presentation(quality management) 2
TRANSCRIPT
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QUALITYMANAGEMENT(OPERATIONSMANAGEMENT)
Engr. Mary Jane S. Orpilla
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What is Quality?
the totality of features and characteristics of a
product or service that bears on its ability to
satisfy stated or implied needs (adapted from
the American Society for Quality )
lies in the eyes of the beholder
conforming to the standards and making it
right the first time.
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Strategic Role of Quality
Company reputationQuality will show up inperceptions about the firms new products,employment services practices, and supplierrelations.
Product liabilityThe courts increasingly holdorganizations that design, produce, or distributefaulty products. Regulations and standards aremade to safeguard the consuming public.
Global ImplicationsTo compete globally.
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Quality Planning
Quality ControlQuality Assurance
Quality Improvement
4 Components of Quality
Management
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Quality Planning
Systematic process that translates quality
policy into measureable objectives and
requirements, and lays down a sequence of
steps for realizing them within specifiedtimeframe.
It comprises two parts; the Quality Assurance
Planlists the independent reviews needed and
the Quality Control Planlists the internal
reviews needed to meet your quality targets.
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Quality Control
is a process by which entities review the
quality of all factors involved in production.
Is concerned with the checking and reviewing
work that has been done
emphasizes testing of products to uncover
defects, and reporting to management who
make the decision to allow or deny therelease,
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the role of inspection
The philosophy of inspection is only preventive
and not remedial.
inspection of products is measuring or
checking its quality in terms of tolerances ofspecified feature of needed design, or
standard
three basic areas of inspection receiving inspection,
in-process inspection and
Final inspection
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Quality Assurance
is the systematic monitoring and evaluation of
the various aspects of a project, service or
facility to maximize the probability that
minimum standards of quality are beingattained by the production process
Two principles included in QA are:
"Fit for purpose" - the product should be suitablefor the intended purpose; and
"Right first time" - mistakes should be eliminated.
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Quality Improvement
uses quantitative and qualitative methods to
improve the effectiveness, efficiency, and
safety of processes and systems, as well as
the performance of human resourcesindelivering products and services.
To achieve a new level of performance, it is
essential to change the system.
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(Tools for Quality Management)
FRAMEWORK OF QUALITY
MANAGEMENT
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ISO 9000 SERIES OF
STANDARDS ISO 9000Fundamentals and Vocabulary: this
introduces the user to the concepts behind themanagement systems and specifies the terminologyused.
ISO 9001Requirements: this sets out the criteriayou will need to meet if you wish to operate inaccordance with the standard and gain certification.
ISO 9004Guidelines for performance improvement:
based upon the eight quality management principles,these are designed to be used by senior managementas a framework to guide their organizations towardsimproved performance by considering the needs of allinterested parties, not just customers.
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ISO 14001
is actually a SERIES of international standards
on environmental management. It provides a
framework for the development of both the
system and the supporting audit program was first published in 1996 and specifies the
actual requirements for an environmental
management system. It applies to those
environmental aspects which the organization
has control and over which it can be expected
to have an influence.
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exist to help organizations
(a) minimize how their operations (processes etc.)
negatively affect the environment (i.e. causeadverse changes to air, water, or land);
(b) comply with applicable laws, regulations, and
other environmentally oriented requirements, and
(c) continually improve in the above.
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Benefits ISO 14001
organisations can reap a number of economicbenefits including higher conformance withlegislative and regulatory requirements
minimize the risk of regulatory and environmental
liability fines
improve an organizations efficiency (Delmas 2001),leading to a reduction in waste and consumption ofresources,
operating costs can be reduced providing them with a competitive advantage against
companies that do not adopt the standard (improvedpublic perception)
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TOTAL QUALITY MANAGEMENT
(TQM)
is based on the ideas of W. Edward Deming,
Philip B. Crosby, and Joseph M. Juran, quality-
control experts in the United States and Japan.
