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Chapter 5: Managing quality - Coggle Diagram
Chapter 5: Managing quality
Quality
Different views
User based
Manufacturing based
Product based
Implications
Company reputation
Product liability
Global implication
Cost of quality
Prevention costs
Appraisal costs
Internal failure costs
External failure costs
Leaders in Quality
W. Edwards Deming
Deming's 14 points
Create consistency of purpose
Lead to promote change
Break down barriers between department
Build quality into the product
Build long-term relationship
Continuously improve product
Emphasize leadership
Drive out fear
Stop haranguing workers
Support, help and improve
Institute a vigorous program
Put everyone in the company to work on the transformation
Create consistency of purpose
Armand Feigenbaum
Philip B. Crosby
Concept of TQM
Continuous improvement
Kaizen
TQM and zero defect
Six sigma
Measures
Analyzes
Improves
Controls
Employee enpowerment
Benchmarking
1) Determine benchmark
2) Form team
3) Identify partners
4) Collect and analyze
5) Take action
Just-in-time (JIT)
Cut cost of quality
Improves quality
Better quality
Taguchi concept
Quality robustness
Target-oriented quality
Quality loss function
TQM tools
Check sheet
Scatter Diagram
Cause-and-effect Diagram
Pareto Chart
Flowchart
Histogram
Statiscal Process Control Chart
Joseph M. Juran
Juran trigology
Quality Standards & Award
Malcolm Baldrige National Quality Award
Baldrige Criteria
Leadership
Strategic Planning
Customer Focus
Workforce focus
Operation focus
ISO 9000 International Quality Standards
Management Principle
Top management leadership
Customer satisfaction
Continual improvement
Involvement of people
Process analysis
Use of data-driven decision making
A system approach to management