Quality and Systems Management

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Quality and Systems Management

Abstract:
In the age of globalization, effective management system is very important for any organization to provide quality product or services to the users. Quality of products and services bring lots of benefit to an organization, it makes easier for an organization to achieve the organizational goals. The cornerstone of quality organization is the concept of the customer-supplier working together for their mutual benefit. The objective of the quality system management is in defining the process, which will result in the production of quality products and services, rather than in detecting defective products or services after they have been produced.

Keywords: Operation management, organizational objectives, systems, quality culture, performance.

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Table of Contents:
Table of Contents.................................................................................................................................3 1.0 Introduction....................................................................................................................................4

Task 1
The strategic objectives of operational management..................................................................5
1.1.2 The importance of operations management.....................................................................................5 1.1.3 Role played by effective Operations Management..........................................................................5 1.2.0 Strategy............................................................................................................................................6 1.3.0 Operations as a Process....................................................................................................................7

Task 2
Appropriate systems............................................................................................................................8
2.1.2.0 Appropriate systems of quality control.........................................................................................8 2.2.0 Total Quality Management (TQM)..................................................................................................9 2.2.2.1 ISO 9000/EN 29000 Quality systems.........................................................................................10 2.3.1 Quality culture...............................................................................................................................11 2.3.2 A comparison between the view of quality in the UK and Bangladesh........................................11

Task 3
Organizational Performance...........................................................................................................12
3.1 Problems and opportunities for quality improvement......................................................................12 3.2.0 Organisational Performance Improvement Program.....................................................................12 3.2.2 Objectives of Tesco.......................................................................................................................13 3.2.5 Planning and Monitoring of Organisational Performance.............................................................14 3.2.6 Improve Performance by Risk Assessment and Monitoring.........................................................14 3.2.7 Improve Performance by Health and Safety Issues of staffs.........................................................15 3.2.8 Improve Performance by Business Process Re-Engineering.........................................................15 3.2.9 SWOT and PESTEL Analysis for improving performance...........................................................15 3.2.10 Definition of Stakeholder and Their interest...............................................................................16 4.0 Conclusion.......................................................................................................................................17 5.0 Recommendations...........................................................................................................................17 6.0 References18 18

Quality and Systems Management 1.0 Introduction:

In this assignment, I am going to evaluate the strategic objectives of operations management, design and observe appropriate systems to ensure quality of product and services, and improve organizational performance. My selected organisation is Tesco plc, which is UKs biggest retailer; it operates in the tertiary sector. In addition, the focus of this report covers the explanation of quality control systems like Quality circle, Benchmarking, Total Quality Management (TQM) and ISO9000/EN29000 to achieve the organisations aims and objectives. I also want to describe the role of management in improving the performance of chosen business (Tesco) and compile an organizational performance improvement programme.

1.1 Introduction of Tesco:

Tesco are the leading supermarket in Britain With small grocery stores in the Tesco Metro brand name, big supermarkets outside cities (Tesco Extra) and 24-hour stores, the British Group, Tesco, is the king of supermarkets in Britain. Apart from being the national leader in the food sector, it is proud of selling everything to keep happy all its customers' needs. The list goes on and on. With an eye to the future, Tesco has adapted to the rapid technological changes. It makes an astonishing profit from its on-line sales site (Tesco.com). Tesco Express also owns petrol stations and provides financial services such as a joint venture with the Royal Bank of Scotland enables it to offer life insurance and general insurance e.g. home, car, pet and travel, credit cards and advantageous loan and savings schemes. Today, Tesco is a global player. It is well established in Ireland, Central Europe (Poland, Slovakia and the Czech Republic) and Asia (Thailand, China, Japan and South Korea). (Source: www.tesco.com/inf_recent/25/04/2012)

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Task-1 The Strategic Objectives of Operational Management

