session managing quality. session outline continuous improvement employee empowerment six sigma...
TRANSCRIPT
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Session
Managing Quality
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Session Outline
Continuous Improvement Employee Empowerment Six Sigma Taguchi Concepts Just-in-Time (JIT) Benchmarking
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This Session
Weekly Activity: Leadership Style In 1939, Professor Kurt Lewin undertook a study which
identified three (3) major leadership styles: Authorative (autocratic) Participative (democratic) Delegative (Laissez-Faire)
Answer the 18 questions at: http://psychology.about.com/library/quiz/bl-
leadershipquiz.htm See what your predominant leadership style is.
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Topic Example Video
The following video explains what is quality.
Take note of the key points. http://www.youtube.com/watch?
v=QJNVrY_Z2NM
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“The degree of excellence of a thing” (Webster’s Dictionary)
“The totality of features and characteristics that satisfy needs” (ASQ)
Fitness for useQuality of design
What Is Quality?
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Definitions of Quality
American Society of Quality: Product characteristics & features that affect customer satisfaction
User-Based: What consumer says it is Manufacturing-Based: Degree to which a
product conforms to design specification Product-Based: Level of measurable
product characteristic
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A Japanese character that symbolizes a broader dimension than quality, a deeper process than education, and a more perfect method than persistence
Takumi
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Fitness forConsumer Use
Fitness forConsumer Use
Producer’s PerspectiveProducer’s Perspective Consumer’s PerspectiveConsumer’s Perspective
Quality of ConformanceQuality of Conformance
• Conformance to criteria
• Cost
Quality of DesignQuality of Design
• Quality characteristics• Price
MarketingMarketingProductionProduction
The Meaning of QualityThe Meaning of Quality
The Meaning of Quality
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Quality of Conformance
Ensuring product or service produced according to design
Depends onDesign of production processPerformance of machineryMaterialsTraining
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The Operations Manager must recognize:
1.1. The tangible component of The tangible component of services is importantservices is important
2.2. The service process is The service process is importantimportant
3.3. The service is judged against The service is judged against the customer’s expectationsthe customer’s expectations
4.4. Exceptions will occurExceptions will occur
Service Quality
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Operation Reliability & durability Conformance Serviceability Appearance Perceived quality
Quality
Goods Dimensions of Quality
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UPS Service Specifications
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Under-standing
TangiblesReliability
CommunicationCredibility
Security
Responsiveness
Competence
Courtesy
Access
Service Quality Attributes
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Service Quality Determinants Reliability – consistency and dependability Responsiveness – willingness/readiness of
employees to provide service; timeliness Competence – possession of skills and
knowledge required to perform service Access – approachability and ease of contact Courtesy – politeness, respect,
consideration, friendliness of contact personnel
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Service Quality Determinants Communication – keeping customers informed
in languages they understand Credibility – trustworthiness, believability,
honesty Security – freedom from danger, risk or doubt Understanding/knowing the customer – making
the effort to understands the customer’s needs Tangibles – the physical evidence of the service
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International Standards
Information regarding International and Australian standards for quality management and quality system elements guidelines can be obtained from state and territory offices of Standards Australia .
A good starting point would be the state office: Standards Association of Australia.
Website: www.standards.com.au
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Productivity Improvements
Sales Gains Improved response Higher Prices Improved reputation
Reduced Costs Increased productivity Lower rework and scrap
costs Lower warranty costs
Increased Profits
Improved Quality
Costs & market share
Company’s reputation
Product liability
International implications
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Costs of Quality Prevention costs - reducing the potential for
defects through planning, design, process, training, information
Appraisal costs - evaluating products, inspection and testing, test equipment, operator suitability
Internal failure - of producing defective parts or service, scrap/wastage, rework, process failure, process down-time, price reduction
External costs - occur after delivery, customer complaints, product returns, warranty, product liability, lost sales
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External Failure
Internal Failure
Prevention
Appraisal
Total Cost
Quality Improvement
Total CostTotal Cost
Costs of Quality
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Quality Philosophers
Walter ShewhartW. Edwards Deming Joseph JuranPhilip CrosbyArmand Feigenbaum
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Topic Example Video
The following video discusses Total Quality Management.
Take note of the key points. http://www.youtube.com/watch?
v=U_GnYwReTzc
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TQM
Encompasses entire organization, from supplier to customer
Stresses a commitment by management to have a continuing,
company-wide, drive toward excellence in all aspects of
products and services that are important to the customer.
