Professional Documents
Culture Documents
Ammir Ijaz
Ammir Ijaz
Management of Quality
Operations Management
William J. Stevenson
8th edition
9-2
Management of Quality
CHAPTER
Management
of Quality
McGraw-Hill/Irwin
9-3
Management of Quality
Quality Management
9-4
Management of Quality
9-5
Management of Quality
Quality Assurance
Strategic Approach
9-6
Management of Quality
Walter Shewhart
W. Edwards Deming
Joseph M. Juran
Armand Feignbaum
Philip B. Crosby
Kaoru Ishikawa
Genichi Taguchi
9-7
Management of Quality
Table 9.2
C o n trib u to r K n o w n fo r
Quality
D em in g
Ju ran
F eig n b au m
C ro sb y
Ish ikaw a
T ag u ch i
T ag u ch i lo ss fu n ctio n
9-8
Management of Quality
Dimensions of Quality
9-9
Management of Quality
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Management of Quality
Dimension
(Product)
Automobile
(Service)
Auto Repair
1. Performance
2. Aesthetics
9-11
Management of Quality
(Service)
Auto Repair
5. Reliability
Infrequency of breakdowns
6. Durability
7. Perceived
quality
Top-rated car
Award-winning service
department
9-12
Management of Quality
Service Quality
Tangibles
Convenience
Reliability
Responsiveness
Time
Assurance
Courtesy
9-13
Management of Quality
Table 9.4
Dimension
Examples
1. Tangibles
2. Convenience
3. Reliability
4. Responsiveness
5. Time
6. Assurance
7. Courtesy
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Management of Quality
Determinants of Quality
Design
Ease of
use
Conforms
to design
Service
9-15
Management of Quality
Quality of design
Quality of conformance
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Management of Quality
Loss of business
Liability
Productivity
Costs
9-17
Management of Quality
Top management
Design
Procurement
Production/operations
Quality assurance
Packaging and shipping
Marketing and sales
Customer service
9-18
Management of Quality
Costs of Quality
9-19
Management of Quality
Appraisal Costs
Prevention Costs
9-20
Management of Quality
Substandard work
Defective products
Substandard service
Poor designs
Shoddy workmanship
Substandard parts and materials
Having knowledge of this and failing to correct
and report it in a timely manner is unethical.
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Management of Quality
Quality Awards
Baldrige Award
Deming Prize
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Management of Quality
9-23
Management of Quality
Financial success
Winners share their knowledge
The process motivates employees
The process provides a well-designed quality
system
The process requires obtaining data
The process provides feedback
9-24
Management of Quality
Leadership
Customer focus
Corporate social responsibility
People development and involvement
Results orientation
9-25
Management of Quality
9-26
Management of Quality
Quality Certification
ISO 9000
ISO 14000
9-27
Management of Quality
Requirements
System requirements
Management
Resource
Realization
Remedial
9-28
Management of Quality
9-29
Management of Quality
ISO 14000
Management systems
Operations
Environmental systems
9-30
Management of Quality
Management systems
Operations
ISO 14000
Environmental systems
9-31
Management of Quality
9-32
Management of Quality
1.
2.
3.
4.
5.
9-33
Management of Quality
Elements of TQM
Continual improvement
Competitive benchmarking
Employee empowerment
Team approach
Decisions based on facts
Knowledge of tools
Supplier quality
Champion
Quality at the source
Suppliers
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Management of Quality
Continuous Improvement
Kaizen: Japanese
word for continuous
improvement.
9-35
Management of Quality
9-36
Management of Quality
Statistically
Six Sigma
Conceptually
9-37
Management of Quality
Improve quality
Save time
Cut costs
Employed in
Design
Production
Service
Inventory management
Delivery
9-38
Management of Quality
9-39
Management of Quality
9-40
Management of Quality
Top management
Program champions
Master black belts
Black belts
Green belts
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Management of Quality
Define
Measure
Analyze
Improve
Control
DMAIC
9-42
Management of Quality
Lack of:
9-43
Management of Quality
9-44
Management of Quality
Criticisms of TQM
9-45
Management of Quality
1.
2.
3.
4.
5.
6.
7.
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Management of Quality
Act
Do
Study
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Management of Quality
Process Improvement
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Management of Quality
Seek ways to
Improve it
Implement the
Improved process
Design an
Improved process
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Management of Quality
Process mapping
Analyze the process
Redesign the process
Tools
9-50
Management of Quality
Flowcharts
Check sheets
Histograms
Pareto Charts
Scatter diagrams
Control charts
Cause-and-effect diagrams
Run charts
9-51
Management of Quality
Check Sheet
Billing Errors
Wrong Account
Wrong Amount
A/R Errors
Wrong Account
Wrong Amount
Monday
Management of Quality
80% of the
problems
may be
attributed to
20% of the
causes.
Pareto Analysis
Number of defects
9-52
Off
Smeared Missing Loose Other
center print
label
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Management of Quality
Control Chart
Figure 9.11
1020
UCL
1010
1000
990
LCL
980
970
0
9 10 11 12 13 14 15
9-54
Management of Quality
Cause--and
Cause
and--Effect Diagram
Figure 9.12
Methods
Materials
Cause
Cause
Cause
Cause
Cause
Cause
Environment
Effect
Cause
Cause
Cause
People
Cause
Cause
Cause
Equipment
Diameter
9-55
Management of Quality
Run Chart
0.58
0.56
0.54
0.52
0.5
0.48
0.46
0.44
1
Time (Hours)
10 11 12
9-56
Management of Quality
Tracking Improvements
Figure 9-17
UCL
UCL
UCL
LCL
LCL
LCL
Process centered
Process not centered and stable
and not stable
Additional improvements
made to the process
9-57
Management of Quality
Brainstorming
Quality circles
Interviewing
Benchmarking
5W2H
9-58
Management of Quality
Quality Circles
Team approach
List reduction
Balance sheet
Paired comparisons
9-59
Management of Quality
Benchmarking Process