Ch 9 and 10 GSC - Chapter 9: Management of Quality What is...

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Chapter 9: Management of Quality What is Quality? Quality is the ability of a product or service to consistently meet or exceed customer expectations. “We want to make our quality so special, so valuable to our customers, so important to their success that our products become their only real value choice” Jack Welch
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Typical Dimensions of Quality: Manufactured Product Performance – main characteristics product/service Aesthetics - appearance, feel, smell, taste Special features – extra characteristics Conformance - how well design specs are met Reliability – consistency of performance
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Typical Dimensions of Quality: Service Tangibles – appearance of service facility, equipment Convenience – availability and accessibility of service Reliability – dependability, consistency and accuracy Responsiveness – willingness to help customers Time – speed, promptness Assurance – knowledge, honesty, trust Courtesy – politeness, pleasantness
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Costs of Quality 1. Internal Failure Costs: Costs incurred to fix problems that are detected before the product/service is delivered to the customer. 2. External Failure Costs: Costs incurred to fix problems that are detected after the product/service is delivered to the customer. 3. Appraisal Costs: inspection and testing costs. 4. Prevention Costs: Training, Planning, Customer assessment, Process control, and Quality improvement costs
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The Consequences of Poor Quality 1. Loss of business : Damage organization’s image, decreased share of market, increased governmental controls 2. Liability: Damages or injuries resulting from faulty design and poor workmanship 3. Loss of Reputation 4. Decreased Productivity: Rework, production stoppages 5. Increased Costs: Internal and external costs
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Past Practice Present Practice Focus on product Focus on customer # Defectives Level of satisfaction Detection & correction Prevention End of process Throughout process
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Quality Gurus 1. Deming : Management’s responsibility Eliminate competition among workers Involve every one 2. Juran : Less emphasis on statistical methods Measurement of cost of quality
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Total Quality Management Key philosophies in TQM approach: 1. Customer Satisfaction: Determine customers’ wants. Design a product or service that will meet or exceed what customers want. 2. Continuous Improvement: Improve all factors related to the process. The Japanese use the term kaizen to refer to continuous improvement. 3. Worker Involvement: Give workers the responsibility of improvements and the authority to make changes to improve quality. . 4. Quality at the Source: The philosophy of making each worker responsible for the quality of his or her work.
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CAUSE_AND_EFFECT DIAGRAM (Fishbone Chart, Ishikawa Diagram)
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Smeared print Number of defects Off center Missing label Loose Other PARETO CHART 80% of the problems may be attributed to 20% of the causes.
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970 980 990 1000 1010 1020 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 UCL LCL CONTROL CHART
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Quality Circle: A small, voluntary group of employees and
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Ch 9 and 10 GSC - Chapter 9: Management of Quality What is...

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