2Major Themes Today, supply chains compete, not individual firms. A firm’s supply chain, upstream and downstream, constrains and enables the firm.Firm’s must manage quality in their supply chain, upstream and downstream.Quality management is not “owned” by any one of the functional areas such as operations, HRM, marketing, etc. All functional areas must own their “quality management” processes.There is no one way to improve quality. Firms must use the contingency approach to assess the current position of the firm and identify an effective strategy for improvement based on a clear understanding of their company, market, customers, suppliers, and the quality management alternatives. Improvement is based on the contingent variables that are operative in the firm as it exists.
4What is Quality? Cross-functional and Cross-firm Flows Quality management involves flows: process flows, information flows, material flows, and fund flows. Each of these flows has to operate efficiently, effectively, and with quality. Like a river, we have upstream and downstream flows. The sums of these flows make up the supply chain for a firm.Using the supply chain as the model for competition, we must internalize external upstream and downstream processes from raw materials to after-sale service.The firm must integrate differing functions, expertise, and dimensions of quality. This integration requires flexible, cross-functional, problem-solving and employees who can adapt to rapidly changing markets.
5What is Quality? Product Quality Dimensions Garvin’s definitions of quality based on the perspective of the viewer (perception is reality)Transcendent - quality is intuitively understood but nearly impossible to communicateProduct-based – quality is found in the components and attributes of a productUser-based – if the customer is satisfied, the product has good qualityManufacturing-based – if the product conforms to design specifications, it has good qualityValue-based – if the product is perceived as providing good value for the price, it has good quality
23What is Quality? Differing Functional Perspectives on Quality Supply Chain Management (SCM) PerspectiveSupply chain management (SCM) grew out of the concept of the value chain.The value chain includes inbound logistics, core processes (operations and marketing), and outbound logistics – processes which directly add value to the product or service.Functions such as HRM, IS, and Purchasing support the core processes in the value chain – non-value added processes which provide a context for the value chain processes.Upstream activities include all of those activities involving interaction with suppliers.Downstream activities include shipping and logistics, customer support, and focusing on delivery reliability.
24What is Quality? Differing Functional Perspectives on Quality Supply Chain Management (SCM) PerspectiveSupplier development activities include evaluating, training, and implementing systems with suppliers, such as electronic data interchange (EDI) to link customer purchasing systems to supplier enterprise resource planning systems (ERP).Supplier qualification involves evaluating supplier performance with regard to conformance rates, cost levels, delivery reliability, etc. using supplier filters, such as ISO/TS (an automotive standard), ISO 9000:2000, and QS9000.Value stream mapping flowcharts processes to determine where customer value is created as well as identifying non-value-added process steps. Value stream mapping also involves analyzing processes from a systems perspective such that upstream and downstream effects of core process changes can be evaluated.
25What is Quality? Differing Functional Perspectives on Quality Operations Management (OM) PerspectiveThe OM view of quality is rooted in the engineering approach and was the first functional field of management to adopt quality as its own.OM is concerned about product and process design. However, rather than focusing on only the technical aspects of these activities, OM concentrates on the management and continuous improvement of conversion processes.OM uses the systems view which is the basis for quality management. The systems view maintains that product quality is the result of the interactions of several variables (manpower, materials, methods, machinery, feedback, environment, time, and technology) which comprise a system, and these variables and their interactions are the cause of quality problems.
26What is Quality? Differing Functional Perspectives on Quality Operations Management (OM) PerspectivePlanningOrganizingControllingCustomerFeedbackProcessControlInputsOutputsCustomerConversion ProcessOM has an operations-marketing interface which focuses priorities on the customer in the product and process design and operations decisions.Ferdows and Demeyer link the strategic view of OM to quality management with their sand-cone model: quality is the basis on which lasting improvement in other competitive dimensions (reliability - dependability, cycle time - speed of delivery of concept to market, and cost - efficiency) are accomplished.
27What is Quality? Differing Functional Perspectives on Quality The Sand Cone Model for PrioritiesCost (Efficiency)Cycle Time (Speed)Reliability (Dependability)Quality
29What is Quality? Differing Functional Perspectives on Quality Strategic Management PerspectiveThe ultimate goal of strategic quality planning is to aid an organization to achieve sustainable competitive advantage.Alignment refers to consistency between different operational sub-plans and the overall strategic plan.Madu and Kuei propose a strategy process based on plan-do-check-act:plan – strategy formulationdo – implement strategy in a pilotcheck – evaluate pilot implementation and make adjustmentsact – full scale strategy implementation
31What is Quality? Differing Functional Perspectives on Quality Financial Perspective - The Deming Value ChainImprove QualityDecrease CostsImprove ProductivityCapture MarketStay in BusinessProvide More jobs
32What is Quality? Differing Functional Perspectives on Quality Finance professionals believe the law of diminishing marginal returns applies to quality improvement.Total Quality Costs =Sum of Losses + Costs of Improving QualityCostLosses Due toPoor QualityCosts of ImprovingQualityMinimumCostMinimum Sum ofLosses + CostsQualityOptimum Quality LevelThe financial perspective on quality relies on quantified measurable,results oriented thinking.
