Department of Business Management & Entrepreneurship

College of Arts and Sciences

San Beda College

COURSE SYLLABUS
Second Semester, AY 2016-2017

Vision-Mission Statement ​: San Beda College, a Catholic educational institution, is committed to the Christian formation of the Bedan Community as its
service to the Church, the Philippine society, and the world.
Vision : San Beda College envisions a community that is Fully Human, Wholly Christian, Truly Filipino, and Globally Competitive.
Mission : San Beda College aims to form its members in Faith, Knowledge, and Virtue
Core Values​ : Inculcate in the students the Benedictine core values of Prayer and Work (​o​ ra et labora) that include Study, Community, and
Pursuit of Peace

Course Title : TOTAL QUALITY MANAGEMENT (TQM)

Course Code : MGT06
Prerequisite : MGT05
Credits : 3 units

Instructor : ​ Prof. George A. Lu, BSMath, MSME, Ph.D. in Human Resource Management
Email : sirg2007@gmail.com
Office: Office of the Department of Business Management & Entrepreneurship, 3​rd​ floor, St. Anselm’s Bldg.
Consultation Hours : TBA
V​enue : D.B.M.E.​ ​Office 3​rd​ floor, St. Anselm’s Building

I. Course Description
: ​This course is for students seeking a comprehensive introduction to TQM. The course is multi-disciplinary and includes elements
relating to marketing, design of services (products) and processes, organizational behavior, operations management, problem solving
methods, organizational administration, and statistical applications for service organizations and manufacturing. Topics include
evolution of theory; TQM models, tools, and techniques; development of TQM teams; production of graphs and charts; strategies for
meeting customer expectations; benchmarking; and comparison of TQM applications.
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 II. Course Objectives:
At the end of the , the students should be able to:
1. Develop an analytical, technical and managerial skills and knowledgeable frameworks in the approaches to quality management problems.
2. Demonstrate a better understanding of the concept of quality in products and services, customer satisfaction, understanding of quality initiatives such as ISO
9000.
3. Affirm the importance of the course in the success of the business and nation building as a whole.
4. Appreciate the elements of a Quality system such as the terms, definitions, philosophy and strategies for implementation.
5. Apply the theories and concepts with the use of case studies relating to total quality management.
6. Use skills building and conceptual frameworks for quality control through readings, class discussions, assignments, term project, lectures, and case analyses
7. Apply the theories towards shaping themselves into the Christian formation of the Bedan Community as its service to the Church, the Philippine society and the
world.
8. Apply the Benedictine core values of prayer and work that include study, community and pursuit of peace.

III. Course Outline

Course Time Assessment Tools /
Learning Outcomes Topics Teaching Strategies / Activities
Objectives Allotment Tasks
1​st​ week Course Orientation and Policies, Standards,
Guidelines (PSG) Discussion
CO 1,2,3, ● Recognize the basic concepts, 2​nd​ week Introduction to Quality ● Lecture and guided discussion ● Objective Test
4,5 & 8 philosophies and importance of -Defining Quality ● Open Forum ● Collaborative Work
quality and performance -History of Quality Management ● Sharing session ● Journal Critique
● Compare and contrast quality -Application of Quality in Manufacturing
in service and manufacturing and Service
● Briefly discuss the historical -Quality in Business Support Functions
evolution of Quality -Quality and Competitive Advantage
Management -Quality and Personal Value
● Analyze the factors that
contributed to the increased
awareness of quality in modern
business.
CO 3, 4, 5 ● Compare and contrast 3​rd​ week Foundations of Quality Management ● Lecture ● Minute Paper
Deming, Crossby and Juran -The Deming Philosophy ● Class Discussion ● Comparing and
Philosophy of quality and -The Juran Philosophy ● Open forum Contrasting
-The Crossby Philosophy ● Sharing session ● Journal
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 check its reliability to -Other Quality Philosophers ● Case Analysis ● Collaborative
present business practices. -Principles, Practices, and Techniques of work
● Identify and analyze Quality Management
Deming’s System of -Variation and Statistical Thinking
Profound Knowledge. -Quality Management System
● Learn and appreciate the key
contributions of other quality
philosophers
● Explain the eight principles
of quality management
CO 2,3, 4, ● Demonstrate the importance of 4​th – ​Week Customer Focus ● Lecture ● Objective test
7&8 customer-supplier relationships -Customer Satisfaction and Engagement ● Open forum ● Muddiest Point
to achievement performance -Identifying Customers ● Sharing session ● Brainstorming
excellence​. -Understanding Customers Need ● Case Analysis ● Collaborative
● Identify specific issues of -Linking Customers Need to Design, Work
customer focus that are Production, and Service Delivery
addressed in the ISO -Building a Customer-Focused
9000:2000. Organization
-Managing Customer Relationships
-Measuring Customer Satisfaction and
Engagement
CO 2,3, 4, ● Explain and critique the logical 5​th​ Week Wok force Focus ● Lecture ● Problem
5, 7 & 8 relationship between customer -The Evolution of Workforce ● Class Recognition tasks
satisfaction and employee Management Discussion ● Collaborative
satisfaction. -High Performance Work Culture ● Sharing session learning
● Recognize the factors that -Principles of Workforce Engagement ● Case Analysis ● Critique
characterize high performance and Motivation
work. -Designing High-Performance Work
● Compare and contrast job Systems
enrichment and job
-Assessing Workforce Effectiveness,
enlargement; quality circles and
Satisfaction, and Engagement
self-managed teams.
-Sustaining High-Performance Work
Systems

