Upload
clement-mcgee
View
224
Download
0
Embed Size (px)
DESCRIPTION
Quality Defined by Business The ability of a product or service to consistently meet or exceed customer expectations
Citation preview
BUAD306
Chapter 9 – Management of QualityChapter 10 – Quality Control (not in text)
READ THIS CHAPTER!
Quality Defined By YOU
Examples of high quality products and services?
Examples of low quality products and services?
What do you remember more?
Quality Defined by Business
The ability of a product or service to consistently meet or exceed customer expectations
Dimensions of Quality
Performance – basic operating characteristics Aesthetics – how a product looks, feels, etc. Special features – “extras” Conformance – to specifications Reliability – consistency of performance Durability – how long it lasts Perceived Quality – customer’s view of quality Serviceability - service after sale/repairs Safety – risk of harm/injury
Quality Terms
Ease of Use – how easy it is for the customer to use the product/service
Service after Use – how well the company “steps up”
Quality of Design – designing quality characteristics into a product or service
Quality of Conformance – making sure the product is produced according to the design/intent of designers
Quality Considerations For Service Industries
Tangibles – appearances (staff, facility, etc.) Convenience – ease of availability/accessibility Reliability – perform consistently & accurately Responsiveness – how well company reacts to
unusual circumstances Timeliness – speed of service delivery/waiting
time Assurance – the knowledge level of the staff Courtesy – how well customer is treated
Consequences of Poor Quality
Loss of business Liability - due to damages or injury Productivity – defective products can
slow down a production process Costs Diminished Reputation
Costs of Quality
Appraisal Costs – costs of measuring, testing and analyzing
Prevention Costs – costs incurred during production design
Failure Costs – difference between what it actually costs to produce/deliver & what it would cost if there were no failures Internal Failure Costs (before)– rework, downtime External Failure Costs (after)– complaints, returns
Quality Responsibilities
Who is responsible for quality in the organization?
Why is it important to face quality issues sooner than later?
Ensuring Continual Quality
Design quality into the process Instill a quality mentality Continually seek new ideas and
improvements
How do you do this systematically???
Total Quality Management
A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction.
Total Quality Management
1. Customer defined quality2. Successful product design3. Utilize processes that ensure quality4. Continuous improvement - track results & improve on
them5. Encourage suppliers & distributors to embrace TQM6. All employees responsible for quality – requires training7. Utilize competitive benchmarking8. Shared problem solving – team oriented9. Top management leadership
Read Text
Six Sigma – as defined by GE “…if you can measure how many "defects"
you have in a process, you can systematically figure out how to eliminate them and get as close to "zero defects" as possible.
To achieve Six Sigma Quality, a process must produce no more than 3.4 defects per million opportunities.
An "opportunity" is defined as a chance for nonconformance, or not meeting the required specifications.
This means we need to be nearly flawless in executing our key processes.
IMPT: Read Text
Six Sigma Concepts - DMAIC
Define – process improvement goals Measure – baseline data Analyze – to verify cause Improve – based on analysis Control – transition into production &
monitor continuously
IMPT: Read Text
Example: Trabant
Is Trabant an example of efficiency? Are there issues at Trabant? What solutions do you have?
Problem Solving & Quality
Variety of Techniques – all generally following the same “steps:”Define problemDevelop measures/standardsAnalyze the situationGenerate solutionsImplement solutionMonitor
IMPT: Read Text
Basic Quality Tools
Check sheets Flowcharts Scatter diagrams Histograms Pareto analysis Control charts Cause-and-effect diagrams Run Chart
IMPT: Read Text
Generating New Ideas
Brainstorming Interviewing Benchmarking 5W2H
What, Why, Where, When, Who, How, How Much
IMPT: Read Text
Benchmarking Steps
Analysis using quality tools Identify a critical process that needs
improvement Identify an organization that excels in
the process Study their benchmark activity Analyze data (compare/contrast) Improve process
IMPT: Read Text
Chapter 10
Quality Control
Quality Scenarios
Toner Cartridges Subway Subs Taco Bell Tacos
Quality Control
A process that measures output relative to a standard and acts when outputs don’t meet the standard
Phases of Quality Assurance
Acceptancesampling
Processcontrol
Continuousimprovement
Inspectionbefore/afterproduction
Correctiveaction duringproduction
Quality builtinto theprocess
The leastprogressive
The mostprogressive
Inspection
How Much/How Often Why?? Where/When Centralized vs. On-site
Inputs Transformation Outputs
Acceptancesampling
Processcontrol
Acceptancesampling
Inspection Points
Production Inputs Finished products Before a costly
operation Before an irreversible
process Before a covering
process
Services Restaurants –
appearance, waiting time, food quality, accuracy
Retail – inventory, pricing, appearance, waiting time
Process Control
A statistical procedure using control charts to see if any part of the production process is not functioning properly and could cause poor quality.
Process Control Steps
Define Measure Compare to standard Evaluate Take corrective action Evaluate corrective action
Variations and Control
Assignable Variation - A variation whose source can be identified Examples: fatigue, equipment
adjustments, carelessness, interruptions
Random Variation - Natural variations in the output of processExamples: Countless minor factors
Data Evaluated
Attribute Data (P & C Charts)• Product characteristic evaluated with a
discrete choice: Good/bad, yes/no Variable Data (Control Charts)
• Product characteristic that can be measured on a continuous scale: Length, size, weight, height, time, velocity
Control Charts
A time-ordered plot of sample statistics, used to distinguish between random and nonrandom variability
Compared against control limitsUpper control limitsLower control limits
Process Control Charts
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL
Sample number
Mean
Out ofcontrol
Normal variationdue to chance
Abnormal variationdue to assignable sources
Abnormal variationdue to assignable sources
Process is In Control When…
No sample points are outside limits Most points near process average Equal number of points above &
below centerline Points appear randomly distributed