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Quality - Coggle Diagram
Quality
Quality circles
Groups of employees who meet regularly to discuss ways of improving production/quality and resolving issues in their department
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:check: encourages team working and participation = higher worker participation and motivation
:check: Improves quality through joint discussion of ideas/solutions
:check: full use of knowledge and experience of staff
TQM
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Often involves a change in the corporate culture = all employees have a part to play, they can no longer think that quality is someone else's responsibility. Employees must constantly think about the quality of their work, acting as though the next stage in the production process is the customer (hence expected to meet the standards of the customer / next employee)
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TQM aims to cut the costs of faulty or defective products by encouraging to achieve zero defects. If quality is improved and guaranteed, reject costs will decrease and demand increase.
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TQM will not function in a rigid or authoritarian structure as employees are empowered and have authority
Benchmarking
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:check: faster and cheaper way of solving problems than firms who do so without external comparison
:check: areas of greatest significance to customers are identified
:check: if the workforce participates = motivational and new perspectives
:red_cross: the process depends on obtaining relevant up to date info from other firms
:red_cross: copying practices may discourage uniqueness / originality
C2C
A manufacturing principle that seeks to create production techniques that are efficient and waste free / sustainble
All inputs and outputs of the production process are seen as 'technical' (can be recycled or reused with no loss of quality) or 'biological' (can be composted or reused in an environmentally friendly way) resources.
Quality control
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3 step process:
- Prevention - quality should be designed into the product
- Inspection - high costs associated reduced by zero effect manufacturing (aim of TQM)
- Correction/improvement - correcting the issue but also improving the process to 'prevent' it from happening again.
Inspecting for quality - traditionally at the end of the production process. Expensive (qualified engineers or machinery) and damaging (eg laptop dropped). A sampling method is thus, used eg every 10 000 laptops a sample is inspected.
- Workers will feel like it is not their responsibility to assure quality = demotivating and will result in lower-quality output
- The job may be tedious = demotivating
- Looking for an issue, hence negative in its culture = resentment among workers as inspectors are 'successful' when they find an issue.
Quality assurance
Agreeing on and meeting quality standards at each stage of production to ensure customer satisfaction. Does not just focus on the finished product
Main differences:
- emphasis on the prevention of poor quality through the design rather than inspecting for the poor quality = 'get it right the first time'
- Establishes quality standards + targets for each stage
- Checks materials, components and services at all stages hence, resources and time wasted is minimised (in contrast with at the end of the process)
Depending on the nature of the good, absolute quality may or may not be required eg jet engines have to be of the highest quality - less than one million failed parts - however, zippers do not have to be of the same standard. Quality depends on the expectations of the target market and the competitors' quality standards