Quality Management

Copyright 2006 John Wiley & Sons, Inc.Beni AsllaniBeni Asllani

University of Tennessee at ChattanoogaUniversity of Tennessee at Chattanooga

Operations Management - 5th EditionOperations Management - 5th Edition

Chapter 3Chapter 3

Roberta Russell & Bernard W. Taylor, III

Quality ManagementQuality Management

Copyright 2006 John Wiley & Sons, Inc. 3-2

Lecture OutlineLecture Outline

Meaning of QualityMeaning of Quality Total Quality ManagementTotal Quality Management Quality Improvement and Role of Quality Improvement and Role of

EmployeesEmployees Strategic Implications of TQMStrategic Implications of TQM Six SigmaSix Sigma


Lecture Outline (cont.)Lecture Outline (cont.)

TQM in Service CompaniesTQM in Service Companies Cost of QualityCost of Quality Quality Management and ProductivityQuality Management and Productivity Identifying Quality Problems and CausesIdentifying Quality Problems and Causes Quality Awards and Setting Quality Quality Awards and Setting Quality

StandardsStandards ISO 9000ISO 9000


Meaning of QualityMeaning of Quality

Webster’s DictionaryWebster’s Dictionary degree of excellence of a thingdegree of excellence of a thing

American Society for QualityAmerican Society for Quality totality of features and characteristics totality of features and characteristics

that satisfy needsthat satisfy needs Consumer’s and Producer’s Consumer’s and Producer’s

PerspectivePerspective


Meaning of Quality:Meaning of Quality:Consumer’s PerspectiveConsumer’s Perspective

Fitness for useFitness for use how well product or how well product or

service does what it is service does what it is supposed tosupposed to

Quality of designQuality of design designing quality designing quality

characteristics into a characteristics into a product or serviceproduct or service

A Mercedes and a Ford are A Mercedes and a Ford are equally “fit for use,” but with equally “fit for use,” but with different design dimensionsdifferent design dimensions


Dimensions of Quality:Dimensions of Quality:Manufactured ProductsManufactured Products

Performance Performance basic operating characteristics of a product; how basic operating characteristics of a product; how

well a car is handled or its gas mileagewell a car is handled or its gas mileage Features Features

““extra” items added to basic features, such as a extra” items added to basic features, such as a stereo CD or a leather interior in a carstereo CD or a leather interior in a car

ReliabilityReliability probability that a product will operate properly probability that a product will operate properly

within an expected time frame; that is, a TV will within an expected time frame; that is, a TV will work without repair for about seven yearswork without repair for about seven years


ConformanceConformance degree to which a product meets pre–established degree to which a product meets pre–established

standardsstandards DurabilityDurability

how long product lasts before replacementhow long product lasts before replacement ServiceabilityServiceability

ease of getting repairs, speed of repairs, courtesy ease of getting repairs, speed of repairs, courtesy and competence of repair personand competence of repair person

Dimensions of Quality:Dimensions of Quality:Manufactured Products (cont.)Manufactured Products (cont.)


AestheticsAesthetics how a product looks, feels, sounds, how a product looks, feels, sounds,

smells, or tastessmells, or tastes Safety Safety

assurance that customer will not suffer assurance that customer will not suffer injury or harm from a product; an injury or harm from a product; an especially important consideration for especially important consideration for automobilesautomobiles

PerceptionsPerceptions subjective perceptions based on brand subjective perceptions based on brand

name, advertising, and the likename, advertising, and the like

Dimensions of Quality:Dimensions of Quality:Manufactured Products (cont.)Manufactured Products (cont.)


Dimensions of Quality:Dimensions of Quality:ServiceService

Time and TimelinessTime and Timeliness How long must a customer wait for service, How long must a customer wait for service,

and is it completed on time?and is it completed on time? Is an overnight package delivered overnight?Is an overnight package delivered overnight?

Completeness:Completeness: Is everything customer asked for provided?Is everything customer asked for provided? Is a mail order from a catalogue company Is a mail order from a catalogue company

complete when delivered?complete when delivered?


Dimensions of Quality:Dimensions of Quality:Service (cont.)Service (cont.)