1.1.0 Definition of management:
Management can be defined as: getting things done through other people. Leadership, at its best, means inspiring staff to achieve demanding goals. There are various management styles in which managers deal with their staff. Source: Marcouse, I, Gillespie, A, Martin, B, Surridge, M, Wall, N (2003) Business Studies (2 nd edn) Bookpoint Ltd - Page 234

1.1.1 Definition of Operations Management:

Management Of the conversion process which transforms inputs such as raw materials and labour into outputs in the form of finished goods and services. (Source: Davis, Aquilano & Chase-1999:pg5)

1.1.2 The importance of operations management:

The importance of operations management has increased dramatically in recent years. Significant foreign competition, shorter product and service life-cycles, better-educated and quality-conscious consumers, and the capabilities of new technology have placed increasing pressures on the operations function to improve productivity while providing a broader array of high-quality products and services.

1.1.3 Role played by effective Operations Management:

Decisions: Operations has responsibility for four major decision areas associated with the goods or service produced: 1. Process. Decisions in this category determine the physical process or facility used to produce the product or service and the associated workforce practices. The decisions include the type of equipment and technology, process flows, layout of the facility, and job design etc. 2. Quality. The operations function is responsible for the quality of goods and services produced. Quality is an important operations responsibility and it requires total organizational support. Quality decisions must ensure that quality is designed and built into the product in all stages of operations. 3. Capacity. Capacity decisions are aimed at providing the right amount of capacity at the right place at the right time. Long-range capacity is determined by the size of the physical facilities built by the firm and its suppliers or by outsourcing the product to a reliable supplier. In the short run, capacity can sometimes be augmented by subcontracting, extra shifts, or rental of space.

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4. Inventory. Inventory management decisions in operations determine what to order, how much to order, and when to order. Inventory control systems are used to manage materials from purchasing through raw materials, work in process, and finished goods inventories.

1.2.0 Strategy:
Bruce & Langdon (2000) relate strategy to military campaigns, describing an original definition of strategy as: The art of planning and directing military movements and the operations of war. In terms of a business, their definition states: A strategy maps out the future, setting out which products and services you will take to which markets - and how. (Source: Quality and System Management, RDI-2008, page-1.8)

1.2.1 Corporate Level Strategy:

This is a Top-level strategy. Robbins and Coulter (2005) defined corporate level strategy as the set of strategic alternatives from which an organization chooses as it manages its operations simultaneously across several industries and several markets. Corporate level strategy concentrates on the firms ability to focus on particular businesses that maximize the long run profitability of the organization. Tesco is able to maintain its long run profitability and even continue to grow within its industry because it produces what it knows best, as well as, improves its products. In addition, Tesco are currently the market leaders in the supermarket grocery industry with 32%.

1.2.2 Business Level Strategy:

According to Robbins and Coulter (2005), business level strategy encompasses the businesses overall positioning in the market. Most of the retailers are following the porter generic strategies in business level strategy. A manager is responsible for the whole unit. Tescos stays competitive due to its cost leadership strategy in their industry segment management. Tescos see themselves as in the middle, they have a policy were they can comfortably suggest that they provide good quality for a lower price, and the Tescos past long-term slogan Every little helps.

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Quality and Systems Management 1.2.3 Operational Level Strategy:

Functional level strategy is directed at improving the effectiveness of operations within the company. Most of the retailers in UK are employing this strategy within its manufacturing, marketing, product development, and customer service processes. They are basically use the Ansoff matrix, BCG matrix and McKinsey matrix in order to perfectly compete with their competitors. Tescos achieve economies of scale and therefore reduce costs to maximize sales. This makes it difficult for smaller firms to enter the supermarket industry as all the top supermarkets have achieved economies of scale, leaving it almost impossible for small firms to make a profit in this industry.

1.2.4 Strategic Objectives of Tesco:

Strategic objectives of Tesco are as below: Protect and Strengthen products position as market leader in the country. Achieve technological superiority Direct and manage the organizations international business as it continuous to develop. Intensify the effort to develop products demanded by the market. Continue the drive for increased margins through proper inventory management and fewer, but better, products.

