Ch09 Ppt- Steve an Son

8/3/2019 Ch09 Ppt- Steve an Son

1/61

McGraw-Hill/Irwin Copyright 2007 by The McGraw-Hill Companies, Inc. All

99

Management

of Quality


2/61

9-2

Learning ObjectivesLearning Objectives

Define the term quality. Explain why quality is important and the

consequences of poor quality.

Identify the determinants of quality. Describe the costs associated with quality.

Describe the quality awards.


3/61

9-3

Learning ObjectivesLearning Objectives

Discuss the philosophies of quality gurus. Describe TQM.

Give an overview of problem solving.

Give an overview of process improvement.

Describe and use various quality tools.


4/61

9-4

Quality ManagementQuality Management

What does the term qualitymean?

Qualityis the ability of a product or

service to consistently meet or exceedcustomer expectations.


5/61

9-5

Evolution of Quality ManagementEvolution of Quality Management

1924 - Statistical process control charts 1930 - Tables for acceptance sampling

1940s - Statistical sampling techniques

1950s - Quality assurance/TQC

1960s - Zero defects

1970s - Quality assurance in services


6/61

9-6

Quality Assurance vs. StrategicQuality Assurance vs. StrategicApproachApproach

Quality Assurance Emphasis on finding and correcting defects

before reaching market

Strategic Approach Proactive, focusing on preventing mistakes

from occurring

Greater emphasis on customer satisfaction


7/619-7

The Quality GurusThe Quality Gurus

Walter Shewhart Father of statistical quality control

W. Edwards Deming

Joseph M. Juran Armand Feignbaum

Philip B. Crosby

Kaoru Ishikawa

Genichi Taguchi


8/619-8

Key Contributors to QualityKey Contributors to Quality

ManagementManagement

Contrib

Deming

Table 9.2


9/619-9

Dimensions of QualityDimensions of Quality

Performance - main characteristics of theproduct/service

Aesthetics - appearance, feel, smell, taste

Special Features - extra characteristics

Conformance - how well product/serviceconforms to customers expectations

Reliability- consistency of performance


10/619-10

Dimensions of Quality (Contd)Dimensions of Quality (Contd)

Durability- useful life of theproduct/service

Perceived Quality - indirect evaluation ofquality (e.g. reputation)

Serviceability - service after sale


11/619-11

Examples of Quality DimensionsExamples of Quality Dimensions

Dimension

1. Performance

2. Aesthetics3. Special features

(Product)Automobile

Everything works, fit &finish

Ride, handling, grade ofmaterials usedInterior design, soft touchGauge/control placement

Cellular phone, CDplayer

(Service)Auto Repair

All work done, at agreedprice

Friendliness, courtesy,Competency, quicknessClean work/waiting areaLocation, call when read

Computer diagnostics


12/619-12

Examples of Quality DimensionsExamples of Quality Dimensions

(Contd)(Contd)

Dimension

5. Reliability

6. Durab ility

7. Perceivedquality

8. Serviceability

(Product)Automobile

Infrequency of breakdowns

Useful life in miles, resistanceto rust & corrosion

Top-rated car

Handling ofcomplaints and/orrequests for information

(Service)Auto Repa ir

W ork done correctly,ready when promised

W ork holds up overtime

Award-winning servicedepartmentHand ling of com plaint


13/619-13

Service QualityService Quality

Convenience

Reliability

Responsiveness

Time

Assurance

Courtesy

Tangibles


14/619-14

Examples of Service QualityExamples of Service Quality

Dimension Examples1. Convenience Was the service center conveniently located?

2. Reliability Was the problem fixed?

3. Responsiveness Were customer service personnel willing and ableto answer questions?

4. Time How long did the customer wait?

5. Assurance Did the customer service personnel seem

knowledgeable about the repair?

6. Courtesy Were customer service personnel and thecashierfriendly and courteous?

7. Tangibles Were the facilities clean, personnel neat?

Table 9.4


15/619-15

Challenges with Service QualityChallenges with Service Quality

Customer expectations often change

Different customers have different

expectations

Each customer contact is a moment of truth Customer participation can affect perception

of quality

Fail-safing must be designed into the system


16/619-16

Determinants of QualityDeterminants of Quality

Service

Ease of

use

Conforms

to design

Design


17/619-17

Determinants of Quality (contd)Determinants of Quality (contd)

Quality of design Intension 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


18/619-18

The Consequences of PoorThe Consequences of Poor

QualityQuality

Loss of business

Liability

Productivity

Costs


19/619-19

Top management

Design

Procurement

Production/operations

Quality assurance

Packaging and shipping

Marketing and sales

Customer service

Responsibility for QualityResponsibility for Quality


20/619-20

Costs of QualityCosts of Quality

Failure Costs - costs incurred by defectiveparts/products or faulty services.

