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Chapter 5: Managing Quality, Types - Coggle Diagram
Chapter 5: Managing Quality
Definition
An operations manager’s objective
is to build a total quality
management system that identifies
and satisfies customer needs
Managing quality supports
differentiation, low cost, and
response strategies
Two Ways Quality
Improves Profitability
:
1) Improved quality via Sales Gain
2) Improved Quality via Reduced Costs
Different Views:
1) User based:
Better performance
2) Manufacturing based:
Making it right the first
time
3) Product based:
Specific attributes of the product
Quality Implications
Company reputation:
Perception of new products
Employment practices
Product liability
Reduce risk
Global implications
Improved ability to compete
ISO 9000 International Quality
Standards
Encourages quality management
procedures, detailed documentation, work
instructions, and record keeping
Has International recognition and critical for global business
Management principles
:
Top management leadership
Customer satisfaction
Continual improvement
Involvement of people
Process analysis
Use of data-driven decision making
A systems approach to management
Mutually beneficial supplier relationships
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
Takumi symbolizes deeper meaning in quality and education, as well as a perfect method than persistence
Total Quality Management
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
Focuses the entire organization from
supplier to customer
Emphasize commitment by
management to have a
company drive toward excellence
in all aspects of products and services
Seven Concepts of TQM
Continuous improvement
Six Sigma
Employee empowerment
Benchmarking
Determine what to benchmark
Form a benchmark team
Identify benchmarking partners
Collect and analyze benchmarking
information
Take action to match or exceed the
benchmark
Just-in-time (JIT)
Taguchi concepts
Engineering
methods to improve product and
process design
Quality Robustness
Ability to produce products
in adverse manufacturing and
environmental conditions
Knowledge of TQM tools
Continuous Improvement
Never-ending process of continuous improvement
Covers people, equipment, suppliers,
Every operation can be improved
Six Sigma
Statistical definition of a process that is
99.9997% capable
program designed to reduce defects,
lower costs, save time, and improve
customer satisfaction
Defines the project’s purpose, scope, and outputs,
then identifies the required process information
keeping in mind the customer’s quality
Measures the process and collects data
Analyzes the data ensuring
repeatability and reproducibility
Improves by modifying or
redesigning existing
procedures
Controls the new process
TQM Tools
Check Sheet
Scatter Diagram
Cause-and-Effect Diagram
Pareto Chart
Flowchart (Process Diagram)
Histogram
Statistical Process Control Chart
Inspection
Involves examining items to see if an
item is good or defective
Detect a defective product
Does not correct deficiencies in
process or product
When and Where to Inspect
At the supplier’s plant while the supplier is
producing
At your facility upon receiving receipt of goods from your
supplier
When production is complete
Before delivery to your customer
Source Inspection @ Source Control
Ensure perfect
product to your
customer
Poka-yoke
concept of
foolproof devices that are
designed to pass only acceptable
products
Checklists
Ensure
consistency
Attributes
Items are either acceptable
or unacceptable
Variables
Measures dimensions such as weight,
speed, height,
Types