Professional Documents
Culture Documents
MANAGEMENT
Quality and Profitability
Improved quality
of design
Improved quality
of conformance
Higher perceived
value Higher prices
Lower manufacturing
and service costs
Higher profitability
Development of Quality Mgmt.
Quality Inspection Stage
Quality Control Stage
Quality Assurance
Total quality Management Stage
Quality Evolution
Incorporates QC/QA activities into a
Proactive Approach company-wide system aimed at satisfying the
Total Quality
Management customer.
Prevention 4 (involves all organizational functions)
Stop defects at source.
Zero defects
Quality Planned and systematic actions to ensure that
Assurance products or services conform to company
3
requirements
Reactive Approach
Operational techniques to make
Quality inspection more efficient & to reduce
Control the costs of quality. (example: SPC)
Detection 2
User-Based
Needs
Customer Marketing
Design Value-Based
Products and
services
Distribution Manufacturing
Manufacturing -Based
Performance and Conformance
Performance quality
• Ability of a product or service to excel along one or more
performance dimensions
• How a product/service should perform
• Determined by design of product
Conformance quality
• Degree to which a product or service conforms to the
specifications
• What the customer actually gets
• Determined by design of operating system
Achieving Quality
Performance specifications
Product specifications
Design of the production process – machines, tools, instructions,
procedures
Performance
quality Disturbances
Process Process/quality
settings control system
TOTAL QUALITY MANAGEMENT
Development of Quality Mgmt.
Quality Inspection Stage
Quality Control Stage
Quality Assurance
Total quality Management Stage
Quality Evolution
Incorporates QC/QA activities into a
Proactive Approach company-wide system aimed at satisfying the
Total Quality
Management customer.
Prevention 4 (involves all organizational functions)
Stop defects at source.
Zero defects
Quality Planned and systematic actions to ensure that
Assurance products or services conform to company
3
requirements
Reactive Approach
Operational techniques to make
Quality inspection more efficient & to reduce
Control the costs of quality. (example: SPC)
Detection 2
ethics training
trust leadership
QUALITY PHILOSOPHIES
Deming, Juran and Crosby are regarded as “management
gurus” in the quality revolution.
W Edwards Deming
Deming’s thinking went beyond mere statistics
Higher productivity
Long term
competitive strength
Deming’s PDCA Cycle
Deming’s Profound Knowledge
System
Appreciation of a system:
understanding the overall Knowledge of variation: the
processes involving suppliers, range and causes of variation
producers, and customers (or in quality, and use of statistical
recipients) of goods and sampling in measurements;
services
1
Key Idea
3
Customer-Driven Quality Cycle
Customer needs and expectations
(expected quality)
• Organization level
• consumers
• external customers
• employees
• society
• Process level
• internal customer units or groups
• Performer level
• individual internal customers
Identifying Internal Customers
• Demographics
• Geography
• Volumes
• Profit potential
Kano Model of Customer Needs
10
Key Idea
12
Moments of Truth
15
Difficulties with Customer Satisfaction
Measurement
Identify
problems Select
Implement
solutions problem
Identify
Develop Collect
follow-up Solve data
plan Analyze
Focus
Pick best attention
solution
Find
Develop causes
solutions
Team Life Cycle
Compensation
Work and Job Flexibility and recognition
Design
Innovation
Health and Knowledge and skill
safety sharing
Empowerment
Organizational
Suggestion
alignment
systems
Customer focus Employee
Training and Rapid response Involvement
Education
Teamwork and Cooperation
Designing High Performance
Work Systems
Work design - how employees are organized in formal and
informal units (departments, teams, etc.)
Job design - responsibilities and tasks assigned to individuals
Hackman and Oldham Model
Critical
Core job psychological Outcomes
characteristics states
Incremental improvements
• Kaizen
• Requires operating practices, total
involvement and training
Breakthrough Improvements
• Benchmarking
• reengineering