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Chapter 14 Quality Management Sales Order Management Aggregate Planning Master Scheduling Production Activity Control Quality Control Distribution Mngt.

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Presentation on theme: "Chapter 14 Quality Management Sales Order Management Aggregate Planning Master Scheduling Production Activity Control Quality Control Distribution Mngt."— Presentation transcript:

1

2 Chapter 14 Quality Management

3 Sales Order Management Aggregate Planning Master Scheduling Production Activity Control Quality Control Distribution Mngt. © 2001 Victor E. Sower, Ph.D., C.Q.E. Business Processes

4 Ch 3 - 2 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e What Is Quality? “The degree of excellence of a thing” (Webster’s Dictionary) “The totality of features and characteristics that satisfy needs” ( ASQ) Fitness for use (Juran)

5 Ch 3 - 3 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Dimensions Of Product Quality (Garvin) 1. Performance –basic operating characteristics 2. Features –“extra” items added to basic features 3. Reliability –probability product will operate over time

6 Ch 3 - 4 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 4. Conformance –meeting pre-established standards 5. Durability –life span before replacement 6. Serviceability –ease of getting repairs, speed & competence of repairs

7 Ch 3 - 5 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 7. Aesthetics –look, feel, sound, smell or taste 8. Safety –freedom from injury or harm 9. Other perceptions –subjective perceptions based on brand name, advertising, etc

8 Ch 3 - 6 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Service Quality 1. Time & Timeliness –customer waiting time, completed on time 2. Completeness –customer gets all they asked for 3. Courtesy –treatment by employees

9 Ch 3 - 7 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 4. Consistency –same level of service for all customers 5. Accessibility & Convenience –ease of obtaining service 6. Accuracy –performed right every time 7. Responsiveness –reactions to unusual situations

10 Ch 3 - 8 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Quality Of Conformance Ensuring product or service produced according to design Depends on –design of production process –performance of machinery –materials –training

11 Ch 3 - 9 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e The Meaning of Quality Quality of ConformanceQuality of Design Producer’s PerspectiveConsumer’s Perspective Fitness for Consumer Use ProductionMarketing Conformance to specifications Cost Quality characteristics Price

12 Ch 3 - 10 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Quality Philosophers Walter Shewhart W. Edwards Deming Joseph Juran Philip Crosby Armand Feigenbaum

13 Ch 3 - 11 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Deming’s 14 Points 1. Create constancy of purpose 2. Adopt philosophy of prevention 3. Cease mass inspection 4. Select a few suppliers based on quality 5. Constantly improve system and workers 6. Institute worker training

14 Ch 3 - 12 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 7. Instill leadership among supervisors 8. Eliminate fear among employees 9. Eliminate barriers between departments 10. Eliminate slogans 11. Remove numerical quotas 12. Enhance worker pride 13. Institute vigorous training & education programs 14. Implement these 13 points

15 Ch 3 - 13 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e The Deming Wheel (or P-D-C-A Cycle) Identify problem Develop plan for improvement Implement plan on test basis Is the plan working Institutionalize improvement Continue cycle 1. Plan 2. Do 3. Study / Check 4. Act

16 Ch 3 - 14 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Total Quality Management 1. Customer defined quality 2. Top management leadership 3. Quality as a strategic issue 4. All employees responsible for quality 5. Continuous improvement 6. Shared problem solving 7. Statistical quality control 8. Training & education for all employees

17 Ch 3 - 15 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e TQM Throughout The Organization Marketing, sales, R&D Engineering Purchasing Personnel Management Packing, storing, shipping Customer service

18 Ch 3 - 16 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Strategic Implications Of TQM Quality is key to effective strategy Clear strategic goal, vision, mission High quality goals Operational plans & policies Feedback mechanism Strong leadership

19 Ch 3 - 17 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e TQM In Service Companies Inputs similar to manufacturing Processes & outputs are different Services tend to be labor intensive Quality measurement is harder Timeliness is important measure TQM principles apply to services

20 Ch 3 - 18 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Cost Of Quality Cost of achieving good quality –Prevention –Appraisal Cost of poor quality –Internal failure costs –External failure costs

21 Ch 3 - 19 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Quality Indexes Labor index –quality cost / labor hours Cost index –quality cost / manufacturing cost Sales index –quality cost / sales Production index –quality cost / units produced

22 Ch 3 - 22 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Quality Is... An important determinant of business profitability Positively & significantly related to higher return on investment

23 Ch 3 - 23 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Quality And Productivity Productivity = output / input Fewer defects increase output Quality improvement reduces inputs

24 Ch 3 - 35 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Employees & Quality Improvement Quality circles Employee suggestions Process improvement teams Self-managed work teams

25 Ch 3 - 36 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e The Quality Circle Process

26 Ch 3 - 37 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Seven Quality Control Tools 1. Pareto analysis 2. Flowcharts 3. Check sheets 4. Histograms 5. Scatter diagrams 6. Control charts 7. Fishbone diagram

27 Ch 3 - 38 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e A Pareto Chart Percent from each cause Causes of poor quality Machine calibrations Defective parts Wrong dimensions Poor Design Operator errors Defective materials Surface abrasions 0 10 20 30 40 50 60 70 (64) (13) (10) (6) (3) (2)

28 Ch 3 - 39 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e A Flowchart

29 Ch 3 - 40 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Check Sheet COMPONENTS REPLACED BY LAB TIME PERIOD: 22 Feb to 27 Feb 1998 REPAIR TECHNICIAN: Bob TV SET MODEL 1013 Integrated Circuits |||| Capacitors |||| |||| |||| |||| |||| || Resistors || Transformers |||| Commands CRT |

30 Ch 3 - 41 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Histogram 0 5 10 15 20 25 30 35 40 1 2 6 13 10 16 19 17 12 16 20 17 13 5 6 2 1

31 Ch 3 - 42 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Scatter Diagram.

32 Ch 3 - 43 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Control Chart 18 12 6 3 9 15 21 24 27 246810121416 Sample number Number of defects UCL = 23.35 LCL = 1.99 c = 12.67

33 Ch 3 - 44 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Fishbone Diagram Quality Problem MachinesMeasurementHuman ProcessEnvironmentMaterials Faulty testing equipment Incorrect specifications Improper methods Poor supervision Lack of concentration Inadequate training Out of adjustment Tooling problems Old/worn Defective from vendor Not to specifications Material- handling problems Deficiencies in product design Ineffective quality management Poor process design Inaccurate temperature control Dust and Dirt

34 Ch 3 - 45 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Quality Awards And Certifications The Malcolm Baldrige Award The Deming Prize Industry, regional, and company awards –Institute of Industrial Engineers –NASA –European Quality Award

35 Ch 3 - 46 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e ISO 9000 Categories Prior to 2000 ISO 9001 ~ Suppliers and Designers ISO 9002 ~ Production ISO 9003 ~ Inspection and Test ISO 9004 ~ Quality Management

36 Ch 3 - 46 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e ISO 9000-2000 Categories ISO 9001 ~ Quality Management Systems Requirements ISO 9004 ~ Quality Management Systems— Guidelines for Performance Improvements

37 Ch 3 - 47 © 2000by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Implications Of ISO 9000 Truly international in scope Certification required by many foreign firms U.S. firms export > $100 billion/yr to Europe Adopted by U.S. Navy, DuPont, 3M, AT&T, & others

38 Ch 3 - 48 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e ISO Accreditation European registration –3rd party registrar assesses quality program –European Conformity (CE) mark authorized United States 3rd party registrars –American National Standards Institute (ANSI) –American Society for Quality Control (ASQC) –Registrar Accreditation Board (RAB)

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