is a managementphilosophy and strategydesigned to involve all members of an
organization in the process and responsibility
for producing quality productsand services.
refers to a quality emphasis that encompasses
the entire organization from supplier to
customer
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7 Concepts for Effective TQM
1) Continous improvement
2) Six Sigma
3) Employee Empowerment
4) Bench Marking
5) Just-in-time (JIT)
6) Taguchi Concepts
7) Knowledge of TQM tools
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Continuous Improvement
1.PLAN
2. DO3.CHECK
4. ACT
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Six Sigma
Describes a process,product or services withextremely highprobaability (99.9997%
accuracy) seeks to improve the
quality of process outputsby identifying andremoving the causes of
defects (errors) andminimizing variability inmanufacturing andbusiness processes.
Originally developed byMotorolla
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Employee Empowerment
Building Communication
Developing open, supportive supervisors
Moving responsibility from both management
and staff to production employees
Creating such formal organization structures
as teams and quality circles
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Bench Marking
Involves selecting a demonstrated standards
of products, services, costs or BEST practices
that represent the very performance fro
processes and activities very similar to yourown.
E.g.percentage of defects, cost per unit or percycle, processing time per unit, service response
time, return on investment, customer satisfaction
rate, and customer retention rates
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Just-in-Time (JIT)
Demand driven inventory system in whichmaterials, parts, sub-assemblies and supportitems are delivered just when needed and neithersooner or later
Cuts the cost of quality (cost effective)
Improves quality
Better quality means less inventory and a better,easier-to-employ JIT system
More customer responsive
less capital tied up in raw materials and finishedgoods inventory
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Taguchi Concepts
statistical methods developed by Genichi
Taguchi to improve the quality of manufactured
goods, and more recently also applied to,
engineering, biotechnology, marketing andadvertising.
includes three principal contributions tostatistics:
- A specific loss function
- The philosophy of off-line quality control; and
- Innovations in the design of experiments.
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Knowledge of TQM Tools
Check sheets
Scatter Diagrams
Cause and Effect Diagrams
Pareto Charts
Flowcharts
Histograms
Statistical Process Control
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Check Sheet
A form that is
designed for
recording data
Helps analysts findthe facts or patterns
that may aid
subsequent
analysis.
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Scatter Diagram
Shows the
relationship between
two measurements
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Cause-and-effect Diagram
A.k.a. fish bone chart/
Ishikawa /diagram
4 Ms
Material
Machinery/ Equipment
Manpower
Methods
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Pareto Charts
Method of organizingerrors, problems, ordefects to help focus onproblem solving efforts
named after VilfredoPareto, is a type of chartthat contains both barsand a line graph, whereindividual values are
represented in descendingorder by bars, and thecumulative total isrepresented by the line.
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Flowcharts
Graphically presents
a process or a
system using
annonated boxesand interconnected
lines.
Great tool to explain
a process
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Histograms
Shows the range invalues of ameasurement andthe frequency withwhich each valueoccurs
Shows frequently
occuring readingsas well as variationsin readings (prob.Distribution)
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Statistical Process Control
Monitors standards,
makes
measurements, and
takes correctiveaction as a product or
service being
produced.
E.g. control chartsA graphic presentations
of data over time that
shows the upper and
lower limits for a
process being
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TQM in Services
The service sector is highly dependent on theinteractions of employees and customers. Ahigh proportion of a service product is createdby the employees in their interaction with theclient.
The effectiveness of the interrelationshipbetween TQM concept and Human Resource
Management (HRM) is critical It is, important for services providers to
understand that it is the employees, not themanagers, who are in charge of quality at
service companies.
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an effective application of TQM in service
companies requires high levels of employee
job satisfaction, and greater discretionary
authority for employees interacting withcustomers.
High quality in services industries means,
among other things, that the employee
interacting with a customer can solve the
customer's problem then and there, as
opposed to telling a customer that "We'll get
back to you "