Courtesy:Courtesy: How are customers treated by employees?How are customers treated by employees? Are catalogue phone operators nice and are Are catalogue phone operators nice and are

their voices pleasant?their voices pleasant? ConsistencyConsistency

Is the same level of service provided to each Is the same level of service provided to each customer each time?customer each time?

Is your newspaper delivered on time every Is your newspaper delivered on time every morning?morning?


Accessibility and convenienceAccessibility and convenience How easy is it to obtain service?How easy is it to obtain service? Does a service representative answer you calls quickly?Does a service representative answer you calls quickly?

AccuracyAccuracy Is the service performed right every time?Is the service performed right every time? Is your bank or credit card statement correct every month?Is your bank or credit card statement correct every month?

ResponsivenessResponsiveness How well does the company react to unusual situations?How well does the company react to unusual situations? How well is a telephone operator able to respond to a How well is a telephone operator able to respond to a

customer’s questions?customer’s questions?

Dimensions of Quality:Dimensions of Quality:Service (cont.)Service (cont.)


Meaning of Quality:Meaning of Quality:Producer’s PerspectiveProducer’s Perspective

Quality of ConformanceQuality of Conformance Making sure a product or service is Making sure a product or service is

produced according to designproduced according to design if new tires do not conform to specifications, they if new tires do not conform to specifications, they

wobblewobble if a hotel room is not clean when a guest checks if a hotel room is not clean when a guest checks

in, the hotel is not functioning according to in, the hotel is not functioning according to specifications of its designspecifications of its design


Meaning of Quality:Meaning of Quality:A Final PerspectiveA Final Perspective

Consumer’s and producer’s Consumer’s and producer’s perspectives depend on each otherperspectives depend on each other

Consumer’s perspective: PRICE Consumer’s perspective: PRICE Producer’s perspective: COSTProducer’s perspective: COST Consumer’s view must dominateConsumer’s view must dominate


Fitness forConsumer Use

Fitness forConsumer Use

Producer’s PerspectiveProducer’s Perspective Consumer’s PerspectiveConsumer’s Perspective

Quality of ConformanceQuality of Conformance

• Conformance to specifications

• Cost

Quality of DesignQuality of Design

• Quality characteristics• Price

MarketingMarketingProductionProduction

Meaning of Quality Meaning of Quality

Meaning of QualityMeaning of Quality


Total Quality ManagementTotal Quality Management

Commitment to quality throughout organizationCommitment to quality throughout organization

Principles of TQMPrinciples of TQM Customer-orientedCustomer-oriented LeadershipLeadership Strategic planningStrategic planning Employee responsibilityEmployee responsibility Continuous improvementContinuous improvement CooperationCooperation Statistical methodsStatistical methods Training and educationTraining and education


Quality GurusQuality Gurus

Walter ShewartWalter Shewart In 1920s, developed control chartsIn 1920s, developed control charts Introduced the term “Introduced the term “quality assurance” quality assurance”

W. Edwards DemingW. Edwards Deming Developed courses during World War II to teach Developed courses during World War II to teach

statistical quality-control techniques to engineers and statistical quality-control techniques to engineers and executives of companies that were military suppliersexecutives of companies that were military suppliers

After the war, began teaching statistical quality control After the war, began teaching statistical quality control to Japanese companiesto Japanese companies

Joseph M. JuranJoseph M. Juran Followed Deming to Japan in 1954Followed Deming to Japan in 1954 Focused on strategic quality planning Focused on strategic quality planning


Armand V. FeigenbaumArmand V. Feigenbaum In 1951, introduced concepts of total quality control In 1951, introduced concepts of total quality control

and continuous quality improvementand continuous quality improvement Philip Crosby Philip Crosby

In 1979, emphasized that costs of poor quality far In 1979, emphasized that costs of poor quality far outweigh the cost of preventing poor qualityoutweigh the cost of preventing poor quality

In 1984, defined absolutes of quality management—In 1984, defined absolutes of quality management—conformance to requirements, prevention, and “zero conformance to requirements, prevention, and “zero defects”defects”

Kaoru IshikawaKaoru Ishikawa Promoted use of quality circlesPromoted use of quality circles Developed “fishbone” diagram Developed “fishbone” diagram Emphasized importance of internal customerEmphasized importance of internal customer

Quality Gurus (cont.)Quality Gurus (cont.)