1.3.0 Operations as a Process:

Operations have been defined as a transformation system (or process) that converts inputs into outputs. Inputs to the system include energy, materials, labour, capital, and information. Process technology is then used to convert inputs into outputs. The process technology is the methods, procedures, and equipment used to transform materials or inputs into products or services.

1.3.1 Operations Objectives:

The four most common operations objectives at Tesco are: Quality: Refers to satisfying customer requirements, with superior product attributes or a feature that help to achieve Tescos lower costs via customer satisfaction. This is achieved at Tesco by defining specific customer requirements and then designing a process and product or service that is capable of meeting those requirements. Cost: Refers to minimizing the cost of the whole process thus leading to a cheaper product or service. The best way of lowering cost at Tesco is to focus on the customer requirements Delivery: Refers to faster delivery or service time of producing and delivering the product to the markets or customers. This is achieved by focusing on the cost objective to meet organizational objectives. I.e. when rework, scrap, inspection and other non-value added steps are eliminated from operations, the time to order, produce, and deliver the product is also reduced. Flexibility: Refers to flexibility in the speed of change of the processes and the product or service. It is brought at Tesco about by focusing on delivery objective. Thus, it is observed that all operations

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objectives are connected. If quality is improved, cost is also reduced, thus time is also improved and which in turn leads to more flexibility.

Task-2 Appropriate Systems

Definition of system:
System is the set of detailed methods, procedures and routines established or formulated to carry out specific activity, perform a duty or solve a problem. (Source: www.businessdictionary.com/definition/system.html-10/04/20102) System is a combination of some parts or units which work together for processing a particular task.

2.1.0 Quality of product:

Quality: "Quality consists of the capacity to satisfy wants. (C.D. Edwards). Every customers in many wants to buy quality full products that will fulfill their needs. The quality of product is of prime importance. An easily overlooked feature of customer service is the product itself. Returning to shop again in Tesco or providing value for money is the product of high quality.

2.1.1 Quality control:

Quality control is the process of checking the quality and the accuracy of raw materials and supplies as they arrive at the business and also of the finished products as they leave the business en route to retailers and customers.

2.1.2.0 Appropriate systems of quality control:

An Appraisal of the techniques used in Tesco for monitoring and improving Customer Service with inbuilt quality measures. Tesco is a huge organization and they know that the secret to being successful and reliable is to provide good Customer Service. Tesco monitor the customer service progression through Benchmarking, training and development, ISO 9000, quality circle, total quality management and quality assurance.

2.1.2.1 Benchmarking system for quality control:

It is the process of comparing ones business processes and performance metrics to industry best practice from other industries. Dimensions typically measured are quality, time and cost. In the process of benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compare the results and processes of those to one's own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful. 18

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2.1.2.2 Application of Benchmarking in Tesco:

If Tescos competitors are doing better so can Tesco. Benchmarking involves number of stages: To decide what in Tesco needs benchmarking e.g. production time, delivery time or after sales To choose another business for standards of excellence to benchmark against

2.1.2.3 Kaizen or Continuous Improvement:

It is a policy of continually introducing small incremental changes in a business in order to improve quality and/or efficiency. This approach assumes that employees are the best people to identify room for improvement, since they see the processes in action all the time. A firm that uses this approach therefore has to have a culture that encourages and rewards employees for their contribution to the process.

2.1.2.4 Application of Kaizen in Tesco:

Tesco has found it necessary to outsource processes to cheaper centers such as India and China these changes would be unlikely to arise from Kaizen. To continuous improvement of quality, Tesco emphasize on 3 factors like Employees (consciousness about product quality, their team work), the store products and store cleanliness.

2.2.0 Total Quality Management (TQM):

This is the attempt by a business to stop errors and waste from occurring at all levels within the organization, and to try to encourage all employees to make quality paramount within their daily activities (whether in production, marketing or personnel).

