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Operations Management Chapter 6 –  Managing Quality PowerPoint presentation to accompany  Heizer/Render  Principles of Operations Management, 7e Operations Management, 9e
Outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Outline – Continued ,[object Object],[object Object],[object Object]
Outline – Continued ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Outline – Continued ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Outline – Continued ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing Quality Provides a Competitive Advantage Arnold Palmer Hospital ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Quality and Strategy ,[object Object],[object Object],[object Object]
Two Ways Quality  Improves Profitability Figure 6.1 Improved Quality Increased Profits ,[object Object],[object Object],[object Object],Reduced Costs via ,[object Object],[object Object],[object Object],Sales Gains via
The Flow of Activities Organizational Practices Leadership, Mission statement, Effective operating procedures, Staff support, Training Yields: What is important and what is to be accomplished Figure 6.2 Quality Principles Customer focus, Continuous improvement, Benchmarking, Just-in-time, Tools of TQM Yields: How to do what is important and to be accomplished Employee Fulfillment Empowerment, Organizational commitment Yields: Employee attitudes that can accomplish what is important Customer Satisfaction Winning orders, Repeat customers Yields: An effective organization with a competitive advantage
Defining Quality The totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs American Society for Quality
Different Views ,[object Object],[object Object],[object Object]
Implications of Quality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Dimensions of Quality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Malcom Baldrige National Quality Award ,[object Object],[object Object],[object Object],[object Object]
Baldrige Criteria Applicants are evaluated on: Categories Points Leadership 120 Strategic Planning  85 Customer & Market Focus 85 Measurement, Analysis, and Knowledge Management  90 Workforce Focus 85 Process Management  85 Results 450
Takumi ,[object Object]
Costs of Quality ,[object Object],[object Object],[object Object],[object Object]
Costs of Quality External Failure Internal Failure Prevention Appraisal Total Cost Quality Improvement Total Cost
Leaders in Quality W. Edwards Deming 14 Points for Management Joseph M. Juran Top management commitment, fitness for use Armand Feigenbaum Total Quality Control Philip B. Crosby Quality is Free, zero defects
Ethics and Quality Management ,[object Object],[object Object],[object Object],[object Object]
International Quality Standards ,[object Object],[object Object],[object Object],[object Object]
ISO 14000 Environmental Standard ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TQM ,[object Object],[object Object]
Deming’s Fourteen Points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Table 6.1
Deming’s Fourteen Points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Table 6.1
Seven Concepts of TQM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continuous Improvement ,[object Object],[object Object],[object Object]
Shewhart’s PDCA Model Figure 6.3 2. Do Test the plan 3. Check Is the plan working? 4. Act Implement the plan ,[object Object],[object Object]
Six Sigma ,[object Object],[object Object],[object Object]
Six Sigma ,[object Object],[object Object],[object Object],Figure 6.4 Mean Lower limits Upper limits 3.4 defects/million ±6  2,700 defects/million ±3 
Six Sigma Program ,[object Object],[object Object],[object Object],[object Object],6 
Six Sigma DMAIC Approach ,[object Object],[object Object],[object Object],[object Object],[object Object]
Six Sigma Implementation ,[object Object],[object Object],[object Object],[object Object],[object Object],This cannot be accomplished without a major commitment from top level management
Employee Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Quality Circles ,[object Object],[object Object],[object Object],[object Object]
Benchmarking Use internal benchmarking if you’re big enough Selecting best practices to use as a standard for performance ,[object Object],[object Object],[object Object],[object Object],[object Object]
Benchmarking Factors for  Web Sites Table 6.3 Use of meta tags Yes: 70%, No: 30% Meaningful homepage title Yes: 97%, No: 3% Unique domain name Yes: 91%, No: 9% Search engine registration Above 96% Average loading speed 28K: 19.31, 56K: 10.88, T1: 2.59 Average number of spelling errors 0.16 Visibility of contact information Yes: 74%, No: 26% Presence of search engine Yes: 59%, No: 41% Translation to multiple languages Yes: 11%, No: 89%
Best Practices for Resolving Customer Complaints ,[object Object],[object Object],[object Object],[object Object],[object Object]
Just-in-Time (JIT) ,[object Object],[object Object],[object Object],[object Object]
Just-in-Time (JIT) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Just-In-Time (JIT) Example Work in process inventory level (hides problems) Scrap Unreliable Vendors Capacity Imbalances
Just-In-Time (JIT) Example Reducing inventory reveals problems so they can be solved Scrap Unreliable Vendors Capacity Imbalances
Taguchi Concepts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Quality Robustness ,[object Object],[object Object],[object Object]
Quality Loss Function ,[object Object],[object Object],[object Object],Target-oriented quality
