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TQM Defined

TQM Defined. Total quality management is defined as managing the entire organization so that it excels on all dimensions of products and services that are important to the customer Two fundamental operational goals: Careful design of product or service

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TQM Defined

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  1. TQM Defined • Total quality management is defined as managing the entire organization so that it excels on all dimensions of products and services that are important to the customer • Two fundamental operational goals: • Careful design of product or service • Ensure consistent production of product or service

  2. Appraisal Costs Costs of Quality External Failure Costs Prevention Costs Internal FailureCosts Costs of Quality (COQ) Costs of inspection, testing, and other tasks to ensure that the product or process is acceptable sum of all costs to prevent defects Costs for defects that pass through the system Costs for defects incurred within the system: scrap, rework, repair

  3. Costs of Quality • No matter what the quality is, it will cost$... • So, the assumptions of cost of quality • Failures are caused • Prevention is cheaper • Performance can be measured

  4. Six-Sigma Quality • “Six-sigma” is a philosophy which reflects the goal of eliminating defects in the products. • Seeks to reduce variation in the processes that lead to product defects • The name, “six sigma” refers to the variation that exists within plus or minus six standard deviations of the process outputs • Statistically speaking a process in “six-sigma” control limits will only produce 2 defects per billion units.

  5. Six Sigma Quality: DMAIC Cycle • Define, Measure, Analyze, Improve, and Control DMAIC • Developed by General Electric as a means of focusing effort on quality using a methodological approach • Firms striving to achieve six-sigma generally adopt DMAIC cycle. • DMAIC are the typical steps employed in “continuous improvement” (a.k.a. Kaizen) concept which seeks to continuallyimprove all aspects of production (parts, machines, labor, processes, etc) • Overall focus of the methodology is to understand and achieve what the customer wants • A 6-sigma program seeks to reduce the variation in the processes that lead to these defects

  6. Six Sigma Quality: DMAIC CycleCases/examples from classmates 1. Define (D) Customers and their priorities 2. Measure (M) Process and its performance 3. Analyze (A) Causes of defects 4. Improve (I) Remove causes of defects 5. Control (C) Maintain quality

  7. Example to illustrate the process… • We are the maker of this cereal. Consumer Reports has just published an article that shows that we frequently have less than 15 ounces of cereal in a box. • What should we do? • Step 1: Define • What is the critical-to-quality characteristic? • The CTQ (critical-to-quality) characteristic in this case is the weight of the cereal in the box.

  8. Step 2 - Measure • How would we measure to evaluate the extent of the problem? • What are acceptable limits on this measure? • Let’s assume that the government says that we must be within ± 5 percent of the weight advertised on the box. • Upper Tolerance Limit = 16 + .05(16) = 16.8 ounces • Lower Tolerance Limit = 16 – .05(16) = 15.2 ounces • We go out and randomly buy 1,000 boxes of cereal and find that they weight an average of 15.875 ounces with a standard deviation of 0.529 ounces. • What percentage of boxes are outside the tolerance limits?

  9. Process Mean = 15.875 Std. Dev. = .529 Upper Tolerance = 16.8 Lower Tolerance = 15.2 What percentage of boxes are defective (i.e. less than 15.2 oz)? Z = (x – Mean)/Std. Dev. = (15.2 – 15.875)/.529 = -1.276 NORMSDIST(Z) = NORMSDIST(-1.276) = 0.100978 Approximately, 10 percent of the boxes have less than 15.2 Ounces of cereal in them!

  10. Step 3 - Analyze - How can we improve the capability of our cereal box filling process? • Decrease Variation • Line vibration impacts scale • Random delays in nozzle open/close • Center the Process • Increase Specifications

  11. Step 4 – Improve – How good is good enough?Motorola’s “Six Sigma” • Calibrate the equipment more frequently, upgrade process • 6-sigma minimum from process center to nearest spec

  12. Step 5 – Control • Statistical Process Control (SPC) • Use data from the actual process • Estimate distributions • Look at capability - is good quality possible • Statistically monitor the process over time

  13. Analytical Tools for Six Sigma and Continuous Improvement: Flowchart

  14. 0.58 0.56 Diameter 0.54 0.52 0.5 0.48 0.46 0.44 1 2 3 4 5 6 7 8 9 10 11 12 Time (Hours) Analytical Tools for Six Sigma and Continuous Improvement: Runchart Can be used to identify when equipment or processes are not behaving according to specifications MEASURE

  15. Monday • Billing Errors • Wrong Account • Wrong Amount • A/R Errors • Wrong Account • Wrong Amount Analytical Tools for Six Sigma and Continuous Improvement: Checksheet Can be used to keep track of defects or used to make sure people collect data in a correct manner (MEASURE)

  16. 80% Frequency Design Assy. Instruct. Purch. Training Other Analytical Tools for Six Sigma and Continuous Improvement: Pareto Analysis Can be used to find when 80% of the problems may be attributed to 20% of the causes (MEASURE)

  17. Number of Lots 0 1 2 3 4 Defectsin lot Data Ranges Analytical Tools for Six Sigma and Continuous Improvement: Histogram Can be used to identify the frequency of quality defect occurrence and display quality performance (MEASURE)

  18. Analytical Tools for Six Sigma and Continuous Improvement: Cause & Effect Diagram

  19. Analytical Tools for Six Sigma and Continuous Improvement: Opportunity Flow Diagram Value added activities (Vertical steps) vs. Non-value added activities (horizontal steps) IMPROVE

  20. Analytical Tools for Six Sigma and Continuous Improvement: Control Charts Can be used to monitor ongoing production process quality and quality conformance to stated standards of quality

  21. ISO 9000 • Series of standards agreed upon by the International Organization for Standardization (ISO) • Adopted in 1987 • More than 100 countries • A prerequisite for global competition? • ISO 9000 directs you to "document what you do and then do as you documented." • First party: A firm audits itself against ISO 9000 standards • Second party: A customer audits its supplier • Third party: A "qualified" national or international standards or certifying agency serves as auditor • Is it important for small or medium sized businesses to have ISO 9000 certification?

  22. External Benchmarking Steps • Identify those processes needing improvement • Identify a firm that is the world leader in performing the process • Obviously not a direct competitor • Possibly from another industry • Contact the managers of that company and make a personal visit to interview managers and workers • Analyze data • Compare the processes • Compare the results (performance of the processes)

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