21948 Advanced Quality Management
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Credit points: 6 cp
Subject level:
Postgraduate
Result type: Grade and marksRequisite(s): 24 credit points of completed study in Must have completed at least Business Faculty Master's Coursework OR 24 credit points of completed study in spk(s): C04404 Master of Professional Practice OR 24 credit points of completed study in spk(s): C06136 Graduate Diploma Professional Practice OR 24 credit points of completed study in spk(s): C04406 Master of Technology OR 24 credit points of completed study in spk(s): C06137 Graduate Diploma Technology
These requisites may not apply to students in certain courses. See access conditions.
Description
The subject covers the systematic application of improvement methodology to procurement and supply chain processes which help reduce variability and uncertainty through the supply chain enabling better control of product and service quality. Supply chain disruption occurs through such issues as purchased material defects, order fulfilment errors, inventory build-up, warehousing and transportation issues, short shipments, long cycle times, forecast errors, and poor plant and equipment maintenance. These types of issues are well suited to the rigorous application of Lean Six Sigma methodology to improve procurement and supply chain performance and control. This subject provides an opportunity to equip students with knowledge and skills to enable them to facilitate and lead a process improvement project of simple to moderate complexity using the core concepts, models and skills of Lean Six Sigma that have become part of contemporary best practice improvement methodology for operational excellence.
Subject learning objectives (SLOs)
| 1. | Explain the key principles and methodology for Organisational Improvement using Lean Six Sigma concepts and models and apply it to supply chain and procurement processes |
|---|---|
| 2. | Resolve complex supply chain and procurement organisational problems by applying appropriate organisational improvement tools |
| 3. | Fulfil a role of the Organisational Improvement Manager by applying stakeholder / change management practices within simple to moderately complex organisational supply chain and procurement improvement projects |
| 4. | Explain and apply the concept of variation using quantitative and qualitative process analysis tools to demonstrate organisational impact on supply chain and procurement performance |
Contribution to the development of graduate attributes
The knowledge gained from this subject will enhance the student's capacity to identify, analyse and resolve complex supply chain and procurement organisational problems. Focal concepts and strategies of lessons from research on organisational improvement practices in supply chain and procurement contexts are reviewed together with models, practices and techniques for each of the phases in an improvement project (e.g., Kano Model, CTQ, Improvement Planning, Learning Cycles, control charts, capability analyses, design methods). Application of the models and tools will be taught using various teaching strategies such as case study analysis, lab practice sessions, group discussion and group games etc.
This subject contributes to the development of the following graduate attributes :
- Intellectual rigour and innovative problem solving
- Communication and collaboration
- Professional and technical competence
Teaching and learning strategies
The subject will be taught using a combination of lectures, case studies, video material, and experiential exercises. These classes will be supplemented with both printed and electronic learning materials. The approach to the subject is based on a number of principles to make the program both interesting and effective in terms of the learning outcomes for participants. The major focus is to equip participants with knowledge and skills that are helpful back in the workplace to complete improvement projects.
The major teaching strategies include:
The subject is taught using a combination of lectures, discussions, and case analysis. These are supplemented with both printed and electronic learning materials and resources, which students must engage with prior to class in order to participate effectively in in-class activities.
Collaborative learning is a key component of the teaching philosophy and so short case exercises and assessments are focused on experiencing working in teams to assess and analyse organisational elements and processes. This concept is introduced and practised as part of the activities and Assignment 2. The learning management system is used to share information and encourage interaction between staff and students. Students also use appropriate computer software such as Excel spreadsheet and Word processor to complete assigned tasks.
Experiential Learning – activities are included in the class that are energetic, fun and an opportunity to practice the learning that is covered through the use of role-plays, supply chain or procurement project case studies and simulations;
Reflection and feedback – times are set aside to personally reflect on what has been covered to summarise and reinforce key learnings. Individuals can jot their key learnings and notations down to help reinforce the learning including noting applications to their specific supply chain or procurement project back in a workplace;
Use of Reference Material – the subject material includes templates and detailed explanations for students to use material outside of class, and as future reference material;
You will be provided with valuable, real-time feedback to assist you in managing your learning.