Quality Loss Function Figure 6.5 Unacceptable Poor Good Best Fair High loss Loss (to producing organization, customer, and society) Low loss Frequency Lower Target Upper Specification Target-oriented quality yields more product in the “best” category Target-oriented quality brings product toward the target value Conformance-oriented quality keeps products within 3 standard deviations L = D 2 C where L = loss to society D = distance from target value C = cost of deviation
Tools of TQM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Seven Tools of TQM / / / / /// / // /// // //// /// // / Hour Defect 1 2 3 4 5 6 7 8 A B C / / // / (a) Check Sheet: An organized method of recording data Figure 6.6
Seven Tools of TQM (b) Scatter Diagram: A graph of the value of one variable vs. another variable Figure 6.6 Absenteeism Productivity
Seven Tools of TQM (c) Cause-and-Effect Diagram: A tool that identifies process elements (causes) that might effect an outcome Figure 6.6 Cause Materials Methods Manpower Machinery Effect
Seven Tools of TQM (d) Pareto Chart: A graph to identify and plot problems or defects in descending order of frequency Figure 6.6 Frequency Percent A B C D E
Seven Tools of TQM (e) Flowchart (Process Diagram): A chart that describes the steps in a process Figure 6.6
Seven Tools of TQM (f) Histogram: A distribution showing the frequency of occurrences of a variable Figure 6.6 Distribution Repair time (minutes) Frequency
Seven Tools of TQM (g) Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a statistic Figure 6.6 Upper control limit Target value Lower control limit Time
Cause-and-Effect Diagrams Figure 6.7 Material (ball) Method (shooting process) Machine (hoop & backboard) Manpower (shooter) Missed  free-throws Rim alignment Rim size Backboard stability Rim height Follow-through Hand position Aiming point Bend knees Balance Size of ball Lopsidedness Grain/Feel (grip) Air pressure Training Conditioning Motivation Concentration Consistency
Pareto Charts Number of occurrences Room svc Check-in Pool hours Minibar Misc. 72% 16% 5% 4% 3% 12 4 3 2 54 –   100 –   93 –   88 –   72 70  – 60  – 50  – 40  – 30  – 20  – 10  – 0  – Frequency (number) Causes and percent of the total Cumulative percent Data for October
Flow Charts MRI Flowchart ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],11 10 20% 9 8 80% 1 2 3 4 5 6 7
Statistical Process Control (SPC) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
An SPC Chart Figure 6.8 Upper control limit Coach’s target value Lower control limit Game number | | | | | | | | | 1 2 3 4 5 6 7 8 9 20% 10% 0% Plots the percent of free throws missed
Inspection ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
When and Where to Inspect ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Inspection ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Source Inspection ,[object Object],[object Object],[object Object],Poka-yoke is the concept of foolproof devices or techniques designed to pass only acceptable product
Service Industry Inspection Table 6.5 Organization What is Inspected Standard Jones Law Office Receptionist performance Billing Attorney Is phone answered by the second ring Accurate, timely, and correct format Promptness in returning calls
Service Industry Inspection Table 6.5 Organization What is Inspected Standard Hard Rock Hotel Reception desk Doorman Room Minibar Use customer’s name Greet guest in less than 30 seconds All lights working, spotless bathroom Restocked and charges accurately posted to bill
Service Industry Inspection Table 6.5 Organization What is Inspected Standard Arnold Palmer Hospital Billing Pharmacy Lab Nurses Admissions Accurate, timely, and correct format Prescription accuracy, inventory accuracy Audit for lab-test accuracy Charts immediately updated Data entered correctly and completely
Service Industry Inspection Table 6.5 Organization What is Inspected Standard Olive Garden Restaurant Busboy Busboy Waiter Serves water and bread within 1 minute Clears all entrée items and crumbs prior to dessert Knows and suggest specials, desserts
Service Industry Inspection Table 6.5 Organization What is Inspected Standard Nordstrom Department  Store Display areas Stockrooms Salesclerks Attractive, well-organized, stocked, good lighting Rotation of goods, organized, clean Neat, courteous, very knowledgeable
Attributes Versus Variables ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TQM In Services ,[object Object],[object Object],[object Object],[object Object]
Service Quality The Operations Manager must recognize: ,[object Object],[object Object],[object Object],[object Object]
Service Specifications at UPS
Determinants of Service Quality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Service Recovery Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Heizer 06

  • 1. Operations Management Chapter 6 – Managing Quality PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 7e Operations Management, 9e
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  • 11. The Flow of Activities Organizational Practices Leadership, Mission statement, Effective operating procedures, Staff support, Training Yields: What is important and what is to be accomplished Figure 6.2 Quality Principles Customer focus, Continuous improvement, Benchmarking, Just-in-time, Tools of TQM Yields: How to do what is important and to be accomplished Employee Fulfillment Empowerment, Organizational commitment Yields: Employee attitudes that can accomplish what is important Customer Satisfaction Winning orders, Repeat customers Yields: An effective organization with a competitive advantage
  • 12. Defining Quality The totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs American Society for Quality
