9-1 mcgraw-hill ryerson operations management, 2 nd canadian edition, by stevenson & hojati...
TRANSCRIPT
9-1
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
9-2
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
QUALITYPART FOUR
•Chapter Nine•Introduction to Quality
•Chapter Ten
•Quality Control
•Chapter Ten Supplement
•Acceptance Sampling•Chapter Eleven
•TQM and Quality Tools
9-3
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Chapter 9
Introduction to Quality
9-4
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Quality Management
• What does the term quality mean?
• Quality is the ability of a product or service to consistently meet or exceed customer expectations.
9-5
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Dimensions of Quality
• Performance - main characteristics of the product/service
• Aesthetics - appearance, feel, smell, taste
• Special features - extra characteristics
• Conformance - how well product/service conforms to customer’s expectations
• Safety - Risk of injury
• Reliability - consistency of performance
9-6
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Dimensions of Quality (Cont’d)
• Durability - useful life of the product/service
• Perceived Quality - indirect evaluation of quality (e.g. reputation)
• Service after sale - handling of customer complaints or checking on customer satisfaction
9-7
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Examples of Quality Dimensions
Dimension
1. Performance 2. Aesthetics 3. Special features Convenience High tech 4. Safety
(Product) Automobile
Everything works, fit & finish Ride, handling, grade of materials used Interior design, soft touch Gauge/control placement Cellular phone, DVD player Antilock brakes, airbags
(Service) Auto Repair
All work done, at agreed price Friendliness, courtesy, Competency, quickness Clean work/waiting area Location, call when ready Computer diagnostics Separate waiting area
Table 9-1
9-8
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Examples of Quality Dimensions (Cont’d)
Dimension
5. Reliability 6. Durability 7. Perceived quality 8. Service after sale
(Product) Automobile
Infrequency of breakdowns Long life, resistance to rust & corrosion Top-rated car Handling of complaints and/or requests for information
(Service) Auto Repair
Work done correctly, ready when promised Work holds up over time Award-winning service department Handling of complaints
Table 9-1
9-9
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Determinants of Quality
Service
Design Ease ofuse
Conform-ance to design
9-10
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The Consequences of Poor Quality
• Loss of business
• Liability
• Productivity
• Costs
9-11
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
• Top management• Design• Procurement• Production/operations• Quality assurance• Packaging and shipping• Marketing and sales• Customer service
Responsibility for Quality
9-12
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Costs of Quality
• Failure Costs - costs incurred by defective parts/products or faulty services.
• Internal Failure Costs– Costs incurred to fix problems that are detected before
the product/service is delivered to the customer.
• External Failure Costs– All costs incurred to fix problems that are detected after
the product/service is delivered to the customer.
9-13
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Costs of Quality (continued)
• Appraisal Costs– All product and/or service inspection costs.
• Prevention Costs– All TQ training, TQ planning, customer
assessment, process control, and quality improvement costs to prevent defects from occurring
9-14
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
• Substandard work– Defective products– Substandard service– Poor designs– Shoddy workmanship– Substandard parts and materials
Ethics and Quality
Having knowledge of this and failing to correctand report it in a timely manner is unethical.
9-15
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Key Contributors to Quality Management
Contributor
Deming Juran Feigenbaum Crosby Ishikawa Taguchi
Known for
14 points; special & common causes of variation Quality is fitness for use; quality trilogy Quality is a total field; the customer defines quality Quality is free; zero defects Cause-and effect diagrams; quality circles Taguchi loss function
Quality
Table 9-5
9-16
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Quality Awards
Baldrige Award
Deming Prize
Canada Awards for Excellence
9-17
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Malcolm Baldrige National Quality Award
• 1.0 Leadership
• 2.0 Strategic Planning
• 3.0 Customer and Market Focus
• 4.0 Information and Analysis
• 5.0 Human Resource Development and Management
• 6.0 Process Management
• 7.0 Business Results
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McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The Canada Awards for ExcellenceAdministered by National Quality Institute (NQI):
1. Leadership
2. Planning
3. Customer Focus
4. People Focus
5. Process Management
6. Supplier/Partner Focus
7. Overall Business Performance
9-19
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The Deming Prize
• Honoring W. Edwards Deming
• Japan’s highly coveted award
• Main focus on statistical quality control
9-20
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
Quality Certification
• ISO 9000
• Set of international standards on quality management and Quality assurance, critical to international Business
• ISO 9000 series standards, briefly, require firms to document their quality-control systems at every step (incoming raw materials, product design, in-process monitoring and so forth) so that they’ll be able to identify those areas that are causing quality problems and correct them.
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McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
The ISO 9000 Series Standards
• ISO 9000 requires companies to document everything they do that affects the quality of goods and services.
– Hierarchical approach to documentation of the
Quality Management System
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McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
ISO 9000 Helps companies determine which standard of ISO 9001, 9002, and 9003 applies
ISO 9001 Outlines guidelines for companies that engaged in design, development, production, installation, and servicing of products or service
ISO 9002 Similar to 9001, but excludes companies engaged in design and development
ISO 9003 Covers companies engaged in final inspection and testing
ISO 9004 The guidelines for applying the elements of the Quality Management System
ISO 9000 SeriesTable 9-7
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McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
ISO 10000 Series
ISO 10011
ISO 10013
Quality system auditing guide
Quality manual development guide
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McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
ISO 9000 Registration Process
• When an organization feels that its quality system is good enough, it may ask an accredited registrar or other third party audit team for pre-assessment.
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McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
ISO 9000 Registration Process
• The final audit begins with a review of the company's quality manual, which the accredited registrar or third party audit team typically uses as its guide. The audit team checks to see that the documented quality system meets the requirement of ISO 9000 and that the organization is practicing what is documented.
9-26
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
ISO 9000 Registration Process
• When the registrar is satisfied with the favourable recommendation of the audit team, it grants registration and issues a registration document to the company.
9-27
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
• ISO 14000 - A set of international standards for assessing a company’s environmental performance
• Standards in three major areas– Management systems– Operations– Environmental systems
ISO 14000
9-28
McGraw-Hill RyersonOperations Management, 2nd Canadian Edition, by Stevenson & HojatiCopyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Introduction to Quality
• Management systems– Systems development and integration of
environmental responsibilities into business planning
• Operations– Consumption of natural resources and energy
• Environmental systems– Measuring, assessing and managing
emissions, effluents, and other waste
ISO 14000