I.
S Sender
Sender (source) is the one from whom the thought originates with the help of
communication skills, Attitude, Knowledge, Social System and Culture.
on the listeners
Knowledge: the clarity of the information with in-depth knowledge which the
speaker wants to convey to the second party and ready to answer any questions
Social System: the sentiments, cultural beliefs, religious feelings of the second party
Culture: the cultural background of the community or the listeners where the speaker
is communicating or delivering his speech.
M - Message
When an individual converts his thoughts into words, a message is created. Any message
further comprises of the following elements:
Content: the matter or the script of the conversation. It is in simpler words, the
backbone of any communication which has to be sensible, accurate, crisp, related to
gestures
Treatment: the way one treats his message and is conveys to the listeners.
Structure: in order to convey the message in the most desired form.
Code: body movements, language, expressions, gestures which enable receivers to
decode the correct information.
C - Channel
Channel - Channel actually refers to the medium how the information flows from the
sender to the receiver.
R - Receiver
When the message reaches the receiver, he tries to understand what the listener actually
wants to convey and then responds accordingly. This is also called as decoding.
The receiver should be on the same platform as the speaker for smooth flow of
information and better understanding of the message.
2. Problems facing by Bufab Taiwan when communicating with other Bufab sisters
We addressed that the lack of comprehensive communication is the main reason making
other Bufab sisters not using Bufab Taiwan service. As such, we tackle this problem by
showing what should be improved by Bufab Taiwan when communicating with other
sister companies.
Applying the Berlos communication model, there is some chosen factors were not
applied correctly by Bufab Taiwan which are
- Senders: Being a multinational corporation located in 23 countries with more than
800 employees from different countries, Bufab Group definitely was challenged by
Culture and Social system differences; and these are two of the big problems for
Bufab Taiwan also.
Message: Being considered performing well and contributing a great part in the
Groups cost reduction, however, Bufab Taiwan has not earned the creditability from
others sister yet due to the way they deliver the message, in other words, the Context
of message from Bufab Taiwan to sisters. With the same amount of information and
number it is crucial to choose the right context to make communication process
successfully between two parties.
Besides, one missing an essential step in the communications process of Berlo is
feedback. There is Inadequate Feedback from other sister company after being
introduced by Bufab Taiwan. Without that, Bufab Taiwan cannot know if the receiver
received or understood the message.
In the limitation of this research, we try to solve the most critical problem Context
of message sending out by Bufab Taiwan to other sisters, which, in our strong belief
would help to maximize the efficiency and effectiveness of the two parties
communication, as such increase the performance of not only Bufab Taiwan but also
the whole Bufab Group in the near future.
II.
SPQL MODEL
1. Quality Management Q Part
1.1 Literature Review
1.1.1 Quality management and its principles
There are different assumptions defining Quality from the simple till the
complicated ones.
Quality is fitness for use (Juran, 1989).
Quality is conformance to requirements (Crosby, 1996).
Quality should be aimed at the needs of the consumer, present and future
(Deming, 1986).
Quality is the total composite product and service characteristics of marketing,
engineering and maintenance through which the product and service in use will meet
the expectations of the customer (Feigenbaum, 1991). Quality is the totality of
features and characteristics of a product or service that bear on its ability to satisfy
stated or implied needs (ISO 9000).
The American National Standards Institute (ANSI) and the American Society for
Quality Control (ASQC) 1978, define quality as the totality of features and
characteristics of a product or service that bears on its ability to satisfy given needs.
The European Foundation for Quality Management (EFQM) defines quality as to
meet the needs and expectations of the customers, personnel, financial stakeholders
and society (Geraedts, et al., 2001).
Based on the definitions above, it can be concluded that quality is focused on
customer. Customer focused quality is driven by customer satisfaction and has
become the principle definition of quality from a managerial perspective. Quality is
meeting and exceeding customer needs and expectations.
As such, Quality management ensures that an organization, product or service is
consistent. It has four main components: quality planning, quality control, quality
assurance and quality improvement. Quality management is focused not only on
product and service quality, but also on the means to achieve it. Quality management,
therefore, uses quality assurance and control of processes as well as products to
achieve more consistent quality.
4
Over time, the theory of quality management was developed on the basis of
contributions from quality leaders (e.g. Deming, 1982), formal evaluation models
(e.g. EQA, MBNQA) and results of measurement studies or empirical research (e.g.
