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Managing
Quality
CHAPTER SIX
McGraw-Hill/Irwin Copyri ght © 2011 by the McGraw-H il l Companies, Inc. Al l r ights reserved.
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1. Explain product quality and quality management
2. Explain roles of various business functions in
determining product quality
3. Describe core values and practices
4. Perform cost analysis
5. Compare and contrast various quality standardsand certification programs
6. Apply 6 Sigma and DMAIC
6 –2
Learning Objectives
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Dimensions of Quality
6 –3
• Product Quali ty : fitness for consumption in meetingcustomers needs and desires
• Design Qual ity : match between designed features
and customer requirements
• Confo rmance Qual ity : meeting design specifications
• Qual ity Management : organization wide quality focus
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Dimensions of Quality for Goods and Services
6 –4Figure 6-1
Dimensions ofProduct Quality
Description for Tang ible Good
Description for Int ang ible Service
Performance
Features
Reliability Operating time before repair Dependable & accurate
Durability
Conformance
Aesthetics Look, feel, sound, taste or smellFacilities, equipment, personnel
and communication materials
Support/
Responsiveness
Installation, information,
maintenance or repair
Willingness to help and
prompt service
Perceived Quality
(Reputation/Assurance/
Empathy)
Image, advertising, brand name,
reputation, etc. not directly
associated with attributes
Knowledge & courtesy of
employees; ability to convey
trust, confidence, caring and
individual attention
Degree to which meets or exceeds certain operating characteristics
Presence of unique characteristics supplementing basic features
Product life or amount of use on gets until deterioration
Degree to which design specifications are met
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Cost of Quality (COQ)
6 –5
Costs associated with inspection to assessquality levels (e.g. staff, tools, training, etc.)
Costs from defects found before delivery to the
customer (e.g., rework, scrap, etc.)
Costs associated with defects found after
delivery to customer (e.g., warranty, recall, etc.)
Costs associated with preventing defects and
limiting failure and appraisal costs (e.g., training,
improvement projects, data gathering, analysis)
AppraisalCosts
Internal
Failure Costs
External
Failure Costs
Prevention
Costs
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Inverted View of Management
6 –6Figure 6-1
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Quality Improvement Tools
6 –7
Histogram uncover patterns in data
IssueIssue
PeopleEquipmentMaterial
Process Environment
Possible causes
Management
Cause and Effect An alysis uncover contributors to a problem
Defects in Jeans
Defect type Tally Total
A. Tears in fabric //// 4
B. Discolored fabric /// 3 C. Broken //// //// //// ////
//// //// //// / 36
//// // 7
Total 50
Defect type Tally Total
A. Tears in fabric //// 4
B. Discolored fabric /// 3 C. Broken zipper //// //// //// ////
//// //// //// / 36
D. Ragged seams //// // 7
Total 50
Check Sheets
frequency and location of problems
F r e q u e n c y
Item3
C u m u l a t i v e
P e r c e n t a g e
Item5
Item1
Item6
Item4
Pareto Analysis
Identify critical (frequent) problems
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Quality Improvement Tools cont’d
6 –8
Scatter Diagrams determine variable relationships
Process Flow A nalysis display and analyze process steps
Process Con trol Chart monitor if operating normally
Y
X
LCL
UCL
CL
Taguchi understand effects
of process on output
Process Capabi l i ty An alysis compare specifications to variability
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TQM Values and Success Factors
• TQM values –Holistic view of quality
–Emphasis on customer
–Extended process view of operations
–Emphasis on prevention, not inspection
–Disdain for variability
–Data (not opinion) based decision making
–Employee empowerment –Top Management support
–Supplier involvement
–Continuous improvement
6 –9
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TQM Values and Success Factors cont’d
• TQM success factors –Strong, charismatic leadership
–Trust between labor and management
–Motivation for change
– Adequate resources
–Management of change process
–Unquestionable success of early efforts
6 –10
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Guiding Methodologies: PDCA
• Plan-do -check-act cy cle (Deming wheel or cycle):
sequence to solve problems and improve over time
–Plan : identify problem and actions for improvement
–Do : implement formulated plan
–Check : monitor results –Act : take corrective action and institutionalize changes
6 –11
Act
Check Do
Plan
Figure 6-2
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Guiding Methodologies: 6σ cont’d
• Sigma level of quality
6 –12
Lower
specificationMean Upper
specification
Four sigma
Six sigma
Two
sigma1σ
1σ
1σ
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Guiding Methodologies: DMAIC
• Define : determine Critical to Quality (CTQ)characteristics from customer’s perspective
• Measure : gather data on CTQ processes
• Analyze : determine cause of defects
• Improve : modify processes
• Contro l : ensure improvements are maintained
6 –13
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ISO 9000 and MBNQA
6 –14
• For all types of organizations
• Application and audit
• International standard
• Required by many customers
• Certification maintenance
requires periodic auditing
• For all types of organizations
• Application and audit
• Helps with improvement
• Facilities sharing ‘best
practices’
• Working tool for
understanding, measuring
and improving performance
• Provides opportunity to
compare quality systems
ISO 9000 MBNQA
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Managing Quality Summary
1. Innovative firms gain competitive advantage.
2. Innovation in the SC involves customers,
suppliers and other partners, resulting in faster
and more efficient development.3. Innovation projects have multiple stages.
4. Innovation project stages can proceed
sequentially or concurrently.
5. Innovation projects require the integration of
many interrelated product/process design issues
6 –15