Business Finance
BUS 204 Singapore University of Social Sciences Comfort Taxi Company Business Excellence PPT

BUS 204

Singapore University of Social Sciences

BUS

Question Description

I’m working on a Business question and need guidance to help me study.

This is based on Singapore Business Excellence Framework.

Have attached the framework and study guide to be used. It has to be the standard of SINGAPORE.

I require both the assignment report and presentation to be done.

In total there are 1 report and 1 presentation (PPT).

Use the study guide provided.

ECA Report & Presentation Requirements:

Please follow the document (January 2020 Semester BUS204e ECA 2020) to the dot.

To be completed on the 03 April 2020

Additional Notes:

Please look at the briefing summary for more info on the report and presentation. (File Name: BUS204e Course Briefing 20 Mar 20). More files will be uploaded, as currently now there is a limit to the documents.

Please bid this assignment if you are up to the task of Singapore Standard . As I have encountered a few unpleasant experience of delayed submissions and poor work quality hence appreciate you allocation of a quality writer to handle my assignment where I could score A* for my papers. All citations and referencing should be as per APA style and guidelines.

The datelines are to be met and if failure to do so, will be requested to cancel. Datelines are in Singapore timeline.

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Course Development Team Head of Programme : Assoc Prof Huong Ha Course Developer(s) : Assoc Prof Lee Pui Mun : Dr Clarence Ng Technical Writer : Lynn Lim, ETP Video Production : Danny Chin, ETP © 2020 Singapore University of Social Sciences. All rights reserved. No part of this material may be reproduced in any form or by any means without permission in writing from the Educational Technology & Production, Singapore University of Social Sciences. ISBN 978-981-4697-74-3 Educational Technology & Production Singapore University of Social Sciences 463 Clementi Road Singapore 599494 How to cite this Study Guide (APA): Lee, P. M., & Ng, C. (2020). BUS204 Business excellence (study guide). Singapore: Singapore University of Social Sciences. Release V1.11 Build S1.0.5, T1.5.21 Table of Contents Table of Contents Course Guide 1. Welcome.................................................................................................................. CG-2 2. Course Description and Aims............................................................................ CG-3 3. Learning Outcomes.............................................................................................. CG-4 4. Learning Material................................................................................................. CG-6 5. Assessment Overview.......................................................................................... CG-7 6. Course Schedule.................................................................................................... CG-9 Study Unit 1: Total Quality and Quality Theories Chapter 1: Total Quality and Business Excellence.............................................. SU1-2 Chapter 2: Quality Theories................................................................................. SU1-25 Formative Assessment.......................................................................................... SU1-42 Study Unit 2: Quality Awards and Business Excellence Models Chapter 3: Quality Awards and Business Excellence Models........................... SU2-2 Formative Assessment.......................................................................................... SU2-22 Study Unit 3: The Business Excellence Framework Chapter 4: Enterprise Singapore − Business Excellence Framework............... SU3-2 Chapter 5: Self-Assessment for Business Excellence - Using Self-Diagnostic Tool (SDT)............................................................................................................... SU3-41 i Table of Contents Formative Assessment.......................................................................................... SU3-62 Study Unit 4: Leadership, Strategy, People, Customer and Process Management Chapter 6: Leadership, Strategic Planning and High Performance Workforce Management............................................................................................................. SU4-2 Chapter 7: Focusing On Customers and Process Management...................... SU4-40 Formative Assessment.......................................................................................... SU4-72 Study Unit 5: Performance Measurement, Information Management and Sustainabilty Chapter 8: Performance Measurement and Information Management........... SU5-2 Chapter 9: Sustaining Business Excellence In Organisations.......................... SU5-27 Formative Assessment.......................................................................................... SU5-43 Study Unit 6: Towards Business Excellence In Organisations Chapter 10: The Route to Business Excellence In The Manufacturing Industry..................................................................................................................... SU6-2 Chapter 11: Business Excellence in the Service Industry................................. SU6-25 Formative Assessment.......................................................................................... SU6-49 ii List of Tables List of Tables Table 1.1 A Comparison of Quality Gurus............................................................. SU1-35 Table 3.1 Scoring Guide for Business Excellence Standards................................ SU3-47 Table 3.2 Simplified Business Excellence Self-assessment Tool........................... SU3-60 Table 6.1 Business Excellence 7 Criteria and their Related 21 Items..................... SU6-5 Table 6.2 Business Excellence 7 Criteria and their Related 21 Items................... SU6-28 Table 6.3 Past Winners of the SQA.......................................................................... SU6-43 Table 6.4 Past Winners of the SQA with Special Commendation....................... SU6-47 iii List of Tables iv List of Figures List of Figures Figure 1.1 Shoe maker and young apprentice......................................................... SU1-4 Figure 1.2 A group of workers of the Ford assembly line...................................... SU1-6 Figure 1.3 Toyota factory............................................................................................. SU1-9 Figure 1.4 Singapore Airlines flight attendants..................................................... SU1-15 Figure 2.1 The Baldrige Framework – A System Perspective................................ SU2-5 Figure 2.2 EFQM Excellence Award Framework..................................................... SU2-7 Figure 2.3 Business Excellence Framework (2017)................................................ SU2-10 Figure 2.4 Repositioning of the Business Excellence Framework (2017)............ SU2-11 Figure 3.1 The Business Excellence Framework...................................................... SU3-4 Figure 3.2 BE Certification Application and Assessment Process....................... SU3-36 Figure 3.3 The Business Excellence Framework.................................................... SU3-43 Figure 4.1 Strategic Planning Process...................................................................... SU4-16 Figure 4.2 Customer-Driven Quality Cycle............................................................ SU4-51 Figure 4.3 Customer Feedback: Performance-Importance Analysis................... SU4-52 Figure 4.4 Plan-Do-Check-Act Cycle....................................................................... SU4-65 Figure 5.1 Linkage to Strategy.................................................................................... SU5-9 Figure 5.2 Rapid Knowledge Transfer Framework............................................... SU5-13 Figure 5.3 Cause-and-Effect Relationships: IBM Rochester................................. SU5-21 v List of Figures Figure 6.1 Business Excellence Framework 1994..................................................... SU6-4 Figure 6.2 Malcolm Baldrige National Quality Award (MBNQA)........................ SU6-8 Figure 6.3 European Foundation for Quality Management Excellence Award.............................................................................................................................. SU6-8 Figure 6.4 Japan Quality Award................................................................................. SU6-9 Figure 6.5 Balanced Scorecard Model..................................................................... SU6-13 Figure 6.6 Business Excellence Framework............................................................ SU6-27 vi List of Lesson Recordings List of Lesson Recordings Total Quality Management - Evolving through the Decades................................. SU1-4 Total Quality: Principles, Practices and Techniques.............................................. SU1-19 Deming on Quality..................................................................................................... SU1-26 Quality Theory - Juran and Crosby......................................................................... SU1-31 Quality Awards and Business Excellence Models................................................... SU2-3 Business Excellence....................................................................................................... SU3-3 Business Excellence - Niche Standards................................................................... SU3-42 Leadership...................................................................................................................... SU4-6 High Performance Workforce................................................................................... SU4-23 Customers..................................................................................................................... SU4-42 Process Management.................................................................................................. SU4-54 Performance Measurement and Information Management................................... SU5-4 Results........................................................................................................................... SU5-16 Sustaining Business Excellence in Organisations.................................................. SU5-28 vii List of Lesson Recordings viii Course Guide Business Excellence BUS204 Course Guide 