MAN4504

MAN4504 - Chapter 9 Quality-The ability of a product or...

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Chapter 9 Quality- The ability of a product or service to consistently meet or exceed customer expectations Prior to the 1970s and 1980s, quality was not a focal point of U.S. companies Foreign competition, due in part to a focus on quality, was able to capture significant shares of U.S. markets Since the 1980s, quality has been increasingly embraced by U.S. executives Contributors Walter Shewart “father of statistical quality control” Control charts Variance reduction Methods for analyzing the output of industrial processes to determne when corrective action was necessary W. Edwards Deming Special vs. common cause variation The 14 points *key elements: constancy of purpose: continual improvement: profound knowledge: appreciation for the system, theory of variation, theory of knowledge, psychology Improve quality and productivity; reduce variation in output which can be accomplished by distinguishing b/w special causes of variation and common causes Deming prize- prize established by the Japanese and awarded annually to firms that distinguish themselves with quality management programs Joseph Juran Quality Control Handbook , 1951 Viewed quality as fitness-for-use Quality trilogy– quality planning, quality control, quality improvement (taught Jap. Manufactures)
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Key element: commitment of management to continual improvement Armand Feigenbaum Quality is a “total field” The customer defines quality Philip B. Crosby Zero defects; “do it right the first time” 1. Top mamagemnet must demonstrate its commitment to quality and its willingness to give support to achieve quality 2. Management must be persistent in efforts to achieve good quality 3. Management must spell out what it wants in terms of quality and what workers must do to achieve that. 4. Make it (or do it) right the first time Quality is Free , 1979 Kaoru Ishikawa Cause-and-effect diagram (or fishbone digram) For problem solving and the implementation of quality circles, which involves workers in quality improvement Quality circles Recognized the internal customer *Genichi Taguchi -Taguchi loss function, which involves a formula for determining the cost of poor quality *Taiichi Ohno and Shigeo Shingo -both developed the philosophy and methods of kaizen, a Japanese term for continuos improvement Reactive vs. Proactive Quality Quality Assurance Reactive Emphasis is on finding and correcting defects before they reach the market Strategic Approach Proactive Focuses on preventing mistakes from occurring
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Greater emphasis on customer satisfaction Involves all manager and workers in a continuing effort to improve quality Dimensions of Product Quality Performance main characteristics of the product Aesthetics appearance, feel, smell, taste Special features extra characteristics Conformance how well the product conforms to design specifications
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This note was uploaded on 03/05/2011 for the course AFH 3000 taught by Professor Gomez during the Spring '11 term at FIU.

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MAN4504 - Chapter 9 Quality-The ability of a product or...

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