Saraph et al., 1989; Flynn et al., 1994; Conca, Llopis, & Tari, 2004; Tari, Molina, &
Castejon, 2007). On these bases a number of authors identied the key factors of
quality management. For example, Conca et al. (2004) extracted eight key factors:
leadership, quality planning, employee management, supplier management, customer
focus, process management, continuous improvement and learning. A similar
classication was proposed by other authors (e.g. Fuentes, Montes, & Fernandez,
2006; Tari et al., 2007, Zakuan, Yusof, Laosirihongth- ong, & Shaharoun, 2012).
Applying the same dimensions, in the guidlelines for Quality Management principles
of ISO there are 8 keys factors as the figure below
improvement:
Process
stability
is
related
to
continuous
Quality improvement
1.1.3.1 PDCA cycle (Deming Cycle)
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1.1.3
source inspection, 60%; 100% inspection (poka-yoke), 30%; immediate action, 10%.
Figure of cost of defects (after Lynch, 1989) below indicates the importance of defect
detection at source for cost reduction. Therefore, the costs derived from producing
defective parts are eliminated.
1.1.4
It is widely believed that the underlying practices in QM are essential for effective
management and help to generate a sustainable competitive advantage. While QM
can improve the performance of existing organisational processes, dynamic market
conditions also require an organisation to explore and innovate (Owlia, 2010; Yang &
Wei, 2010). Organisations need to simultaneously exploit existing resources and
explore new skills, capabilities, and resources to meet emerging challenges
Organisations use quality management (QM) to improve process performance.
However, further improvements and business excellence require acquisition and
integration of new knowledge organisation-wide. It is a challenge for managers to
design and execute QM practices so that they create new knowledge as well.
QM practices such as CI (continuous improvement), SQC (Stastical quality
control), customer satisfaction management, process management practices,
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12
Bufab Taiwan lab was ISO 9001: 2008 certified and recognized one of the most
advanced lab in Taiwans market; all equipment have been inputted to the Arriving
Quality Control, Initial Sample Quality Control and Service Sister Companies all over
the world to evaluate the product according to
expertise
1.2.2
Bufab Taiwan Quality Assurance covers 5 functions which commit not only to
deliver high qualified products and professional services to customers; but also retain
good relationship with Taiwanese fastener suppliers through Product control; Supplier
Management;
Management
System;
Drawing
Review
and
Customers
Based on the job scope of BTW Quality Assurance Department, there are 4 key
points showing clearly effectiveness of the Department, which would be explain
details as below.
1.2.2.1 Quality Continuous Improvement
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Acting as the HUB and Supporting Centre, Bufab Taiwan mainly deal with
Taiwanese Suppliers, which makes CAPDo approach an excellent approach to assure
quality
Check: Assessment of the Current Process is a good starting point to identify
major issues;
Followed by Act-Plan-Do can result in decisions based on Current process
performance;
1.2.2.2 (
Inspection
g
P
o
C
tm
s
u
n
e
a
ic
r&
p
S
l)A
ffi
ID
d
mP
a
S
g
n
la
i
p
om
C
un
to
a
ic
In s
ti o
c
e
p
t lie
s
(C
p
u
S
m&
r)o
n
Ac
n Id
tio
De
fc
tifi
n
d
15
16
Derived from: Feigenbaum, Armand V. (1991), Total Quality Control (3 ed.), New
York, New York: McGraw-Hill, p. 109, ISBN 978-0-07-112612-0.
Evaluation Cost
Reduction
Suppliers
Identification; Audit
& Survey
Prevention Cost
Reduction
Qualified
personnel
Internal Failure
Cost Elimination
Initial Sample Control;
In-process Control;
Arriving Control
Failure Cost
Reduction &
Optimum
Quality
External Failure
Cost Elimination
Customer
Complaint
Management
1.2.3
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Combination: sufficiently accessible accurate and reliable information and data for
future plan/decisions
Taiwanese Supplier:
Support to identify and solve technical problems;
Pool of expertise and resources with Supplier at yearly meeting to achieve
mutual improvement
Strong expertise of Quality Assurance Department would help to identify the most
efficient and highest-quality fastening solutions with both standard products or
special new parts developed together in order to optimize production and the end
product.
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