Jan 22, 2018 sample paper

Explain how FedEx has incorporated total quality management (TQM) into its overall business strategy.

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MQ – Case Study 1

This course is Managing Quality, not Operations Management.

Week 2 – Case Study 1

Read “FedEx: Managing Quality Day and Night,” on pages 22 and 23 of your textbook (attached), and watch this video. (.youtube.com/watch?v=6q6V5J1qDs8″>https://www.youtube.com/watch?v=6q6V5J1qDs8)

Explain how FedEx has incorporated total quality management (TQM) into its overall business strategy. Identify the benefit of taking this approach toward quality. Provide specific examples from the case study, the video, or your own research to support your response.

Describe the quality culture within FedEx. Explain how FedEx can use its quality culture as a competitive advantage.

Review Deming’s 14 Points for Management. Based on the case study, the video, or your own research, explain which two of Deming’s points FedEx embodies the most. Be sure to provide specific information about FedEx to support your response.

Instruction:

Please compose a 2 page paper in accordance with the attached rubric.

Follow the rubric requirements (attached).

Sources must be cited (two minimum) with APA format.


CaseStudyOneGuidelinesandRubric

Prompt:Read“FedEx:ManagingQualityDayandNight,”on
pages22and23ofyour textbook,and watch
.youtube.com/watch?v=6q6V5J1qDs8″>this video. Carefullyreview
the
materialandthen

respondtothese
prompts with sufficientdetail:

· ExplainhowFedExhasincorporated
total qualitymanagement(TQM)intoits overall businessstrategy. Identifythe benefitoftakingthis approach towardquality.
Providespecificexamples from thecasestudy,thevideo,oryourownresearchtosupportyour
response.

· Describethequalityculturewithin FedEx.
ExplainhowFedExcanuseitsqualitycultureasacompetitiveadvantage.

· ReviewDeming’s
.deming.org/theman/theories/fourteenpoints”>14PointsforManagement. Based onthecasestudy,thevideo,or yourown
research, explainwhichtwoofDeming’spointsFedEx

embodiesthemost.
Be
suretoprovidespecific
informationaboutFedExtosupportyour response.

RequirementsofSubmission:Thecasestudyassignmentsmustfollowthese
formattingguidelines:doublespacing,
12-pointTimes
NewRomanfont,and one-
inch margins. Eachcasestudyshouldbeonetotwopagesinlength.IncludeatleasttwosourcesofresearchandfollowAPA guidelinesfor citationsand
references.

InstructorFeedback:Thisactivityuses an integrated
rubric
inBlackboard. StudentscanviewinstructorfeedbackintheGradeCenter.Formoreinformation, review.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf”>theseinstructions.

Critical
Elements

Exemplary(100%)

Proficient(85%)

NeedsImprovement(55%)

NotEvident(0%)

Value

Incorporating
Total

QualityManagement

(TQM)

Meets
“Proficient”criteriaand

defendsexamplesusingexternal
researchmaterials

Explainshow TQM
is

incorporatedintotheoverall
businessstrategyofFedEx;
relevantexamplesareprovided
andsupported

Explainshow TQM
is

incorporatedintotheoverall businessstrategyofFedEx;
examplesareprovidedbutnot
fullysupported

Doesnotincludeanyofthe

TQMelementsorrequirements

25

Inquiryand Analysis

Meets
“Proficient”criteriaand

demonstratesa complete understandingofmultipleTQM
concepts

Providesan in-depthanalysis

thatdemonstratesan understandingofTQM concepts

Providesan analysis
that

demonstratesa minimal understandingofTQM concepts

Doesnotprovideananalysis

20

Integrationand

Application

AlloftheTQMconceptsare

correctlyappliedin relationto the case study

MostoftheTQMconceptsare

correctlyappliedin relationto the case study

SomeoftheTQM conceptsare

correctlyappliedin relationto the case study

Doesnotcorrectlyapplyanyof

theTQM conceptsin relationto
the case study

15

CriticalThinking

Drawsinsightful
conclusions thatarethoroughlydefended withevidenceandexamples

Drawsinformedconclusionsthat
arejustifiedwith
evidence

Drawslogicalconclusionsbut doesnotdefendwithevidence

Doesnotdrawlogical conclusions

20

Research

Incorporatesmanyscholarly

resourceseffectivelythat reflect
depthandbreadthof
research
appropriatetothecasestudy
andTQM

Incorporatessomescholarly

resourceseffectivelythat reflect
depthandbreadthofresearch
appropriatetothecasestudy
andTQM

Incorporatesvery
fewscholarly

resourcesthat reflectdepthand
breadthof researchappropriate tothecasestudyandTQM

Doesnotincorporatescholarly

resourcesthat reflectdepth
and breadthofresearchappropriate
to
thecasestudyandTQM

10

Writing

(Mechanics/Citations)

Noerrorsrelated to

organization,grammarandstyle, andcitations

Minorerrorsrelated
to organization,grammarandstyle, andcitations

Someerrorsrelatedto organization,grammarandstyle, andcitations

Major errors
relatedto organization,
grammarandstyle, andcitations

10

EarnedTotal

100%






CASES Case 1-1 FedEx:
Managing Quality Day and Night

FedEx
Homepage:.fedex.com/”>www.fedex.com

As
darkness falls across America and most businesses are locking up for the
evening, one company is gearing up for a long night’s work. FedEx, the world
leader in the overnight package delivery market, delivers more than 7.6 million
packages per business day. Most of us know FedEx as the overnight delivery
company with white delivery vans, courteous drivers, and the distinctive
purple-and-orange FedEx logo. But behind what the casual observer sees is a
very complex company with the capacity to deliver millions of packages to
millions of addresses around the globe overnight. Throughout the course of
virtually every day and night, FedEx mobilizes its army of 280,000 employees,
80,000 vans and trucks, and 684 planes to get the job done.