Internal Failure Costs

Costs incurred to fix problems that are detectedbefore the product/service is delivered to thecustomer.

External Failure Costs

All costs incurred to fix problems that aredetected after the product/service is delivered tothe customer.


21/619-21

Costs of Quality (continued)Costs of Quality (continued)

Appraisal Costs Costs of activities designed to ensure

quality or uncover defects

Prevention Costs All TQ training, TQ planning, customer

assessment, process control, and qualityimprovement costs to prevent defects from

occurring


22/619-22

Substandard work

Defective products

Substandard service

Poor designs

Shoddy workmanship

Substandard parts and materials

Ethics and QualityEthics and Quality

Having knowledge of this and failing to correct

and report it in a timely manner is unethical.


23/619-23

Quality AwardsQuality Awards

Baldrige Award

Deming Prize

M l l B ld i N ti lM l l B ld i N ti l


24/619-24

Malcolm Baldrige NationalMalcolm Baldrige National

Quality AwardQuality Award1.0 Leadership (125 points)

2.0 Strategic Planning (85 points)

3.0 Customer and Market Focus (85 points)

4.0 Information and Analysis (85 points)

5.0 Human Resource Focus (85 points)

6.0 Process Management (85 points)

7.0 Business Results (450 points)


25/61

9-25

Benefits of Baldrige CompetitionBenefits of Baldrige Competition

Financial success Winners share their knowledge

The process motivates employees

The process provides a well-designedquality system

The process requires obtaining data

The process provides feedback


26/61

9-26

European Quality AwardEuropean Quality Award

Prizes intended to identify role models Leadership

Customer focus

Corporate social responsibility People development and involvement

Results orientation


27/61

9-27

The Deming PrizeThe Deming Prize

Honoring W. Edwards Deming

Japans highly coveted award

Main focus on statistical qualitycontrol


28/61

9-28

Quality CertificationQuality Certification

ISO 9000 Set of international standards on quality

management and quality assurance, critical to

international business

ISO 14000 A set of international standards for

assessing a companys environmental

performance


29/61

9-29

ISO 9000 StandardsISO 9000 Standards

Requirements

System requirements

Management

Resource

Realization

Remedial

ISO 9000 Q lit M tISO 9000 Q lit M t


30/61

9-30

ISO 9000 Quality ManagementISO 9000 Quality Management

PrinciplesPrinciples

Customer focus

Leadership

People involvement

Process approach

A systems approach to management

Continual improvement Factual approach to decision making

Mutually beneficial supplier relationships


31/61

9-31

ISO 14000 - A set of international

standards for assessing a companys

environmental performance

Standards in three major areas Management systems

Operations

Environmental systems

ISO 14000ISO 14000


32/61

9-32

Management systems Systems development and integration of

environmental responsibilities into business

planning Operations

Consumption of natural resources andenergy

Environmental systems Measuring, assessing and managing

emissions, effluents, and other waste

ISO 14000ISO 14000


33/61

9-33

Total Quality ManagementTotal Quality Management

A philosophy that involves everyone inan organization in a continual effort to

improve quality and achieve customer

satisfaction.

T Q M


34/61

9-34

1.Find out what the customer wants

2.Design a product or service that meets

or exceeds customer wants

3.Design processes that facilitates doing

the job right the first time

4.Keep track of results

5.Extend these concepts to suppliers

The TQM ApproachThe TQM Approach


35/61

9-35

Elements of TQMElements of TQM

1. Continual improvement2. Competitive benchmarking

3. Employee empowerment

4. Team approach5. Decisions based on facts

6. Knowledge of tools

7. Supplier quality8. Champion

9. Quality at the source

10.Suppliers


36/61

9-36

Continuous ImprovementContinuous Improvement

Philosophy that seeks to make never-ending improvements to the process ofconverting inputs into outputs.

Kaizen: Japaneseword for continuousimprovement.


37/61

9-37

Quality at the SourceQuality at the Source

The philosophy of making eachworker responsible for thequality of his or her work.


38/61

9-38

Six SigmaSix Sigma

Statistically Having no more than 3.4 defects per million

Conceptually

Program designed to reduce defects

Requires the use of certain tools and

techniques

Six sigma: A business process for improving

quality, reducing costs, and increasing

customer satisfaction.