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 ● Explain some modern practices
for hiring, workforce learning,
and career development.
CO 1,3,5, ● Illustrate the application of a 6​th​ Week
6, 7 variety of tools for process
improvement.
● Demonstrate how process
management is addressed in
ISO 9000:2000 criteria.
● Explain the differences
between designing processes
for manufactured goods and
services.
C0 1,2, 3 ● Explain the importance of
&5 statistics in quality
management.
● Identify different statistical
tools/techniques used in quality
management.
9​TH​ Week
CO ● Describe the steps of product 10​th​ Week
1,2,3,4,5, 7 design and development
&8 process.
● Explain what is meant by
Design for Six Sigma and
explain basic elements of
DFSS.
● Illustrate the process of
building the House of
Quality.
● Classify the different forms
of product testing.
Process Focus ● Lecture ● Objective Test
-Process Management ● Class ● Collaborative
-Identifying Process and Requirements Discussion/open learning
-Process Design forum ● Problem
-Process Control ● Sharing session recognition
-Process Improvement ● Case Analysis ● Documented
-Managing Supply Chain Processes problem solution
7​th – 8TH Statistical Methods in Quality Management • Lecture ● Problem Sets
Week -Basic Probability Concepts • Class Discussion ● Case study
-Probability Distribution • Sharing session ● Board work
-Statistical Methodology • Case Analysis ● Journal Critique
-Statistical Inference
MIDTERM EXAMINATION
Design for Quality and Product Excellence ● Lecture •O​ bjective Tests
-Product Development • Class Discussion • Critique Paper
-Concept Development and Innovation • Sharing session • Journal Critique
-Detailed Design • Case Analysis
-Design for Reliability
-Design for Optimization
-Design Verification
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CO 1, 3,5, ● Present and explain the
7&8 different tools and techniques
used in quality management.
● Explain the acronyms SMART
as use in quality measurement.
● Outline measurement and
explain the difference between
measures and indicators.
CO 1, 3,5, ● Check and apply the six sigma
7&8 and its principles and how it
differs with TQM.
● Determine the factors that
should be considered when
selecting six sigma projects.
● Explain the steps of the
Deming cycle.
● Classify and explain different
categories into which quality
all quality problem solving can
be classified.
CO 1,2, ● Explain the purpose and logic
3,4, 5 & 6 of the Baldrige criteria
framework and why each
element is important in any
organization. As well as, apply
the approaches of its use.
CO 3, 4, 5 ● Describe the role of quality in
strategy formulation and
implementation.
● Demonstrate the key practices
for a strategic focus on
performance excellence.
11​th​- Week Measuring and Controlling Quality • Lecture ● Objective Tests
-Measurement for Quality Control • Class Discussion ● Collaborative learning
-Measurement System Evaluation • Open forum ● Reflective Exercises
-Process Capability Measurement • Sharing session
-Pre-Control • Case Analysis
-Statistical Process Control
-Control Charts for Variable Data
-Control Charts for Attributes Data
-Implementing Statistical Process Control
12​th – ​Week Process Improvement and Six Sigma • Lecture ● Critique Paper
-Process Improvement Methodologies • Class Discussion ● Reflective exercises
-Six Sigma • Report ● Solving Problems and
-Implementing Six Sigma • Open forum developing plans
-Using the DMAIC Process • Sharing session
-Lean Tools for Process Improvement • Case Analysis
13​ ​-Week The Bridge Framework for Performance • Lecture ● Objective Tests
Excellence • Class Discussion ● Collaborative Learning
-Criteria for High Performance • Report ● Journal review
Excellence • Open forum
-International Quality and Performance • Sharing session
Excellence Program • Case Analysis
-Baldrige, ISO 9000, and Six Sigma
14​th​ Week Strategy and Performance Excellence • Lecture ● Collaborative learning
-The Scope of Strategic Planning • Class Discussion ● Journal Critique
-The Seven Management and Planning • Sharing session ● Muddiest Point
Tools • Case Analysis
-Organizational Design for Performance
Excellence
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 ● Outline the elements of a -Core Competencies and Strategic Work
typical strategic planning System Design
process.
15​th​ Week easurement and Knowledge Management for ● Lecture ● Muddiest Point
Performance Excellence • Class Discussion ● Guided Discussions
-The Value and Scope of Performance • Open forum ● Seatwork
Measurement • Sharing session ● Assignment
-Designing Effective Performance • Case Analysis
Measurement System
-Analyzing and Using Performance Data
-Managing Information Resource
-Knowledge Management

