HG086 2.12.1 Presentation Quality Awareness

8/12/2019 HG086 2.12.1 Presentation Quality Awareness

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1

Quality Awareness


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Introduction to Quality


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Modern Importance of Quality

The first job we have is to turn out uality

merchandise that consumers will buy and !eep

on buyin"# If we produce it efficiently andeconomically$ we will earn a profit$ in which

you will share#%

& 'illiam (ooper )rocter


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*

Quality Assurance

Quality Assurance refers to the process

used to create the appropriate deliverables$

and can be performed by a mana"er$ client$or even a third&party reviewer#

+,amples of uality assurance include

process chec!lists$ visual aids$ and projectaudits$ mista!e proofin"$ etc#


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-

Quality (ontrol. Quality (ontrol refers to uality related

activitiesassociated with the project

deliverables

. Quality control is used to verifythat

deliverables are of acceptable uality and

that they are complete and correct#

. +,amples of uality control activities

include inspection$ audit and the testin"

process#


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Qualitative vs. Subjective

. Qualitative uality can be measured$ and

compared usin" values that are specific$

blac! and white. 0ubjective uality cannot be measured$ and

comparisons are intuitive$ "ut level$ hard to

define


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'or!shop

Quality (omparison


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Mikasa fine china :$70.00 for 5 piece place

setting

Corelle inner!are : $"0.00

for # piece place setting


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%00& 'yunai Sonata

$#()000

%00& *aguar +*(

$&)000


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14

5istory of Quality Assurance

. 0!illed craftsmanship durin" Middle A"es

. Industrial 6evolution7 rise of inspection and

separate uality departments. 0tatistical methods at 8ell 0ystem

. Quality control durin" 'orld 'ar II

. Quality mana"ement in 9apan


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11

5istory of Quality Assurance (2 of 2)

. Quality awareness in :#0# manufacturin"industry durin" 14s7 Total Quality

Mana"ement%. Malcolm 8aldri"e ;ational Quality

Award


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(ontemporary Influences on

Quality. )artnerin"

. >earnin" systems

. Adaptability and speed of chan"e

. +nvironmental sustainability

. ?lobali@ation

. nowled"e focus

. (ustomi@ation and differentiation

. 0hiftin" demo"raphics


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13

>eaders in the Quality 6evolution

. '# +dwards Bemin"

. 9oseph M# 9uran

. )hilip 8# (rosby

. Armand C# Dei"enbaum

.

aoru Ishi!awa. ?enichi Ta"uchi


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1*

Bemin" (hain 6eaction

Improve uality

(osts decrease

)roductivity improves

Increase mar!et share with better

uality and lower prices

0tay in business

)rovide jobs and more jobs


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1-

Bemin"Es 0ystem

of )rofound nowled"e. Appreciation for a system

. :nderstandin" variation

. Theory of !nowled"e

. )sycholo"y


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1/

0ystems

. Most or"ani@ational processes are

cross&functional. )arts of a system must wor!

to"ether

. +very system must have a purpose

. Mana"ement must optimi@e the

system as a whole


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1

Cariation

. Many sources of uncontrollable variatione,ist in any process

. +,cessive variation results in product

failures$ unhappy customers$ andunnecessary costs

. 0tatistical methods can be used to

identify and uantify variation to helpunderstand it and lead to improvements


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1

Theory of nowled"e. nowled"e is not possible

without theory. +,perience alone does not

establish a theory$ it only

describes. Theory shows cause&and&effect

relationships that can be used for

prediction


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1

)sycholo"y. )eople are motivated intrinsically and

e,trinsically

. Dear is demotivatin"

. Mana"ers should develop pride and joy

in wor!


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Bemin"Es 1* )oints


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Bemin"Es 1* )oints (2 of 2) #Fptimi@e tea, an iniviual efforts#14# +liminate e-hortationsfor wor! force#

11# +liminate nu,erical uotas an M./.#

Docus on i,prove,ent#12# 6emove barriers that rob people of prie

of !ork,anship.

13# +ncoura"e eucation an self1i,prove,ent#

1*# 2ake actionto accomplish the transformation#

www#demin"#or"
http://deming.org/deminghtml/wedi.html


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9uranEs Quality Trilo"y

. Quality plannin"


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. Quality 5andboo!