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Intense Customer FocusIntense Customer Focus
MeasurementMeasurement
QualityQuality
Continual ImprovementContinual Improvement
EmpowermentEmpowerment
Total quality management
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Total Quality Management
1. Customer defined quality2. Top management leadership3. Quality as a strategic issue4. All employees responsible for quality5. Continuous improvement6. Shared problem solving7. Statistical quality control8. Training & education for all employees
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Organizational Practices
Quality Principles
Employee Fulfillment
Attitudes (e.g., Commitment)
How to Do
What to Do
EffectiveBusiness
EffectiveBusiness
CustomerSatisfaction
CustomerSatisfaction
Achieving TQM
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TQM Activity Flowmodel
Organizational Practices
Quality Principles
Employee Fulfillment
Customer Satisfaction
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Organizational Practices
Leadership Mission statement Effective operating procedure Staff support TrainingYields: What is important and what
is to be accomplished
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Quality Principles
Customer focus Continuous improvement Employee empowerment Benchmarking Just-in-time Tools of TQMYields: How to do what is important and to
be accomplished
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Employment Fulfillment
Empowerment Organizational commitmentYields: Employees’ attitudes that
they can accomplish what is important and to be accomplished
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Customer Satisfaction
Winning orders Repeat customersYields: An effective organization with
a competitive advantage
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14. Make top managers responsible13. Train employees in new skills12. Train employees in statistics11. Require quality work10. Avoid strictly numerical goals9. Encourage cooperation8. Drive out fear7. Raise line supervisor quality6. Train workers5. Identify problems4. Fewest suppliers3. Statistical control2. Continuous quality1. Plan for future
Deming:Productivity Improvements
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Concepts of TQM
Continuous improvement Employee empowerment Benchmarking Just-in-time (JIT) Taguchi concepts Knowledge of TQM tools
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Topic Example Video
The following video outlines the Just-in-Time (JIT) concept as practiced by MacDonalds.
Take note of the key points. http://www.youtube.com/watch?
v=FpwwcpubUIw
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‘‘Pull’ system of production scheduling Pull’ system of production scheduling including supply managementincluding supply management Production only when signaledProduction only when signaled
Allows reduced inventory levelsAllows reduced inventory levels Inventory costs money and hides process Inventory costs money and hides process
and material problemsand material problems
Encourages improved process and Encourages improved process and product qualityproduct quality
Just-in-Time (JIT)
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Reducing inventory revealsproblems so they can be solved
ScrapUnreliable Vendors
Capacity Imbalances
Just-in-Time (JIT)
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Engineering and experimental Engineering and experimental design methods to improve design methods to improve product and process designproduct and process design Identify key component and process Identify key component and process
variables affecting product variationvariables affecting product variation
Taguchi ConceptsTaguchi Concepts Quality robustnessQuality robustness Quality loss functionQuality loss function Target-oriented qualityTarget-oriented quality
Taguchi Concepts
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1. Customer focus2. Work systems and processes3. Continuous improvement4. People working together5. Systematic analytical tools and
techniques
The Five Platforms of TQM
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Customer Focus External customers - identify who they are
and exactly what they want from the organisation.
Internal customers - need to work together to satisfy external customers by integrating all internal operations into an interdependent ‘whole’. This adds value, achieves continuous improvement and better results.
Trading partnerships - forging co-operative relationships with customers and suppliers to so everyone ‘wins’.
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Work Systems and Processes
Improving systems by simplifying and streamlining them to avoid unnecessary activities and duplication of effort and enable people to ‘get it right the first time”.
Four main focus areas: Suppliers (inputs) Process (ie. bottlenecks) Transfer (prior to delivery/handover) Customer service (post-purchase follow-up)
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Represents continual Represents continual improvement of all processes improvement of all processes
Involves all operations and work Involves all operations and work centers including suppliers and centers including suppliers and customerscustomersPeople, Equipment, Materials, People, Equipment, Materials,
ProceduresProcedures
Continuous Improvement
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Continuous Improvement
Japanese word for continuous incremental improvement is ‘Kaizen’.
The Kaizen approach is “to keep examining everything that is done so see how it can be done better”.
Incremental improvements are cost effective and add up to improved productivity and performance in the long run.
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People Working Together
“When spider webs unite, they can tie up a lion” - Ethiopian Proverb.
To achieve ongoing improvements to processes, products, services and the organisation as a whole, people must work together.
This requires an attitude that places, quality, teamwork and continuous improvement at the very core of an organisation’s culture.
Cultures therefore need to be based on shared values and vision, commitment to goals, an empowered, creative workforce, willing to learn, change, develop and grow who operate in a team environment with supportive management.
