Chapter 14

Quality Management

Operations
Operations Management
Management -- 44thth Edition
Edition

Roberta Russell & Bernard W. Taylor, III

Copyright 2006 John Wiley & Sons, Inc.

 Lecture Outline

 Meaning of Quality
 Total Quality Management
 Quality Improvement and Role of
Employees
 Strategic Implications of TQM
 Six Sigma

Copyright 2006 John Wiley & Sons, Inc. 3-2

 Lecture Outline (cont.)

 TQM in Service Companies

 Cost of Quality
 Quality Management and Productivity
 Identifying Quality Problems and Causes
 Quality Awards and Setting Quality
Standards
 ISO 9000

Copyright 2006 John Wiley & Sons, Inc. 3-3

 Meaning of Quality

 Webster’s Dictionary
 degree of excellence of a thing
 American Society for Quality
 totality of features and characteristics
that satisfy needs
 Consumer’s and producer’s
perspective

Copyright 2006 John Wiley & Sons, Inc. 3-4

 Meaning of Quality:
Consumer’s Perspective
 Fitness for use
 how well product or service
does what it is supposed to
 Quality of design
designing quality
characteristics into a product
or service
 A Mercedes and a Ford are
equally “fit for use,” but with
different design dimensions

Copyright 2006 John Wiley & Sons, Inc. 3-5

 Dimensions of Quality:
Manufactured Products
 Performance
 basic operating characteristics of a product; how
well a car is handled or its gas mileage
 Features
 “extra” items added to basic features, such as a
stereo CD or a leather interior in a car
 Reliability
 probability that a product will operate properly
within an expected time frame; that is, a TV will
work without repair for about seven years

Copyright 2006 John Wiley & Sons, Inc. 3-6

 Dimensions of Quality:
Manufactured Products (cont.)
 Conformance
 degree to which a product meets pre–established
standards
 Durability
 how long product lasts before replacement?
 Serviceability
 ease of getting repairs, speed of repairs, courtesy
and competence of repair person

Copyright 2006 John Wiley & Sons, Inc. 3-7

 Dimensions of Quality:
Manufactured Products (cont.)
 Aesthetics
 how a product looks, feels, sounds,
smells, or tastes?
 Safety
 assurance that customer will not suffer
injury or harm from a product; an
especially important consideration for
automobiles
 Perceptions
 subjective perceptions based on brand
name, advertising, and like

Copyright 2006 John Wiley & Sons, Inc. 3-8

 Dimensions of Quality:
Service
 Time and timeliness
 how long must a customer wait for service,
and is it completed on time?
 is an overnight package delivered overnight?
 Completeness:
 is everything customer asked for provided?
 is a mail order from a catalogue company
complete when delivered?

Copyright 2006 John Wiley & Sons, Inc. 3-9

 Dimensions of Quality:
Service (cont.)
 Courtesy:
 how are customers treated by employees?
 are catalogue phone operators nice and are
their voices pleasant?
 Consistency
 is same level of service provided to each
customer each time?
 is your newspaper delivered on time every
morning?

Copyright 2006 John Wiley & Sons, Inc. 3-10

 Dimensions of Quality:
Service (cont.)
 Accessibility and convenience
 how easy is it to obtain service?
 does service representative answer you calls quickly?
 Accuracy
 is service performed right every time?
 is your bank or credit card statement correct every month?
 Responsiveness
 how well does company react to unusual situations?
 how well is a telephone operator able to respond to a
customer’s questions?

Copyright 2006 John Wiley & Sons, Inc. 3-11

 Meaning of Quality:
Producer’s Perspective

 Quality of conformance
 Making sure product or service is produced
according to design
 if new tires do not conform to specifications, they
wobble
 if a hotel room is not clean when a guest checks
in, hotel is not functioning according to
specifications of its design

Copyright 2006 John Wiley & Sons, Inc. 3-12

 Meaning of Quality:
A Final Perspective

 Consumer’s and producer’s

perspectives depend on each other
 Consumer’s perspective: PRICE
 Producer’s perspective: COST
 Consumer’s view must dominate

Copyright 2006 John Wiley & Sons, Inc. 3-13

 Meaning of Quality
Meaning
Meaning of
of Quality
Quality

Producer’s
Producer’s Perspective
Perspective Consumer’s
Consumer’s Perspective
Perspective

Quality
Quality of
of Conformance
Conformance Quality
Quality of
of Design
Design

Production
Production • Conformance to • Quality characteristics Marketing
Marketing
specifications • Price
• Cost

