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9-1
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Chapters 9
Management of Quality
9-2
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Quality Management
• What does the term quality mean?
• Quality is the ability of a product or service to consistently meet or exceed customer expectations.
9-3
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Dimensions of Quality• Performance - main characteristics of the
product/service• Aesthetics - appearance, feel, smell, taste• Special features - extra characteristics• Conformance - how well product/service conforms to
customer’s expectations• Safety - Risk of injury• Reliability - consistency of performance
9-4
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Dimensions of Quality (Cont’d)
• Durability - useful life of the product/service
• Perceived Quality - indirect evaluation of quality (e.g. reputation)
• Service after sale - handling of customer complaints or checking on customer satisfaction
9-5
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Examples of Quality Dimensions
Dimension
1. Performance
2. Aesthetics
3. Special features Convenience High tech
4. Safety
(Product)AutomobileEverything works, fit &finishRide, handling, grade ofmaterials usedInterior design, soft touch
Gauge/control placementCellular phone, CDplayer
Antilock brakes, airbags
(Service)Auto RepairAll work done, at agreedpriceFriendliness, courtesy,Competency, quicknessClean work/waiting area
Location, call when readyComputer diagnostics
Separate waiting area
Table 9-1
9-6
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Examples of Quality Dimensions (Cont’d)
Dimension
5. Reliability
6. Durability
7. Perceived quality
8. Service after sale
(Product) Automobile Infrequency of breakdowns
Useful life in miles, resistanceto rust & corrosion
Top-rated car
Handling of complaints and/orrequests for information
(Service) Auto Repair Work done correctly,ready when promised
Work holds up overtime
Award-winning servicedepartment
Handling of complaints
Table 9-1
9-7
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
TOTAL QUALITY INTERFACES
QUALITY
QUALITY OF PERFORMANCE
QUALITY OF DESIGN
QUALITY OF CONFORMANCE
CONSUMER NEEDS/REQUIREMENTS
WORK PROCESS/SYSTEM
9-8
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The Costs of Poor The Costs of Poor QualityQuality Prevention CostsPrevention Costs Appraisal CostsAppraisal Costs Internal Failure CostsInternal Failure Costs External Failure CostsExternal Failure Costs
9-9
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Costs of quality assurancePrevention Costs
• QC administration and systems planning• Quality training• Quality planning (QC engineering work) Incoming, in-
process, final inspection• Special processes planning• Quality data analysis• Procurement planning• Vendor surveys• Reliability studies• Quality measurement and control equipment• Qualification of material
Source: Adapted form J. W. Gavett, Production and Operations Management (New York: Harcourt Brace Jovanovich
9-10
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Costs of quality assuranceAppraisal Costs
• Testing• Inspection• Quality audits• Incoming test and inspection and laboratory acceptance• Checking labor• Laboratory or other measurement service• Setup for test and inspection• Test and inspection material• Outside endorsement• Maintenance and calibration• Product engineering review and shipping release• Field testing
Source: Adapted form J. W. Gavett, Production and Operations Management (New York: Harcourt Brace Jovanovich
9-11
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Costs of quality assuranceInternal Failure Costs
• Scrap, at full shop cost• Rework, at full shop cost• Scrap and rework , fault of vendor• Material procurement• Factory contact engineering• QC investigations (of failures)• Material review activity• Repair and troubleshooting
Source: Adapted form J. W. Gavett, Production and Operations Management (New York: Harcourt Brace Jovanovich
9-12
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Costs of quality assuranceExternal Failure Costs
• Complaints and loss of customer goodwill• Warranty costs• Field maintenance and product service• Returned material processing and repair• Replacement inventories• Strained distributor relations
Source: Adapted form J. W. Gavett, Production and Operations Management (New York: Harcourt Brace Jovanovich
9-13
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Costs of Detecting DefectsCosts of Detecting DefectsC
ost o
f det
ectio
n an
d co
rrec
tion
Process Final testing CustomerWhere defect is detected
Figure 6.3
9-14
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Percentage Cost Distribution by Category: Watches
External failure52%
Internal failure29%
Appraisal16% Prevention
3%
Fourth-Quarter Indexes
9-15
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Hidden costs of poor Quality
9-16
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Total Quality Management
A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction.
