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MANAGING QUALITY PROVIDES A COMPETITIVE ADVANTAGE, ISO 9000 INTERNATIONAL…
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INSPECTION
- Use different statistical techniques.
- Variables:
-measures dimensions such as weight, speed, height, or strength.
-falls within an acceptable range.
- Attributes:
-items are either good or bad, acceptable or unacceptable.
does not address degree of failure
- Many problems
- Cannot inspect quality into product.
- Robust design, empowered employees, and sound processes are better solutions.
- Also known as source control
- Next step in the process is your customer
- Ensure perfect product to your customer.
- Poka-yoke is the concept of foolproof devices or techniques designed to pass only acceptable products.
- Checklists ensure consistency and completeness.
- Detect a defective product:
-does not correct deficiencies in process or product.
-it is expensive
- Involves examining items to see if an item is good or defective.
- Issues:
-when to inspect
-where in process to inspect
COSTS OF QUALITY
- Appraisal costs- evaluating products, parts, and services.
- Prevention costs- reducing the potential for detects.
- External failure costs- defects discovered after delivery.
- Internal failure costs- producing defective parts or service before delivery.
Different Views.
- Manufacturing based: conformance to standards, making it right the first time.
- User based: Better performance, more features.
- Product based: specific and measurable attributes of the product.
IMPLICATIONS OF QUALITY
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1) Company reputation.
- Perception of new products.
- Employment practices.
- Supplier relations.
3) Global implications.
- Improve ability to compete.
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TQM in services
- Service quality is more difficult to measure than the quality of goods.
- Services quality perceptions depend on:
1) Intangible differences between products.
2) Intangible expectations consumers have of those products.
SERVICE QUALITY
- Service Recovery Strategy
- Manager should have a plan for when services fail.
- Marriott's learn routine:
1) Listen
2) Empathize
3) Apologize
4) React
5) Notify
- The operations manager must recognize:
i) the tangible component of service is important.
ii) the service process is important.
iii) the service is judged against the customer's expectations.
iv) exceptions will occur.
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The Flow of Activities.
i) Organisational Practices.
- Leadership, mission statement, effective operating procedures, staff support, training.
- Yields: What is important & What is to be accomplished.
ii) Quality Principles.
- Customer focus, continuous improvement, Benchmarking, just in time, tools of TQM.
- Yields: How to do, what is important & to be accomplished.
iii) Employee fulfillment.
- Empowerment, organizational commitment.
- Yields: Employees attitudes that can accomplish what is important.
iv) Customer Satisfaction.
- Winning orders, repeat customers.
- Yields: An effective organization with a competitive advantages.
Define Quality.
- An operating manager's objective is to build a total quality.
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