chapter 9: management of quality Flashcards
quality
the ability of a good or service to consistently meet or exceed customer expectations
quality control
monitoring, testing, and correcting quality problems after they occur
quality assurance
ensuring that a product’s quality will be good by preventing defects before they occur
when did the quality assurance thinking pull up?
in the 1950s
management system (QMS)
a structured and documented management system
it describes the policy, responsibilities, and implementation plan for ensuring quality
when did the quality management system (QMS) pull up?
who created it
In the 1970s
NASA and the Pillsbury company
total quality management (TQM)
approach places greater emphasis on customer satisfaction
involves all levels of management and workers in a continuing effort to increase quality
continuous improvement
continuous improvement
Never-ending improvements to key processes as part of total quality management
when did the total quality management (TQM) pull up?
1980s
The aspects or dimensions of quality of goods
Performance
aesthetics
special features
conformance
reliability
durability
perceived quality
service after sale
the term “fitness for use”
used to define quality
–> quality is whatever the customer requires in his/her particular use of the product
the dimensions of quality of services
tangibles
convenience
reliability
responsiveness
timeliness
assurance
courtesy/empathy
when is product’s quality determined?
- Product design
- Production process design
- Production
- Use
Product design
he characteristics and specification of a product such as size, shape, and material
Conformance to design specification during production
refers to the degree to which the produced good or service is defect-free
degree to which it complies with the specification of the designer
Cost of quality
determines the resources used:
to prevent poor quality
appraise the quality of the products
deal with internal and external failures
four categories of cost of quality?
internal failure costs
external failure costs
appraisal (detection) costs
prevention costs
Internal failure costs
part or product failures discovered during production
external failure costs
to part or product failures discovered after delivery to the customer
appraisal (detection) costs
inspection, testing, and other activities intended to uncover defective products
Prevention costs
attempts to prevent defects from occurring
which costs of quality categories are related to poor quality?
Internal and external failure costs
which costs of quality categories are investments to achieve better quality?
some appraisal (detection) costs
prevention costs
Taguchi quality loss function
The quality worsens as measurement deviates from the target
the quality loss increases at a faster rate the farther the measurement is from the target
it implies that quality keeps improving the better and more accurate the production process becomes
graphical representation (fat U shape)
Quality Gurus
Taguchi
W. Edwards Deming
Joseph M. Juran
Armand Feigenbaum
Philip B. Crosby
W. Edwards Deming
went to Japan after the Second World War to assist the Japanese in improving their quality and productivity
compiled a list of 14 points that he believed were the prescription needed to achieve quality in an organization
His message is basically that the cause of inefficiency and poor quality is the system, not the employees
–> management’s responsibility to correct the system to achieve the desired results
Joseph M. Juran
also taught Japanese manufacturers how to improve the quality of their goods
believed that roughly 80 percent of quality defects are controllable; thus, management has the responsibility to correct these deficiencies
quality management in terms of a trilogy consisting of quality planning, quality control, and quality improvement
Armand Feigenbaum
director of manufacturing operations at General Electric (1958一1968)
He recognized that quality was not only a collection of tools and techniques, but also a “total field”
–> he called it total quality control
–> when improvements were made in a process, other areas of the company also achieved improvement
he introduced the concept of quality at the source
quality at the source
seeking to avoid passing defective products to the following workstation, and to stop and fix the problem
called Jidoka in Japanese
Philip B. Crosby
developed the concept of zero defects and popularized the phrase “Do it right the first time”
argued against the idea that “there will always be some level of defectives.
zero defects concept
any level of defects is too high
Philip B. Crosby’s main points
- Top management must demonstrate its commitment to quality and its willingness to give support to achieve good quality
- Management must be persistent in efforts to achieve good quality
- Management must spell out clearly what it wants in terms of quality and what workers must do to achieve that
- Make it (or do it) right the first time
the purpose of the international Organization for Standardization (ISO)
to promote worldwide standards that will improve operating efficiency and productivity, and reduce costs
ISO 9001
an international standard for a quality management system
critical to international business
if they ask a specific question about ISO 9001, go to page 313 of the book
page 313 wanker
the three types of documents created for ISO 9001
a quality manual
a procedures manual
detailed work instructions and other supporting documents
ISO 14001
an international standard for assessing a company’s environmental performance
concerned with what an organization should do to minimize the harmful effects of its operations on the environment
the two ISO certiifications
ISO 9001
ISO 14001
HACCP
a quality management system
similar to 1SO 9001
designed for food processors
the product and process background information required for HACCP
- Describe the product, source of raw material, product characteristics, ingredients, packaging, how the product is used, shelf life, where the product will be sold, labelling instructions, and distribution control
–> basically, describing the product
- Draw the process flow diagram and number the steps of the process
- 3 . Identify all of the regulatory action points 很 A酌， which are the points in the process where safety control is mandated by the government
The three main HACCP steps
- Perform hazard analysis
- Determine the critical control points (CCPs)
- Establish the HACCP plan
Canada Awards for Excellence
