Documente Academic
Documente Profesional
Documente Cultură
6-1
6-2
Implications of Quality Malcolm Baldrige National Quality Award New Mexico Quality Award Cost of Quality (COQ) ISO 9000 ISO14000
6-3
6-4
TOOLS OF TQM
Check sheets Scatter Diagrams Cause-and-Effect Diagram Pareto Charts Flow Charts Histograms Statistical Process Control (SPC)
6-5
TQM IN SERVICES
6-6
6-7
Reduced Costs
Increased productivity Lower rework and scrap costs Lower warranty costs
6-8
Increased Profits
Organizational Practices
Leadership Mission statement Effective operating procedure Staff support Training Yields: What is important and what is to be accomplished
6-10
Quality Principles
Customer focus Continuous improvement Employee empowerment Benchmarking Just-in-time Tools of TQM Yields: How to do what is important and to be accomplished
6-11
Employment Fulfillment
Empowerment Organizational commitment Yields: Employees attitudes that they can accomplish what is important and to be accomplished
6-12
Customer Satisfaction
Winning orders Repeat customers Yields: An effective organization with a competitive advantage
6-13
Quality
6-14
Responsiveness Competence
Access Courtesy
Credibility
6-15
Communication
Importance of Quality
Costs & market share Companys reputation Product liability International implications
Market Gains Reputation Volume Price Improved Quality Lower Costs Productivity Rework/Scrap Warranty
6-16
Increased Profits
Senior executive leadership; strategic planning; management. of process quality Quality results; customer satisfaction
Corning Inc.; GTE; AT&T; Eastman Chemical.
6-17
Recent winners
Costs of Quality
Prevention costs - reducing the potential for defects Appraisal costs - evaluating products Internal failure - of producing defective parts or service External costs - occur after delivery
6-18
Costs of poor quality are huge, but the amounts are not known with precision. In most companies, the accounting system provides only a minority of the information needed to quantify this cost of poor quality
Juran on Quality by Design, The Free Press (1992), p. 119
6-19
6-20
6-21
Specifies Need
Interprets Need
6-22
TQM
Encompasses entire organization, from supplier to customer Stresses a commitment by management to have a continuing, company-wide, drive toward excellence in all aspects of products and services that are important to the customer.
6-23
Concepts of TQM
Continuous improvement Employee empowerment Benchmarking Just-in-time (JIT) Taguchi concepts Knowledge of TQM tools
6-27
Continuous Improvement
Represents continual improvement of process & customer satisfaction Involves all operations & work units Other names
6-28
3.Check
2.Do
6-29
Employee Empowerment
Getting employees involved in product & process improvements
Techniques
Support workers Let workers make decisions Build teams & quality circles
6-30
Quality Circles
Group of 6-12 employees from same work area Meet regularly to solve work-related problems 4 hours/month Facilitator trains & helps with meetings
6-31
Benchmarking
Selecting best practices to use as a standard for performance
Determine what to benchmark Form a benchmark team Identify benchmarking partners Collect and analyze benchmarking information Take action to match or exceed the benchmark
6-32
6-33
Just-in-Time (JIT)
Relationship to quality:
JIT cuts cost of quality JIT improves quality Better quality means less inventory and better, easier-to-employ JIT system
6-34
Just-in-Time (JIT)
Pull system of production/purchasing
Involves vendor partnership programs to improve quality of purchased items Reduces all inventory levels
Unreliable Vendors
Scrap
6-36
Capacity Imbalances
Unreliable Vendors
Scrap
6-37
Capacity Imbalances
House of Quality
Taguchi technique Quality loss function Pareto charts Process charts Cause-and-effect diagrams Statistical process control
6-38
6-39
Taguchi Techniques
Experimental design methods to improve product & process design
Taguchi Concepts
Quality robustness Quality loss function Target specifications
6-40
Quality Robustness
Ability to produce products uniformly regardless of manufacturing conditions Put robustness in House of Quality matrices besides functionality
6-41
Equation: L = D2C
6-42
Loss
Low Loss
Lower
Upper
6-43
6-44
L = Loss ($); D = Deviation; C = Cost Item scrapped if greater than 25.25 (USL = 25.00 + 0.25) with a cost of $4.00
LSL
Target
USL
6-46
Quality Loss Function (a) Target-oriented quality yields more product in the best category Target-oriented quality brings products toward the target value Conformance-oriented quality keeps product within three standard deviations Lower Target Specification 6-47
Frequency
Upper
PDCA Cycle
4.Act: Implement the plan 1.Plan: Identify the improvement and make a plan
6-48
Tools of TQM
Tools for generating ideas
Check sheet Scatter diagram Cause and effect diagram
6-49
Frequency (Number)
50 40 30 20 10 0
Scratches
60% 40% 12 5 4
Contamination
2
Misc.
20% 0%
72%
Porosity
Nicks
3%
6-50
Cumulative Percent
60
80%
Process Chart
Shows sequence of events in process Depicts activity relationships Has many uses
Identify data collection points Find problem sources Identify places for improvement Identify where travel distances can be reduced
6-51
Steps
Identify problem to correct Draw main causes for problem as bones Ask What could have caused problems in these areas? Repeat for each sub-area.
6-52
6-53
Manpower
Material
Manpower Overtime
Too many defects Wood Steel Lathe Machinery Sub-Cause
6-55
Material
Manpower
Tired Overtime Old Too many defects
Lathe
6-56
6-57
No
Assign. Causes?
Yes
6-59
Sample Value
60 40 20 0 1 5 9 13 Time
6-60
17
21
Control Chart
6-61
6-62
Inspection
Involves examining items to see if an item is good or defective Detect a defective product
Issues
When to inspect Where in process to inspect
6-63
6-64
Billing
Attorney
6-65
Minibar
Standard Accurate, timely, and correct format Prescription accuracy, inventory accuracy Audit for lab-test accuracy Charts immediately updated
Busboy
Waiter
Stockrooms Salesclerks
6-69
Issues to Consider
Shortages, courtesy, speed, accuracy Collateral, proper credit checks, rates, terms of loans, default rates, loan rates
Issues to Consider
Clean, uncluttered, organized, level of stockouts, amply supply, rotation of goods
Attractive, well-organized, stocked, visible goods, good lighting
Display areas
Sales counters
6-71
Neat, courteous knowledgeable personnel; waiting time; accuracy in credit checking and sales entry
Issues to Consider
Clean, proper storage, unadulterated food, health regulations observed, wellorganized
Speed, accuracy, appearance
6-72
TQM In Services
Service quality is more difficult to measure than for goods Service quality perceptions depend on
Expectations versus reality Process and outcome
6-73
Service
Provider, not product is transportable Site of facility important for customer contact Often difficult to automate Revenue generated primarily from intangible service.
6-75
Responsiveness Competence
Access Courtesy
Credibility
6-76
Communication