2.2.1 TQM use to monitor quality at a satisfactory level:

Total quality management is a way Tesco manage to improve effectiveness, flexibility and competitiveness of business as a whole. Tesco effectiveness of total quality management depends on total team working. Total quality management and team working can result in high levels of motivation and involvement, leading to better quality standards, lower levels of waste and generally higher productivity. The basic principles of Total Quality Management Tesco have to put in mind are:

1.

Put the customer first by Making sure all customers properly looked after and have their problems solved Having systems in place to provide effective customer care and service Anticipating and fulfilling their needs 18

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2. Making sure all service standards are met. Make continuous improvements by Reducing costs Reducing waste Better ordering procedures Better delivery systems.

2.2.2.1 ISO 9000/EN 29000 Quality systems:

Today BS 5750, ISO 9000, EN 29000 are, for all purposes, one and the same as their origin is the same. In 1987, CEN, the European Standards Body adopted ISO 9000 as EN 29000. ISO 9000 series is a set of world-wide standards that establishes requirements for companies quality management system. ISO 9000 is being used world-wide to provide a framework for quality assurance. ISO 9000 (International Organisation for Standardisation) covers supply of goods, quality control, training, internal documentation, after sales service, procedures for dealing with faults and management of the system.

2.2.2.2 ISO 9000 uses to monitor quality at a satisfactory level:

The certification process is very demanding. The benefits of IS09000 for Tesco include marketing necessity, saving in costs, fewer complaints, fewer problems and reduction of waste in internal processes. For Tesco to get the certificate they must document all its procedures and carry them out precisely as they are specified. To monitor the quality to a satisfactory level, ISO9000 can be used by TESCO through the below ways: Ensuring the management commitment and ultimate responsibility for quality of product and services, Tesco may satisfy its customers. Maintaining quality systems such as benchmarking and following continuous improvement Reviewing contact Always controlling design, document and process. Product identification, inspection, testing and measurements Following statistical methods for measurements of process capability and non-conformance.

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Taking action to control of non-conforming products. Maintaining Quality audits, reporting and feedbacks Also proper Education and training to maintain quality that fulfils customers expectation. .

2.3.1 Quality culture:

Quality culture includes quality improvement measures as well as the individual and collective commitment to quality maintenance and improvement. (Source: www.laurea.fi/quality_terms.jsp/25/04/2012) In a company where all employees are keenly aware of the important of quality and continuous improvement is known as quality culture. Company cultures are usually related to the national or regional culture of the location of the company, but they vary massively beyond this. There is not a single culture which is best for all times, places and people. UK manufacturing firms which merely try to imitate a Japanese manufacturing culture within their firm will not succeed, but some positive aspects of the culture can be obtained. The culture in some UK manufacturing companies dates back to the times before about 1970 when demand generally outstripped supply, and companies could sell whatever they produced. Whilst the culture in these companies is suited to producing large quantities of goods, these cultures do not produce what the modern market-place requires: value, quality and an increasing flexibility to customers' needs. Rolls-Royce has traditionally had a very risk-averse culture: a fitting culture for a manufacturer of safety-critical products. However, Rolls-Royce are now trying to become more commercially orientated; they need to be more ready to take risks in business, though obviously not with the reliability of their products.

2.3.2 Comparison between the view of Quality of products in the United Kingdom and Bangladesh:
Basically, quality of product or services related to some factors, culture of the country, income level of people, customers expectation, and use of technology and so on. In the UK, most of the companies try to meet with British Standards Institution (BSI) standard; here BSI sets the regulation for quality standard. Also most of the companies try to maintain international standard such as ISO 9000 framework. Most of the UK organization practice effective quality management to keep reputation and improvement. Continuous improvement is the Japanese Kaizen method, which is followed by the UK organizations. On the other hand, Bangladesh is a developing country, where more than 50 percent people live in the poverty level and 80 percent depend on the agriculture and level of income of people is low. In this

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country Most of the organizations pursue Bangladesh Standards and Testing Institution (BSTI) framework for quality control of a product. BSTI is the only National Standards body of Bangladesh, is playing an important role in developing and promoting industrial Standardization. To specify a Standard Mark to be called the Bangladesh Standards and Testing Institution Certification Mark which shall be of such design and contain such particulars as may be prescribed to represent a particular Bangladesh Standard.