Deming’s 14 PointsDeming’s 14 Points

1.1. Create constancy of purposeCreate constancy of purpose

2.2. Adopt philosophy of preventionAdopt philosophy of prevention

3.3. Cease mass inspectionCease mass inspection

4.4. Select a few suppliers based on Select a few suppliers based on qualityquality

5.5. Constantly improve system and Constantly improve system and workersworkers


6.6. Institute worker trainingInstitute worker training

7.7. Instill leadership among Instill leadership among supervisorssupervisors

8.8. Eliminate fear among employeesEliminate fear among employees

9.9. Eliminate barriers between Eliminate barriers between departmentsdepartments

10.10. Eliminate slogansEliminate slogans

Deming’s 14 Points (cont.)Deming’s 14 Points (cont.)


11.11. Remove numerical quotasRemove numerical quotas

12.12. Enhance worker prideEnhance worker pride

13.13. Institute vigorous training and Institute vigorous training and education programseducation programs

14.14. Develop a commitment from top Develop a commitment from top management to implement management to implement above 13 pointsabove 13 points

Deming’s 14 Points (cont.)Deming’s 14 Points (cont.)


Deming Wheel: PDCA Deming Wheel: PDCA CycleCycle

1. PlanIdentify problem and develop plan for improvement.

2. DoImplement plan on a test basis.

3. Study/CheckAssess plan; is it working?

4. ActInstitutionalize improvement; continue cycle.


TQM and…TQM and…

… … PartneringPartnering a relationship between a company and a relationship between a company and

its supplier based on mutual quality its supplier based on mutual quality standardsstandards

… … CustomersCustomers system must measure customer system must measure customer

satisfactionsatisfaction … … Information TechnologyInformation Technology

infrastructure of hardware, networks, infrastructure of hardware, networks, and software necessary to support a and software necessary to support a quality programquality program


Quality Improvement Quality Improvement and Role of Employeesand Role of Employees

Participative Participative problem solvingproblem solving employees involved in employees involved in

quality management quality management every employee has every employee has

undergone extensive undergone extensive training to provide quality training to provide quality service to Disney’s guestsservice to Disney’s guests


PresentationImplementation

Monitoring

SolutionProblem results

Problem Analysis

Cause and effectData collection and analysis

Problem IdentificationList alternatives

ConsensusBrainstorming

TrainingGroup processes

Data collectionProblem analysis

Organization8-10 members

Same areaSupervisor/moderator

Quality CircleQuality Circle


Strategic Implications of Strategic Implications of TQMTQM

Strong leadershipStrong leadership GoalsGoals, , visionvision, or , or missionmission Operational plans and policiesOperational plans and policies Mechanism for feedbackMechanism for feedback


Six SigmaSix Sigma

A process for developing and delivering A process for developing and delivering near perfect products and servicesnear perfect products and services

Measure of how much a process Measure of how much a process deviates from perfectiondeviates from perfection

3.4 defects per million opportunities3.4 defects per million opportunities ChampionChampion

an executive responsible for project successan executive responsible for project success


Black Belts and Black Belts and Green BeltsGreen Belts

Black BeltBlack Belt project leaderproject leader

Master Black BeltMaster Black Belt a teacher and mentor a teacher and mentor

for Black Beltsfor Black Belts

Green BeltsGreen Belts project team project team

membersmembers


3.4 DPMO3.4 DPMO

67,000 DPMOcost = 25% of

sales

67,000 DPMOcost = 25% of

sales

DEFINEDEFINE CONTROLCONTROLIMPROVEIMPROVEANALYZEANALYZEMEASUREMEASURE

Six Sigma: DMAICSix Sigma: DMAIC


TQM in Service TQM in Service CompaniesCompanies

Principles of TQM apply equally well to Principles of TQM apply equally well to services and manufacturingservices and manufacturing

Services and manufacturing companies Services and manufacturing companies have similar inputs but different have similar inputs but different processes and outputsprocesses and outputs

Services tend to be labor intensiveServices tend to be labor intensive Service defects are not always easy to Service defects are not always easy to

measure because service output is not measure because service output is not usually a tangible itemusually a tangible item


Quality Attributes in Quality Attributes in ServiceService

BenchmarkBenchmark ““best” level of quality best” level of quality

achievement one achievement one company or company or companies seek to companies seek to achieveachieve

TimelinessTimeliness how quickly a service how quickly a service

is providedis provided ““quickest, friendliest, most quickest, friendliest, most accurate service accurate service

available.”available.”