Content (topics)
Essential knowledge and skills are covered relating to such areas as:
- Overview and Theoretical Framework covering the core ideas of Lean and Six Sigma and the development of improvement methodology including the different forms of models that have emerged applied to supply chain and procurement contexts e.g. Design for Six Sigma and Agile
- Models and techniques for studying the people involved in the process including team dynamics, change management, facilitation and communication models using supply chain cases
- Define Phase strategy using typical supply chain and procurement process issues, improvement planning models applied in supply chain cases, tools and techniques related to CTQ analysis, Stakeholder analysis and high level process evaluation - SIPOC charts using supply chain and procurement cases
- Baseline Measurement strategy using supply chain or procurement project examples including typical performance measures and cost analyses for supply chain contexts, variation concepts of Stability and Capability using supply chain examples of control charts, measurement planning including sampling, tools such as run charts, capability analysis and process sigma, cost of quality analyses (applied in supply chain procurement contexts) and the use of statistical packages such as Minitab.
- Analyse Phase strategy using supply chain or procurement project examples and the approaches to root cause analysis employing techniques such as deployment flow charts, waste analysis, Value Stream Mapping including TAKT time and PCE, Cause and Effect diagrams, pareto charts, and predicting likely ROI
- Develop or Design Phase strategy using supply chain or procurement project examples and past cases showing supply chain solutions based on ideas from Lean such as Visual Management and 5S, error proofing and Total Productive Maintenance, cost benefit analysis using knowledge gained from the Analyse and Develop Phases.
- Pilot, Implementation and Control Phase Strategies using supply chain or procurement project examples including the purpose of each of the phases and techniques to aid implementation and control of process improvements.
Assessment
Assessment task 1: Planning and Analysis Task
| Intent: | Students are given a set of planning and analysis tasks for specific key organisational process improvement techniques relating to case study material provided. Elements are completed at different times during the course. |
|---|---|
| Objective(s): | This addresses subject learning objective(s): 1 and 2 |
| Groupwork: | Individual |
| Weight: | 30% |
| Length: | 3000 words excluding references |
Assessment task 2: Define Phase Learning Cycle and Improvement Plan
| Intent: | Students prepare a Define Phase Learning Cycle and Improvement Plan for a real business opportunity for improvement for their area of responsibility or interest |
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| Objective(s): | This addresses subject learning objective(s): 2 and 3 |
| Groupwork: | Group, group assessed |
| Weight: | 30% |
| Length: | 3500 words excluding references |
Assessment task 3: Final Exam
| Intent: | This involves a test on organisational improvement skills and capabilities developed through the subject via a 90 minutes duration examination on the last day of the course or as an online test. The test consists of true false, multiple choice questions, short answer questions, and more complex statistical calculation problems. |
|---|---|
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 |
| Groupwork: | Individual |
| Weight: | 40% |
Minimum requirements
Students must achieve at least 50% of the subject’s total marks as well as meet the Management Discipline Group compulsory attendance requirement, as detailed in the Subject Outline.
Recommended texts
Langley, G.J., Moen, R., Nolan, K.M., Nolan, T.W., Norman, C.L. & Provost, L.P. 2009, The improvement guide: a practical approach to enhancing organisational performance, 2 edn, Jossey-Bass, San Francisco.
References
Brassard, M; Finn, L; Ginn, D and Ritter, D (2002) Six Sigma Memory Jogger II, Goal QPC, Salem
MacInnes, R.L. (2009) The Lean Enterprise Memory Jogger for Service, Goal QPC, Salem
Aboelmaged, M.G. 2010, 'Six Sigma quality: a structured review and implications for future research', International Journal of Quality & Reliability Management, vol. 27, no. 3, pp. 268-317.
Stone, K.B. 2012, 'Four Decades of Lean : A Systematic Literature Review', International Journal of Lean Six Sigma, vol. 3, no. 2, pp. 112-32.
Chelliah, J. & Skinner, A. 2016, 'Organisational Transformation: Strategic Application of Lean Six Sigma for High Performance', Journal of Global Business Management, vol. 12, no. 1, pp. 85-92.