Task 3 Organizational Performance

3.1 Problems and opportunities for quality improvement:

As every big business, Tescos managers face difficulties in meeting the companys objectives and as well as improving performance. Here are some of the challenges they are facing in the completion of their work: Technological changes: New introduction of technology in Tesco will have to be able to also introduce it and this affect both employees and Tesco because, employees will not know how to use the new technology and they will either have to be trained in order to able to use the new technology. Poor motivation practice: Motivational practices can have a negative effect on people if the wrong one is used. Motivation theory such Douglas Mc Gregors Theory X stipulates that most people are naturally lazy and preferred to be directed and supervised. It also states that people are not interested in responsibilities. Competition threat: As being a big company and always in the limelight, Tescos managers have to do everything in their powers to keep ahead of their competitors and keep their position of market leaders. They have to make sure that their consumers needs and wants are satisfied. Lack of resources: The managers have to be sure that all the resources needed to carry out their daily tasks are always available and ready to be used. If not, work wont be done on tome or not at all and this can result in the slowing down of the company performance. Poor communication between management and employees: Poor or lack of communication will lead to misinterpretation of something or will also lead to a really bad atmosphere within the company as people will be afraid to say their thoughts or might think that they will get punished for what they have said.

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3.2.0 Organisational Performance Improvement Program:

3.2.1 Aims and Objectives
Aims are the long-term goal of a business Objectives are the targets that help firms to achieve their aims For a business to achieve their overall aim the business need objectives. Objectives are the list of plan to achieve the aim. A number of key aims run through many organisations: To survive To grow To become a market leader To develop a long standing family tradition To provide a excellent service

The objectives that will be used to achieve this aim are explained through the SMART objective format:

3.2.2 Objectives of Tesco:

S-Specific they should have a focus and not be vague. The focus is to produce efficient customer service. The customer service should be improved in the next year. M-Measurable-they should include something that can be measured. This can be measured by carrying out questionnaire from the current potential customers. A-Achievable-they should be challenging but possible. By having good quality of goods sold then I think that they will be closer to their aim. R - Realistic- if staff thinks that they are irrelevant or if they cannot be achieved then they are ignored. Which in long term help them to increase more sales. T-Time specific-the objective must have an end date so that success can be measured. This new aim of Tesco should be achieved by the end of the year

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Quality and Systems Management 3.2.3 Mission statement:

The mission statements are intended to provide a sense of common purpose to direct and stimulate the organisation. This statement represents the vision or mission of the organisation. Mission statements change over time to reflect the changing competitive nature of the markets in which business sell. Tescos mission statements:

To be worlds best and largest supermarket retailer. Completely increase value for customers, and to earn their time loyalty.

3.2.4 The organizations vision:

An organisation's vision is reflected in the mission statement; hence vision should be part and parcel of Tesco. In other words, an organisation's mission statement needs to incorporate and accommodate its corporate vision. An organisation's vision is a necessary component of any corporate strategy. In planning a corporate business strategy, it is effective first to develop a corporate vision. Vision is a succinct philosophy defining where an organisation desires to go. Vision is an important integration of the mission statement

3.2.5 Planning and Monitoring of Organisational Performance:

Planning: Planning is the determination of the goals and objectives of an enterprise and the selection, through a systematic consideration of alternatives, of the policies, programs and procedures for achieving them. Planning is also the process of setting goals, developing strategies, and outlining tasks and schedules to accomplish the goals. Planning in Tesco involves setting both long term and short term goals and plan on how to achieve them. The management of Tesco use planning for the following reasons: To offset uncertainty and changes To focus attention on the business objectives To gain economical operation To facilitate control