Cost of QualityCost of Quality

Cost of Achieving Good QualityCost of Achieving Good Quality Prevention costsPrevention costs

costs incurred during product designcosts incurred during product design Appraisal costsAppraisal costs

costs of measuring, testing, and analyzingcosts of measuring, testing, and analyzing Cost of Poor QualityCost of Poor Quality

Internal failure costsInternal failure costs include scrap, rework, process failure, downtime, include scrap, rework, process failure, downtime,

and price reductionsand price reductions External failure costsExternal failure costs

include complaints, returns, warranty claims, include complaints, returns, warranty claims, liability, and lost salesliability, and lost sales


Prevention CostsPrevention Costs

Quality planning costsQuality planning costs costs of developing and costs of developing and

implementing quality implementing quality management programmanagement program

Product-design costsProduct-design costs costs of designing costs of designing

products with quality products with quality characteristicscharacteristics

Process costsProcess costs costs expended to make costs expended to make

sure productive process sure productive process conforms to quality conforms to quality specificationsspecifications

Training costsTraining costs costs of developing and costs of developing and

putting on quality training putting on quality training programs for employees programs for employees and managementand management

Information costsInformation costs costs of acquiring and costs of acquiring and

maintaining data related maintaining data related to quality, and to quality, and development of reports on development of reports on quality performancequality performance


Appraisal CostsAppraisal Costs

Inspection and testingInspection and testing costs of testing and inspecting materials, parts, and costs of testing and inspecting materials, parts, and

product at various stages and at the end of a product at various stages and at the end of a processprocess

Test equipment costsTest equipment costs costs of maintaining equipment used in testing costs of maintaining equipment used in testing

quality characteristics of productsquality characteristics of products Operator costsOperator costs

costs of time spent by operators to gar data for costs of time spent by operators to gar data for testing product quality, to make equipment testing product quality, to make equipment adjustments to maintain quality, and to stop work to adjustments to maintain quality, and to stop work to assess qualityassess quality


Internal Failure CostsInternal Failure Costs

Scrap costsScrap costs costs of poor-quality costs of poor-quality

products that must be products that must be discarded, including labor, discarded, including labor, material, and indirect costsmaterial, and indirect costs

Rework costsRework costs costs of fixing defective costs of fixing defective

products to conform to products to conform to quality specificationsquality specifications

Process failure costsProcess failure costs costs of determining why costs of determining why

production process is production process is producing poor-quality producing poor-quality productsproducts

Process downtime costsProcess downtime costs costs of shutting down costs of shutting down

productive process to fix productive process to fix problemproblem

Price-downgrading costsPrice-downgrading costs costs of discounting poor-costs of discounting poor-

quality products—that is, quality products—that is, selling products as selling products as “seconds”“seconds”


External Failure CostsExternal Failure Costs

Customer complaint costsCustomer complaint costs costs of investigating and costs of investigating and

satisfactorily responding to a satisfactorily responding to a customer complaint resulting customer complaint resulting from a poor-quality productfrom a poor-quality product

Product return costsProduct return costs costs of handling and replacing costs of handling and replacing

poor-quality products returned poor-quality products returned by customerby customer

Warranty claims costsWarranty claims costs costs of complying with costs of complying with

product warrantiesproduct warranties

Product liability costsProduct liability costs litigation costs litigation costs

resulting from product resulting from product liability and customer liability and customer injuryinjury

Lost sales costsLost sales costs costs incurred costs incurred

because customers because customers are dissatisfied with are dissatisfied with poor quality products poor quality products and do not make and do not make additional purchasesadditional purchases


Measuring and Measuring and Reporting Quality CostsReporting Quality Costs

Index numbersIndex numbers ratios that measure quality costs against a ratios that measure quality costs against a

base valuebase value labor indexlabor index

ratio of quality cost to labor hoursratio of quality cost to labor hours cost indexcost index

ratio of quality cost to manufacturing costratio of quality cost to manufacturing cost sales indexsales index

ratio of quality cost to salesratio of quality cost to sales production indexproduction index

ratio of quality cost to units of final productratio of quality cost to units of final product


