CASE STUDIES (Suggested time: 48 hours) Answer all the questions given below the case studies. For every question given, it should be answered with minimum two hundred and fifty (250) words and maximum three hundred and fifty (350) words per question. For the required question, diagrams/ graphs to be drawn either on the graph sheet or on the plain paper and should be inserted as photo format under the question. CASE STUDY: 1 Read the following case study and answer all the questions given below the case study. Basheer company manufactures automotive interior car trim parts located in Muscat. It produces the components to customer requirements since it's not involved in design. Among the 160 employees, 120 employees are involved in production and five employees only working in the quality department. The company has embarked various quality initiatives to ensure the quality of the product and services reliable to meet customer satisfaction. The company also taking effort to managing the risk effectually to perform well in the uncertain environment thru the ISO certification. Al Habib company is the competitor of Basheer Company and it does not have ISO registration, but it still manufactures the products similar to Basheer company products quality. At the company level, there is a quality steering committee, which consist of top level management, supervisors and team leaders. The main focus of this team is on quality implementation through ISO guidelines and to focus on the zero defect goods manufacturing. Its main responsibilities are reviewing the quality policy annually, monthly reviews of procedures, reviewing work instructions, examining the audit results and training of employees. In moving towards a quality organization, the company overcomes various barriers to implement the TQM. The main focus for the new way of managing quality was on people through employee empowerment and cultural transformation process. The main elements that have effected this cultural change were through an organizational re-structure programme, an open communication system and also a training and skills development programmes. Also, the company applied quality cost model. CASE STUDY: 2 Read the following case study and answer all the questions given below the case study. As Ahmed's father looked back after some time he wondered about how the business had kept on changing in any event, when he was unaware that changes were happening. He valued that factors both outside the business and from inside had driven the need to make continuous improvement to all parts of the business. Simply the reality he currently consistently thought of 'his cake baking' as 'the business' was a critical change in his own outlook that had been significant with grappling with surviving in a more competitive and demanding environment. Ahmed's father was able to look at the many techniques his sons had introduced in cake baking and storage to see evidence of continuous improvement in how the business operated. Likewise, customer service, sales and marketing, finance and administration all demonstrated similar examples. In a future of perceived continuous change Ahmed understood that more formal processes would be needed to ensure continuous improvement in every aspect of the business if it were to not only improve but quite literally survive. Of significance here was understanding that at present he had no way of knowing if the changes they were introducing into the business were giving them a competitive advantage, retaining the status, or actually falling behind their main competition. No standards or benchmarks existed, other than what he gleaned from informal talks with others in the industry. With so much at risk they had to do better. Hence, he would like to improve hygiene cooking conditions with Muscat Bakery in Oman. Also, the decision has been made by Ahmed and his father to arrange a management consultant who specialises in the area of continuous improvement to discuss the options and processes for introducing a formal continuous improvement program into the business. QUESTION NO: 3 Assume you are the consultant. Based on the above case, analyse the continuous improvement and its relevance to the business, how the PDSA a frequent four-step management method is used for continuous improvement approach in business. Also, how Jurans triology helps to continuously improve quality? (Relevance = 2 Marks, PDSA = 4 Marks, Triology = 2+1+1 Marks) QUESTION NO: 4 Read the case and analyze the benchmarking level followed by Ahmed, Evaluate the challenges (3 points) & requisites (3 points) for the mentioned benchmarking, and what way will it help to get the edge over the competitors? (Analyse = 2 Marks, challenges =3 Marks, requisites= 3 Marks, Way to help = 2 Marks) CASE STUDIES (Suggested time: 48 hours) Answer all the questions given below the case studies. For every question given, it should be answered with minimum two hundred and fifty (250) words and maximum three hundred and fifty (350) words per question. For the required question, diagrams/ graphs to be drawn either on the graph sheet or on the plain paper and should be inserted as photo format under the question. CASE STUDY: 1 Read the following case study and answer all the questions given below the case study. Basheer company manufactures automotive interior car trim parts located in Muscat. It produces the components to customer requirements since it's not involved in design. Among the 160 employees, 120 employees are involved in production and five employees only working in the quality department. The company has embarked various quality initiatives to ensure the quality of the product and services reliable to meet customer satisfaction. The company also taking effort to managing the risk effectually to perform well in the uncertain environment thru the ISO certification. Al Habib company is the competitor of Basheer Company and it does not have ISO registration, but it still manufactures the products similar to Basheer company products quality. At the company level, there is a quality steering committee, which consist of top level management, supervisors and team leaders. The main focus of this team is on quality implementation through ISO guidelines and to focus on the zero defect goods manufacturing. Its main responsibilities are reviewing the quality policy annually, monthly reviews of procedures, reviewing work instructions, examining the audit results and training of employees. In moving towards a quality organization, the company overcomes various barriers to implement the TQM. The main focus for the new way of managing quality was on people through employee empowerment and cultural transformation process. The main elements that have effected this cultural change were through an organizational re-structure programme, an open communication system and also a training and skills development programmes. Also, the company applied quality cost model. CASE STUDY: 2 Read the following case study and answer all the questions given below the case study. As Ahmed's father looked back after some time he wondered about how the business had kept on changing in any event, when he was unaware that changes were happening. He valued that factors both outside the business and from inside had driven the need to make continuous improvement to all parts of the business. Simply the reality he currently consistently thought of 'his cake baking' as 'the business' was a critical change in his own outlook that had been significant with grappling with surviving in a more competitive and demanding environment. Ahmed's father was able to look at the many techniques his sons had introduced in cake baking and storage to see evidence of continuous improvement in how the business operated. Likewise, customer service, sales and marketing, finance and administration all demonstrated similar examples. In a future of perceived continuous change Ahmed understood that more formal processes would be needed to ensure continuous improvement in every aspect of the business if it were to not only improve but quite literally survive. Of significance here was understanding that at present he had no way of knowing if the changes they were introducing into the business were giving them a competitive advantage, retaining the status, or actually falling behind their main competition. No standards or benchmarks existed, other than what he gleaned from informal talks with others in the industry. With so much at risk they had to do better. Hence, he would like to improve hygiene cooking conditions with Muscat Bakery in Oman. Also, the decision has been made by Ahmed and his father to arrange a management consultant who specialises in the area of continuous improvement to discuss the options and processes for introducing a formal continuous improvement program into the business. QUESTION NO: 3 Assume you are the consultant. Based on the above case, analyse the continuous improvement and its relevance to the business, how the PDSA a frequent four-step management method is used for continuous improvement approach in business. Also, how Jurans triology helps to continuously improve quality? (Relevance = 2 Marks, PDSA = 4 Marks, Triology = 2+1+1 Marks) QUESTION NO: 4 Read the case and analyze the benchmarking level followed by Ahmed, Evaluate the challenges (3 points) & requisites (3 points) for the mentioned benchmarking, and what way will it help to get the edge over the competitors? (Analyse = 2 Marks, challenges =3 Marks, requisites= 3 Marks, Way to help = 2 Marks)