I. General Information

1. Course Title:
Quality and Performance Management

2. Course Prefix & Number:
BUSN 2108

3. Course Credits and Contact Hours:

Credits: 3

Lecture Hours: 3

4. Course Description:

This course is a study of continuous improvement in the quality, productivity, and performance of products and services. A systems approach combining management philosophy, team-building, and statistical tools are used to control and improve business processes.

5. Placement Tests Required:

6. Prerequisite Courses:

There are no prerequisites for this course.

9. Co-requisite Courses:

There are no corequisites for this course.

II. Transfer and Articulation

1. Course Equivalency - similar course from other regional institutions:

St. Cloud State University, MGMT 486 Managing for Quality, 3 credits
Bemidji State University, IT4880 Total Quality Management, 3 credits

3. Prior Learning - the following prior learning methods are acceptable for this course:

• Written
• Oral
• Demonstration
• Portfolio

III. Course Purpose

1. Program-Applicable Courses – This course is required for the following program(s):

Business Management, AAS Degree

IV. Learning Outcomes

1. College-Wide Outcomes

College-Wide Outcomes/Competencies	Students will be able to:
Analyze and follow a sequence of operations	Complete statistical process control charts.
Work as a team member to achieve shared goals	Complete team decision making presentation.

2. Course Specific Outcomes - Students will be able to achieve the following measurable goals upon completion of the course:

• Review the foundations of quality management
• Analyze quality management with a customer, workforce, and process focus
• Demonstrate statistical methods in quality management for process improvement
• Explain strategies for design, quality and product excellence
• Evaluate measurements for controlling quality
• Review process improvement methodologies
• Assess the Baldrige Framework for performance excellence
• Describe the value and scope of performance measurement
• Compare leadership competencies for performance excellence
• Define and drive the organizational culture for quality & performance excellence

V. Topical Outline

Listed below are major areas of content typically covered in this course.

1. Lecture Sessions

1. Principles of quality
• Introduction to qualityDefine quality
• History of quality management
• Quality in manufacturing
• Quality in service organization
• Quality in business support functions
• The role of the quality function
• Quality and competitive advantage
• Quality and personal values
• Foundations of quality management
• The Deming philosophy
• The Juran philosophy
• The Crosby philosophy
• Principles, practices, and techniques of quality management
• Variation and statistical thinking
• Quality management systems
• Customer focus
• Customer satisfaction and engagement
• Identifying customers
• Understanding customer needs
• Linking customer needs to design, production, and service delivery
• Building a customer-focused organization
• Managing customer relationships
• Measuring customer satisfaction and engagement
• Workforce focus
• The evolution of workforce management
• High-performance work culture
• Principles of workforce engagement and motivation
• Designing high-performance work systems
• Assessing workforce effectiveness, satisfaction, and engagement
• Sustaining high-performance work systems
• Process focus
• Process management
• Identifying processes and requirements
• Process design
• Process control
• Process improvement
• Managing supply chain processes
2. Tools and techniques for quality
• Statistical methods in quality management
• Basic probability concepts
• Probability distributions
• Statistical methodology
• Statistical analysis with Microsoft Excel
• Statistical inference
• Design for quality and product excellence
• Product development
• Concept development and innovation
• Detailed design
• Design for reliability
• Design optimization
• Design verification
• Measuring and controlling quality
• Measurement for quality control
• Measurement system evaluation
• Process capability measurement
• Statistical process control
• Control charts for variables data
• Control charts for attributes data
• Summary of control chart construction
• Implementing statistical process control
• Process improvement and Six Sigma
• Process improvement methodologies
• Six Sigma
• Implementing six Sigma
• Using the DMAIC process
• Lean tools for process improvement 
3. Managing for performance excellence
4. The Baldridge framework for performance excellence
• The Baldridge excellence framework
• International quality and performance excellence programs
• Baldrige, ISO 9000, and Six Sigma
• Strategy and performance excellence
• The scope of strategic planning
• The seven management and planning tools
• Organizational design for performance excellence
• Core competencies and strategic work system design
• Measurement and knowledge management for performance excellence
• The value and scope of performance measurement
• Designing effective performance measurement systems
• Analyzing and using performance data
• Managing information resources
• Knowledge management
• Leadership for performance excellence
• Leadership competencies and practices
• Leadership theory and practice
• Leadership, governance, and societal responsibilities
• Building and sustaining quality and performance excellence
• Organizational culture and change
• Strategies for quality and performance excellence
• The journey toward performance excellence
• A view toward the future