Professional Documents
Culture Documents
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Quality Evolution
1.! Craftsmanship Middle ages to today 2.! Standardization 1798, Whitney, parts interchangeability 3.! Definition of system 1911, Taylors scientific management techniques 4.! Quality Control 1950s, Sampling plans to control plans 5.! Quality Assurance 1970s, Preventive techniques 6.! Total Quality Management 1980s 7.! Six Sigma and Lean Waste and variation reduction
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Inspection Control Era ! Frederick W. Taylor started the Inspection Control Era in the 1920s. ! Scientific Management was the primary concept for the era. ! Quality was viewed as an independent function that was the responsibility of management. ! The era saw the proliferation of the modern factory.
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Quality Assurance Era ! Struggling Japanese industry and made in Japan tag. ! Japanese teams to United States ! Turned to American quality experts for implementing SPC and a structured approach to achieving quality. ! Role of JUSE, Japanese Standards Organization, and Japanese Management Association in promoting quality.
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Quality Assurance Era ! Role of Genichi Taguchi and Kaoru Ishikawa ! Twenty long years !!!. ! Initial reaction of American industry to Japanese success ! Western realization ! Actions
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Planning 40
Control (during operation) Sporadic Spike Improvement Original zone of control 20 Operations Chronic waste (opportunity for improvement) Begin New zone of control Time Lessons learned
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Elements of the Quality System ! Quality Planning Developing the products and processes required to meet customers needs. ! Quality Control The process of evaluating actual performance, comparing actual performance to goals, and taking action on the difference. ! Quality Improvement Actions taken to attain unprecedented levels of performancelevels significantly better than any past level
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Crosbys Absolutes of Quality 1.! The definition of quality is conformance to requirementsnot as goodness. 2.! The system for causing quality is preventionnot appraisal. 3.! The performance standard must be zero defectnot thats close enough. 4.! The measurement of quality is the price of nonconformancenot indexes.
What Is Quality?
! ! ! ! ! ! ! Quality is not a program. It is an approach to business. A collection of tools and techniques that are proven to work Is defined by customers through their satisfaction. Includes continual improvement and breakthrough events. Tools and techniques are applicable in every aspect of business Is aimed at perfection; anything less is an opportunity. Increases customer satisfaction, reduces cycle time and costs, and eliminates errors and rework.
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Quality Defined ! Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
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Step 5: Monitor Performance, Provide Feedback, and Make Changes to any Phase of the Strategic Plan
Vision/Mission/Policy ! Vision What we hope to do. Defines how the organization will be viewed by all. ! Mission What we do and who we do it for. The primary purpose of an organization and its reason for existence. ! Policy How we expect to accomplish what we hope to do.
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SWOT Example
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Deployment Techniques ! ! ! ! Benchmarking Balanced Score Card Project Management Quality Information
Benchmarking Principles ! Measure the competitive or best-in-class performance relative to key success factors in the industry. ! Determine how these levels of performance are achieved. ! Use these performance measures to develop strategy and implement process improvement.
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Tools:
1.! Gantt Chart 2.! Critical Path Analysis
a)! PERT b)! Decision Tree
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I.B.3 Quality Information System ! Three types of tasks that information systems address: Strategic analysis, Dayto-day decision making, Operations support
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QIS Basics
The five basic elements of an information system:
! Inputs ! Data Analysis (processing) ! Offline analysis ! Output ! Audit
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Leadership Principles
Roles Leaders are required to support rather than direct employees. For a person put in a leadership role, the new job responsibilities include words like lead, coach, and train in place of traditional terms such as plan, organize, direct, and control.
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Eight Quality Management Principles 1.! Customer Focus 2.! Leadership 3.! Involvement of People 4.! Process Approach 5.! System Approach to Management 6.! Continual Improvement 7.! Factual Approach to Decision-Making 8.! Mutually Beneficial Supplier Relationships
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Facilitator Role ! The facilitators role in directing and managing the team is vital to creating an environment in which the team is able to address the issues, and find and implement effective solutions. ! There are a variety of tools a facilitator may use to help guide the team to analyze the problem and develop effective solutions. Brainstorming, nominal group, force-field analysis, and multivoting are some of the most common tools.
Support Mechanisms
1.! Management sponsorship 2.! Training 3.! Equipment
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Communication Techniques
Both vertical and horizontal structures have the potential to introduce structural barriers to communication within an organization. An organizations structure may foster a silo mentality, whereby each department focuses on its own interests, procedures, and people rather than cooperating with other groups to meet customer needs.
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Customer Relations
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Customer-Supplier Chain
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Improving Customer Satisfaction 1.! Quantify where you are now. 2.! Set quantifiable goal linked to rewards. 3.! Train and empower frontline staff. 4.! Solicit complaints by using 800 number. 5.! Automate and integrate data use and report. 6.! Create focal point for satisfaction and prevention analysis. 7.! Invest in customer education. 8.! Track satisfaction by transaction.
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Supplier Management
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Supplier Rating Basics 1.! Quality (nonconformance-free performance, percent defective, and others) 2.! Delivery (percent early, late, over-order, under-order) 3.! Cost (scrap, inspection, rework, returns)
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Barriers to Quality Improvement ! View of quality program as a quick fix ! Drive for short-term financial results ! Lack of leadership
! Management time ! Availability of organizational resources
! Lack of customer focus internal and external ! Lack of company-wide definition of quality
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