Into Quality Management - Rev00

download Into Quality Management - Rev00

of 14

Transcript of Into Quality Management - Rev00

  • 7/24/2019 Into Quality Management - Rev00

    1/14

    Copyright 2009 John Wiley & Sons, Inc.Beni AsllaniBeni Asllani

    University of Tennessee at ChattanoogaUniversity of Tennessee at Chattanooga

    Operations Management - 6thEdition

    Operations Management - 6thEdition

    IntroductionIntroduction

    Roberta Russell & Bernard W. Taylor, III

    Quality ManagementQuality Management

  • 7/24/2019 Into Quality Management - Rev00

    2/14

    Copyright 2009 John Wiley & Sons, Inc. 2-2

    What Is Quality?What Is Quality?

    Oxford American DictionaryOxford American Dictionary a degree or level of excellencea degree or level of excellence

    American Society for QualityAmerican Society for Quality totality of features and characteristicstotality of features and characteristicsthat satisfy needs without deficienciesthat satisfy needs without deficiencies

    Consumers and producersConsumers and producersperspectiveperspective

  • 7/24/2019 Into Quality Management - Rev00

    3/14

    Copyright 2009 John Wiley & Sons, Inc. 2-3

    What Is QualityWhat Is Quality

    Custo!er"s #erspecti$eCusto!er"s #erspecti$e Fitness for useFitness for use

    how well product orhow well product or

    service does what it isservice does what it issupposed tosupposed to

    Quality of designQuality of design designing qualitydesigning quality

    characteristics into acharacteristics into a

    product or serviceproduct or service

    A Mercedes and a Ford areA Mercedes and a Ford are

    equally fit for use, but withequally fit for use, but with

    different design dimensions.different design dimensions.

  • 7/24/2019 Into Quality Management - Rev00

    4/14

    Copyright 2009 John Wiley & Sons, Inc. 2-%

    i!ensions o' Qualityi!ensions o' Quality

    (anu'acture) #ro)ucts(anu'acture) #ro)ucts PerformancePerformance

    basic operating characteristics of a product; howbasic operating characteristics of a product; how

    well a car handles or its gas mileagewell a car handles or its gas mileage FeaturesFeatures

    extra items added to basic features, such as aextra items added to basic features, such as astereo CD or a leather interior in a carstereo CD or a leather interior in a car

    ReliabilityReliability probability that a product will operate properlyprobability that a product will operate properlywithin an expected time frame; that is, a TV willwithin an expected time frame; that is, a TV willwork without repair for about seven yearswork without repair for about seven years

  • 7/24/2019 Into Quality Management - Rev00

    5/14

  • 7/24/2019 Into Quality Management - Rev00

    6/14

    Copyright 2009 John Wiley & Sons, Inc. 2-

    AestheticsAesthetics how a product looks, feels, sounds,how a product looks, feels, sounds,

    smells, or tastessmells, or tastes SafetySafety

    assurance that customer will not sufferassurance that customer will not sufferinjury or harm from a product; aninjury or harm from a product; anespecially important consideration forespecially important consideration for

    automobilesautomobiles PerceptionsPerceptions

    subjective perceptions based on brandsubjective perceptions based on brandname, advertising, and likename, advertising, and like

    i!ensions o' Qualityi!ensions o' Quality

    (anu'acture) #ro)ucts +cont.(anu'acture) #ro)ucts +cont.

  • 7/24/2019 Into Quality Management - Rev00

    7/14Copyright 2009 John Wiley & Sons, Inc. 2-

    i!ensions o' Qualityi!ensions o' Quality

    Ser$icesSer$ices

    Time and timelinessTime and timeliness

    how long must a customer wait for service,how long must a customer wait for service,and is it completed on time?and is it completed on time?

    is an overnight package delivered overnight?is an overnight package delivered overnight?

    Completeness:Completeness: is everything customer asked for provided?is everything customer asked for provided? is a mail order from a catalogue companyis a mail order from a catalogue company

    complete when delivered?complete when delivered?

  • 7/24/2019 Into Quality Management - Rev00

    8/14Copyright 2009 John Wiley & Sons, Inc. 2-/

    i!ensions o' Qualityi!ensions o' Quality

    Ser$ice +cont.Ser$ice +cont.

    Courtesy:Courtesy: how are customers treated by employees?how are customers treated by employees? are catalogue phone operators nice and areare catalogue phone operators nice and aretheir voices pleasant?their voices pleasant?