1. Welcome Presenter: Assoc Prof Lee Pui Mun This streaming video requires Internet connection. Access it via Wi-Fi to avoid incurring data charges on your personal mobile plan. Click here to watch the video. i Welcome to your study of BUS204 Business Excellence, a 5 credit unit (CU) course. This Study Guide is divided into two sections – the Course Guide and Study Units. The Course Guide provides a structure for the entire course. As the phrase implies, the Course Guide aims to guide you through the learning experience. In other words, it may be seen as a roadmap through which you are introduced to the different topics within the broader subject. This Guide has been prepared to help you understand the aims and learning outcomes of the course. In addition, it explains how the various materials and resources are organised and how they may be used, how your learning will be assessed, and how to get help if you need it. i https://d2jifwt31jjehd.cloudfront.net/BUS204/IntroVideo/BUS204_Intro_Video.mp4 CG-2 BUS204 Course Guide 2. Course Description and Aims Business excellence applies to all organisations. Achieving business excellence requires a concerted effort in many areas of the organisation. Developing business excellence is a manifestation of continuous improvements in all critical activities of the organisation. The criteria to evaluate whether an organisation has achieved business excellence usually rely on quality award frameworks such as the European Quality Award, the Macolm Baldridge National Quality Award and the Singapore Quality Award, among others. This course will discuss important aspects of business excellence requirements and the holistic criteria used to evaluate business excellence in the organisation. Students will also learn how to plan and target necessary improvements to help the organisation in its drive towards business excellence. On the successful completion of this course, students will be capable of planning for and managing business excellence. In addition, students will be able to facilitate the self-assessment of business excellence in organisations and apply necessary plans to sustain business excellence in them. CG-3 BUS204 Course Guide 3. Learning Outcomes Knowledge & Understanding (Theory Component) 1. Review the evolution of quality thinking and total quality management 2. Describe the concepts of total quality and business excellence 3. Analyse Deming’s philosophy on Quality Management 4. Differentiate the philosophy on quality by different contributors to the field of quality management 5. Compare various business excellence frameworks 6. Illustrate how business excellence framework can be used to manage organisations 7. Interpret the Business Excellence framework established by Enterprise Singapore 8. Distinguish the various criteria of the Business Excellence framework established by Enterprise Singapore 9. Explain the need for and benefits of using self-assessment tools related to business excellence standards 10. Comment different business excellence standards 11. Practise organisational self-assessment of business excellence based on different standards 12. Discuss the relationships between enabling activities and organisational results 13. Relate knowledge to the execution of improvements in critical activities to achieve business excellence 14. Outline the concepts that underpin sustainable business excellence Key Skills (Practical Component) 1. Apply knowledge to enhance business excellence CG-4 BUS204 Course Guide 2. Demonstrate independent thinking and analytical judgement 3. Give oral presentations in class and on recorded video in areas related to Business Excellence 4. Develop the essential knowledge and interpersonal skills to work effectively as a team CG-5 BUS204 Course Guide 4. Learning Material The following is a list of the required learning materials to complete this course. Recommended study material 1. Reference Materials Lee, P. M. (2010). Total Quality Management – Evolving Through the Decades and its Future Direction. Paper presented at Invited Keynote Paper, 14th International Conference on ISO 9000 & TQM, 14-ICIT. Scranton, Pennsylvania, USA. Lee, P. M. (2000). A Model for Sustaining Business Excellence: An Analysis of Singapore Quality Award Winners. Paper presented at 5th International Conference on ISO 9000 and TQM. Singapore. 2. Website(s): https://spring.enterprisesg.gov.sg/Building-Trust/ Business-Excellence/Pages/ business-excellence- overview.aspx http://www.deming.org www.juran.com www.philipcrosby.com www.asq.org www.qualitydigest.com www.apqc.org http://www.americanquality.com/ https://www.nist.gov/baldrige www.baldrigeplus.com CG-6 BUS204 Course Guide 5. Assessment Overview The overall assessment weighting for this course for the Evening Cohort is as follows: Assessment Assignment 1 Assignment 2 Description Weight Allocation Pre-Course Quiz 01 2% Pre-Class Quiz 01 2% Pre-Class Quiz 02 2% Group-based 38% Assignment Class Participation Participation in Learning 6% Management System End-of-Course ECA Assessment TOTAL 50% 100% The overall assessment weighting for this course for the Day-time Cohort is as follows: Assessment Assignment 1 Description Weight Allocation Pre-Course Quiz 01 2% Pre-Course Quiz 02 2% Pre-Course Quiz 03 2% CG-7 BUS204 Course Guide Assessment