Microsoft PowerPoint gos-chapter4-Competency ppt [Compatibility Mode]

Table
 
4.5
Comparison
of
quality
management
systems
Statistical 
Quality 
Control (SQC) 
Total Quality 
Management (TQC) 
Quality-based Global Operations 
Strategy (QGOS) 
V R&D 
Low relevance 
Cross-functional
integration. 
Cross-border global R&D networks. 
Purchasing Moderate
relevance 
Cross-functional
integration. 
Cross-border purchasing, global supply 
management. 
Production High relevance 
High priority, cross-
functional integration. 
Cross-border production networks, high 
risks. 
Distribution Low relevance 
High priority, cross-
functional integration. 
Cross-border, cross-organization 
logistics. 
Marketing Irrelevant 
High 
priority, 
cross-
functional integration 
Globalization and localization, cross-
value concerns. 
Post-sales 
service 
Irrelevant Cross-functional 
corporate integration. 
Cross-value concerns. 
H Cross-
function 
Within production 
function 
Cross R&D, purchasing,
production, distribution, 
marketing and service. 
Cross-function with larger operation 
complexity. 
Cross-
border 
Irrelevant Cross 
physical 
separation and cultural 
separation. 
Cross political separation, cultural 
separation, physical separation, 
developmental separation and relational 
separation. 
Cross-
organization 
Irrelevant Cross 
standard 
organizations, suppliers, 
service carriers, 
retailers. 
Cross government, standards 
organizations, ethics pressure groups, 
media, stakeholders, suppliers, global 
logistics providers, service carriers, 
retailers and customer-advocacy 
organizations. 
Cross-value Economic value Economic value and
limited social value. 
Cross economic, social and 
environmental values. 

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CASE EXAMPLE: QUALITY EXCELLENCE IN BOSCH
Case questions
1.
What is the role of “employee involvement” in Bosch’s quality 
management system?
2.
Is Bosch’s quality system a TQM system?
3.
Which challenges of quality management will Bosch encounter in global 
marketplaces? Can Bosch’s quality principles effectively deal with these global 
challenges?
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4.5 TIME COMPETENCY
4.5.1 Concept of time competency
Stalk (1988) introduced time-based competency (TBC) as “the next source of 
competitive advantage”. 
Time-based competency argues that a firm’s competitive advantage lies in its 
ability to rapidly deliver services or products, and presents the need to reduce 
the time cycle involved with each stage of production included in the delivery of a 
service or a product, which means shortening the time required for product design, 
new product introduction, raw materials purchasing, parts and components production, 
assembly, distribution, marketing and sales. 

A number of firms have since implemented TBC initiatives, including Toyota, 
Honda, Citicorp, AT&T, GE, HP, ABB, Seven-11, Federal Express and Domino’s Pizza.
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4.5 TIME COMPETENCY
4.5.1 Concept of time competency
Time-based competency, with customer responsiveness as a critical measure, can lead 
to a combination of production efficiencies and customer service improvement. 
Time-based competency can be accomplished by introducing market-oriented methods to 
manufacturing companies, and implementing cross-functional integration between a 
company’s design, manufacturing and marketing arms. 
Time-based competency can lead to operational and financial benefits which include: 
•
Improved customer satisfaction and customer loyalty,
•
Improved productivity, 
•
Reduced costs,
•
Increased market share, and
•
Increased revenue and profit.
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4.5 TIME COMPETENCY
4.5.2 Time-based global operations strategy
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