    ConsistencyConsistency is same level of service provided to eachis same level of service provided to eachcustomer each time?customer each time?

    is your newspaper delivered on time everyis your newspaper delivered on time everymorning?morning?

  • 7/24/2019 Into Quality Management - Rev00

    9/14Copyright 2009 John Wiley & Sons, Inc. 2-9

    Accessibility and convenienceAccessibility and convenience how easy is it to obtain service?how easy is it to obtain service?

    does service representative answer you calls quickly?does service representative answer you calls quickly? AccuracyAccuracy

    is service performed right every time?is service performed right every time? is your bank or credit card statement correct every month?is your bank or credit card statement correct every month?

    ResponsivenessResponsiveness how well does company react to unusual situations?how well does company react to unusual situations? how well is a telephone operator able to respond to ahow well is a telephone operator able to respond to acustomers questions?customers questions?

    i!ensions o' Qualityi!ensions o' Quality

    Ser$ice +cont.Ser$ice +cont.

  • 7/24/2019 Into Quality Management - Rev00

    10/14Copyright 2009 John Wiley & Sons, Inc. 2-0

    What Is QualityWhat Is Quality

    #ro)ucer"s #erspecti$e#ro)ucer"s #erspecti$e

    Quality of conformanceQuality of conformance making sure product or service is producedmaking sure product or service is producedaccording to designaccording to design if new tires do not conform to specifications, theyif new tires do not conform to specifications, they

    wobblewobble

    if a hotel room is not clean when a guest checksif a hotel room is not clean when a guest checks

    in, hotel is not functioning according toin, hotel is not functioning according to

    specifications of its designspecifications of its design

  • 7/24/2019 Into Quality Management - Rev00

    11/14Copyright 2009 John Wiley & Sons, Inc. 2-

    (eaning o' Quality(eaning o' Quality

  • 7/24/2019 Into Quality Management - Rev00

    12/14Copyright 2009 John Wiley & Sons, Inc. 2-2

    What Is QualityWhat Is Quality

    1 inal #erspecti$e1 inal #erspecti$e

    Customers and producers perspectivesCustomers and producers perspectives

    depend on each otherdepend on each other Producers perspective:Producers perspective:

    production process and COSTproduction process and COST

    Customers perspective:Customers perspective: fitness for use and PRICEfitness for use and PRICE

    Customers view must dominateCustomers view must dominate

  • 7/24/2019 Into Quality Management - Rev00

    13/14Copyright 2009 John Wiley & Sons, Inc. 2-3

    $olution o' Quality (anage!ent$olution o' Quality (anage!ent

    Quality 4urusQuality 4urus Walter ShewartWalter Shewart

    In 1920s, developed control chartsIn 1920s, developed control charts

    Introduced term Introduced term quality assurancequality assurance W. Edwards DemingW. Edwards Deming Developed courses during World War II to teachDeveloped courses during World War II to teachstatistical quality-control techniques to engineers andstatistical quality-control techniques to engineers andexecutives of companies that were military suppliersexecutives of companies that were military suppliers

    After war, began teaching statistical quality control toAfter war, began teaching statistical quality control to

    Japanese companiesJapanese companies Joseph M. JuranJoseph M. Juran

    Followed Deming to Japan in 1954Followed Deming to Japan in 1954 Focused on strategic quality planningFocused on strategic quality planning Quality improvement achieved by focusing on projectsQuality improvement achieved by focusing on projects

    to solve problems and securing breakthrough solutionsto solve problems and securing breakthrough solutions

  • 7/24/2019 Into Quality Management - Rev00

    14/14Copyright 2009 John Wiley & Sons, Inc. 2-%

    Armand V. FeigenbaumArmand V. Feigenbaum In 1951, introduced concepts of total quality control andIn 1951, introduced concepts of total quality control andcontinuous quality improvementcontinuous quality improvement

    Philip CrosbyPhilip Crosby In 1979, emphasized that costs of poor quality farIn 1979, emphasized that costs of poor quality faroutweigh cost of preventing poor qualityoutweigh cost of preventing poor quality

    In 1984, defined absolutes of quality managementIn 1984, defined absolutes of quality managementconformance to requirements, prevention, and zeroconformance to requirements, prevention, and zerodefectsdefects

    Kaoru IshikawaKaoru Ishikawa Promoted use of quality circlesPromoted use of quality circles Developed fishbone diagramDeveloped fishbone diagram Emphasized importance of internal customerEmphasized importance of internal customer

    $olution o' Quality (anage!ent$olution o' Quality (anage!ent

    Quality 4urus +cont.Quality 4urus +cont.