Factors affecting doing Business environment

Law is presented in a way to assist students understand factors affecting doing Business environment in Saudi Arabia. Moreover, Tax inspections skills and techniques are presented in addition to Accounting for Zakat within different legal entities and ent
Assignment Question(s):Q1. Describe the Arm’s Length transactions and non-Arm’s Length transactions?__________________________________________________________________________________________Tax AccountingQ1. Explain how Gains and on disposal of assets losses are calculated and give numerical examples for taxable gains and non-taxable gains. (In your own words DO NOT copy from any source).Q2. Discuss why some fixed assets require alms to be paid while others do not.(In your own words DO NOT copy from any source).Q3. Growth is an important condition for assents to be eligible for Zakat. Discuss the importance of growth and the reason behind requiring such rule. (In your own words DO NOT copy from any source).Q4. Explain why ownership rights do not deduce alms assets. (In your own words DO NOT copy from any source).

Assignment 2

Quality Management (MGT424)

Deadline: 14/11/2020 @ 23:59

 

 

Course Name: Quality Management Student’s Name:
Course Code:  MGT424 Student’s ID Number:
Semester: I CRN: 10704
Academic Year: 1441/1442 H

 

For Instructor’s Use only

Instructor’s Name: Dr. Gaurav S. Vishwakarma
Students’ Grade:  xx/05 Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

  • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
  • Assignments submitted through email will not be accepted.
  • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
  • Students must mention question number clearly in their answer.
  • Late submission will NOT be accepted.
  • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
  • All answered must be typed using Times New Roman (size 12, double-spaced) No pictures containing text will be accepted and will be considered plagiarism).
  • Submissions without this cover page will NOT be accepted.
  • Assignment -2 should be submitted on or before the end of Week- 11.

Learning Outcome:

  1. Develop an appreciation of quality management theory, principles, and practices. (LO: 1.1 & 1.2).
  2. Develop analytical skills of identifying pitfalls, or quality concerns through assimilated and strategic planning. (LO: 1.1)
  3. Assignment Structure:
A.No Marks
Assignment-2 5
Total 5

 

 

 

 

 

 

 

 

Instructions to search the article:

  1. Via your student services page, log in to the Saudi Digital Library.
  2. After your login with your student ID, search for the following article:

The Current State of Quality.

Authors: BANGERT, MICHELLE        ISSN: 03609936

In “The Current State of Quality “article, the author discussedbriefly significant aspects related to the quality management in the manufacturing industry. In particular, the evolution of quality, challenges of the quality profession, and social media impact on quality applications.

To assess your understanding of the author point of views, read and answer the following questions:

1- Summarize the article in your own words. (200 – 250words).{2 Marks}

2- Discuss the current state of quality compared to the past. (150 –200).  {1.5 Mark}

3- To which extent do you agree with the author point about social media impact on quality applications? Explain. (100 – 150). {1.5 Mark}

 

 

 

 

Answers:

1-

2-

3-

4-

40 QUALITY | June 2019 www.qualitymag.com
MANAGEMENT
The Current State of Quality
Long-time quality professionals agree:
the industry is not the same as when
they started. No longer are quality
managers seen as the police officers of
the plant, checking to make sure nothing
has gone wrong. Instead, the quality
field has gotten much more proactive,
aiming to prevent problems before they
take place. Quality spoke with a group
of quality experts to learn more about
the current state of the profession.
The field continues to change. The
state of the quality profession in 2019
doesn’t look much like it did in 1989,
and it will likely look far different in
2049. As Jane Keathley of the ASQ
Board of Directors, says, “As always,
it’s in some transition, changing and
adapting to current business and organizational
needs. It’s always been that
way, nothing is ever static.”
A LOOK BACK
The early days of quality were often
a battlefield, with the quality department
and manufacturing not working
together. Management often did not
understand the perspective of the quality
staff, and the quality staff had a
difficult time expressing their issues
in terms of dollars and cents. In many
ways, the quality profession has dramatically
improved.
“When I first started, you were the
opponent, you were the organization
that was preventing getting things done,”
said Jim Spichiger of the ASQ Inspection
Division. In his later work, the operators
had the responsibility to build a
product, and build it right, with a different
reliance on the quality department.
“We were more of a guide than a doer,”
Spichiger says. It was the classic, give a
man a fish vs. teach him to fish, he says.
Take a closer look at the ever-changing quality profession.
BY MICHELLE BANGERT
www.qualitymag.com June 2019 | QUALITY 41
Today there is much more planning
for quality upfront, says John W.
Jennings of ASQ’s Inspection Division,
with design development, risk management
and preventative actions. “Before
it was: go out, design something, manufacture
it, and throw it over the wall
to quality.”
QUALITY TODAY
The current state of quality seems
to be in transition. While the role
of the traditional quality department
has been subsumed into other
departments—“quality is everyone’s
job”—there is still a need for quality
professionals to solve problems and
prevent issues from happening again.
The importance of quality is a given.
This understanding means a shifting
role for quality professionals, to more
of a problem-solving expert. Along
those lines, the rise of standards has
also affected the industry.
“The ISO standard does put more
emphasis on preventative than corrective
actions,” says Spichiger. “Instead
of waiting ‘til something goes wrong
and fixing it, you are preventing the
fires from starting in the first place.
Obviously you want to be ahead of the
game, analyzing the trends and solving
potential problems.”
“I think that a lot of what organizations
are looking for is speediness,
timeliness, innovation and agility to rise
to the top, and I think a lot of what quality
professionals do lines up with those
needs,” Keathley says. “We use the
tools we have already to help organizations
be more creative, move
more quickly, and meet those needs
of a demanding marketplace.”
Along with the changing
responsibilities come changing
problems. The challenges of
the quality profession today are
numerous. While the demands of the
industry continue to increase, these
come from a range of fronts, from new
technology and standards to evolving
people skills.
But challenges are often outweighed
by the rewards of the work. For quality
professionals, the feeling of accomplishment
and recognition after a job well
done makes it a satisfying career. Seeing
the impact of your work is one of the
best things about the role. Whether it’s
successfully completing a big project,
teaching someone a new skill, or preventing
a problem from recurring, there
is often much to be proud of.
ASQ is also a part of this journey.
For many quality professionals, the
organization is a place to learn new
skills, get certified for them, and boost
their career. They acquire a valuable
network of fellow professionals and a
strong sense of community. If you ever
lose your job, an ASQ meeting could be
a good place to find your next one.
At a dinner meeting for ASQ,
Spichiger sat across from someone who
was looking for a QC manager. He
had just lost his job, but started a new
position just a few weeks later. This
opportunity came about through a
combination of luck and certification,
he says. He got certified to advance in
his career, and that’s also what brought
him to this recertification meeting: “If
I was never certified, I wouldn’t need to
go to the meeting.”
In addition, Spichiger says that volunteering
can also lead to future opportunities.
Through his volunteer work with
ASQ, including a leadership role, he says
he ended up advancing his career: “My
volunteering got me to several promotions
because of the skills I developed. It
wasn’t a plan or intentional.”
THE PATH TO QUALITY
Many quality professionals also know
what a good career it is because they
have worked in other fields as well.
Whether they started in manufacturing
or restaurant management, they
eventually came to the quality field.
“No one really says I’d like to be a
quality technician. It’s so behind the
curtain still. Even though there’s been
a lot of effort in the industry, it’s tough
to get people to make that a career
choice,” says Wes Shelton, president of
Manufacturing and Quality Services
Inc. “I got into it by accident, I was
happy designing stuff, doing the engineering
work I was doing.” The plant
manager told him the quality manager
was retiring, and asked if he would be
interested in the position. He wasn’t
really interested until he was told that it
would come with a manager salary, and
“I’ve pretty much done that ever since.”
“You play a part in making things
better, whether it’s food products,
automotive, garments. That’s what I
like about it,” Shelton says. “You get to
touch so many different areas with that,
engineering, manufacturing side, customer,
end user. I came for the manager’s
salary and stayed for the fun of it.”
Before John W. Jennings joined the
quality field, he worked in restaurant
management. An armed robbery at
a nearby restaurant chain made me
him reconsider this career path. After
stumbling into quality, he now has
thirty-eight years of experience in
manufacturing as a quality technician,
QA engineer, reliability engineer,
QMS auditor, QA manager, quality
system manager and director of
The importance of
quality is a given.
performance excellence. Helping to
improve processes has been a career
highlight for Jennings. “That was
one of the most striking things in
my career, go in and improve things,
improve processes, makes you feel
good. That’s where a lot of people feel
much more able to make a difference
from a quality standpoint.”
For those in the field, his advice
is: “Don’t be stagnant in your career.
How can you get better, how can you
learn something else? Because the
quality field is constantly chang –
ing. You’re better off, with better job
security, the more you know and the
more you can do. On the other side,
don’t be scared of trying to do some –
thing you may not be comfortable
with doing.”
Spichiger also says it is important to
have a broad skill set. Though being an
expert may mean being highly paid for
your skill, Spichiger notes, “if your skill
is eliminated, you don’t have a paddle
to row with.”
Before Jennings had any experience
with design of experiments (DOE),
he says, “Our director asked me if I
wanted to do a DOE. I studied a lot on
it, got to go out and implement it, and
changed one process from 53% to 93%
first pass yield. Don’t be bashful. Try
something. Too many people get into
fear of failure. Edison found several
hundred ways not to make a lightbulb.”
WHAT’S NEXT
The future of quality may include areas
that didn’t exist years ago. Social media
is one. Keathley says, “As quality pro –
fessionals we need to understand those
mechanisms, social media, also incor –
porate those into our traditional pro –
cesses, in terms of data gathering, get –
ting customer feedback, understanding
customer satisfaction, new skills in
terms of customer listening. Keep the
mindset that these are new opportuni –
ties with a lot to offer organizations.”
With trends of artificial intelligence
and big data, quality professionals
have to learn how to address these,
Keathley says. “Quality professionals
have a lot of experience in data analy –
sis and how to get involved in big data
sets, we should use our skills to ask
the right questions.”
With the rise of artificial intelli –
gence, Jennings says, “How do you use
that to ensure quality and measure it,
make sure that you have people avail –
able and can work with it?”
As technology and the industry both
continue to change, the hope is that
more and more people find their way
into the quality field.
“The quality profession is still some –
thing you fall into, the job you end
up with or people you meet along the
way,” Keathley says. To encourage more
people to enter the field, the industry
has been working hard at promoting
the message of quality as a career. “I
think we’re doing a lot to attract new
quality professionals and some of that
is certainly paying off,” Keathley says.
“Do we have floods of them coming in?
No. But we’re working on it.” Q
Michelle Bangert is the managing editor of
Quality Magazine.
42 QUALITY | June 2019 www.qualitymag.com
MANAGEMENT
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