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Managing Quality - Coggle Diagram
Managing Quality
Quality and strategy
- Managing quality supports differentiation, low cost, and response strategies
- Building a quality organization is a demanding task
- Two Ways Quality
Improves Profitability:
Sales gain via:
- improved response
- flexible pricing
-improved reputation
Reduced cost via:
- increased productivity
- lower rework and scrap costs
- lower warranty costs
- Quality helps firms increase sales and reduce costs
The Role Of Inspection
- Involves examining items to see if an item is good or defective
- Detect a defective product
- Issues
- Many problems
- Cannot inspect quality into a product
- Robust design, empowered employees, and sound processes are better solutions
Source Inspection
- Also known as source control
- The next step in the
process is your customer
- Ensure perfect
product to your customer
When and Where to Inspect
1) At the supplier’s plant while the supplier is producing
2) At your facility upon receipt of goods from your supplier
3) Before costly or irreversible processes
4) During the step-by-step production process
5) When production or service is complete
6) Before delivery to your customer
7) At the point of customer contact
Attributes Versus Variables
- Attributes: Items are either good or bad, acceptable or unacceptable. Does not address degree of failure
- Variables: Measures dimensions such as weight, speed, height, or strength. Falls within an acceptable range
- Use different statistical techniques
Total Quality Management
- Encompasses entire organization from supplier to customer
- Stresses a commitment by management to have a continuing companywide drive toward excellence in all aspects of products and services that are important to the customer
-
TQM Tools
- Tools for Generating Idea (check sheet, scatter diagram, cause-and-effect program)
- Tools to Organize Data (pareto chart, flowchart)
- Tools for Identifying Problems
(histogram, statistical process control chart)
-
TQM In Services
TQM In Services
- Service quality is more difficult to measure than the quality of goods
- Service quality perceptions depend on: 1)Intangible differences between products
2)Intangible expectations customers have of those products
Service Quality
The operations manager must recognize:
- The tangible component of services is important
- The service process is important
- The service is judged against the customer’s expectations
- Exceptions will occur
Service Recovery Strategy
- Managers should have a plan for when services fail
- Marriott's LEARN routine:
- Listen
- Empathize
- Apologize
- React
- Notify
Defining Quality
Defining Quality:
An operations manager’s objective is to build a total quality management system that identifies and satisfies customer needs
he totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs
Costs of Quality
- Prevention costs - reducing the potential for defects
- Appraisal costs - evaluating products, parts, and services
- Internal failure costs - producing defective parts or service before delivery
- External failure costs - defects discovered after delivery
Implications of Quality
- Company reputation
- Product liability
- Global implications
Takumi
A Japanese character that symbolizes a broader dimension than quality, a deeper process than education, and a more perfect method than persistence
Ethics and Quality Management
- Operations managers must deliver healthy, safe, quality products and services
- Poor quality risks injuries, lawsuits, recalls, and regulation
- Ethical conduct must dictate response to problems
- All stakeholders must be considered