Operations Management MBA105

1. Chapter 9/11 Introduction to Quality Total Quality Management Operations Management MBA105 Williams J. Srevenson 7th Edition

2. Learning Objectives • Define quality. • Importance of quality. • Determinants of quality. • Costs & quality. • Quality awards. • quality gurus • TQM • Quality tools

3. Quality Management • What does the term quality mean? • Quality is the ability of a product or service to consistently meet or exceed customer expectations. • degree of excellence of a thing. • Totality of features and characteristics that satisfy needs

4. Quality Cost and Productivity Vs. Quality USA Organizations Focus in Cost and productivity (2nd war – mid 1980s) WHY AMERICAN ORGANIZATIONS BEHAVIOR CHANGE TWARD QUALITY??

5. Evolution of Quality Management • Fredrick Taylor (Scientific Management) • 1924 - Statistical process control charts • 1930 - Tables for acceptance sampling • 1940’s - Statistical sampling techniques • 1950’s - Quality assurance/TQC (DEMING) • 1960’s - Zero defects • 1970’s - Quality assurance in services

6. Quality Assurance vs. Strategic Approach • Quality Assurance • Emphasis on finding and correcting defects before reaching market • Strategic Approach • Proactive, focusing on preventing mistakes from occurring • Greater emphasis on customer satisfaction

7. Dimension of Quality • Which type of fuel you prefer to your car • MOMTAZ or GAID • Which Car you prefer • CAMRY OR LUMINA • FULL OPTIONS OR NORMAL OPTION • Did you prefer health centre or private clinic

8. Dimensions of Quality • Performance • basic operating characteristics of a product; how well a car is handled. • Features • “extra” items added to basic features, such as a stereo CD or a leather interior in a car • Reliability • probability that a product will operate properly within an expected time frame; that is, a TV will work without repair for about seven years

9. Dimensions of Quality (Cont’d) • Conformance • degree to which a product meets pre–established standards • Durability • how long product lasts before replacement • Serviceability • ease of getting repairs, speed of repairs, courtesy and competence of repair person

10. Dimensions of Quality (Cont’d) • Aesthetics • how a product looks, feels, sounds, smells, or tastes • Safety • assurance that customer will not suffer injury or harm from a product; an especially important consideration for automobiles • Perceptions • subjective perceptions based on brand name, advertising, and the like

11. Examples of Quality Dimensions

12. Examples of Quality Dimensions (Cont’d)

13. Dimensions of Quality: Service • Time and Timeliness • How long must a customer wait for service, and is it completed on time? • Is an overnight package delivered overnight? • Completeness: • Is everything customer asked for provided? • Is a mail order from a catalogue company complete when delivered?

14. Dimensions of Quality: Service • Courtesy: • How are customers treated by employees? • Are catalogue phone operators nice and are their voices pleasant? • Consistency • Is the same level of service provided to each customer each time? • Is your newspaper delivered on time every morning?

15. Dimensions of Quality: Service • Accessibility and convenience • How easy is it to obtain service? • Does a service representative answer you calls quickly? • Accuracy • Is the service performed right every time? • Is your bank or credit card statement correct every month?

16. Dimensions of Quality: Service • Responsiveness • How well does the company react to unusual situations? • How well is a telephone operator able to respond to a customer’s questions?

17. Challenges with Service Quality • Customer expectations often change • Different customers have different expectations • Each customer contact is a “moment of truth” • Customer participation can affect perception of quality • Fail-staffing must be designed into the system

18. Quality Gurus • Walter Shewart • In 1920s, developed control charts • Introduced the term “quality assurance” • W. Edwards Deming • Developed courses during World War II to teach statistical quality-control techniques to engineers and executives of companies that were military suppliers • After the war, began teaching statistical quality control to Japanese companies • Joseph M. Juran • Followed Deming to Japan in 1954 • Focused on strategic quality planning

19. Quality Gurus (cont.) • Armand V. Feigenbaum • In 1951, introduced concepts of total quality control and continuous quality improvement • Philip Crosby • In 1979, emphasized that costs of poor quality far outweigh the cost of preventing poor quality • In 1984, defined absolutes of quality management—conformance to requirements, prevention, and “zero defects” • Kaoru Ishikawa • Promoted use of quality circles • Developed “fishbone” diagram • Emphasized importance of internal customer

20. Deming’s 14 Points • Create constancy of purpose • Adopt philosophy of prevention • Cease mass inspection • Select a few suppliers based on quality • Constantly improve system and workers • Institute worker training • Instill leadership among supervisors • Eliminate fear among employees • Eliminate barriers between departments • Eliminate slogans • Remove numerical quotas • Enhance worker pride • Institute vigorous training and education programs • Develop a commitment from top management to implement above 13 points

