit Organizations to promote quality improvements in many of the Asian countries.

TheAsian Productivity Organization has been largely responsible for the promotion of quality management in selected Asian countries. Establishedin1961byseveralgovernmentsinAsia,thisorganization’s objective is to improve and hasten the economic development of the member countries (APO, 1999). It has its headquarters in Japan with 18 members. Member countries each designate a national Organization to be its national productivity organization.

Through these organizations, quality management became important and assumed an integral part of the national productivity plans in these nineAsian countries. While the quality and productivity initiatives were spearheaded by the government at the national level, the private sector companies did not lag behind. In particular, the multinationals brought their quality management technology and were far ahead of the civil service quality initiatives. However, the private sector initiatives were confined to certain industries, like the electronic and semi–conductor sectors. It was only when the government allocated grants and incentives that the rest of the industries were mobilized into the quality movement.

Bangladesh is behind in the development of quality management because of the need to improve the economic conditions of the country. Brunei is a small country and is not a member of the Asian Productivity Organization. Hence, it’s development of the quality management practices was also behind the other Asian countries described in this

A description of the evolution and development of the quality management practices shall commence with the description of the quality control circles development in the Asian countries.

During the 1960s and 1970s, the number of Quality Control Circles was seen to be an unofficial measure of productivity and quality efforts in the Asian countries covered in this study. In QCC

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conventions, the reports on the number of quality circles were made with national pride. For instance, Matsushita introduced QCC in Malaysia as early as 1971. By 1983, a total of 129 circles had been formed involving 961 employees out of 1,028. In 1979, Hewlett Packard Malaysia introduced quality improvement programs that by 1983 had more than 44 circles. Together with the concept of worker involvement, QCC initiatives enabled workers to be trained in problem–solving techniques, including brainstorming, use of scatter diagrams, histograms, cause and effect charts and 80/20 rule known as Pareto analysis (documented in Tan and Torrington, 1998).

In Philippines, Onglatco (1985) studied 370 Japanese and 133 Filipinos who were involved in QCC. In Singapore, Bridgestone (S) Pte Ltd became the first company to start QCC in 1973 and this was followed by other companies. By 1981, the (then called) National Productivity Board launched the productivity movement to promote QCC at national level. This was successful with 2,534 circles with 18,525 member recorded in 1984. Thailand started QCCs in 1975, first with the industrial sector; then in 1981, the service sector adopted the concept. By 1987, there were 6,400 QCCs (Tan and Torrington, 1998). In Indonesia, the first national convention of QCC was held in 1985. By 1991, there were 425 companies involved in QCC (Prajogo, 1999). Brunei introduced QCC in the Civil Service in 1984 (Heng, 1999).

In South Korea, the first Quality Control Circle convention was held in support of the Korean Standards Association promotion of quality. Only 1,257 QCCs were formed (KSA, 1998). By 1997, more than 122, 289 QCCs were active. When the awards were elevated to the status of the Prime Minister’s Award in 1989 and then the President Award in 1992, the prestige of QCCs grew and private sector companies became interested to participate in these programs (Kim and Park, 1999).

InBangladesh,qualityimprovementisstillnotamajorconsideration for the industrial sector as quality improvement initiatives are seen to increase cost and decrease in productivity (Mamun, 1999). This stems from the fact that Bangladesh is a relatively “poor” country and local industries were keen to focus on production of goods for local consumption and for export. Only multinational companies and a few large Bangladeshi enterprises were keen to pursue quality improvement programs. Hence, there was no early nation-wide QCC activity recorded in Bangladesh.

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India had a National Productivity Council as early as 1958 and the country has one of the oldest standards institute inAsia.Although product quality was important, QCC was not a major quality initiative in India.

Total quality management: many TQM activities in Asia were started in private companies as Total Quality Control (TQC). These were mainly Japanese companies with investments in manufacturing plants throughout Asia. The principles of TQC were expounded by Feigenbaum (1961) who suggested that high-quality products are more likely to be produced by total quality control rather than by manufacturing working alone. These principles gave way to Total Quality Management when management of companies realized that responsibilities for quality are company-wide, and resided with the management hierarchy. Japanese writers such as Ishikawa (1985) and Imai (1986) referred to such involvement of management and the rest of the company as company-wide quality control (CWQC), or total quality control (TQC), which Western management practitioners call total quality management (TQM).

In the Asian countries researched in this study, management consultants introduced TQM as early as 1983 (based on the experience of the author). The TQM practices started as early as 1984 in Indonesia where cost, quality and delivery were emphasized in a major development of a management model by the Ministry of Industry and the Ministry of Workforce (Prajogo, 1999). In 1988, TQM started in private industries in Malaysia ( a 1994 survey showed that some companies had TQM more than 5 years back). In 1994, NPC in Malaysia promoted TQM for the small and medium–sized industries. By 1990, almost all the selected Asian countries had TQM activities being promoted in one form or another across a wide number of industries in those countries. In India, TQM took off in 1987 after the formation of a consultancy, Quimpro, which actively promoted quality management in the industries. In Bangladesh, earlier evidence of TQM was not found until after the Bangladesh Society of TQM was formed as late as 1996.

In the mid-1980s, the civil service in all these countries also promoted TQM which was applied to the civil service. Management consultants later called this Service Quality Management (SQM). The roots in SQM were derived from the concepts and the work of three groups of quality management practitioners. SQM was known as early as 1984 when Norman called the management practice applied

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