Quality–Cost RelationshipQuality–Cost Relationship

Cost of qualityCost of quality Difference between price of Difference between price of

nonconformance and conformancenonconformance and conformance Cost of doing things wrongCost of doing things wrong

20 to 35% of revenues20 to 35% of revenues Cost of doing things rightCost of doing things right

3 to 4% of revenues3 to 4% of revenues Profitability Profitability

In the long run, quality is freeIn the long run, quality is free


Quality Management Quality Management and Productivityand Productivity

ProductivityProductivity ratio of output to inputratio of output to input

Yield: Yield: a measure of productivitya measure of productivity

Yield=(total input)(% good units) + (total input)(1-%good units)(% reworked)Yield=(total input)(% good units) + (total input)(1-%good units)(% reworked)

or

Y=(I)(%G)+(I)(1-%G)(%R)Y=(I)(%G)+(I)(1-%G)(%R)

or

Y=(I)(%G)+(I)(1-%G)(%R)Y=(I)(%G)+(I)(1-%G)(%R)


Product CostProduct Cost

Y

RKIK rd ))(())(( Product Cost

where:Kd = direct manufacturing cost per unitI = inputKr = rework cost per unitR = reworked unitsY = yield


Computing ProductComputing ProductYield for Multistage ProcessesYield for Multistage Processes

Y = (I)(%g1)(%g2) … (%gn)

where:I = input of items to the production process that will result in finished productsgi = good-quality, work-in-process products at stage i


Quality–Productivity RatioQuality–Productivity Ratio

QPRQPR productivity index that includes productivity and productivity index that includes productivity and

quality costsquality costs

QPR =(non-defective units)

(input) (processing cost) + (defective units) (reworked cost)


Seven Quality Control ToolsSeven Quality Control Tools

Pareto AnalysisPareto Analysis Flow ChartFlow Chart Check SheetCheck Sheet HistogramHistogram

Scatter DiagramScatter Diagram SPC ChartSPC Chart Cause-and-Effect Cause-and-Effect

DiagramDiagram


NUMBER OFNUMBER OFCAUSECAUSE DEFECTSDEFECTS PERCENTAGEPERCENTAGE

Poor designPoor design 8080 6464 %%Wrong part dimensionsWrong part dimensions 1616 1313Defective partsDefective parts 1212 1010Incorrect machine calibrationIncorrect machine calibration 77 66Operator errorsOperator errors 44 33Defective materialDefective material 33 22Surface abrasionsSurface abrasions 33 22

125125 100100 %%

Pareto AnalysisPareto Analysis


Per

cen

t fr

om

eac

h c

ause

Per

cen

t fr

om

eac

h c

ause

Causes of poor qualityCauses of poor quality

Mac

hine

cal

ibra

tions

Mac

hine

cal

ibra

tions

Defec

tive

parts

Defec

tive

parts

Wro

ng d

imen

sion

s

Wro

ng d

imen

sion

s

Poor D

esig

n

Poor D

esig

n

Ope

rato

r err

ors

Ope

rato

r err

ors

Defec

tive

mat

eria

ls

Defec

tive

mat

eria

ls

Surfa

ce a

bras

ions

Surfa

ce a

bras

ions

00

1010

2020

3030

4040

5050

6060

7070(64)(64)

(13)(13)(10)(10)

(6)(6)(3)(3) (2)(2) (2)(2)

Pareto ChartPareto Chart


Flow ChartFlow Chart

Operation DecisionStart/ Finish

Start/ Finish

Operation

OperationOperation

Operation

Decision


Check SheetCheck Sheet

COMPONENTS REPLACED BY LABTIME PERIOD: 22 Feb to 27 Feb 2002REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||Capacitors |||| |||| |||| |||| |||| ||Resistors ||Transformers ||||CommandsCRT |