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2*

)hillip 8# (rosby

Quality is free . . . 7

Quality is free# ItEs not a "ift$ but it is free# 'hatcosts money are the un-uality thin"s && all the

actions that involve not doin" jobs ri"ht the first

time#%


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)hilip 8# (rosby

Absolutes of Quality Management:

. Quality means conformance to reuirements

. )roblems are functional in nature

. There is no optimum level of defects

. (ost of uality is the only useful

measurement

. Gero defects is the only performance

standardwww#philipcrosby#com
http://www.philipcrosby.com/http://www.philipcrosby.com/


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A#C# Dei"enbaum

. Three 0teps to Quality

. Quality >eadership$ with a stron"

focus on plannin"

. Modern Quality Technolo"y$

involvin" the entire wor! force. Fr"ani@ational (ommitment$

supported by continuous trainin" and

motivation


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2

. Total Quality


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2

aoru Ishi!awa

. Instrumental in developin" 9apanese

uality strate"y

. Influenced participative approaches

involvin" all wor!ers

. Advocated the use of simple visualtools and statistical techniues


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2


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?enichi Ta"uchi

. )ioneered a new perspective on uality

based on the economic value of bein" on

tar"et and reducin" variation anddispellin" the traditional view of

conformance to specifications7

No Loss LossLoss

Tolerance

0.500 0.5200.480


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'hy QualityH


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'or!shop

'hy QualityH


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If you settle for # uality

. Fne hour per month has unsafe drin!in" water

. Fver 24$444 wron" prescriptions per year

. -44 wron" sur"ical operations per wee!

. 1/$444 lost articles of mail every hour

. 22$444 chec!s from wron" accounts per hour

. 32$444 missed heartbeats per year per individual

. 2 lon" or short landin" everyday at each majorairport

. -4 babies dropped by the doctor each day

. ;o electricity for 2 hours each month


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(ompetitive Advanta"e

. Is driven by customer wants and needs

. Ma!es si"nificant contribution to businesssuccess

. Matches or"ani@ationEs uniue resources withopportunities

. Is durable and lastin"

.

)rovides basis for further improvement. )rovides direction and motivation

Quality supports each of these characteristics


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Quality and )rofitability

Improved uality

of desi"n

5i"her perceived

value

Increased mar!etshare

5i"her

prices

Increasedrevenues

Improved uality

of conformance

>ower

manufacturin" and

service costs

5i"her profitability


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3

+vidence that Quality Impacts

8usiness 6esults. ?eneral Accountin" Fffice study of

8aldri"e Award applicants

. 8aldri"e stoc! study


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?AF TQ Model

Product andservice quality

Customersatisfaction

Leadership for

continuous

improvement

uality systems and

employee involvement

Competitiveness

!r"ani#ation $enefits

%elia$ility

!n&time delivery

'rror(defects

!verall satisfaction

Customer retention

Complaints

Costs

Cycle time

Turnover

)atisfaction

)afety * health

Productivity

+ar,et shareProfits


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'hat is QualityH


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'or!shop

'hat is Quality


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Quality is ;otJ

. 144 inspection

. Mana"ement fad

. 0tatistical )rocess (ontrol

. +mployee involvement

. Another e,cuse for a mana"ement retreat%

. Fnly applies to manufacturin"


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Quality isK

. A philosophic way of thin!in"

. All thin"s can be loo!ed at from a uality

perspective. Manufacturin"

. Mana"in"

. Brivin"

. :sin"

.

>ivin"


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3i,ensions of Quality

. 3efinitions of Quality

Qualitymeans fitness for use

& uality of desi"n

& uality of conformance Qualityis inversely proportional to

variability#


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. Quality 4,prove,ent

Quality improvementis the reductionof variability in processes and

products#

Alternatively$ quality improvementis

also seen as waste reduction%#


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2rans,ission 6-a,ple


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Quality 2er,inology

Quality Characteristics

. hysical& len"th$ wei"ht$ volta"e$

viscosity

. Sensory& taste$ appearance$ color

. 2i,e rientation & reliability$

durability$ serviceability


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Quality 2er,inology

Quality engineeringis the set of

operational$ mana"erial$ and

en"ineerin" activities that a company

uses to ensure that the uality

characteristics of a product are at thenominal or reuired levels#


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Quality 2er,inology

2!o types of ata

. 8ttributes 3ata & discrete data$ often

in the form of counts#

. 9ariables 3ata & continuous

measurements such as len"th$ wei"ht#


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Quality 2er,inology

Specifications

Quality characteristics bein" measured are

often compared to standards orspecifications#

. ;ominal or tar"et value

. :pper 0pecification >imit =

. >ower 0pecification >imit 0>=


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Quality 2er,inology

. 'hen a component or product does

not meet specifications$ they areconsidered to be nonconforming#

. A nonconformin" product is

considered defectiveif it has one ormore defects.

