1. Quality Defined
â ASQC â totality of features and
characteristics of a product or service
that bears on its ability to satisfy given
needs
â fitness for its use â how well does the
product do what the customer thinks it
should do and wants it to do
2.
3.
4. Dimensions of Quality
â quality of design - degree to which
quality characteristics are designed
into a product
â products or services designed with
different levels of quality for different
types of customers
â customer determines quality
5. Dimensions of Quality (cont)
â customer dimensions of product
quality
â performance, features, reliability
â conformance, durability, serviceability
â aesthetics, safety, other perceptions
6. Dimensions of Quality (cont)
â customer dimensions of service quality
â time and timeliness, completeness, courtesy,
consistency
â accessibility and convenience, accuracy,
responsiveness
â quality characteristics weighed by
customer relative to cost of product or
service
7. Dimensions of Quality (cont)
â quality from producer perspective
â quality of conformance â product is produced
according to design specifications
â achieving quality of conformance
â design of production process
â equipment, technology, materials
â employees, use of statistical quality control
(SQC)
8. TQM
â TQM â total commitment to quality throughout the
entire organization
â Deming approach to quality management
â continuous improvement of production process to
achieve conformance to specifications and reduce
variation
â two primary sources of process improvement
â common causes of quality problems â poor product
design or insufficient employee training
â special causes of quality problems â improperly
operating equipment or a poor operator
9. TQM (cont)
â emphasizes extensive use of SQC to
reduce variability in production process
â dismisses extensive use of inspections as
coming too late to reduce product defects
â primary responsibility for quality is with
employee and manager, not quality
manager or inspection technician
10. TQM (cont)
â Deming's 14 points
â create constancy pf purpose toward product
improvement
â prevent poor-quality products rather than acceptable
levels of poor quality
â eliminate need for inspection to achieve quality and
rely on SQC to improve product and process design
â select a few suppliers or vendors based on quality
commitment rather than competitive prices
11. TQM (cont)
â constantly improve production process by focus
on two primary sources of quality problems, the
system and workers
â institute worker training on prevention of quality
problems and use of SQC
â instill leadership among supervisors to help
workers perform better
â encourage employee involvement by eliminating
fear of reprisal for asking questions and
identifying quality problems
12. TQM (cont)
â eliminate barriers between departments and promote
cooperation and a team approach
â eliminate slogans and numerical targets that
encourage workers to achieve higher performance
levels without first showing them how to do it
â eliminate numerical quotas which employees attempt
to meet at any cost without regard for quality
â enhance worker pride, artistry, and self-esteem by
improving supervision and the production process so
that workers can perform to their capabilities
13. TQM (cont)
â institute training programs in methods of quality
improvement throughout the entire organization
â develop a commitment from top management to
implement previous points
â Deming Wheel (PDCA Cycle) â plan, do,
study/check, act
14. TQM (cont)
â Joseph Juran - included quality in strategic
planning process
â strategic quality planning - determine desired quality
level and design production process to achieve desired
quality characteristics
â emphasizes quality improvement by focus on chronic
quality problems and securing a âbreak-thruâ solution
â hundreds, or even thousands, of quality improvement
projects going on at any one time
15. TQM (cont)
â Phillip Crosby â author of 1979 book
Quality is Free
â emphasized the cost of poor quality
â cost of poor quality far outweighs cost of
preventing poor quality
16. TQM (cont)
â Armand Feigenbaum â introduced âtotal
quality controlâ in 1980s
â total quality control â total commitment of
management and employees throughout the
organization to improve quality
â Japanese adopt this approach â referred to as
company-wide quality control
â Japanese believe all employees at all levels are
responsible for continuous quality improvement
17. The Shingo System: Fail-Safe
Design
â Shingoâs argument:
â SQC methods do not prevent defects
â Defects arise when people make errors
â Defects can be prevented by providing
workers with feedback on errors
â Poka-Yoke includes:
â Checklists
â Special tooling that prevents workers
from making errors
18. TQM (cont)
â TQM and continuous process improvement
â focus of continuous process improvement is business
processes rather than business functions
â continuous process improvement
â identify critical processes
â analyze processes to find out how all tasks and
functions are interrelated
â objective is to determine how to improve process
while improving quality of work performed
19. TQM (cont)
â principles of TQM
â TQM is set of principles that focus on quality improvement
as driving force in all functional areas and in all levels in an
organization
â principles of TQM
â customer defines quality and customer needs are top
priority
â top management must provide leadership for quality
â quality is a strategic issue
â quality is the responsibility of all employees at all levels
20. TQM (cont)
â all functions within an organization must focus on
continuous quality improvement
â quality problems are solved through cooperation among
employees and management
â problem solving and continuous quality improvement are
SQC methods
â training and education of all employees is the basis for
continuous quality improvement
21. TQM (cont)
â TQM throughout the organization
â marketing and R&D, engineering
â purchasing, human resources
â management, shipping
â customer service
22. TQM (cont)
â strategic implications of TQM
â quality as core competency
â quality as order qualifier or order winner
â quality as means to position firm to compete