9-17
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
• Find out what the customer wants• Design a product or service that meets
or exceeds customer wants• Design processes that facilitates doing
the job right the first time• Keep track of results• Extend these concepts to suppliers
The TQM Approach
9-18
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
TQMTQMWheelWheel
Customer satisfaction
Figure 6.1
9-19
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Elements of TQM• Continual improvement• Competitive benchmarking• Employee empowerment• Team approach• Decisions based on facts• Knowledge of tools• Supplier quality• Champion
9-20
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Continuous Improvement
• Philosophy that seeks to make never-ending improvements to the process of converting inputs into outputs.
• Kaizen: Japanese word for continuous improvement.
9-21
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Benchmarking• Benchmarking is the process of
measuring an organization’s performance against that best in the same or another industry.
• Types of benchmarking– Internal – Competitive– Functional
9-22
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Six Sigma Management
• Providing strong leadership• Defining performance metris• Selecting projects likely to succeed• Selecting and training appropriate
people
9-23
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Six Sigma Technical
• Improving process performance• Reducing variation• Utilizing statistical models• Designing a structured improvement
strategy
9-24
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Six Sigma Team
• Top management• Program champions• Master “black belts”• “Black belts”• “Green belts”
9-25
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Six Sigma Process
• Define• Measure• Analyze• Improve• Control
DMAIC
9-26
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Basic Steps in Problem Solving
• Define the problem and establish an improvement goal
• Collect data• Analyze the problem• Generate potential solutions• Choose a solution• Implement the solution• Monitor the solution to see if it accomplishes the
goal
9-27
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
A(Act)
P(Plan)
(Check)C
(Do)D
Quality
Never-ending
improvement
Continuous ImprovementThe Deming (PDCA) Cycle
9-28
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
• Process Improvement: A systematic approach to improving a process
9-29
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The Process Improvement Cycle
Implement theImproved process
Select aprocess
Study/document
Seek ways toImprove it
Design anImproved process
Evaluate
Document
9-30
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Process 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 and
process improvement– Tools aid in data collection and interpretation, and provide the basis for
decision making
9-31
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Basic Quality Tools
• Flowcharts• Check sheets• Histograms• Pareto Charts• Scatter diagrams• Control charts• Cause-and-effect diagrams• Run charts
9-32
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Pareto Charts
Figure 4.10Figure 4.10
9-33
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Checker Board Airlines
Passenger processing at gatePassenger processing at gate
Late cabin cleanersLate cabin cleaners
Unavailable cockpit crewUnavailable cockpit crew
Late cabin crewLate cabin crew
Personnel
Aircraft late to gateAircraft late to gate
Mechanical failuresMechanical failures
Equipment
Procedures
Waiting for late passengersWaiting for late passengers
Weight/balance sheet lateWeight/balance sheet late
Poor announcement of departuresPoor announcement of departures
Delayed check-in procedureDelayed check-in procedure
Delayed flight departures
Materials
Late food serviceLate food service
Late fuelLate fuel
Late baggage to aircraftLate baggage to aircraft
Contractor not providedContractor not provided updated scheduleupdated schedule
Figure 4.11Figure 4.11
WeatherWeather
Air traffic delaysAir traffic delays
Other
Source: Adapted from D. Daryl Wyckoff, “New Tools for Achieving Service Quality.” The Cornell Hotel and Restaurant Administration Quarterly, November 1984, pg. 89. © 1984 Cornell H.R.A. Quarterly. Used by permission. All rights reserved.
9-34
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Quality Awards
Baldrige Award
Deming Prize
9-35
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Malcolm Baldrige National Quality Award
• 1.0 Leadership• 2.0 Strategic Planning• 3.0 Customer and Market Focus• 4.0 Information and Analysis• 5.0 Human Resource Development and
Management• 6.0 Process Management• 7.0 Business Results
Table 9-7
9-36
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The Deming Prize
• Honoring W. Edwards Deming
• Japan’s highly coveted award
• Main focus on statistical quality control
9-37
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Quality Certification
• ISO 9000
• Set of international standards on quality management and Quality assurance, critical to international Business
• ISO 9000 series standards, briefly, require firms to document their quality-control systems at every step (incoming raw materials, product design, in-process monitoring and so forth) so that they’ll be able to identify those areas that are causing quality problems and correct them.
9-38
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The ISO 9000 Series Standards
• ISO 9000 requires companies to document everything they do that affects the quality of goods and services.
– Hierarchical approach to documentation of the Quality Management System
9-39
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
• ISO 14000 - A set of international standards for assessing a company’s environmental performance
• Standards in three major areas– Management systems– Operations– Environmental systems
ISO 14000