QUALITY MANAGEMENT AND TECHNIQUES WHY QUALITY - the requirements -
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Transcript of QUALITY MANAGEMENT AND TECHNIQUES WHY QUALITY - the requirements -
WHY QUALITY
Linking Quality to Business Performance Quality to:
Customers (internal and external) Service / Product Providers Stakeholders Society
Who is the customer? The External Customers
Also the internal customers The person who receives your work The person who receives instructions
from you
BUT
Who is the customer? The External Customers
Also the internal customers The person who receives your work The person who receives instructions
from you
BUT
Q1: Identify the types of external customers
Q2: Are all the different types of customers
treated the same?
Who is the customer? The External Customers
Also the internal customers The person who receives your work The person who receives instructions
from you
BUTQ1: List the internal customers who you have to
relate to every week.
Q2: What product do you deliver to your internal
customer?
Q3: Identify who your internal suppliers are, and
what product they deliver to you.
THE KANO MODEL OF QUALITY
The Kano Model of Customer (Consumer) Satisfaction classifies product attributes based on how they are perceived by customers and their effect on customer satisfaction. These classifications are useful for guiding design decisions in that they indicate when good is good enough, and when more is better. Kano product characteristics can be classified as:
•Threshold / Basic attributesAttributes which must be present in order for the product to be successful, can be viewed as a 'price of entry'. However, the customer will remain neutral towards the product even with improved execution of these aspects.
•One dimensional attributes (Performance / Linear)These characteristics are directly correlated to customer satisfaction. Increased functionality or quality of execution will result in increased customer satisfaction. Conversely, decreased functionality results in greater dissatisfaction. Product price is often related to these attributes.
•Attractive attributes (Exciters / Delighters)Customers get great satisfaction from a feature - and are willing to pay a price premium. However, satisfaction will not decrease (below neutral) if the product lacks the feature. These features are often unexpected by customers and they can be difficult to establish as needs up front. Sometimes called unknown or latent needs.
THE KANO MODEL OF QUALITY
CustomerSatisfaction
Degree of Achievement
Basic Quality(unspoken)
Spoken
Perform
ance
ExcitementQuality(unspoken)
Adapted from Kano et al (1984)
THE KANO MODEL OF QUALITY
CustomerSatisfaction
Degree of Achievement
Basic Quality(unspoken)
Spoken
Perform
ance
ExcitementQuality(unspoken)
Adapted from Kano et al (1984)
Please mark where is your
organization on this model.
Reinforce your understanding !
Questiona. Make a list of all the standard things you would want when
you book a holiday. You should list what you would expect from a good holiday organization.
b. Now make a list of all the things that would delight you when you book a holiday. This list should assume that your standard requirements have been met.
QUALITY PHILOSOPHIES
Inspection [1950’s] Quality Control [1960’s]
Quality Assurance [1970’s]Total Quality [1980’s]
Continuous Improvement [1990’s]
Knowledge Management [2000’s]
INSPECTION
After-the-fact screening Expensive Fallible Internal and introspective
Rework
BusinessProcess Inspector CUSTOMER
Good
Bad
Scrap
INSPECTION
After-the-fact screening Expensive Fallible Internal and introspective
Rework
BusinessProcess Inspector CUSTOMER
Good
Bad
Scrap
Do you do this in your organization?
To what extent?
Problems with the Inspection Model
Too late 100% routine inspection
doesn’t work Expensive
Inspector Scrap, rework, unhappy
customers Creates a barrier
between the operator and the customer
Rework
BusinessProcess
Inspector CUSTOMERGood
Bad
Scrap
Alternatives to 100% Inspection What is worse than 100% routine inspection? 200% routine inspection!
Alternatives to 100% Inspection Application of Statistical Process Control Developed from 1924 by Dr Walter Shewhart, Bell
Telephone Laboratories, U.S.A. Book “Economic Control of Quality of Manufactured
Product” published in 1931
QUALITY CONTROL
Self-inspection Greater process control Drawing control systems Product testing
BusinessProcess CUSTOMER
SPC
Good Product
QUALITY CONTROL
Self-inspection Greater process control Drawing control systems Product testing
BusinessProcess CUSTOMER
SPC
Good Product
In Process Quality Control
How to do this ?
GLOBAL QUALITY EXPERIENCE
Japan – Quality (1950’s) Japan – Total Quality (1960’s) USA – Pacific Basin …Europe (1980’s) Developing Countries (1990’s)
QUALITY GURUS – The American
DEMING JURAN FEIGENBAUM
1909 – 1993‘The Statistician’
JUSEPDCA
14 PointsDeadly Diseases
Action PlanSystem of Profound
Knowledge
1904 –‘The Other Samurai’
JUSEQuality Trilogy
10 StepsRecipe for Action
‘A History of Managing for
Quality’
1916 –‘The Implementer’
ASQCMBNQA
Total Quality Control9 M’s
Quality-Related Costs
10 Benchmarks
DEMING’S DEADLY DISEASES
A lack of constancy of purpose Emphasis on short-term profits Evaluation of performance, merit-rating, or annual
preview Mobility of management Management by use only of visible figures, with
little or no consideration of unknown or unknowable figures
“Hope for instant pudding”“Our QC department takes care of all quality problems”
CROSBY’S FOUR ABSOLUTES Quality is defined as conformance to
requirements, not as ‘goodness’ The system for causing quality is
prevention, not appraisal The performance standard is Zero
Defects, not ‘that’s close enough’ The measurement of quality is the
Price of Non-conformance, not indices
QUALITY GURUS - THE JAPANESE
ISHIKAWA SHINGO TAGUCHI
1915 – 1989‘The Practitioner’Fishbone Diagram
Company-wide Quality
Quality Circles7 Tools
1909 –1990‘The Consultant’
Practical PreventionPoka-Yoke
Zero Quality ControlJIT / SMED
1924 –‘The Professor’
Quality LossSystem, Parameter
and Tolerance Design
Orthogonal Arrays
WHY ZERO DEFECTS?
Ask yourself! Is it necessary to go for ZERO defects?Why isn’t 99.9% good enough? It is impossible to be 100% defect free!
BUT IS IT?
Here are some examples of what life would be like if 99.9% were good enough.
WHY ZERO DEFECTS? Five minutes of unsafe drinking water every month! Two unsafe landings per week at world major airports! Twenty thousand incorrect drug prescriptions every year! Fifty newborn babies dropped at birth by doctors/nurses
every months! Twenty-two thousand checques deducted from wrong bank
accounts each day! Five hundred incorrect surgical operations each month! Thirty-two thousand missed heartbeats per person every
year!
WHY ZERO DEFECTS? Five minutes of unsafe drinking water every month! Two unsafe landings per week at world major airports! Twenty thousand incorrect drug prescriptions every year! Fifty newborn babies dropped at birth by doctors/nurses
every months! Twenty-two thousand checques deducted from wrong bank
accounts each day! Five hundred incorrect surgical operations each month! Thirty-two thousand missed heartbeats per person every
year!
Can you share with us any
similar experience !