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Getting employees involved in Getting employees involved in product and process improvementsproduct and process improvements 85% of quality problems are due 85% of quality problems are due
to process and materialto process and material TechniquesTechniques
Build communication networks Build communication networks that include employeesthat include employees
Develop open, supportive supervisorsDevelop open, supportive supervisors Move responsibility to employeesMove responsibility to employees Build a high-morale organizationBuild a high-morale organization Create formal team structuresCreate formal team structures
Employee Empowerment
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Systematic Tools & Techniques
Used to investigate and improve systems and procedures.
Provides objective and systematic ways to identify and resolve problems, streamline systems and process and build quality into those systems.
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Topic Example Video
The following video explains the benefits of organisations using a six sigma approach.
Take note of the key points. http://www.youtube.com/watch?
v=aNMULFcLuIM
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Normal Distribution
68%
95%
99.7%
Approximate percentage of area within given standard deviations (empirical rule).
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Two meaningsTwo meanings Statistical definition of a process Statistical definition of a process
that is 99.9997% capable, 3.4 that is 99.9997% capable, 3.4 defects per million opportunities defects per million opportunities (DPMO)(DPMO)
A program designed to reduce A program designed to reduce defects, lower costs, and improve defects, lower costs, and improve customer satisfactioncustomer satisfaction
Six Sigma
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Mean
Lower limits Upper limits
3.4 defects/million
±6
2,700 defects/million
±3
Figure 6.4
Six Sigma
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Originally developed by Motorola, Originally developed by Motorola, adopted and enhanced by adopted and enhanced by Honeywell and GEHoneywell and GE
Highly structured approach to Highly structured approach to process improvementprocess improvement A strategyA strategy A discipline - DMAICA discipline - DMAIC 66
Six Sigma
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1.1. Define critical outputs Define critical outputs and identify gaps for and identify gaps for improvementimprovement
2.2. Measure the work and Measure the work and collect process datacollect process data
3.3. Analyze the dataAnalyze the data
4.4. Improve the processImprove the process
5.5. Control the new process to Control the new process to make sure new make sure new performance is maintainedperformance is maintained
DMAIC ApproachDMAIC Approach
Six Sigma
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Emphasize defects per million Emphasize defects per million opportunities as a standard metricopportunities as a standard metric
Provide extensive trainingProvide extensive training Focus on corporate sponsor support Focus on corporate sponsor support
(Champions)(Champions) Create qualified process improvement Create qualified process improvement
experts (Black Belts, Green Belts, etc.)experts (Black Belts, Green Belts, etc.) Set stretch objectivesSet stretch objectives
This cannot be accomplished without a major commitment from top level
management
Six Sigma
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Topic Example Video
The following video explains the 7 quality control tools.
Take note of the key points. http://www.youtube.com/watch?
v=LdhC4ziAhgY
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Tools of TQM Tools for generating ideas
Check sheet Scatter diagram Cause and effect diagram
Tools to organize data Pareto charts Process charts (Flow diagrams)
Tools for identifying problems Histograms Statistical process control chart
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Seven Tools for TQM
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TQMTQM
Flexible processEducation and training
Flexible processEducation and training
TECHNOLOGY
STRUCTURE
PEOPLE
CHANGE AGENT
Education and trainingSupportive Performance Evaluation and reward
DecentralisationReduced vertical differentiationReduced division of labourWider span of controlCross-functional teams
Active leadership from top management
Implementing TQM
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Many problemsMany problems Worker fatigueWorker fatigue Measurement errorMeasurement error Process variabilityProcess variability
Cannot inspect quality into a Cannot inspect quality into a productproduct
Robust design, empowered Robust design, empowered employees, and sound employees, and sound processes are better solutionsprocesses are better solutions
Inspection
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1.1. At the supplier’s plant while the supplier At the supplier’s plant while the supplier is producingis producing
2.2. At your facility upon receipt of goods At your facility upon receipt of goods from the supplierfrom the supplier
3.3. Before costly or irreversible processesBefore costly or irreversible processes4.4. During the step-by-step production During the step-by-step production
processprocess5.5. When production or service is completeWhen production or service is complete6.6. Before delivery to your customerBefore delivery to your customer7.7. At the point of customer contactAt the point of customer contact
Inspection
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Also known as source controlAlso known as source control The next step in the process is The next step in the process is
your customeryour customer Ensure perfect product Ensure perfect product
