Professional Documents
Culture Documents
Supply Chains
Chapter 3
Quality and Performance
Learning Objectives (1 of 2)
3.1 Define the four major costs of quality, and their relationship
to the role of ethics in determining the overall costs of delivering
products and services.
3.2 Explain the basic principles of Total Quality Management (T
QM) and Six Sigma
3.3 Understand how acceptance sampling and process
performance approaches interface in a supply chain.
3.4 Describe how to construct process control charts and use
them to determine whether a process is out of statistical control.
Learning Objectives (2 of 2)
3.5 Explain how to determine whether a process is capable of
producing a service or product to specifications.
3.6 Describe International Quality Documentation Standards and
the Baldrige Performance Excellence Program
3.7 Understand the systems approach to Total Quality
Management
Costs of Quality (1 of 3)
• Many companies spend significant time, effort, and expense on
systems, training, and organizational changes to improve the
quality and performance of processes.
• Defect
– Any instance when a process fails to satisfy its customer
Types of Costs of Quality (2 of 3)
• Prevention costs
– Costs associated with preventing defects before they
happen
• Appraisal costs
– Costs incurred when the firm assesses the performance
level of its processes
• Internal Failure costs
– Costs resulting from defects that are discovered during the
production of a service or product
Types of Costs of Quality (3 of 3)
• External Failure costs
– Costs that arise when a defect is discovered after the
customer receives the service or product
• Ethical Failure costs
– Societal and monetary cost associated with deceptively
passing defective services or products to internal or
external customers such that it jeopardizes the well-being
of stockholders, customers, employees, partners, and
creditors.
Total Quality Management and Six Sigma
• Total Quality Management
– A philosophy that stresses three principles for achieving
high levels of process performance and quality (1)
customer satisfaction, (2) employee involvement and (3)
continuous improvement in performance
• Six Sigma
– A comprehensive and flexible system for achieving,
sustaining, and maximizing business success by
minimizing defects and variability in processes
Total Quality Management (1 of 4)
Figure 3.1 TQM Wheel
Total Quality Management (2 of 4)
• Customer Satisfaction
– Conformance to Specifications
– Value
– Fitness for Use
– Support
– Psychological Impressions
Total Quality Management (3 of 4)
• Employee Involvement
– Cultural Change
▪ Quality at the Source
– Teams
▪ Employee Empowerment
– Problem-solving teams
– Special-purpose teams
– Self-managed teams
Total Quality Management (4 of 4)
• Continuous Improvement
– Kaizen
– Problem-solving tools
– Plan-Do-Study-Act Cycle
Six Sigma (1 of 2)
Figure 3.3 Six Sigma Approach Focuses on Reducing Spread and Centering
the Process
Six Sigma (2 of 2)
• Goal of achieving low rates of defective output by developing
processes whose mean output for a performance measure is
+ / 6 standard deviations (sigma)
from the limits of the design specifications for the service or
product.
Acceptance Sampling (1 of 2)
• Acceptance Sampling
– The application of statistical techniques to determine if a
quantity of material from a supplier should be accepted or
rejected based on the inspection or test of one or more
samples.
• Acceptable Quality Level (AQL)
– The quality level desired by the consumer.
Acceptance Sampling (2 of 2)
Figure 3.4 Interface of Acceptance Sampling and Process Performance
Approaches in a Supply Chain
Statistical Process Control (SPC) (1 of 9)
• S PC
– The application of statistical techniques to determine
whether a process is delivering what the customer wants.
• Variation of Outputs
– No two services of products are exactly alike because the
processes used to produce them contain many sources of
variation, even if the processes are working as intended.
Statistical Process Control (SPC) (2 of 9)
• Performance Measurements
– Variables - Service or product characteristics that can be
measured (weight, length, volume, cost, quality, etc.)
– Attributes - Service or product characteristics that can be
quickly counted for acceptable performance (the number
of insurance forms containing errors that cause
underpayments or overpayments).
Statistical Process Control (SPC) (3 of 9)
• Complete Inspection
– Inspect each service or product at each stage of the process
for quality
• Sampling
– Sample Size
– Time between successive samples
– Decision rules that determine when action should be taken
Statistical Process Control (SPC) (4 of 9)
Figure 3.5 Relationship Between the Distribution of Sample Means and the
Process Distribution
Statistical Process Control (SPC) (5 of 9)
The sample mean is the sum of the observations divided by the
total number of observations.
n
Xi
x i 1
n
where
xi = observation of a quality characteristic (such as time)
n = total number of observations
x = mean
Statistical Process Control (SPC) (6 of 9)
The range is the difference between the largest observation in a
sample and the smallest. The standard deviation is the square root
of the variance of a distribution.