21. Determinants of Quality (cont’d) • Quality of design • Intension of designers to include or exclude features in a product or service: Different car models with different features • size • Appearance • Roominess • Fuel economy • Comfort • Material used

22. Determinants of Quality (cont’d) • Quality of Conformance • Making sure a product or service is produced according to design: • if new tires do not conform to specifications, they wobble • if a hotel room is not clean when a guest checks in, the hotel is not functioning according to specifications of its design

23. Determinants of Quality (cont’d) • Ease of Use • Instruction manuals • Guide the customer for proper used • good labeling • Service after Delivery

24. The Consequences of Poor Quality • Loss of business • Liability • Productivity • Costs

25. Benefits of Good Quality • Organizations will benefit in different way: • Enhance reputation • Increase market share • Greater customer loyalty • Lower liability Cost • Fewer complains • Lower production cost • Higher profits

26. Responsibility for Quality • Top management • Design • Procurement • Production/operations • Quality assurance • Packaging and shipping • Marketing and sales • Customer service

27. Costs of Quality • Failure Costs - costs incurred by defective parts/products or faulty services. • Internal Failure Costs • Costs incurred to fix problems that are detected during the production. • Defective materials • Incorrect machine setting • Faulty equipment • Carelessness • Wrong procedure

28. Costs of Quality • External Failure Costs • All costs incurred to fix problems that are detected after the product/service is delivered to the customer. • Warranty work • Handling of complains • Replacement • Liability

29. Costs of Quality (continued) • Appraisal Costs • Costs of activities designed to ensure quality or uncover defects • Cost of inspector • Testing • Test equipment • Labs • Field testing

30. Costs of Quality (continued) • Prevention Costs • Cost of preventing defects form occurring • Planning and adminstration • Working with vendors • Training • Quality control procedures

31. Total Quality Management A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. • Continuous Improvement • Involvement of Everyone • Customer Satisfaction

32. Elements of TQM • Continual improvement (never ending) • Competitive benchmarking • Employee empowerment • Team approach • Decisions based on facts • Knowledge of tools • Supplier quality • Champion • Quality at the source • Suppliers

33. Continuous Improvement • Philosophy that seeks to make never-ending improvements to the process of converting inputs into outputs. • Kaizen: Japanese word for continuous improvement.

34. Quality at the Source The philosophy of making each worker responsible for the quality of his or her work.

35. Process Improvement and Tools • Process improvement - a systematic approach to improving a process • Process mapping • Analyze the process • Redesign the process • Tools • There are a number of tools that can be used for problem solving and process improvement • Tools aid in data collection and interpretation, and provide the basis for decision making

36. Basic Quality Tools • Flowcharts • Check sheets • Histograms • Pareto Charts • Scatter diagrams • Control charts • Cause-and-effect diagrams • Run charts

37. Quality Tools Flow Chart : displays the steps in a process showing order and relationships helps in understanding of that process and identifies potential weaknesses i.e. poor performance Cause and Effect Also know as fishbone or Ishikawa

38. Quality Tools

39. Quality Tools

40. Quality Tools

41. Flow Chart Start/ Finish Operation Operation Decision Operation Operation Operation Start/ Finish Decision

42. Check Sheet COMPONENTS REPLACED BY LAB TIME PERIOD: 22 Feb to 27 Feb 2002 REPAIR TECHNICIAN: Bob TV SET MODEL 1013 Integrated Circuits |||| Capacitors |||| |||| |||| |||| |||| || Resistors || Transformers |||| Commands CRT |

43. Histogram 20 15 10 5 0 1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

44. Pareto Analysis NUMBER OF CAUSE DEFECTS PERCENTAGE Poor design 80 64 % Wrong part dimensions 16 13 Defective parts 12 10 Incorrect machine calibration 7 6 Operator errors 4 3 Defective material 3 2 Surface abrasions 3 2 125 100 %

45. 70 (64) 60 50 40 Percent from each cause 30 20 (13) (10) 10 (6) (3) (2) (2) 0 Poor Design Defective parts Operator errors Machine calibrations Defective materials Surface abrasions Wrong dimensions Causes of poor quality

46. Scatter Diagram Y X

47. Control Chart 1020 UCL 1010 1000 990 LCL 980 970 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

48. Cause-and-Effect Diagram Measurement Human Machines Faulty testing equipment Out of adjustment Poor supervision Tooling problems Incorrect specifications Lack of concentration Improper methods Old / worn Inadequate training Quality Problem Inaccurate temperature control Defective from vendor Poor process design Ineffective quality management Not to specifications Dust and Dirt Deficiencies in product design Material- handling problems Environment Materials Process Figure 9.12

49. Run Chart Diameter Time (Hours)

50. Tracking Improvements UCL UCL UCL LCL LCL Additional improvements made to the process LCL Process centered and stable Process not centered and not stable Figure 9-18