. Defectsare nonconformities that mayseriously affect the safe or effective

use of the product#


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Quality 2er,inology

. Concurrent 6ngineering

Team approach to desi"n# 0pecialists

from manufacturin"$ uality

en"ineerin"$ mana"ement$ etc# wor!

to"ether for product or processimprovement#


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Befinitions of Quality

. Transcendentdefinition7 e,cellence

. )roduct&based definition7 uantities of

product attributes. :ser&based definition7 fitness for intendeduse

. Calue&based definition7 uality vs# price

. Manufacturin"&based definition7conformance to specifications


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Quality )erspectives

CustomerCustomer

-istri$ution-istri$ution

productsproducts

andand

servicesservices

needsneeds

transcendenttranscendent&&

product-basedproduct-based user-baseduser-based

manufacturing-manufacturing-

basedbased

value-basedvalue-based

+ar,etin"+ar,etin"

-esi"n-esi"n

+anufacturin"+anufacturin"

nformation flo/nformation flo/Product flo/Product flo/


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(ustomer&Briven Quality

. Meetin" or e,ceedin" customer

e,pectations%

. (ustomers can be###

. (onsumers

. +,ternal customers

. Internal customers


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--


. )erformance

. 6eliability

. (onvenience and

Accessibility

.

Deatures. +mpathy

. (onformance to

0tandards

. 0erviceability

. Burability

. Aesthetics

. (onsistency

. Assurance

. 6esponsiveness

. )erceived

Quality


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Bimensions of Quality # of ;

. PERFORMANE

5ow well the output does what it is

supposed to do#

. RE!"A#"!"$%

The ability of the output


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Bimensions of Quality% of ;

. ON&EN"ENE and AE''"#"!"$%

5ow easy it is for a customer to use the product

or service#

. FEA$(RE'

The characteristics of the output that e,ceed the

outputEs basic functions#


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. EMPA$)%

The demonstration of carin" and individualattention to customers#

. ONFORMANE

The de"ree to which an output meets

specifications or reuirements#

Bimensions of Quality" of ;


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. 'ER&"EA#"!"$%

5ow easy it is for you or the customer tofi, the output with minimum downtime or

cost#

. D(RA#"!"$%

5ow lon" the output lasts#

. AE'$)E$"'

Bimensions of Quality& of ;


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/4

. ON'"'$EN%

The de"ree to which the performance chan"es

over time#

. A''(RANE

The !nowled"e and courtesy of the employeesand their ability to elicit trust and confidence#

Bimensions of Quality5 of ;


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. RE'PON'"&ENE''

'illin"ness and ability of employees to

help customers and provide proper

services#. PERE"&ED Q(A!"$%

The relativeuality level of the output

Bimensions of Quality of ;


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'hy Is Quality ImportantH

. )rofit and mar!et share

. (ompetitiveness

. (ompanyEs reputation

. (ustomer e,pectations

.

)roductLservice comple,ity. )otential liability

. +mployee satisfaction


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Total Quality

. )eople&focused mana"ement system

. Docus on increasin" customer satisfaction

and reducin" costs. A systems approach that inte"rates

or"ani@ational functions and the entiresupply chain

. 0tresses learnin" and adaptation to chan"e

. 8ased on the scientific method


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)rinciples of Total Quality

. (ustomer and sta!eholder focus

.

)articipation and teamwor!. )rocess focus and continuous

improvement

###supported by an inte"rated or"ani@ationalinfrastructure$ a set of mana"ement practices$

and a set of tools and techniues


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(ustomer and 0ta!eholder Docus

. (ustomer is principal jud"e of uality

. Fr"ani@ations must first understand

customersE needs and e,pectations in orderto meet and e,ceed them

. Fr"ani@ations must build relationships with

customers. (ustomers include employees and society at

lar"e


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)articipation and Teamwor!

. +mployees !now their jobs best andtherefore$ how to improve them

. Mana"ement must develop the systemsand procedures that foster participationand teamwor!

.