● Develop key measurements and 16​th​ Week adership for Performance Excellence ● Lecture ● Journal Critique
CO 1, 2, 3, tools in reaching management, • Class Discussion ● Collaborative
-Leadership Competencies and Practices
5, 6, 7 & 8 leadership and sustaining • Open forum Assessment
-Leadership Theory and Practice • Sharing session ● Collaborative
performance excellence. -Leadership, Governance, and Societal • Case Analysis learning
Responsibilities

17​th​ Week ilding and Sustaining Quality and Performance Lecture ● Chapter Tests
Excellence • Class Discussion ● Knowledge forum
• Open forum
-Organizational Culture and Change
• Sharing session
-Strategies for Quality and Performance • Case Analysis
Excellence
-Their Journey Toward Performance
Excellence
18​th​ Week FINAL EXAMINATION
IV. Grading System and Grade Procedure
The following shall be the bases of computing the Midterm and Final Grades: 
MIDTERM GRADE:  FINAL GRADE: 
Quizzes  50%  All Quizzes (Midterms & Finals)  40% 
Case Studies, Reflection Notebook, Guided Discussions and other assignments  20%  Midterm Exams  20% 
Midterm Exams  30%  Final Exams  30% 
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    Practice  Set,  Projects,  Case  Studies,  Guided  Discussion Reflection Notebooks  10% 
and other assignments 
Midterm Grade  100%  Final Grade  100% 

GRADE SYSTEM:
Grade 
Equivalence  Description 
Point 
1.00  97-100  Excellent 
1.25  92-96  Superior 
1.50  87-91  Very Good 
1.75  82-86  Above Average 
2.00  77-81  Good 
2.25  72-76  Very Satisfactory 
2.50  68-71  Satisfactory 
2.75  64-67  Fair 
3.00  60-63  Passed 
5.00  Below 60  Failed 
VI. Course References:
1. Prescribed textbook: ​Evans, James R and Lindsay, William M.​ ​2014. ​Total Quality Management (9​th ​Edition).​ Singapore: Cengage Learning.
2. Supplementary readings and reference materials:
2.1 Besterfield, Dale, et.al., 2003. ​Total Quality Management​. Singapore: Pearson Education, Inc.
2.2 Evans, James & Lindsay, William M. 1999. ​The Management and Control of Quality​. South-Western.
2.3 Evans, James. 2007. ​Total Quality Management, Organization, and Strategy 4​th​ Edition.​ Singapore: Thomson.
2.4 Ramasamy, Subburaj. 2005. ​Total Quality Management​. Singapore: McGraw Hill Publishing Company.
2.5 S. Kumar. 2006. ​Total Quality Management​. Firewall Media.
2.6 Summer, Donna. 2009. ​Quality Management 2​nd​ Edition​. New Jersey, Inc.
Prepared by:

Prof. George A. Lu, Ph.D.

Faculty, Department of Business Management and Entrepreneurship
Noted by: Approved by:

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​ rof. Maria Pamela G. Tendero, MBA
P Prof. Joffre M. Alajar, C.P.A.;D.B.A.
Chairman, Department of Business Management and Entrepreneurship Vice-Dean, Accountancy and Business Cluster