S S


39/61

9-39

Six Sigma ProgramsSix Sigma Programs

Six Sigma programs Improve quality

Save time

Cut costs

Employed in Design

Production

Service

Inventory management

Delivery

Si Si M


40/61

9-40

Six Sigma ManagementSix Sigma Management

Providing strong leadership

Defining performance metrics

Selecting projects likely to succeed

Selecting and training appropriate people

Si Si T h i l


41/61

9-41

Six Sigma TechnicalSix Sigma Technical

Improving process performance Reducing variation

Utilizing statistical models

Designing a structured improvementstrategy

S SSi Si T


42/61

9-42

Six Sigma TeamSix Sigma Team

Top management Program champions

Master black belts

Black belts Green belts

Si Si PSi Si P


43/61

9-43

Six Sigma ProcessSix Sigma Process

Define Measure

Analyze

Improve Control

DMAIC

Ob l I l i TQMOb t l t I l ti TQM


44/61

9-44

Lack of: Company-wide definition of quality

Strategic plan for change

Customer focus

Real employee empowerment

Strong motivation

Time to devote to quality initiatives

Leadership

Obstacles to Implementing TQMObstacles to Implementing TQM

O Q


45/61

9-45

Poor inter-organizational communication

View of quality as a quick fix

Emphasis on short-term financial results

Internal political and turf wars

Obstacles to Implementing TQMObstacles to Implementing TQM

C iti i f TQMC iti i f TQM


46/61

9-46

Criticisms of TQMCriticisms of TQM

1. Blind pursuit of TQM programs2. Programs may not be linked to strategies

3. Quality-related decisions may not be tied

to market performance4. Failure to carefully plan a program

B i St i P bl S l iB i St i P bl S l i


47/61

9-47

Basic Steps in Problem SolvingBasic Steps in Problem Solving

1.Define the problem and establish animprovement goal

2.Define measures and collect data

3.Analyze the problem4.Generate potential solutions

5.Choose a solution

6.Implement the solution7.Monitor the solution to see if it

accomplishes the goal

Th PDSA C lTh PDSA C l


48/61

9-48

The PDSA CycleThe PDSA Cycle

Plan

Do

Study

Act

Figure 9.2

The Process Improvement CycleThe Process Improvement Cycle


49/61

9-49

The Process Improvement CycleThe Process Improvement Cycle

Implement the

Improved process

Select a

process

Study/document

Seek ways to

Improve it

Design an

Improved process

Evaluate

Document

Figure. 9.3

P IP I t


50/61

9-50

Process Improvement: A systematicapproach to improving a process

Process mapping

Analyze the process

Redesign the process

Process ImprovementProcess Improvement


51/61

9-51

Process Improvement and ToolsProcess Improvement and Tools

Process improvement - a systematic approach to improving a

process Process mapping

Analyze the process

Redesign the process

Tools

There are a number of tools that can be used for problem solving andprocess improvement

Tools aid in data collection and interpretation, and provide the basis fordecision making

B i Q lit T lB i Q lit T l


52/61

9-52

Basic Quality ToolsBasic Quality Tools

Flowcharts

Check sheets

Histograms

Pareto Charts

Scatter diagrams

Control charts

Cause-and-effect diagrams

Run charts

Ch k Sh tCh k Sh t


53/61

9-53

Check SheetCheck Sheet

Billing Errors

Wrong Account

Wrong Amount

A/R Errors

Wrong Account

Wrong Amount

Monday

P t A l iP t A l i


54/61

9-54

Pareto AnalysisPareto Analysis

80% of theproblems

may be

attributed to

20% of thecauses.

80% of theproblems

may be

attributed to

20% of thecauses.

Smeared

print

N

umb

erof

de

fects

Off

center

Missing

label

Loose Other

C t l Ch tC t l Ch t


55/61

9-55

Control ChartControl Chart

970

980

990

1000

1010

1020

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

UCL

LCL

Figure 9.11

C d Eff t DiC d Eff t Di


56/61

9-56

Cause-and-Effect DiagramCause-and-Effect DiagramFigure 9.12

Effect

MaterialsMethods

EquipmentPeople

Environment

Cause

Cause

Cause

Cause

Cause

CauseCause

Cause

CauseCause

Cause

Cause

R Ch tRun Chart


57/61

9-57

Run ChartRun Chart

0.44

0.46

0.48

0.5

0.52

0.54

0.560.58

1 2 3 4 5 6 7 8 9 10 11 12

Time (Hours)

Di

am

eter

T ki I tTracking Improvements


58/61

9-58

Tracking ImprovementsTracking Improvements

UCL

LCL

LCLLCL

UCLUCL

Process not centered

and not stable

Process centered

and stable

Additional improvements

made to the process

Figure 9-18

M th d f G ti IdM th d f G ti Id


59/61

9-59

Methods for Generating IdeasMethods for Generating Ideas

Brainstorming

Quality circles

Interviewing

Benchmarking

5W2H

Q lit Ci lQ lit Ci l


60/61

9-60

Team approach List reduction

Balance sheet

Paired comparisons

Quality CirclesQuality Circles

B h ki PBenchmarking Process


61/61

Identify a critical process that needsimproving

Identify an organization that excels in

this process Contact that organization

Analyze the data

Improve the critical process

Benchmarking ProcessBenchmarking Process

Ch09 Ppt- Steve an Son

Documents