ASSIGNMENT SHEET

WITH KEY

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 Assignment – I (Strategic Planning Process)
Benefits of strategic planning
 Clearly defines or confirms the purpose of an organization
 Establishes realistic goals and objectives consistent with the purpose
 Communicates goals and objectives to the organization’s constituents
 Ensures effective use of the organization’s resources by focusing on key priorities
 Provides a base from which progress can be measured and establishes a mechanism
for informed change when needed
 Brings people together to share and work on a common purpose and vision, e.g.
board, managers, staff, volunteers, customers

Timing and Scope

The timing and scope of the strategic planning process depends on the nature and needs
of the organization and its immediate external environment
 In a highly-dynamic marketplace, planning should be carried out more
frequently (once or even twice a year) and done in a comprehensive manner
with attention to mission, vision, values, environmental scan, issues, goals,
strategies, objectives, responsibilities, time lines, budgets, etc.
 If an organization has been around for many years and is in a fairly stable
marketplace, then planning might be carried out once a year, focusing on
certain parts of the plan

Basic Strategic Planning Process

The following is a basic process that is typically followed by organizations that are
small, busy, and have not previously done a lot of strategic planning before.

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1. Determine who will be involved in the process
2. Determine if the focus of the plan will be issue-based or goals-based
3. Determine the scope of the planning process
4. Determine a timeline for the planning process
5. Select a facilitator – preferably someone who is objective and impartial
6. Identify or confirm your purpose or mission statement – concise statements that
describe why your organization exists, its reason for being. The statement should
describe the customer or community needs to be met, for whom, and how.
7. Conduct a brief internal and external assessment – what’s going on?
 Identify SWOTs – Strengths, Weaknesses, Opportunities, Threats
 Consider surveying constituents and stakeholders for their opinions and
ideas by using a written questionnaire or evaluation
8. Identify, list, and prioritize the major issues and goals the organization must reach
if it is to accomplish its purpose. Common categories include finance,
administration, facilities, products and services, sales, customer satisfaction,
marketing/advertising, partnerships, and personnel/staffing.
9. Establish action plans and strategies to address major issues and goals–
objectives/targets, actions, resource needs, timelines, roles and responsibilities
10. Develop a written planning document that can be used to track progress, record
results, and communicate status to stakeholders
11. Coordinate the strategic plan with the budget process, e.g. staffing
increases/decreases, purchases, sales, etc.

12. Implement, monitor, and update the plan

 Expect the board of directors and committees to use the plan as a guide for
their responsibilities and work, and to report on their progress
 Refer to and review the status of the plan at board and committee meetings
 Regularly review, assess and refresh the plan so that it becomes a living
document (be sure to keep an archived copy of the original plan).
 Regularly dedicate time to work on the strategic plan.

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 Assignment – II (Application of Six-Sigma in Manufacturing Sector)

Six-Sigma, in comparison, focuses on reducing the defect rate(s) within a process

and provides for an additional focus on customer satisfaction. Six-sigma is characterized
by the DMAIC model.

Together, Lean Six-Sigma creates a powerful approach to maximizing production

efficiency by focusing on customer satisfaction, eliminating process waste and reducing
process errors. Production manufacturing settings lend themselves relatively easily to
Lean Six-Sigma methodologies because of the “quantifiable” aspects in manufacturing
processes. The measure phase in production manufacturing is extremely effective
because production efficiency, speed, and quality posses, mostly straightforward,
quantifiable characteristics. In service organizations, the customer experience may be
viewed as less quantifiable because the “customer experience” is considered more
subjective. However, aspects of the “customer experience” have measurable
characteristics for preferences.

Analysis:

In the analysis phase, Lean Six-sigma methodologies can help define

Measurement data into product quality standard elements and the optimal elements of
atmosphere.

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Quality Standard Elements
Line Queuing
1. What is the maximum Critical to Quality line queuing time?
2. How many Baristas are needed to ensure line queuing meets customer satisfaction
control limit metrics?
3. What is the average service time per customer that does not sacrifice friendly
service and does not detract from the customer experience?

Product Quality
1. When is hot coffee, too hot? What LCL and UCL temperature limits need to be set?
2. How long is food kept on-shelf / storage to meet service consistency and the
customer experience CTQs?
3. What ingredient mix produces the best widget drink?

Elements of Atmosphere
Lean Six-sigma can be used to analyze the elements of atmosphere that optimize
the customer experience.

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 Assignment – III (TQM Implementation in Manufacturing and
tune-up Sectors including IT)

The aims, then, of lean manufacturing are to use as few resources as possible
(labor, material, and space) to produce the desired amount of product at the highest
possible level of quality. The key to the system is speed, turning raw materials to
finished product in as short of period of time as possible. This means reducing wait time
that occurs as materials wait in queue or in inventory. The key to doing this is to produce
in small batch sizes. As inventory levels fall, the cost of defects soars because the system
has little slack to absorb them. Thus great attention is paid to fixing problems if defects
occur. Also, work processes must be finely tuned and standardized to achieve predictable
processing times and quality. The result is, to the extent possible in a mass production
environment, a system that focuses on individual products made for individual customers.
In fact, some have claimed that a logical extension of lean manufacturing is mass
customization.
Strangely, despite their power and ability to greatly improve organizational operations,
these ideas have not been easily transferred. Many of the companies that report
significant gains from lean implementation often find that the improvements remain
localized to a given product line or plant—the company is unable to transfer the learning
to other parts of the company. General Motors is perhaps the most visible case. GM
entered a joint venture with Toyota called New United Motor Manufacturing, Inc.
(NUMMI) in the late 1980’s. This operation was housed in an old, closed GM plant in
Fremont, California, and employed former GM employees. The joint venture
successfully implemented lean production with a unionized, mostly American workforce.
But, even though GM had very high-level and capable people participating in the joint
venture, and had full access to the NUMMI plant, it was very slow in taking those
practices to other parts of the company.
Additionally, one can find few (if any) documented cases of lean implementation
that is not closely tied to manufacturing. Little research has been done on the
transferability of this operational system within manufacturing, much less outside of
manufacturing.

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CLASS SLIP TEST
QUESTIONS

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CYCLE TEST QUESTIONS
WITH KEY

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UNIVERSITY QUESTIONS

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QUESTION BANK

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UNIT-I : INTRODUCTION

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UNIT-II : TQM PRINCIPLES

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UNIT-III: TQM TOOLS &
TECHNIQUES – I

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UNIT-IV: TQM TOOLS &
TECHNIQUES – II

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UNIT-V: QUALITY SYSTEMS

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