HistogramHistogram

0

5

10

15

20

1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1


Scatter DiagramScatter Diagram

YY

XX


Control ChartControl Chart

1818

1212

66

33

99

1515

2121

2424

22 44 66 88 1010 1212 1414 1616

Sample numberSample number

Nu

mb

er o

f d

efec

tsN

um

ber

of

def

ects

UCL = 23.35

LCL = 1.99

c = 12.67


Cause-and-Effect Diagram Cause-and-Effect Diagram

QualityProblemQuality

Problem

Out of adjustmentOut of adjustment

Tooling problemsTooling problems

Old / wornOld / worn

MachinesMachinesFaultyFaulty testing equipmenttesting equipment

Incorrect specificationsIncorrect specifications

Improper methodsImproper methods

MeasurementMeasurement

Poor supervisionPoor supervision

Lack of concentrationLack of concentration

Inadequate trainingInadequate training

HumanHuman

DeficienciesDeficienciesin product designin product design

Ineffective qualityIneffective qualitymanagementmanagement

Poor process designPoor process design

ProcessProcess

InaccurateInaccuratetemperature temperature controlcontrol

Dust and DirtDust and Dirt

EnvironmentEnvironment

Defective from vendorDefective from vendor

Not to specificationsNot to specifications

Material-Material-handling problemshandling problems

MaterialsMaterials


Baldrige AwardBaldrige Award

Created in 1987 to stimulate growth of Created in 1987 to stimulate growth of quality management in the United Statesquality management in the United States

CategoriesCategories LeadershipLeadership Information and analysisInformation and analysis Strategic planningStrategic planning Human resourceHuman resource FocusFocus Process managementProcess management Business resultsBusiness results Customer and market focusCustomer and market focus


Other Awards for QualityOther Awards for Quality

National individual National individual awardsawards Armand V. Feigenbaum Armand V. Feigenbaum

MedalMedal Deming MedalDeming Medal E. Jack Lancaster MedalE. Jack Lancaster Medal Edwards MedalEdwards Medal Shewart MedalShewart Medal Ishikawa MedalIshikawa Medal

International awardsInternational awards European Quality AwardEuropean Quality Award Canadian Quality AwardCanadian Quality Award Australian Business Australian Business

Excellence AwardExcellence Award Deming Prize from JapanDeming Prize from Japan


American Customer American Customer Satisfaction Index (ACSI)Satisfaction Index (ACSI)

Measures customer satisfactionMeasures customer satisfaction Established in 1994Established in 1994 Web site: Web site: www.acsi.orgwww.acsi.org

Examples (in 2003)Examples (in 2003) Amazon.com scored 88 (highest in service)Amazon.com scored 88 (highest in service) Dell scored of 78 (highest in computer industry)Dell scored of 78 (highest in computer industry) Cadillac scored 87 (highest in car industry)Cadillac scored 87 (highest in car industry)


ISO 9000ISO 9000

A set of procedures and A set of procedures and policies for international policies for international quality certification of quality certification of supplierssuppliers

StandardsStandards ISO 9000:2000ISO 9000:2000

Quality Management Quality Management Systems—Fundamentals Systems—Fundamentals and Vocabularyand Vocabulary

defines fundamental defines fundamental terms and definitions terms and definitions used in ISO 9000 family used in ISO 9000 family

ISO 9001:2000ISO 9001:2000 Quality Management SystemsQuality Management Systems

—Requirements—Requirements standard to assess ability to standard to assess ability to

achieve customer satisfactionachieve customer satisfaction ISO 9004:2000ISO 9004:2000

Quality Management SystemsQuality Management Systems—Guidelines for Performance —Guidelines for Performance ImprovementsImprovements

guidance to a company for guidance to a company for continual improvement of its continual improvement of its quality-management systemquality-management system


Implications of ISO 9000 for U.S. Implications of ISO 9000 for U.S. CompaniesCompanies

Many overseas companies Many overseas companies will not do business with a will not do business with a supplier unless it has ISO supplier unless it has ISO 9000 certification9000 certification

ISO 9000 accreditationISO 9000 accreditation ISO registrarsISO registrars A total commitment to quality A total commitment to quality

is required throughout an is required throughout an organizationorganization


Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without of the 1976 United States Copyright Act without express permission of the copyright owner is express permission of the copyright owner is unlawful. Request for further information should unlawful. Request for further information should be addressed to the Permission Department, be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only make back-up copies for his/her own use only and not for distribution or resale. The Publisher and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, assumes no responsibility for errors, omissions, or damages caused by the use of these or damages caused by the use of these programs or from the use of the information programs or from the use of the information herein. herein.

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