Monitoring: In Tesco is the regular collection and analysis of information to assist timely decisionmaking, ensure accountability and provide the basis for evaluation and learning. It is a continuing function that uses methodical collection of data to provide management and the main stakeholders of an ongoing project or programme with early indications of progress and achievement of objectives. Monitoring is used in Tesco to:

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Monitor the set objectives of the business Help in the forecast of their sales Control their monetary, capital and production budget

3.2.6 Improve Performance by Risk Assessment and Monitoring:

Risk Assessment: The Board has overall responsibility for internal control, including risk management, and sets appropriate policies having regard to the objectives of the Group. Executive management has the responsibility for the identification, evaluation and management of financial and non-financial risks and for the implementation and maintenance of control systems in accordance with the Boards policies. Risk management process at the highest level, the Board considers strategic risk every time it meets. The two-day Board Conference, referred to earlier, considers where future opportunities and risks lie and helps shape our corporate strategy going forward. Risk Monitoring: The monitoring of strategic and operational risks are responsibilities of the Board and line managers respectively. The Board maintains the Key Risk Register and considers at their formal risk assessments whether the actions being taken in mitigation are sufficient. The Internal Audit function also operates on a risk-based approach helping managers with their risk responsibilities and advising on appropriate controls. Overall, the Audit Committee seeks to ensure that the whole management process provides adequate control over all major risks to the Group.

3.2.7 Improve Performance by Health and Safety Issues of staffs:

Take care of staffs such as: Health and safety issues: Abiding by the different rules and regulations of health and safety has proven to be beneficial to Tesco, To retain and attract customers and workers, all the outlets of Tesco are safe and healthy because the managers comply by the different regulations like Health and Safety at Workplace Act 1974, RIDDOR, etc. All managers are provided with training on health and safety legislation and internal processes supporting this at least every two years any measure will be taken to avoid unpleasant situation.

3.2.8 Improve Performance by Business Process Re-Engineering:

In order to fit with the current environment, the company has to think of ways to adapt to the change. That means, the company must transform from Mass Production to Mass Customization. A solution to this is Business Process Reengineering (BPR). According to Hammer and Champy (1993), BPR is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed. It can help the company to achieve dramatic improvements in product, quality, customer satisfaction, and job satisfaction. That is, it can help the company to survive in todays business environment.

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Quality and Systems Management 3.2.9 SWOT and PESTEL Analysis for improving performance:
SWOT - This is another method of helping management to reduce the risk involved in making decision in a dynamic industry. It involves analysing the current position of a product, a department or even the whole organisation, and trying to identify its possible future course of action, by looking at its Strengths, Weaknesses, Opportunities and Threats. PESTEL - A PESTEL analysis in Tesco to be able to increase the business performance with identifying and evaluating the Political, Economic, Social, Technological, Environmental and Legal factors.

3.2.10 Definition of Stakeholder:

Stakeholder: A stakeholder in an organization is any group or individual who can affect or is affected by the achievement of the organizations objectives. (R. Edward Freeman, 46). Such as shareholders, customers, investors, employees, the media, government and non-government organizations.

3.2.11 Common interests of stakeholders:

The different stakeholder groups have different interests some in common with other stakeholders and some in conflict. Examples of common interests: Shareholders and employees have a common interest in the success of the organization. High profits which not only lead to high dividends but also job security. Suppliers have an interest in the growth and prosperity of Tesco.