recognize outstanding excellence by Canadian organizations in various areas such as quality, healthy workplace, innovation, and mental health
Canada Awards for Excellence driving qualities
Leadership and governance
Strategy and planning
Customer experience
People engagement
Process and project management
Partners and suppliers
Excellence Canada’s four levels of expectations
Level 1: Foundation
Level 2: Advancement,
Level 3: Role Model
Level 4: Sustained World Class Performance
the key outcomes to Level 1: Foundation (bronze)
(a) broad support of the vision, mission, and values,
(b) recognition of the importance of embedding quality principles in decision making at all levels of the organization
(c) policy statements related to quality
the key outcomes to Level 2: Advancement (silver)
(a) a wider understanding by employees of the organization’s strategic approach to
quality
(b) having strategic and operational plans in place,
(c) establishment of baseline indicators, measures, and related goals for quality
the key outcomes to Level 3: Role Model (gold)
(a) positive achievements in meeting and exceeding strategic goals
(b) an organization-wide focus on quality issues
(c) positive results across all drivers, across all areas/departments of the organization
(d) widespread quantifiable improvement as a result of moving from reactive to proactive approaches and practices
the key outcomes to Level 4: Sustained World Class Performance (platinum)
a) a sound, systemic approach to quality
(b) continuous improvement as a “way of life” with full integration into culture and systems
(c) sustained positive improvements in all areas over at least three years (trend data required)
(d) the organization is viewed as a leader within its sector regarding quality, in terms of knowledge sharing, industry and benchmark leadership, and best practices
Total quality management (TQM)
an approach to quality management that involves everyone in an organization in quality management and a continual effort to improve quality and customer satisfaction
TQM’s three key feature
(1) a never-ending push to improve quality, which is referred to as continuous improvement
(2) the involvement 0f everyone in the organization in quality management
(3) the goal of ever increasing customer satisfaction
the basic steps used in problem solving
- Recognize and define the problem
- Collect data
- Analyze the problem
- Generate potential solution(s)
- Choose a solution and implement it
- Implement the solution
- Monitor the solution to see if it accomplishes the goal
plan-do-study-act (PDSA) cycle
also referred as the Deming cycle
- testing a change by developing a plan to test the change
- carrying out the test (do)
3. observing and learning from the consequences (study)
4, determining what modifications should be made to the test (act)
Six Sigma
a more sophisticated statistical approach to problem solving and quality improvement
the best employees are trained to become full-time change agents, called black belts, who act like internal consultants with considerable power and resources at their disposal
Six Sigma’s steps
- define
- measure
- analyze
- improve
- control (DMAIC)
seνen basic quality tools that aid in data collection and interpretation, and provide the basis for decision making
process flow diagram
check sheet
histogram
Pareto chart
scatter diagram
control chart
cause-and-effect diagram
A process flow diagram (process map)
a diagram of the steps in a process and the movement of material between the steps
variations of the process flow diagram
flowchart
service blueprint
swim lane diagram
A check sheet
a sheet of paper that provides a format for recording and organizing data in a way that facilitates collection and analysis
A histogram
a chart of the frequency distribution of observed values
Pareto analysis
a technique for focusing attention on the most important problem (or opportunity for improvement)
relatively few factors account for a large percentage of the total problems
80 percent of the problems are from 20 percent of the types of problems
A scatter diagram
a plot of pairs of observations of two variables that can show the correlation between the two variables
A control chart
a line plot of time-ordered values of a sample statistic with control limits
can be used to monitor a process to see if the process output is stable
can help detect the presence of assignable or correctable causes of variation
A cause-and-effect diagram
a diagram used to organize (categorize) the (possible) causes of a problem (the effect)
we use the 4 Ms
which are the 4 Ms (the categories if the cause-and-effect diagram)?
machine (and equipment)
method
manpower
materials
A run chart
a time plot that can be used to track the values of a variable over time
Some main methods for problem solving and quality improvement
Brainstorming
affinity diagram
quality circle
interviewing
benchmarking
5W2H
5 whys
reaching a consensus
Brainstorming
a technique for generating a free flow of ideas on finding causes and solutions, and implementing the solutions in a group of people
getting together and thinking about shit basically
affinity diagram
shows the relationships among large numbers of ideas
quality circle
a group of workers in the same department who meet to discuss ways of improving the products and processes
benchmarking
the process of measuring an organization’s performance against the best organization in the same or another industry
5W2H
asks questions about a problem that begin with what, why, where, when, who, how, and how much
methods to reaching a consensus
List reduction (applied to a list of possible solutions)
A balance sheet to list the pros and cons of each item and focus discussion on important issue
paired comparisons method
purpose of benchmarking
to establish a standard against which performance is judged, and to possibly learn how to improve
5 Whys
involves systematically drilling down to a real root cause of a problem by asking “Why?” five times
5 Whys
involves systematically drilling down to a real root cause of a problem by asking “Why?” five times
It is important not to skip levels of questions, but to ask logical questions summarizing the observations from earlier questions
can take more than 5 whys lmao
when do we reach the real answer in the 5 whys method
You reach the true root cause when the answer to your question is a process, policy, or person
paired comparisons method
a process by which each item on a list is compared with every other item, two at a time
For each pair, team members select the preferred item
works best when the list of items is small