to your customerto your customer
Poka-yoke is the concept of foolproof devices or techniques designed to pass
only acceptable product
Source Inspection
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OrganizationOrganization What is What is InspectedInspected StandardStandard
Arnold Palmer Arnold Palmer HospitalHospital
BillingBilling
PharmacyPharmacy
LabLab
NursesNurses
AdmissionsAdmissions
Accurate, timely, and Accurate, timely, and correct formatcorrect format
Prescription accuracy, Prescription accuracy, inventory accuracyinventory accuracy
Audit for lab-test accuracyAudit for lab-test accuracy
Charts immediately Charts immediately updatedupdated
Data entered correctly and Data entered correctly and completelycompletely
Table 6.5Table 6.5
Service Industry Inspection
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PDCA Cycle
4.Act:
Implement the plan
1.Plan:
Identify the improvement and make a plan
3.Check:
Is the plan working
2.Do:Test the plan
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The Quality Circle Process
PresentationImplementation
Monitoring
SolutionProblem results
Problem Analysis
Cause and effectData collection and analysis
Problem IdentificationList alternatives
ConsensusBrainstorming
TrainingGroup processes
Data collectionProblem analysis
Organization8-10 members
Same areaSupervisor/moderator
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Use internal
benchmarkin
g if you’re big
enough
Selecting best practices to use as a Selecting best practices to use as a standard for performancestandard for performance Determine what to Determine what to
benchmarkbenchmark Form a benchmark teamForm a benchmark team Identify benchmarking partnersIdentify benchmarking partners Collect and analyze benchmarking Collect and analyze benchmarking
informationinformation Take action to match or exceed the Take action to match or exceed the
benchmarkbenchmark
Benchmarking
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Use of meta tagsUse of meta tags Yes:Yes: 70% 70%, No:, No: 30% 30%
Meaningful homepage titleMeaningful homepage title Yes:Yes: 97% 97%, No:, No: 3% 3%
Unique domain nameUnique domain name Yes:Yes: 91% 91%, No:, No: 9% 9%
Search engine registrationSearch engine registration Above Above 96%96%
Average loading speedAverage loading speed 28K: 19.31, 56K: 28K: 19.31, 56K: 10.88, T1: 2.5910.88, T1: 2.59
Average number of spelling errorsAverage number of spelling errors 0.160.16
Visibility of contact informationVisibility of contact information Yes:Yes: 74% 74%, No:, No: 26% 26%
Presence of search enginePresence of search engine Yes:Yes: 59% 59%, No:, No: 41% 41%
Translation to multiple languagesTranslation to multiple languages Yes:Yes: 11% 11%, No:, No: 89% 89%
Table 6.3Table 6.3
Website Benchmarking Factors
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Customer focus Planning Process improvement Supplier relationships Involvement and commitment Communication Leadership
Best Practice Quality Checklist
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Customer Focus
Do we define quality in terms of customer expectations and perceptions?
Do we clearly understand our customer’s expectations?
Do we strive to meet and exceed those expectations?
Do we have service-level agreement with our key customers that formalises expectations and reviews procedures?
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Planning
Do we have a well tested strategic and quality plan that identifies our quality vision?
Do our employees know and support our quality plan?
Is our quality plan supported in day-to-day actions?
Do we set quantifiable targets for improvements?
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Process Improvement
Have we documented and standardised our key business processes and evaluated them against customer expectations?
Do we continually improve these processes?
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Supplier relationships
Do we select our suppliers based on best value for money and their commitment to continuous improvement?
Do we have well developed working relationships with our key suppliers?
Do we have partnership arrangements with key suppliers that set out our expectations, performance standards and procedures, and problem-solving processes?
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Involvement and Commitment
Do our managers and employees know they are each responsible and accountable for quality?
Are they trained in TQM tools and techniques, including team building?
Do they have 'total quality attitudes' and behaviours?
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Communication
Do we measure our results and communicate them to all employees?
Do we benchmark with other organisations?
Do people share information and contribute ideas?
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Leadership
Is management fully committed to implementing total quality?
Do they take a strong and visible role in leading change?
Are they role models for total quality attitudes, actions and behaviours?
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Recap Video
The following video recaps on the importance of quality for organisations.
Take note of the key points. http://www.youtube.com/watch?v=rtyQgm-
n7KU
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Task 1: Undertake Simulation Games: Heizer & Render –
Managing Quality Ch. 6. http://wps.prenhall.com/bp_heizer_opsmgmt_10/147/37738/9661053.cw/index.html
Task 2: Undertake Chapter Self-study Quizz: Heizer & Render –
Managing Quality Ch. 6. http://wps.prenhall.com/bp_heizer_opsmgmt_10/147/37738/9661053.cw/index.html
Task 3: Undertake Case Study – Westover Electric Inc. http://wps.prenhall.com/bp_heizer_opsmgmt_10/147/37738/9661053.cw/index.html
Discuss the questions outlined in the case study.
Next Session