Fitness
Fitness for
for
Consumer
Consumer UseUse

Copyright 2006 John Wiley & Sons, Inc. 3-14

 Total Quality Management

 Principles of TQM
 Customer-oriented
 Leadership
 Strategic planning
 Employee responsibility
 Continuous improvement
 Cooperation
 Statistical methods
 Training and education

Copyright 2006 John Wiley & Sons, Inc. 3-15

 Quality Gurus
 Walter Shewart
 In 1920s, developed control charts
 Introduced term “quality assurance”
 W. Edwards Deming
 Developed courses during World War II to teach
statistical quality-control techniques to engineers and
executives of companies that were military suppliers
 After war, began teaching statistical quality control to
Japanese companies
 Joseph M. Juran
 Followed Deming to Japan in 1954
 Focused on strategic quality planning

Copyright 2006 John Wiley & Sons, Inc. 3-16

 Quality Gurus (cont.)

 Armand V. Feigenbaum
 In 1951, introduced concepts of total quality control and
continuous quality improvement
 Philip Crosby
 In 1979, emphasized that costs of poor quality far
outweigh cost of preventing poor quality
 In 1984, defined absolutes of quality management—
conformance to requirements, prevention, and “zero
defects”
 Kaoru Ishikawa
 Promoted use of quality circles
 Developed “fishbone” diagram
 Emphasized importance of internal customer

Copyright 2006 John Wiley & Sons, Inc. 3-17

 Deming’s 14 Points

1. Create constancy of purpose

2. Adopt philosophy of prevention
3. Cease mass inspection
4. Select a few suppliers based on
quality
5. Constantly improve system and
workers
Copyright 2006 John Wiley & Sons, Inc. 3-18
 Deming’s 14 Points (cont.)

6. Institute worker training

7. Instill leadership among
supervisors
8. Eliminate fear among employees
9. Eliminate barriers between
departments
10. Eliminate slogans
Copyright 2006 John Wiley & Sons, Inc. 3-19
 Deming’s 14 Points (cont.)

11. Remove numerical quotas

12. Enhance worker pride
13. Institute vigorous training and
education programs
14. Develop a commitment from top
management to implement
above 13 points
Copyright 2006 John Wiley & Sons, Inc. 3-20
 Deming Wheel: PDCA
Cycle

4. Act 1. Plan
Institutionalize Identify
improvement; problem and
continue develop plan
cycle. for
improvement.

3. Study/Check 2. Do
Assess plan; is it Implement
working? plan on a test
basis.

Copyright 2006 John Wiley & Sons, Inc. 3-21

 Seven Quality Control Tools

 Pareto Analysis  Scatter Diagram

 Flow Chart  Statistical Process
 Check Sheet Control (SPC) Chart
 Histogram  Cause-and-Effect
Diagram

Copyright 2006 John Wiley & Sons, Inc. 3-22

 Pareto Analysis

NUMBER OF
CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %

Copyright 2006 John Wiley & Sons, Inc. 3-23

 Percent from each cause

10
20
30
40
50
60
70

0
Po
W or
ro De
ng si
di gn
(64)

m
De en
fe si
ct on
iv s

(13)
M e
ac pa
hi r ts

Copyright 2006 John Wiley & Sons, Inc.

ne
O
ca (10)
pe l ibr
ra at
to io
(6)
re ns
De r ro
fe rs
ct
iv
(3)

e
Su m

Causes of poor quality

r fa at
er
ce ia
(2)

ab ls
ra
si
Pareto Chart

on
s
(2)

3-24
 Flow Chart
Start/
Finish Operation Operation Decision Operation

Operation Operation

Decision Start/
Finish

Copyright 2006 John Wiley & Sons, Inc. 3-25

 Check Sheet
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |

Copyright 2006 John Wiley & Sons, Inc. 3-26

 Histogram

20

15

10

0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

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 Scatter Diagram
Y

X
Copyright 2006 John Wiley & Sons, Inc. 3-28
 Control Chart
24
UCL = 23.35
21
Number of defects

18 c = 12.67

15

12

6
LCL = 1.99
3
2 4 6 8 10 12 14 16
Sample number
Copyright 2006 John Wiley & Sons, Inc. 3-29
 Cause-and-Effect Diagram
Measurement
Measurement Human
Human Machines
Machines
Faulty
testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Quality
Inaccurate Problem
Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment
Environment Materials
Materials Process
Process

Copyright 2006 John Wiley & Sons, Inc. 3-30

Copyright 2006 John Wiley & Sons, Inc.
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