QUALITY MANAGEMENT - BMEGT20MN03

The aim of the subject is to introduce the role of quality management in the successful operation of organizations and to help students understand the competitive nature of quality management deeper. It demonstrates the main characteristics of the quality management systems of the various productive and service sectors. The subject introduces some of the most popular methods and tools of quality management and the basics of service quality models.

1. Competitive nature of quality management.
2. The role of quality management in the successful operation of organizations.
3. Some of the most popular quality management models, methods and tools.

1. Capability of following and understanding the state of the art of quality management.
2. Capability of communicating in a professional manner on quality management topics.
3. Capability of participating professionally in solving quality management problems, preparing and/or making decisions in connection.

1. An open-minded approach of organizational development in quality management point of view.
2. An open-minded approach of new results of quality management.
3. An ability to seek the collaboration in multidisciplinary teamwork.

1. An ability to perform independent tasks in analyzing quality management problems.
2. An ability to perform independent tasks in preparing and/or making quality management decisions.
3. An ability to take responsibility for quality management decisions.

Lectures, analysis of theoretical models, exercises, and case studies individually or in teams.

• Topár J. – Surman V. Minőségmenedzsment Oktatási segédanyaga Műszaki menedzser és a Vezetés és szervezés mesterszakos hallgatók számára (2019-megjelenés alatt)
• Egyéb, az oktatók által kiadott oktatási segédletek (https://edu.gtk.bme.hu)
• Defeo, J.A. (2017) Juran’s Quality Handbook – The complete guide to performance excellence, 7th ed., McGraw-Hill Education.
• Evans, J.R. – Lindsay, W.M. (2017) Managing for Quality and Performance Excellence, 10th ed., Cengage Learning.
• George, M.L. – Rowlands, D. – Price, M. – Maxey, J. (2005) The Lean Six Sigma Pocket Toolbook – A Quick Reference Guide to Nearly 100 Tools for Improving Process Quality, Speed, and Complexity, George Group.
• Gillett, J. – Simpson, P. – Clarke, S. (2015) Implementing ISO 9001:2015, Infinite Ideas Limited.
• Goetsch, D.L. – Davis, S.B. (2016) Quality Management for Organizational Excellence – Introduction to Total Quality, 8th ed., Pearson.
• Kemény S. – Papp L. – Deák A. (1999) Statisztikai minőség- (megfelelőség-) szabályozás. Műszaki Könyvkiadó–Magyar Minő-ség Társaság, Budapest.
• Kiran, D.R. (2017) Total Quality Management key concepts and case studies, Elsevier.
• Kövesi J. – Topár J. (szerk.) (2006): Minőségmenedzsment alapjai, Typotex Kiadó, Budapest
• MSZ EN ISO 9001:2015 Minőségirányítási Rendszerek - Követelmények MSZT 2015.
• Liker, J.K. – Ross, K. (2017) The Toyota Way to Service Excellence – Lean transformation in service organizations, McGraw-Hill Education.
• Oakland, J.S. (2014) Total Qualiy Management and Operational Excellence – Text with cases, Rout-ledge.
• Sower, V.E. (2011) Essentials of Quality with cases and experimental exercises, Wiley.
• Tenner A. R. – DeToro I. J. (2001): Teljes körű minőségmenedzsment TQM 3. kiadás, Műszaki Könyv-kiadó, Budapest
• Topár J. (szerk.): A műszaki menedzsment aktuális kérdései Műszaki Kiadó Budapest, 2012.
• Topár J (2001): A minőségmenedzsment -rendszerek fejlődésének néhány jellemzője a hazai vállalkozásoknál. Harvard Business Manager 4/2001 pp.50-57

Assessment of the learning outcomes described under point 2.2. is based on a written final exam.

A. Detailed description of assessments during the term: - B. Assessment of the exam: A written exam must be passed: all the theoretical topics and the connected practical applicability discussed during the course must be known. A maximum of 100 points can be received for the successful solution of the T-F statements and the shorter-longer essay questions. The exam takes 90 minutes, the minimum requirement is the 50 %.

• written exam: 100%
• total: 100%

From tasks, exercises and case studies (during the lecture or as a homework) the maximum of 25 plus points can be achieved. From the 25 points, collecting the minimum of 5 points is the requirement in order to be eligible for the final exam. These 5 points are not going to be counted as part of the exam, but the other maximum of 20 points is going to be added to the result of the exam after fulfilling the minimum of 50 % on it. These tasks, exercises and case studies are cannot be replaced.

1) Based on the Code of Studies

Consulted with the Faculty Student Representative Committee, approved by Emma Lógó, PhD, Vice Dean for Education. Date: 20 Jan 2020 Valid from spring semester 2019/20 (before: Consulted with the Faculty Student Representative Committee, approved by Emma Lógó, PhD, Vice Dean for Educa-tion Date:19 May 2019 Valid from fall semester 2019/20)

The learning outcomes of 2.2 can be achieved by studying the following areas and topics

Part I-III of the Subject Form is to be approved by the Head of Department of Management and Business Economics named under 1.8.