For
FedEx, getting the job done means managing quality 24 hours a day, with a
watchful eye on customer expectations. The company’s goals are simple: 100%
customer satisfaction, 100% on-time deliveries, and 100% accurate information
available on every shipment to every location around the world. Although these
sound like far-fetched goals, the company goes to great lengths to try to make
them a reality. One of the principal weapons that FedEx uses in pursuit of its
goals is its total commitment to quality management.

Quality
management at FedEx encompasses all of its operations. Although the company is
the acknowledged leader in the air freight industry, a formal Quality
Improvement Process (QIP) plays an integral role in all of the company’s
activities..pub/9780133468564.vbk/OPS/xhtml/fileP70004785390000000000000000068E5.xhtml#P700047853900000000000000000696C”>9

.pub/9780133468564.vbk/OPS/xhtml/fileP70004785390000000000000000068E5.xhtml#r__P700047853900000000000000000696C”>9.fedex.com/”>www.fedex.com.

At
the heart of the QIP program is the philosophy that quality must be a part of
the way that FedEx does business, not part of the time, but all of the time. As
a result, themes such as “Do it right the first time,” “Make the first time you
do it the only time anyone has to,” and “Q = P” (quality = productivity) are
important parts of the FedEx culture. To reinforce these themes, the company
teaches its employees the 1–10–100 rule. According to the rule, if a problem is
caught and fixed as soon as it occurs, it costs a certain amount of time and
money to correct. If a mistake is caught later in a different department or
location, it may cost 10 times that much to repair. And if a mistake is caught
by a customer, it may cost 100 times as much to fix.

A
number of substantive strategies have been implemented by FedEx to support its
quality efforts. Quality action teams (QATs) design work processes to support
new product and service offerings. A set of service quality indicators (SQI)
has been established to determine the main areas of customers’ perception of
service. Through careful tracking of these indicators, the company generates a
weekly summary of how well it is meeting its customer satisfaction targets. An
SQI team works through problems revealed by the indicators. For example, if
problems were being created by confusion in FedEx labeling instructions, the
team would work on improving the clarity of the instructions. Some of the
company’s tactics to ensure total quality are extraordinary. For example, every
night FedEx launches an empty airliner from Portland, Oregon, bound for
Memphis. The jet follows a course that brings it close to several FedEx
terminal airports. The purpose of the jet is to swoop down and pick up FedEx
packages if any of the company’s regularly scheduled airplanes is experiencing
mechanical difficulty.

Along
with a focus on its external customers, FedEx’s approach to quality also
involves strengthening the bonds between its internal customers, or employees.
To reinforce this notion, the company asks all its employees to ask the
following three questions when they interface with a coworker:

  1. What do
    you need from me?
  2. What do
    you do with what I give you?
  3. Are there
    any gaps between what I give you and what you need?

The
company also reaches out to its employees in a number of substantive ways. To
do this, the company adopted its People–Service–Profit (PSP) philosophy, which
articulates the view that when people are placed first, service and profit
follow. An aggressive training program, competitive wages and benefits, profit
sharing, bonuses, and a state-of-the-art employee grievance process are all
elements of the PSP philosophy. Employee recognition also plays an important
role in the company’s quality pursuits. For example, each quarter FedEx
divisions select their best quality success story, which is entered in a
company-wide competition. Presentations are made by the finalists before the
company’s CEO, executive vice president, and other top managers. The award for
being a finalist is a gold quality pin for each member of the team and the
opportunity to be interviewed on the company’s internal television network.

The
quality efforts practiced by FedEx have paid off. The company has achieved a
remarkable 99.7% on-time delivery level. The list of awards the company has won
are too numerous to publish. The most impressive are the Malcolm Baldrige
Award, the AT&T Top Performer Award, the Quality Carrier of the Year Award
presented by Merck Pharmaceuticals, and the Company of the Year Distinguished
Service Award presented by the National Alliance of Businesses. Will FedEx’s
pursuit of quality end here? Asked if winning the Malcolm Baldrige Award
signifies that FedEx has achieved the ultimate level of quality, CEO Fred Smith
said, “Receipt of the award is simply our license to practice.” Apparently, the
quest for improved quality at FedEx will continue, day and night.

Discussion Questions

  1. What is
    FedEx’s “common language” of quality? Is it important for a company to
    establish a “common language” of quality? If so, why?
  2. There are
    several different perspectives of quality, including the operations
    perspective, the strategic perspective, the marketing perspective, the
    financial perspective, the HR perspective, and the systems perspective.
    Which of these perspectives are being emphasized by FedEx? Why?
  3. Is FedEx’s
    level of emphasis on quality appropriate? Why or why not?

(Foster
22-23)

Foster, S. T. Managing
Quality, 5th Edition
. Prentice Hall, 2013. VitalBook file.


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