Professional Documents
Culture Documents
Management of
Quality
McGraw-Hill/Irwin
9-2
Quality Management
Quality
The
Instructor Slides
9-3
product
Aesthetics appearance, feel, smell, taste
Special features extra characteristics
Conformance how well the product conforms to
design specifications
Reliability consistency of performance
Durability the useful life of the product
Perceived quality indirect evaluation of quality
Serviceability handling of complaints or repairs
Instructor Slides
9-4
Dimensions-Examples
Performance Everything works: Fit and Finish,
specification
Reliability Infrequent need for repair
Durability useful life in miles, resistant to rust
Perceived quality top rated
Instructor Slides
Serviceability ease of repair
and accurately
Responsiveness willingness to help customers in unusual
quality repeatedly
Instructor Slides
9-6
weaknesses
In particular, look for discrepancies
between:
Customer expectations and management perception of
those expectations
2. Management perceptions customer expectations and
service-quality specifications
3. Service quality and service actually delivered
4. Customers expectations of the service provider and
their perceptions of provider delivery
1.
Instructor Slides
9-7
Determinants of Quality
Quality of design
Intention of designers to include or exclude features in a product
or service
Quality of conformance
The degree to which goods or services conform to the intent of
the designers
Ease-of-Use and user instructions
Increase the likelihood that a product will be used for its intended
Instructor Slides
9-8
Instructor Slides
Top management
Design
Procurement
Production/operations
Quality assurance
Packaging and
shipping
Marketing and sales
Customer service
9-9
Instructor Slides
9-10
Instructor Slides
9-11
Costs of Quality
Appraisal Costs
Costs
Prevention Costs
All
Instructor Slides
9-12
Costs of Quality
Failure Costs - costs incurred by
Instructor Slides
9-13
Instructor Slides
9-14
Quality Contributors
Contributor
Key Contributions
Shewart
Deming
Juran
Feigenbaum
Crosby
Ishikawa
Taguchi
Ohno
and Slides
Shingo
Instructor
Continuous improvement
9-15
Demings 14 Points
Demings 14 Points
1. Create constancy of purpose toward improvement of product and service with
a plan to become competitive and stay in business.
2. Adopt the new philosophy. We are in a new economic age. We can no longer
live with commonly accepted levels of delays, mistakes, defective materials,
and defective workmanship
3. Cease dependence on mass inspection.
4. End the practice of awarding on the basis of price tag.
5. Find problems. It is managements job to work continually on the system.
6. Institute modern methods of training on the job
7. The responsibility of foremen must be changed from sheer numbers to
quality.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments.
10. Eliminate numerical goals, posters, and slogans for the workforce asking for
new levels of productivity without providing methods.
11. Eliminate work standards that prescribe numerical quotas.
12. Remove barriers that stand between the hourly worker and his right to pride
of workmanship.
13. Institute a vigorous program of education and retraining.
14. Create a structure in top management that will push every day on the above
13 points.
Instructor Slides
9-16
Demings 14 Points
Create a constant purpose towards
improvement.
Adopt the new philosophy.
Stop depending on inspections
Use a single supplier for any one item.
Improve constantly and forever.
Use training on the job
Implement leadership
Eliminate fear
Instructor Slides
17
Cont..
Break down barriers between departments
Get rid of unclear slogans
Eliminate management by objective
Remove barriers to pride of workmanship
Implement education and self improvement
Make transformation everyones job
Instructor Slides
18
Quality Certifications
ISO 9000
ISO 14000
ISO 24700
Instructor Slides
9-19
Instructor Slides
9-20
Education
Healthcare
Manufacturing
Nonprofit/Government
Service
Small Business
Instructor Slides
9-21
Baldrige Criteria
Instructor Slides
9-22
Quality Certification
International Organization for Standardizati
on
ISO 9000
Set of international standards on quality management
ISO 14000
A set of international standards for assessing a
companys environmental performance
ISO 24700
Pertains to the quality and performance of office
Instructor Slides
9-23
Quality Certification
ISO 9000: 2005
Quality Principles:
Principle 1 Customer focus
Principle 2 Leadership
Principle 3 Involvement of people
Principle 4 Process approach
Principle 5 System approach to management
Principle 6 Continual improvement
Principle 7 Factual approach to decision making
Principle 8 Mutually beneficial supplier relationships
Instructor Slides
9-24
Instructor Slides
9-25
Instructor Slides
9-26
TQM Approach
1. Find out what the customer wants
2. Design a product or service that meets or
Instructor Slides
9-27
TQM Elements
Continuous improvement
2. Competitive benchmarking
3. Employee empowerment
1.
4.
5.
6.
7.
8.
Team approach
Decision based on fact, not opinion
Knowledge of tools
Supplier quality
Champion
Instructor Slides
9-28
Continuous Improvement
Continuous Improvement
Philosophy that seeks to make never-ending
Kaizen
Japanese word for continuous improvement.
Instructor Slides
9-29
it
Instructor Slides
9-30
Six Sigma
Six Sigma
A business process for improving quality,
Conceptually
Program designed to reduce defects
Requires the use of certain tools and techniques
Instructor Slides
9-31
Instructor Slides
9-32
Instructor Slides
9-33
PDSA Cycle
Act
Plan
Stud
y
Do
process.
Collect data on the process or problem
Analyze the data and develop a plan for
improvement
Specify measures for evaluating the plan
Do
Implement the plan, document any changes made,
Instructor Slides
9-34
PDSA Cycle
Act
Plan
Stud
y
Do
phase
Act
If the results are successful, standardize the new
Instructor Slides
9-35
Problem Solving
Instructor Slides
9-36
Process Improvement
Process Improvement
A systematic approach to improving a process
Instructor Slides
9-37
Instructor Slides
9-38
Quality Tools
Check Sheet
Instructor Slides
Pareto Diagram
9-39
Instructor Slides
9-40
Quality Circles
Quality Circle
Groups of workers who meet to discuss ways of
improving products or processes
Less structured and more informal than teams
involved in continuous improvement
Quality circle teams have historically had relatively
little authority to make any but the most minor
changes
Instructor Slides
9-41
Benchmarking Process
1. Identify a critical process that needs
2.
3.
4.
5.
improvement
Identify an organization that excels in this
process
Contact that organization
Analyze the data
Improve the critical process
Instructor Slides
9-42
Operations Strategy
Quality is a strategic imperative for
organizations
Customers are very concerned with the quality of goods
9-43