Description Weight Allocation Assignment 2 Group-based Assignment 38% Class Participation Participation during 6% seminars ECA End-of-Course 50% Assessment TOTAL 100% SUSS’s assessment strategy consists of two components, Overall Continuous Assessment (OCAS) and Overall Examinable Component (OES) that make up the overall course assessment score. Both components will be equally weighted: 50% OCAS and 50% OES. (a) OCAS: In total, this continuous assessment will constitute 50 percent of overall student assessment for this course. The sub-components are reflected in the table above. The continuous assignments are compulsory and are non-substitutable. It is imperative that you read through your Assignment questions and submission instructions before embarking on your Assignment. (b) OES: The ECA is 100% of this component. To be sure of a pass result you need to achieve scores of at least 40% in each component. Your overall rank score is the weighted average of both components. CG-8 BUS204 Course Guide 6. Course Schedule To help monitor your study progress, you should pay special attention to your Course Schedule. It contains study unit related activities including Assignments, Selfassessments, and Examinations. Please refer to the Course Timetable in the Student Portal for the updated Course Schedule. Note: You should always make it a point to check the Student Portal for any announcements and latest updates. You need to ensure you fully understand the contents of each Study Unit listed in the Course Schedule. You are expected to complete the suggested activities independently and/or in groups. It is imperative that you read through your Assignment questions and submission instructions before embarking on your Assignment. It is also important you comprehend the Overall Assessment Weighting of your course. This is listed in Section 5 of this Guide. Manage your time well so you can meet given deadlines and do regular revisions after completing each unit of study. They will help you retain the knowledge garnered and prepare you for any required formal assessment. If your course requires an end-ofsemester examination, do look through the Specimen or Past Year Exam Paper which is available on Learning Management System. Although flexible learning – learning at your own pace, space and time – is a hallmark at SUSS, you are encouraged to engage your instructor and fellow students in online discussion forums. A sharing of ideas through meaningful debates will help broaden your learning and crystallise your thinking. CG-9 BUS204 Course Guide CG-10 Study Unit 1 Total Quality and Quality Theories BUS204 Total Quality and Quality Theories Chapter 1: Total Quality and Business Excellence Learning Outcomes At the end of this unit, you are expected to be able to: • Review the evolution of quality thinking and total quality management. • Describe the concepts of total quality and business excellence. Overview Chapter 1 of the study unit offers an introduction to the concept of quality, quality management and business excellence. The material written in this Study Unit serves as a study guide only. It is imperative that you spend time reading the specified article(s) listed in the Readings and References in order to have a better understanding of the subject matter covered in this study unit. Read Lee Pui Mun, “Total Quality Management – Evolving Through the Decades and its Future Direction,” Invited Keynote Paper, 14th International Conference on ISO 9000 & TQM, 14-ICIT, Scranton, Pennsylvania, USA, April 5-7, 2010. SU1-2 BUS204 Total Quality and Quality Theories (Source: Pixabay / Public Domain) 1.1 Total Quality and Business Excellence Globalisation is well entrenched in our 21st Century economy as more countries are embracing the free market model and opening up their borders for investments and trading. Focus on customers and stay lean is a key fundamental strategy in global competitiveness. The philosophy of total quality management supports this fundamental business strategy. Total quality management philosophy inculcates business practices that will satisfy customers, reduce costs, increase productivity, and enhance quality. Total quality management practices help organisations to achieve business excellence. The concepts of total quality management have been incorporated into a business excellence framework. Organisations are using the business excellence framework to drive their operations and activities. Total quality management has now become a norm rather than an exception in many organisations. For any organisation, there are several aspects of quality and reputation which are important: • It is built upon the competitive elements of quality, reliability, delivery, and price, of which quality has become strategically the most important. SU1-3 BUS204 Total Quality and Quality Theories • Once an organisation acquires a poor reputation for quality, it takes a very long time to change it. • Reputations, good or bad, can quickly become known locally and globally. • To remain competitive, emphasis on quality can be used to differentiate the organisation from its competitors. • Sales and marketing people must understand not only the needs of the customer but als ...
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Business excellence
Name:
Date:

Comfort Taxi Company


Comfort Taxi is a transport company that was founded in 1970.



The company operates under the umbrella of the ComfortDelGro Corporation (Taxi,
2020).



Comfort is one of the biggest Taxi companies with a fleet of approximately 10,000
vehicles.

Singapore's’ Biggest Taxi companies by fleet
Source: (Statistica, 2020)

How the company differentiates itself


Comfort Taxi offers outstanding customer service through its well-trained and customer-

friendly staff.


The company operates under the ComfortDelGro Corporation, hence benefiting from its
robust taxi booking system.



The company ensures continuous innovation in a bid to achieve differentiated customer
experiences.

Key Challenges facing the company


Comfort Taxi Company faces stiff competition from local taxi
companies which cuts into its market share ((Loh, 2016).



The company also faces stiff competitive from individual taxi operators

using ride-sharing applications, especially Uber.

How the company segments its customers


The company’s customer segmentation majors in the different tastes

and preferences according to financial classes (Comfortdelgro, 2020).


The company’s products are services are also differentiated based on
age-groups.



Family status is another factor which the company uses to differentiate
its market.

Establishing a Mobile app with Surge Pricing
System


Developing a mobile app with SPS is an effective strategy to develop pricing models that

address the dynamic taxi market demands.


The development process begins with the planning phase where all targets and the
mechanism to achieve them will be outlined.



The second stage entails the actuation of the elements in the plan, and should be done as
per the original plan.

GOJEK’s entry into the Singapore market


Entry into a new market environment calls for rigorous information acquisition and
assimilation.



GOJEK should establish robust benchmarking practices to understand the new market.



GOJEK should also use the acquired knowledge to build intellectual capital among the
employees and members of its managerial team.

Critical Moments of Truth


Booking of taxis- Relates to customer’s experience when booking for a Taxi ride.



Communication between clients and call center support staff.



Drivers' engagement with passengers during the journey.



Drivers’ behavior while picking or dropping customers.

Enhancing Attributes of Quality


Reliability- Expand the fleet to meet the ever-changing demands of taxi users.



Tangibility- Enhance employee training to improve customer experiences.



Empathy- Training drivers and call center operators to be responsive to the personal
needs of customers.

Continued


Responsiveness- Motivating taxi drivers and call center staff to offer a
timely response to clients.



Assurance- The company should continuously assure customers of

seamless, and high quality taxi services.

References


Comfortdelgro, C. (2020). Navigation. Retrieved March 30, 2020, from
https://www.comfortdelgro.com/



Loh, M. (2016, October 12). Disruption defines three challenges for
Singapore. Retrieved March 30, 2020, from
https://sbr.com.sg/economy/commentary/disruption-defines-threechallenges-singapore



Statistica, (2020). Breakdown of the taxi fleet in Singapore as of March
2019, by taxi operator. Retrieved from
https://www.statista.com/statistics/1008217/singapore-breakdown-oftaxi-fleet-by-taxi-operator/



Taxi, C. (2020). Comfort Taxi. Retrieved March 30, 2020, from
https://www.taxisingapore.com/taxi-companies/comfort-taxi/


Business excellence
Name:
Date:

Comfort Taxi Company


Comfort Taxi is a transport company that was founded in 1970.



The company operates under the umbrella of the ComfortDelGro Corporation (Taxi,
2020).



Comfort is one of the biggest Taxi companies with a fleet of approximately 10,000
vehicles.

Singapore's’ Biggest Taxi companies by fleet
Source: (Statistica, 2020)

How the company differentiates itself


Comfort Taxi offers outstanding customer service through its well-trained and customerfriendly staff.



The company operates under the ComfortDelGro Corporation, hence benefiting from its
robust taxi booking system.



The company ensures continuous innovation in a bid to achieve differentiated customer
experiences.

Key Challenges facing the company


Comfort Taxi Company faces stiff competition from local taxi
companies which cuts into its market share ((Loh, 2016).



The company also faces stiff competitive from individual taxi operators
using ride-sharing applications, especially Uber.

How the company segments its customers


The company’s customer segmentation majors in the different tastes
and preferences according to financial classes (Comfortdelgro, 2020).



The company’s products are services are also differentiated based on
age-groups.



Family status is another factor which the company uses to differentiate
its market.

Establishing a Mobile app with Surge Pricing
System


Developing a mobile app with SPS is an effective strategy to develop pricing models that
address the dynamic taxi market demands.



The development process begins with the planning phase where all targets and the
mechanism to achieve them will be outlined.



The second stage entails the actuation of the elements in the plan, and should be done as
per the original plan.

GOJEK’s entry into the Singapore market


Entry into a new market environment calls for rigorous information acquisition and
assimilation.



GOJEK should establish robust benchmarking practices to understand the new market.



GOJEK should also use the acquired knowledge to build intellectual capital among the
employees and members of its managerial team.

Critical Moments of Truth


Booking of taxis- Relates to customer’s experience when booking for a Taxi ride.



Communication between clients and call center support staff.



Drivers' engagement with passengers during the journey.



Drivers’ behavior while picking or dropp...

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