34What is Quality? Differing Functional Perspectives on Quality HRM PerspectiveHRM FunctionsJob analysis involves collecting detailed information about each job. This information includes tasks, skills, abilities, and knowledge requirements for each job. This information is used to define a job description which is used to set pay levels. The bureaucratic delay in accomplishing job analysis to modify job descriptions can limit the ability of the organization to achieve the flexibility needed for quality management.Selection in recruitment and hiring decisions involves finding employees who have the technical and behavioral preparation to perform the tasks for a job, and who are fast learners during quality improvements. The selection process is critical because people, politics, and culture constrain and enable organizational change.
35What is Quality? Differing Functional Perspectives on Quality HRM PerspectiveHRM FunctionsEffective training provides for standardizing methods for solving unstructured problems in quality management. Top managers and low-ranking employees should use similar processes for solving problems. This is called vertical deployment of quality management. Different departments should use similar processes for solving problems to achieve horizontal deployment of quality management.Performance appraisals and evaluations are key methods for motivating employees. Face-to-face reporting sessions and 360-degree evaluations (an employee’s peers, supervisors, and subordinates evaluate the employee) are used.
36What is Quality? Differing Functional Perspectives on Quality HRM PerspectiveThe following table distinguishes between traditional HRM and total quality human resources management.Traditional HRM TQHRMProcess Characteristics Unilateral role Consulting role Centralized Decentralized Push - Demand Pull – Empower Administrative DevelopmentalContent Characteristics Single-mindedness PluralisticCompartmentalized HolisticWorker-oriented System-orientedPerformance SatisfactionJob-based Person-based
38What is Quality? Differing Functional Perspectives on Quality Marketing PerspectiveMarketing systems involve interactions between the producing organizations, the intermediaries, and the final consumer, and it is often very difficult for firms to agree on who the customer is.Marketing is also focused on service at the time of the transaction and after-sales support.Marketing interacts closely with engineering and operations in product design to bring the voice of the customer into the design process.Customer service surveys are used for assessing the multiple dimensions of quality.The customer is the focus of marketing-related quality improvement in developing specialized products for different customers, which is in conflict with standardizing products to reduce complexity by operations.
39What is Quality Management? The focus of quality management is to manage properly the interactions among people, technology, inputs, processes, and systems to provide outstanding products and services to customers.With total quality management (TQM), the role of the quality department has moved from a technical, inspection, policing role to a supportive training and coaching role.A strong knowledge of quality is best coupled with technical expertise in business disciplines such as materials management, supply chain management, finance, accounting, operations management, HRM, strategy, and industrial engineering.The goal is to completely immerse the organization in quality thinking and commitment.
41What is Quality Management? Quality ControlThe control process is based on the scientific method which includes the phases of analysis, relation, and generalization.Analysis involves breaking the process into its fundamental pieces.Relation involves understanding the relationships between the parts.Generalization involves perceiving how interrelationships apply to the larger phenomenon of quality being studied.
42What is Quality Management? Quality ControlActivities relating to quality control include:Monitoring process capability and stabilityMeasuring process performanceReducing process variabilityOptimizing processes to nominal measuresPerformance acceptance samplingDeveloping and maintaining control charts
43What is Quality Management? Quality AssuranceAssurance refers to proactive activities associated with guaranteeing the quality of a product or service, especially during the design phase.By contrast, quality control is reactive, rather than proactive, by detecting quality problems after they occur.Quality assurance activities include:Failure mode and effects analysisConcurrent engineeringExperimental designProcess improvementDesign team formation and managementOff-line experimentationReliability/durability product testing
44What is Quality Management? The management processes that overarch and tie together the control and assurance activities make up quality management.The integrative view of quality management supports the idea that quality is the responsibility of all management, not just quality managers.All managers, supervisors, and employees are involved in the following quality management activities:Planning for quality managementCreating a quality organizational cultureProviding leadership and supportProviding training and retrainingDesigning an organizational system that reinforces quality idealsProviding employee recognitionFacilitating organizational communication