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CHAPTER 9 - QUALITY - Coggle Diagram
CHAPTER 9 - QUALITY
QUALITY
-Defined as the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
DIMENSIONS OF QUALITY
- Aesthetics - all about visual appeal of the product
- Features - defined as basic criteria of a product.
- Conformance - the ability of the product to adhere to those design specifications and subsequently be an acceptable product.
- Serviceability - how quickly and ecnomically a repair or routine maintenance activity can be accomplised.
- Perceived Quality - about impression of a customer after using the product and/or service
- Durability - the effective life of the product or longevity before it is declared as unfit for use.
- Reliability - probability of not failing of components
- Performance - evaluation of product or service performance with respect to certain specific functions.
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PRINCIPLES OF TQM
- Decision Making - made based on measurements.
- Employee Involvement - employees should be encouraged to be proactive.
- Executive MAnagement - top level management should act as the main driver for TQM
- Customer Focus - Improvement in quality.
- Continuous Learning - employees never stop learning and striving do better.
- Organization Culture - developing employees ability to work together to improve quality.
- Continuous Improvement - continuously work towards improving manufacturing and quality procedures.
- Training - employees should receive regular training.
- Work Processes Focus - analysing work processes should be given to employees.
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BENCHMARKING
this process involves identifying the best practices and approaches by comparing productivity in spesific areas within one's own organization with that of other organizations, both inside and outside the industry.
OBJECTIVE
- to identify the best practices in performing an activity
- to learn how other companies have actually achieved lower cost or better results in performing benchmarked activities
- to take action to improve a company's competitiveness whenever benchmarking reveals that it cost and results of performing an activity do not match those of other companies.
