Chapter 9 Management of Quality Mc Graw-Hill Irwin Copyright

Chapter 9 Management of Quality Mc. Graw-Hill/Irwin Copyright © 2012 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Chapter 9: Learning Objectives You should be able to: 1. Define the term quality as it relates to products and as it relates to services 2. Explain why quality is important and the consequences of poor quality 3. Identify the determinants of quality 4. Distinguish the costs associated with quality 5. Compare the quality awards 6. Discuss the philosophies of quality gurus 7. Describe TQM 8. Give an overview of problem solving 9. Give an overview of process improvement 10. Describe and use various quality tools Student Slides 9 -2

Quality Management Quality The ability of a product or service to consistently meet or exceed customer expectations For a decade or so, quality was an important focal point in business. After a while, this emphasis began to fade as other concerns took precedence There has been a recent resurgence in attention to quality given recent experiences with the costs and adverse attention associated with highly visible quality failures: Student Slides Auto recalls Toys Produce Dog food Pharmaceuticals 9 -3

Determinants of 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 purpose and in such a way that it will continue to function properly and safely After-the-sale service Taking care of issues and problems that arise after the sale Student Slides 9 -4

Costs of Quality Appraisal Costs of activities designed to ensure quality or uncover defects Prevention Costs All TQ training, TQ planning, customer assessment, process control, and quality improvement costs to prevent defects from occurring Student Slides 9 -5

Costs of Quality Failure Costs - costs incurred by defective parts/products or faulty services. Internal Failure Costs incurred to fix problems that are detected before the product/service is delivered to the customer. External Failure Costs All costs incurred to fix problems that are detected after the product/service is delivered to the customer Student Slides 9 -6

Quality Contributors Contributor Shewart Control charts; variance reduction Deming 14 points; special vs. common causes of variation Juran Quality is fitness-for-use; quality trilogy Feigenbaum Quality is a total field; the customer defines quality Crosby Quality is free; zero defects Ishikawa Cause-and-effect diagrams; quality circles Taguchi loss function Ohno and Shingo Student Slides Key Contributions Continuous improvement 9 -7

Total Quality Management A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. T Student Slides Q M 9 -8

TQM Approach 1. 2. 3. 4. 5. Find out what the customer wants Design a product or service that meets or exceeds customer wants Design processes that facilitate doing the job right the first time Keep track of results Extend these concepts throughout the supply chain Student Slides 9 -9

TQM Elements 1. Continuous improvement Competitive benchmarking 3. Employee empowerment 4. Team approach 5. Decision based on fact, not opinion 6. Knowledge of tools 7. Supplier quality 8. Champion 9. Quality at the source 10. Suppliers are partners in the process 2. Student Slides 9 -10

Act PDSA Cycle Plan Study Do Plan-Do-Study-Act (PDSA) Cycle Plan Begin by studying and documenting the current 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, collect data for analysis Student Slides 9 -11

Act PDSA Cycle Plan Study Do Plan-Do-Study-Act (PDSA) Cycle Study Evaluate the data collection during the do phase Check results against goals formulated during the plan phase Act If the results are successful, standardize the new method and communicate it to the relevant personnel Implement training for the new method If unsuccessful, revise the plan and repeat the process Student Slides 9 -12

Basic Quality Tools Student Slides 9 -13

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 Student Slides 9 -14

Operations Strategy Quality is a strategic imperative for organizations Customers are very concerned with the quality of goods and services they receive Quality is a never-ending journey It is important that most organizational members understand buy into this idea Customer satisfaction ≠ customer loyalty Quality needs to be incorporated throughout the entire supply chain, not just the organization itself Student Slides 9 -15