Short Title:Quality Management
Full Title:Quality Management
Module Code:QUAL H3002
Credits: 5
Field of Study:Management and administration
Module Delivered in 1 programme(s)
Module Author:Kevin Conroy
Module Description:The aims of this module are: to comprehend and articulate contemporary approaches to quality management that view product/service reliability as a given in order to compete; to integrate the principles and practices of Lean, Six Sigma and High Performance Organisation within a Business Excellence Model (BEM) that is unique to each company; to understand quality’s multi-dimensions, both qualitative and quantitative, in private and public organisations at different stages of development; to appraise how world-class excellence evolves through models such as BEM/TQM that effect, not only sustainable unit cost and revenue growth, but the learning and relationships that improve organisational absorptive capacity to deal with an increasingly unpredictable commercial future in a knowledge based economy; to reflect, analyse and synthesise in the student’s own context, the principles and practices of TQM to raise the standard of service / product/ process; to explore ways of tailoring techniques to the needs and development stage of individual organisations, so as to be able to express evidence-based opinions to a multidisciplinary team improving their organisation’s capability and economic value.
Learning Outcomes
On successful completion of this module the learner will be able to:
LO1 Demonstrate an understanding and relevant application of Quality Management Systems, leading international awards, business excellence models (BEM), ISO 9000 & 14000 core certification families.
LO2 Identify, critically evaluate and communicate the principles, perspectives and practices of TQM.
LO3 Identify the main factors and steps in managing the process of introducing a QMS and TQM.
LO4 Demonstrate an understanding of the appropriate management of tools of quality costing programmes, problem solving, especially of qualitative data in kaizen, and other quality management techniques such as benchmarking and quality function deployment.

Module Content & Assessment

Course Work
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Continuous Assessment Students write an academic paper based on a list of selected readings, applying theory to the student’s situation / plan for implementing TQM.   30.00 n/a
End of Module Formal Examination
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Formal Exam End-of-Semester Final Examination 1,2,3,4 70.00 End-of-Semester

TU Dublin – Tallaght Campus reserves the right to alter the nature and timings of assessment


Module Workload

This module has no Full Time workload.
This module has no Part Time workload.

Module Resources

Required Book Resources
  • Barrie G. Dale, Ton van der Wiele, Jos van Iwaarden 2007, Managing Quality, 5th Edition Ed. [ISBN: 1405142790]
  • A booklet, complementing the text & notes on the class website (Moodle), n/a
  • Dale, Barrie,G.,Bunney, H. (1999) Total Quality Management Blueprint Wiley-Blackwell., n/a
Recommended Book Resources
  • Walden D. & Shiba S 2001, Four Practical Revolutions in Management: Systems for Creating Organizational Capabilities, Productivity Press Inc. [ISBN: ISBN 1563272172]
  • Rao, A 1996, Total Quality Management, Wiley
  • Liker, J., Franz,J.K. (2011) The Toyota Way to Continuous Improvement, n/a
  • Pirsig Robert M 1974, Zen and the Art of Motorcycle Maintenance, Vintage
  • Conroy, K 2006, The Next 63 Days, Chapter 4: Principles to Practice & The Post It Method, Trafford Publisher
  • George M.L, Lean Six Sigma for Service: How to Use Lean Speed & Six Sigma Quality to Improve Services & Transactions, McGraw-Hill Pub. Co
  • Brussee, W, Statistics for Six Sigma: Made Easy!, Paperback McGraw Hill Higher Education
  • John Maxey , David Rowlands, Michael L. George, Malcolm Upton, The Lean Six Sigma Pocket Tool book: A Quick Reference Guide to 70 Tools for Improving Quality and Speed, Paperback McGraw-Hill Publishing Co
  • Liker, J.K 2004, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, McGraw-Hill Education
  • Liker, J.K 2005, n/a, The Toyota Way Field Book, McGraw-Hill Publishing Co
Recommended Article/Paper Resources
  • Hammer M. (2004) “Deep Change. How Operational Innovation Can Transform your Company”. Harvard Business Review. April. n/a
  • Heskett, J.L. et al (1994) “Putting the Service-Profit Chain to Work”. Harvard Business Review, Mar-Apr. n/a
  • Lee T.H. (1994) “Systemic Approach to Management: TQM & Planning”, Center for Quality of Management Journal, Fall Vol.3 No.4 p.24ff. n/a
  • Liker Jeffrey K. & James M. Morgan (2006) “The Toyota Way in Services: The Case of Lean Product Development”. The Academy of Management Perspectives, Vol.20, No.2 May. n/a
  • Mehri, D. (2006) “The Darker Side of Lean: An Insider’s Perspective on the Realities of the Toyota Production System”. The Academy of Management Perspectives, Vol.20, No.2 May. n/a
  • Reinertsen D. (2005) “Let if Flow. How Lean Product Development sparked a revolution. Industrial Engineer. June n/a
  • Williams R., Bertsch B., van der Wiele A., van Iwaarden J., Dale B. (2006) “Self Assessment Against Business Excellence Models: A Critique and Perspective”. Total Quality Management vol.17, No.10. n/a
  • Williams,R.,van der Wiele, T., van Iwaarden, J., Bertsch, B. Dale, B. (2006) “Quality Management: The New Challenges”, Total Quality Management, Vol.17, No.10, Dec. n/a
Other Resources

Module Delivered in

Programme Code Programme Semester Delivery
TA_BTECH_D Bachelor of Science in the Management of Innovation and Technology 6 Mandatory