+mpowerment better serves customers$and creates trust and motivation

. Teamwor! and partnerships must e,istboth hori@ontally and vertically


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)rocess Docus and (ontinuous

Improvement. A process is a seuence of activities

that is intended to achieve some result


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(ontinuous Improvement

. +nhancin" value throu"h new products and

services

. 6educin" errors$ defects$ waste$ and costs

. Increasin" productivity and effectiveness

. Improvin" responsiveness and cycle time

performance


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Bemin"Es Ciew of a

)roduction 0ystem)uppliers ofmaterials and

equipment

%eceipt and test

of materials

-esi"n and

%edesi"nConsumer

research

A

8

(

B

Production assem$ly

inspection

Tests of processes machines methods

-istri$ution

Consumers

"NP($' PROE''E' O($P($'


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>earnin". The foundation for improvement K :nderstandin"

why chan"es are successful throu"h feedbac!

between practices and results$ which leads to new

"oals and approaches

. >earnin" cycle7

. )lannin"

. +,ecution of plans

. Assessment of pro"ress

. 6evision of plans based on assessment findin"s


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Infrastructure$ )ractices$ and

Tools

Leadership )trate"ic 1%+ Process -ata and informationLeadership )trate"ic 1%+ Process -ata and information

Plannin" m"t. mana"ementPlannin" m"t. mana"ement

Performance Trainin"Performance Trainin"

appraisalappraisal

Trend chartTrend chartToolsTools

PracticesPractices

InfrastructureInfrastructure


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2

TQ Infrastructure

. (ustomer relationship mana"ement

. >eadership and strate"ic plannin"

. 5uman resources mana"ement

. )rocess mana"ement

. Bata and information mana"ement


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Three >evels of Quality

. Fr"ani@ational level7 meetin" e,ternal

customer reuirements

. )rocess level7 lin!in" e,ternal and

internal customer reuirements

.

)erformerLjob level7 meetin" internalcustomer reuirements


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Quality and )ersonal Calues

. )ersonal initiative has a positive impact

on business success

. Quality be"ins with personal attitudes

. Quality&focused individuals often e,ceed

customer e,pectations

. Attitudes can be chan"ed throu"hawareness and effort


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?rowth of Modern

Quality Mana"ement

+anufacturin"

quality

mproved

product desi"ns

)ervice

quality

Performance

ecellence


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The (osts ofQuality


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'or!shop

(ost


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The (ost of Quality


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Quality (ost (lassification

. )revention

. Appraisal

. Internal failure

. +,ternal failure


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Quality (ost Mana"ement Tools

. (ost inde,es

. )areto analysis

. 0amplin" and wor! measurement

. Activity&based costin"


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6eturn on Quality


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Mana"in" Bata and Information

. Calidity Boes the indicator measurewhat it says it doesH

. 6eliability 5ow well does anindicator consistently measure thetrue value% of the characteristicH

. Accessibility Bo the ri"ht peoplehave access to the dataH


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Analysis.

0tatistical summaries and charts. Trends over time

. (omparisons with !ey benchmar!s

. A""re"ate summaries and inde,es

. (ause&and&effect lin!a"es and

correlations


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Interlin!in"

. Quantitative modelin" of cause and

effect relationships between e,ternal

and internal performance criteriacustomer

satisfaction

rating

time on hold (telephone)

O O

O O

O


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(ommunication


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'or!shop

>istenin"


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>istenin"

. The most difficult thin" to do

. 'e have not been tau"ht to listen

. 'e have a preset bias

. 'e drift to thin"s that have happened to

us

. 'e apply our e,periences to another


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. Certical communication

. 5ori@ontal communication

. Multi&communicaation


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8arriers to communication

. Bifferences in perception

. Bifferences in listenin" ability

. Bifferences in interpretation of wordsLsymbols

. Bifferences in status

. )ersonal bias due to race$ se, or nationality

.

)sycholo"ical climate or communicationenvironment

. >ac! of clarity

. >ac! of definite communication plans

.


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5uddles

. Conuct ay1to1ay co,,unications an

business. Make a ecision

. Correct a proble, or proble,s

. 8ssign uties

. Confer an ,ake an ajust,ent


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(ommunication (ycle

. (ommunicate

. 6eceive

. Interpret

. Action

. 6eceive


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8alancin" Quality


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'or!shop

8alancin" Act


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. The ?olden ?oose


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'hen is there too much Quality

. The cost of uality eroes the profit

. The uality is too far e-ceeing custo,er

e-pectations. 6ational turns to 4rrational


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6is! Analysis

. #. 3efine the proble, or issue for the group

. %. 6valuate the issue


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8alancin" the (ustomer and

(ompany. 0ettin" up a 6eview 8oard

. 'hen a 8oard should be used

. Becision ma!in"

. 6ules of decision ma!in"


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6eview 8oards

. )resent each areasperspectives on the

problem

. Allow each to wei"h the severity anrepercussion of ecision

. 0ee if there is a resolution that will ensure

the problem will never happen again#. Betermine if the resolution has value


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Meetin" (ustomers +,pectation


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144

'or!shop

'ho is the (ustomerH

Importance of (ustomer


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141

Importance of (ustomer

0atisfaction and >oyalty. 0atisfaction is an attitudeP loyalty is a behavior%

. >oyal customers spen ,ore$ are willin" to pay

higher prices$ refer ne! clients$ and are lesscostlyto do business with#

. It costs five ti,es ,oreto find a new customerthan to !eep an e,istin" one happy#

American (ustomer


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American (ustomer

0atisfaction Inde,. Measures customer satisfaction at national level

.

