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CHAPTER 27 - QUALITY MANAGEMENT, EVALUATION OF QUALITY MANAGEMENT - Coggle…

- - - - 02 - QUALITY CONTROL INSPECTION
        
        03 - IMPACT OF QUALITY CONTROL ON BUSINESS
        
        quality control is based on inspection that involves a group of quality control inspectors who check the output of workers:
        
        01 - inspection is looking for problems and is negative in its culture, this can cause resentment among workers
        02 - employees may view inspectors as managmenet employees who are there just to find problems in their work, workers may find it satisfying if a fault product escape the notice of the team on inspectors, this level of mistrust is not good for the working relationship and the overall levels of morale in the firm,
        03 - the job of inspection can be so tedious, so inspectors become demotivates and will not carry out their tasks efficiently
        04 - if checking takes place only at a few points in the production process, faulty products may pass through several production stages before it is picked up, much time is spent finding the source of the fault between the quality checkpoints
        05 - it reduces workers responsibility for quality, and inspectors have full authority for checking products, workers will not see quality as their responsibility and will not feel like its part of their task to ensure what needs to be maintained and this lack of responsiblitiy is demotivating and will result in lower quality output
        
        01 - traditionally, quality control has been achieved by inspecting products at the end of the production process.
        02 - some checking might take place at different stages of process, but the emphasis is on the quality of the finished article
        03 -quality inspection is quite expensive as qualified engineers have to be used
        04 - these checks can involve damaging the product -- ex --> dropping computers to see if they still work
        05 - a sampling process must therefore be used, and this cannot guarantee that every product is of that same appropriate quality
        06 - when quality checks are used during the production process, then statistical techniques are used to record and respond to results
        07 - a typical quality control chart for recording can be used for weights (ex --> bread loafs, if the recorded weights fall outside of the warning limits, then action needs to be taken to improve the accuracy of the production process).
      - 3 steps to an effective quality control
        
        01 - PREVENTATION -
        
        most effective way of improving the quality . if the design of the product satisfies the requirements of the customer and allows for accurate production, the the other two stages will be less significant. quality should be designed into a product
        
        02 - INSPECTION -
        traditionally this been the most important stage. it involves high costs as technically qualified inspectors are needed to check the finished product
        
        03 - CORRECTION AND IMPROVEMENT - This is not just about correcting faulty products but is also concerned with correcting the process that cause the fault the first place. this will improve quality in the future
  - - - 02 - POSSIBLE IMPACTS OF QUALITY ASSURANCE ON BUSINESS
        
        01 - everyone is responsible for quality - this can be a form of job enrichment
        02 - worker motivation is increased when employees are responsible for self-checking product and services, and being involved in efforts to improve quality
        03 -the system can be used to trace quality problems back to the stage of the production process where a problem is occuring
        04 - it reduces the need for the high costs of final inspection and reworking of faulty products
        05 - quality standards are set in all stages of production. the quality of work at each stage is assessed against these standards before the product is completed
        06 - it reduces total quality costs, an overall culture of quality can lead to reduce costs of wastage and faulty products
        07 - it can gain accredition for quality assurance awards such as ISO-9000 - these awards can give a business a great status and can be used in promotions for its products
        
        to obtain the ISO 9000 certificate, a business must demonstrate it has:
        01 - EMPLOYEE TRAINING AND APPRAISAL METHODS
        02 - METHODS FOR CHECKING ON SUPPLIES
        03 - QUALITY STANDARDS IN ALL AREAS OF THE BUSINESS INCLUDING AFTER-SALES SERVICE
        04 - PROCEDURES FOR DEALING WITH DEFECTIVE PRODUCTS AND QUALITY FAILURES
        
        It can have important marketing benefits for a business of establish quality assurance framework and receiving internationally recognised qualification
        
        drawbacks such as costs for preparing for an inspection and bureaucratic form filling required to gain the certificate
      - quality assurance does not focus on just the finished product
        01 - puts emphasis on the preventation of poor quality by designing products for ready fault-free manufacture and this should result in getting the quality right the first time
        02 - stresses the importance of workers aiming for zero-defects, so reducing the chances of faulty products being made or expensive reworking of faulty goods
        03 - establishes quality standards and targets for each stage of production process for goods and services
        04 - checks components, materials and services bought into the business at their point of arrival and not at the end of the production process
        
        the quality assurance department analyses how quality from all stages from production stages
        
        agreed standards must be established at all stages from initial product idea to the product reaching the final consumer
        
        these stages include:
        01 - PRODUCT DESIGN - the product needs to be designed to meet the expectations of customers
        02 - QUALITY OF INPUTS - quality must not be let down by bought in materails. suppliers have to accept and keep to strict quality standards
        03 - PRODUCTION QUALITY - this can be improved by all employees taking quality seriously and being responsbile for it. workers should realise that quality levels must not drop from pre standard levels
        04 - DELIVERY SYSTEMS - customers need goods and services delievered at times convenient to them. the punctually and reliability of delivery systems must be monitored
        05 - CUSTOMER SERVICE -
        or after sales service - continued customer satisfaction will depend on the quality of contact with customers after purchase. this is a form of customer relationship marketing
  - - - 01 - this approach to quality involves all employees in the business
        02 - TQM is based on the principle that everyone within a business has a contribution to make towards the overall quality of the finished product or service
        03 - TQM often involves a significant change in the culture of the organisation
        04 - employees can no longer think that quality is someone's responsibility
        05 - the search for quality must affect the attitude and actions of every employee
        06 - when adopting this concept, every worker needs to think about the quality of the work they are performing as another employee is, in effect their internal customers
        07 - every department is obliged to meet the standards expect by its internal customers
        08 - these departmental relationship are sometimes known as quality chains
        09 - all businesses can therefore be described as a series of suppplier and customer relationships.
        
        ex --> A truck driver who drops off supplies to retailers is the internal customer of the team loading the vehicle. Goods must be handled carefully and loaded in the right order. The truck driver has to face the retailer if goods are damaged or the wrong ones are delivered.
        
        TQM concept has revolutionised in the way workers view quality
        
        to be effective, the concept must be fully explained and training given to all employees
        
        TQM is not a technique its a philosophy that quality is everyones responsiblity
        
        the aim to make all workers at all levels accept that the quality they perform is important
        
        worker feel important with this responsiblity and empowered of checking the quality level before passing on to the next production stage
        
        this approach suits weels with the Herzberg's principles of job enrichment
        
        in addition, TQM should almost eliminate the need for a seperate quality control department with inspectors seperate from the production line itself
        
        TQM aims to cut the costs of faulty or defective products by encouraging all wokrers to "get it right the first time" and to achieve zero defects
        
        with TQM, if quality is improved and guaranteed, the reject costs should fall and the demand for the products will rise over time
        
        TQM is only successful if everyone in the business is committed to the idea
        
        it cannot be introduced into one section of the business when another section is producing defect products
        
        the philosophy requires a commitment from senior management to allow the workforce authority and empowerment
        
        TQM cannot work in a rigid and authoritarian structure
      - INTERNAL CUSTOMERS - people within the organisation who depend upon quality of work being done by others