3.2.12 Internal and connected stakeholders:

Internal stakeholders include normal employees and managers of a business. In Tesco, the shareholders, the customers and other groups or individuals are involved in the business. These people are called connected stakeholders. All these are very important to Tesco. 1. Employees: All the employees are important stakeholder to Tesco. The reason for this, that employees are closely involved with organisation. The expectations that the employees have on Tesco are: A clean and safe working environment Job security

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Competitive pay rates and benefits Bonuses 2. Shareholders: This group of stakeholders are interested in the financial part of the Tesco. The expectations that the shareholders has on Tesco are: Shareholders of Tesco want to receive a large and increasing proportion if the profits They also hope the companys share price will rise companys

3. Customers: Tesco are mainly focused on customers. This means that Tesco has to fill the expectations of their customers. These include: Good quality products delivered on time Fair prices After sales service and support, especially for high- technology products. 4. Bankers: Banks and other financial organisations lend money to Tesco and will be concerned that their money is saved. They want Tesco to run successfully and to earn profits.

3.2.13 External stakeholders:

External stakeholders include individuals or organisations that have interest in the business but do not do anything and have no relationship with that business. 1. Government agencies: The government has lots of reasons to be interested in Tesco: The Inland Revenue collects income tax and corporation tax for Tesco. It is interested in the financial affairs of Tesco Customs and Excise collects Tescos taxes. It collects value added tax (VAT) 2. Pressure groups: These organisations are groups of people who combine to promote a particular view or cause. Pressure groups attempt to influence Tesco by: Campaigning Taking direct action against some firms.

4.0 Conclusion:
In general, Tesco has clearly mission and objectives. Its culture helps to achieve its objectives. Tesco has effective strategy, communication, leadership, planning and monitoring process, and team

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approach management system etc. There are many ways to motivate staff in Tesco. Objectives, culture, strategy, structure, communication, groups & teams, motivation are linked together.

5.0 Recommendations:
The grocery industry is very saturated. This made it very necessary that Tesco find new ways of finding new areas for growth. Added to this, is the ever-changing environment situation. Tesco might adopt to help them keep their current customers and attract new ones as: Increase advertising through TV, radio, newspapers, public transport Increase products e.g. books, CDs, DVDs Increase salaries and promotion to motivate staff Provide first class service for every customer Establish branches in more countries Improving Information Technology like: Self-Scanning Cart System, Auto-ID, Smart cards and Expiry Alarm System etc.

6.0 References:

6.1 Books:
1 2 3 4 5 6 7 8 9 Brassington, F & Pettitts (2003) Principles of Marketing, 3 rd Edition, Harlow, Pearson Education ltd Davis, Aquilano, & Chase. (1999). Fundamentals of operations management, 3rd Hammer, M., Champy, J. (1993), Relationship marketing, 2nd Ed. Marcouse, I, Gillespie, A, Martin, B, Surridge, M, Wall, N (2003) Business Studies (2 nd edn) Bookpoint Ltd Naylor, J (2002) Introduction to Operations Management, 2 nd Edition, Harlow, Pearson Education ltd P. Robbins & Mary Coulter (2005). Management (8th Edition) Quality and Systems Management, RDI-2008 Strategic Management by R. Edward Freeman, 2nd Ed, 1990 Small business management, An entrepreneurial emphasis, 13 Edition, Justin G. Longenecker, Carlose W. Moore, J. William Petty, Leslie E. Palich

10 Williams, R (1998) Performance Management. London: International Thomson Business Press (Essential Business Psychology Series). 11 Quality and System Management, Level-7, RDI Workbook.

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6.2 Websites:
1. www.answers.yahoo.com/question/index/09/04/2012 2. www.google.com/business_term/19/04/2012 3. www.janus.state.me.us/legis/statutes/16/title16sec611.html/25/04/2012 4. www.laurea.fi/quality_terms.jsp/25/04/2012 5. www.marketingteacher.com/28/04/2012 6. www.quickmba.com/01/05/2012 7. www.qualitydigest.com/02/05/2012 8. www.tesco.com/05/05/2012 9. www.tesco.com/inf_recent/19/04/2012 10. www.dti.gov.uk/quality/qms/18/04/2012 11. www.netmba.com/05/05/2012

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