Introduced in 1* by :niversity of Michi"anand American 0ociety for Quality

. (ontinual decline in inde, from 1* throu"h

1 with a small improvement into 2444

su""ests that uality improvements have not!ept pace with consumer e,pectations

A(0I Model


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A(0I Model

of (ustomer 0atisfactionPerceived

quality

Customer

complaints

Perceivedvalue

Customersatisfaction

Customer

expectations Customerloyalty

(ustomer&Briven Quality (ycle


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14*

Q y y

measurement and feedback

(ustomer needs and e,pectations


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14-

>eadin" )ractices (1 of 2)

. Befine and se"ment !ey customer "roups

and mar!ets

. :nderstand the voice of the customer


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>eadin" )ractices (2 of 2)

. 8uild relationships throu"h commitments$

provide accessibility to people and

information$ set service standards$ and

follow&up on transactions

. +ffective complaint mana"ement processes

.

Measure customer satisfaction forimprovement

( ?


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14

ey (ustomer ?roups

. Fr"ani@ation level

. consumers

. e,ternal customers

. employees

. society

. )rocess level. internal customer units or "roups

. )erformer level

. individual internal customers

Identifyin" Internal (ustomers


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Identifyin" Internal (ustomers

.

'hat products or services are producedH. 'ho uses these products and servicesH

. 'ho do employees call$ write to$ or answer

uestions forH. 'ho supplies inputs to the processH


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14

ATT (ustomer&0upplier Model

%equirements

and feed$ac,

%equirements

and feed$ac,

Your

Suppliers

Your

Processes

Your

Customers

nputs !utputs


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ano Model of (ustomer ;eeds

. 3issatisfiers7 e,pected reuirements

. Satisfiers7 e,pressed reuirements

. 6-citersBelighters7 une,pected

features


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(ustomer 6elationship


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p

Mana"ement

. Accessibility and commitments

. 0electin" and developin" customer contact

employees. 6elevant customer contact reuirements

. +ffective complaint mana"ement

. 0trate"ic partnerships and alliances


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Measurin" (ustomer 0atisfaction

. Biscover customer perceptions of

business effectiveness

. (ompare companyEs performancerelative to competitors

. Identify areas for improvement

. Trac! trends to determine if chan"esresult in improvements

)erformance Importance Analysis


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)erformance&Importance Analysis

)erformance

Importance

>ow 5i"h

>ow

5i"h

*+o cares, Over-ill

&ulnerale 'trengt+s

Bifficulties with (ustomer


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11-

0atisfaction Measurement

. )oor measurement schemes

. Dailure to identify appropriate uality

dimensions. Dailure to wei"ht dimensions appropriately

. >ac! of comparison with leadin" competitors

.

Dailure to measure potential and formercustomers

. (onfusin" loyalty with satisfaction


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(ontinuous Improvement


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'or!shop

Improvin" the )rocess

0ources of Cariation


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in )roduction )rocesses

+aterials

Tools

!perators +ethods+easurement

nstruments

Human

InspectionPerformance

'nvironment+achines

NP3T) P%!C')) !3TP3T)

Cariation


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Cariation

. Many sources of uncontrollable variatione,ist


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Importance of :nderstandin"

Cariation

time

PREDICTABLE

UNPREDICTABLE

Two Dundamental


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Two Dundamental

Mana"ement Mista!es1# Treatin" as a special cause any fault$

complaint$ mista!e$ brea!down$ accident

or shorta"e when it actually is due to

common causes

2# Attributin" to common causes any fault$

complaint$ mista!e$ brea!down$ accident

or shorta"e when it actually is due to a

special cause

C ti bl S l i


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Creative roble, Solving

. Mess ining identify symptoms

. act ining "ather dataP operational

definitions

. roble, ining find the root cause

. 4ea ining brainstormin"

. Solution ining evaluate ideas andproposals

HG086 2.12.1 Presentation Quality Awareness

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Transcript of HG086 2.12.1 Presentation Quality Awareness