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  • 17. Baldrige Criteria Applicants are evaluated on: Categories Points Leadership 120 Strategic Planning 85 Customer & Market Focus 85 Measurement, Analysis, and Knowledge Management 90 Workforce Focus 85 Process Management 85 Results 450
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  • 20. Costs of Quality External Failure Internal Failure Prevention Appraisal Total Cost Quality Improvement Total Cost
  • 21. Leaders in Quality W. Edwards Deming 14 Points for Management Joseph M. Juran Top management commitment, fitness for use Armand Feigenbaum Total Quality Control Philip B. Crosby Quality is Free, zero defects
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  • 39. Benchmarking Factors for Web Sites Table 6.3 Use of meta tags Yes: 70%, No: 30% Meaningful homepage title Yes: 97%, No: 3% Unique domain name Yes: 91%, No: 9% Search engine registration Above 96% Average loading speed 28K: 19.31, 56K: 10.88, T1: 2.59 Average number of spelling errors 0.16 Visibility of contact information Yes: 74%, No: 26% Presence of search engine Yes: 59%, No: 41% Translation to multiple languages Yes: 11%, No: 89%
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  • 43. Just-In-Time (JIT) Example Work in process inventory level (hides problems) Scrap Unreliable Vendors Capacity Imbalances
  • 44. Just-In-Time (JIT) Example Reducing inventory reveals problems so they can be solved Scrap Unreliable Vendors Capacity Imbalances
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  • 48. Quality Loss Function Figure 6.5 Unacceptable Poor Good Best Fair High loss Loss (to producing organization, customer, and society) Low loss Frequency Lower Target Upper Specification Target-oriented quality yields more product in the “best” category Target-oriented quality brings product toward the target value Conformance-oriented quality keeps products within 3 standard deviations L = D 2 C where L = loss to society D = distance from target value C = cost of deviation
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  • 50. Seven Tools of TQM / / / / /// / // /// // //// /// // / Hour Defect 1 2 3 4 5 6 7 8 A B C / / // / (a) Check Sheet: An organized method of recording data Figure 6.6
  • 51. Seven Tools of TQM (b) Scatter Diagram: A graph of the value of one variable vs. another variable Figure 6.6 Absenteeism Productivity
  • 52. Seven Tools of TQM (c) Cause-and-Effect Diagram: A tool that identifies process elements (causes) that might effect an outcome Figure 6.6 Cause Materials Methods Manpower Machinery Effect
  • 53. Seven Tools of TQM (d) Pareto Chart: A graph to identify and plot problems or defects in descending order of frequency Figure 6.6 Frequency Percent A B C D E
  • 54. Seven Tools of TQM (e) Flowchart (Process Diagram): A chart that describes the steps in a process Figure 6.6
  • 55. Seven Tools of TQM (f) Histogram: A distribution showing the frequency of occurrences of a variable Figure 6.6 Distribution Repair time (minutes) Frequency
  • 56. Seven Tools of TQM (g) Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a statistic Figure 6.6 Upper control limit Target value Lower control limit Time
  • 57. Cause-and-Effect Diagrams Figure 6.7 Material (ball) Method (shooting process) Machine (hoop & backboard) Manpower (shooter) Missed free-throws Rim alignment Rim size Backboard stability Rim height Follow-through Hand position Aiming point Bend knees Balance Size of ball Lopsidedness Grain/Feel (grip) Air pressure Training Conditioning Motivation Concentration Consistency
  • 58. Pareto Charts Number of occurrences Room svc Check-in Pool hours Minibar Misc. 72% 16% 5% 4% 3% 12 4 3 2 54 – 100 – 93 – 88 – 72 70 – 60 – 50 – 40 – 30 – 20 – 10 – 0 – Frequency (number) Causes and percent of the total Cumulative percent Data for October
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  • 61. An SPC Chart Figure 6.8 Upper control limit Coach’s target value Lower control limit Game number | | | | | | | | | 1 2 3 4 5 6 7 8 9 20% 10% 0% Plots the percent of free throws missed
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  • 66. Service Industry Inspection Table 6.5 Organization What is Inspected Standard Jones Law Office Receptionist performance Billing Attorney Is phone answered by the second ring Accurate, timely, and correct format Promptness in returning calls
  • 67. Service Industry Inspection Table 6.5 Organization What is Inspected Standard Hard Rock Hotel Reception desk Doorman Room Minibar Use customer’s name Greet guest in less than 30 seconds All lights working, spotless bathroom Restocked and charges accurately posted to bill
  • 68. Service Industry Inspection Table 6.5 Organization What is Inspected Standard Arnold Palmer Hospital Billing Pharmacy Lab Nurses Admissions Accurate, timely, and correct format Prescription accuracy, inventory accuracy Audit for lab-test accuracy Charts immediately updated Data entered correctly and completely
  • 69. Service Industry Inspection Table 6.5 Organization What is Inspected Standard Olive Garden Restaurant Busboy Busboy Waiter Serves water and bread within 1 minute Clears all entrée items and crumbs prior to dessert Knows and suggest specials, desserts
  • 70. Service Industry Inspection Table 6.5 Organization What is Inspected Standard Nordstrom Department Store Display areas Stockrooms Salesclerks Attractive, well-organized, stocked, good lighting Rotation of goods, organized, clean Neat, courteous, very knowledgeable
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Hinweis der Redaktion

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