An estimate of the process standard deviation based on a sample
is given by:
2
x
n
i
n n
i 1
xi x
2
xi
2
i 1
or i 1 n
n 1 n 1
where
σ = standard deviation of a sample
Statistical Process Control (SPC) (7 of 9)
• Categories of Variation in Output
– Common cause - The purely random, unidentifiable
sources of variation that are unavoidable with the current
process
– Assignable cause - Any variation-causing factors that can
be identified and eliminated
Statistical Process Control (SPC) (8 of 9)
• Control Chart
– Time-ordered diagram that is used to determine whether
observed variations are abnormal
– Controls chart have a nominal value or center line,
Upper Control Limit (UCL), and Lower Control Limit
(LCL)
Statistical Process Control (SPC) (9 of 9)
• Steps for using a control chart
1. Take a random sample from the process and calculate a
variable or attribute performance measure.
2. If a statistic falls outside the chart’s control limits or
exhibits unusual behavior, look for an assignable cause.
3. Eliminate the cause if it degrades performance;
incorporate the cause if it improves performance.
Reconstruct the control chart with new data.
4. Repeat the procedure periodically.
Control Charts (1 of 7)
Figure 3.7 How Control Limits Relate to the Sampling Distribution:
Observations from Three Samples
Control Charts (2 of 7)
(a) Normal – No action
Figure 3.8 Control Chart Examples
Control Charts (3 of 7)
(b) Run – Take action
Figure 3.8 [continued]
Control Charts (4 of 7)
(c) Sudden change – Monitor
Figure 3.8 [continued]
Control Charts (5 of 7)
(d) Exceeds control limits – Take action
Figure 3.8 [continued]
Control Charts (6 of 7)
• Type I error
– An error that occurs when the employee concludes that the
process is out of control based on a sample result that fails
outside the control limits, when it fact it was due to pure
randomness
• Type II error
– An error that occurs when the employee concludes that the
process is in control and only randomness is present, when
actually the process is out of statistical control
Control Charts (7 of 7)
• Control Charts for Variables
– R-Chart– Measures the variability of the process
– x -Chart – Measures whether the process is generating
output, on average, consistent with a target value
• Control Charts for Attributes
– p-Chart – Measures the proportion of defective services or
products generated by the process
– c-Chart – Measures the number of defects when more than
one defect can be present in a service or product
Control Charts for Variables (1 of 6)
R-Chart
UCLR = D4R and LCL R = D3R
Where
X -Chart
UCL x = x + A2 R and LCL x = x A2 R
Where
Source: Reprinted with permission from A STM Manual on Quality Control of Materials, copyright ©
ASTM International, 100 Barr Harbor Drive, West Conshohocken, P A 19428.
Control Charts for Variables (4 of 6)
Steps to Compute Control Charts:
1. Collect data.
2. Compute the range.
3. Use Table 3.1 (see slide 34) to determine R-Chart control limits.
4. Plot the sample ranges. If all are in control, proceed to step 5.
Otherwise, find the assignable causes, correct them, and return to
step 1.
5. Calculate
x for each sample and determine the central line of
the chart, x
Control Charts for Variables (5 of 6)
6. Use Table 3.1 (see slide 34) to determine the parameters for U
CL and LCL for x - Chart
7. Plot the sample means. If all are in control, the process is in
statistical control. Continue to take samples and monitor the
process. If any are out of control, find the assignable causes,
address them, and return to step 1. If no assignable causes are
found after a diligent search, assume the out-of-control points
represent common causes of variation and continue to
monitor the process.
Example 1 (1 of 5)
The management of West Allis Industries is concerned about the production of
a special metal screw used by several of the company’s largest customers. The
diameter of the screw is critical to the customers. Data from five samples
appear in the accompanying table. The sample size is 4. Is the process in
statistical control?
σp = p 1 p / n
p 1 p
σp = = 0.0049(1 0.0049) / 2,500 = 0.0014
n
where
= standard deviation of the process distribution
Process Capability (6 of 6)
30 20
Cp = = 1.23
6(1.35)
p (1 p ) 0.04(0.96)
UCL p = p + z = 0.04 + 3 = 0.077
n 250
p (1 p ) 0.04(0.96)
LCL p = p z = 0.04 3 = 0.003
n 250
Solved Problem 2 (6 of 6)
b. Samples for the next four days showed the following:
Samples for Thursday and Friday are out of control. The supervisor should
look for the problem and, upon identifying it, take corrective action.
Solved Problem 3 (1 of 2)
The Minnow County Highway Safety Department monitors
accidents at the intersection of Routes 123 and 14. Accidents at
the intersection have averaged three per month.
UCL c = c + z c = 3 + 3 3 = 8.20
σ 25
σx = = = 10.2 calories
n 6
Because the process capability ratio is 1.33, the process should be able to
produce the product reliably within specifications. However, the process
capability index is 1.07, so the current process is not centered properly for four-
sigma performance. The mean of the process distribution is too close to the
upper specification.