Riadenie kvality (managing quality) Prečo – historický kontext; QPF Synergia Kto – koncept ´stakeholder´ a ´extended enterprise´

PREČO kvalita; súčasné konkurenčné prostredie/konkurenčná schopnosť, historický kontext 23.2.2019 L02

Performance: effectiveness, efficiency Každý organizačný, riadiaci alebo iný socio-technický systém možno hodnotiť a analyzovať pomocou dvoch hlavných charakteristík výkonu (prevedenia, vykonania...) sú to: efektívnosť výkonnosť [účinnosť]. Effectiveness is doing the right things Efficiency is doing the thing right. 23.2.2019 L02

Slovníkové definície Effectiveness is the degree to which goals are achieved. It is therefore concerned with the outputs of a system (such as total sales or earnings per share). Efficiency is a measure of the use of inputs (or resources) to achieve outputs (e.g. how much money is used to generate a certain level of sales). 23.2.2019 L02

Komentár: ...manažeri hovoria rečou peňazí, zamestnanci rečou vecí a vzťahov... Základnou a zároveň najprepracovanejšou charakteristikou hodnotenia výkonu (performance) je produktivita (cháp skôr ako sústavu ukazovateľov). Má to svoj pôvod/dôvod: úsilie firiem sa sústreďuje na náklady (dlhodobo historicky dané), inými slovami, ako s čo najmenšími vstupmi vyprodukovať najväčšie výstupy. Významne tu rezonujú dva koncepty: špecializácia (deľba práce) a ekonomika rozsahu. 23.2.2019 L02

Performance Tripartity Model You can’t improve (manage) what you can’t measure (Dr. Hammer) Do More With Less QPF SYNERGY Typical supply chain performance is: Unsatisfied customers or delayed supplies Managers usually focus only on productivity without a space vision of the performance. Through financial reporting they produce many tables of financial numbers ... managers have a monster problem they don´t able to translate financial numbers into operational terms. Management by Fact (Hammer) ... And what facts are: the financial – ex post – numbers or operational (non-financial) numbers describing stages of the process? They use ERP, SCM or other enterprise information systems, believe their „average“ numbers and don't understand what is doing. What we need to think when we tell about quality, productivity and flexibility. (continuous) Improvement of business activities to create more value with less waste: operational excellence over squeezed out defects and increased efficiency. Improving customer satisfaction (through service level) by improving the speed and accuracy of order fulfillment: reducing cycle time, and cutting down on returns. 23.2.2019 L02

Základná metrika VÝKONU 23.2.2019 L02

KTO všetko sa podieľa na kvalite (výstupu): Zákazník/dodávateľ (externý, interný) + tretia strana (podielnik) Na úspechu podnikania/ obchodných transakcií a kvalite – spokojnosti zákazníka – sa podieľajú stakeholderi TQM pozerá na zákazníka ako na externého a interného 23.2.2019 L02

Direction and extent (rozsah) of vertical integration (extended enterprise: SCM & Quality) Raw Component Assembly material Wholesaler Retai ler maker operation suppliers Narrow process span Wide process span Up stream Downstream v ertical v ertical integration integration 23.2.2019 L02

Managing Quality Most companies approach quality in a defensive or reactive mode; quality is confided (spoliehať sa) to minimising defect rates or conforming to design specifications. To compete on quality, companies must view that: Quality is an opportunity to please the customer!!!

Total Customer Satisfaction In our everyday life we are exposed odkrývať, odhaľovať quality in a variety of forms, from product advertising to everyday phrases such as “quality of working life” or “quality of life” and “quality of time”. Why has quality become so important to business and consumers around the World? Following World War II, when the consumption of goods and services expanded dramatically, quality was not a big concern to consumers or producers. This began to change during the 1970s due mainly to competition, especially from Japan, in markets for electronic products. 23.2.2019 L02

Total Customer Satisfaction cont. Quality was not the sole reason for the initial Japanese success. High quality products such as Mercedes cars and Hasselblad cameras had been available on the market but had not altered pretvoriť, adaptovať consumer’s preferences or perceptions. The Japanese were uniquely able to establish the concept of VALUE 23.2.2019 L02

Japanese concept of VALUE the combination of price & quality and change their product-design philosophy such that the cost of achieving better quality was not prohibitive nemožný. Value means what the customer wants and is willing to pay for. 23.2.2019 L02

Ways in Which Quality Can Improve Productivity Sales Gains Improved response Higher Prices Improved reputation Improved Quality Increased Profits Reduced Costs Increased productivity Lower rework and scrap costs Lower warranty costs This slide not only looks at the impact of quality on productivity - it also enables you to begin a discussion as to the meaning of quality (or perhaps the differing meanings among different people). To many people, the notion of “high quality” carries with it the assumption of “high price.” This slide provides an initial point to challenge that assumption. 23.2.2019 L02

Flow of activities necessary to achieve Total Quality Management Organizational Practices Quality Principles Employee Fulfillment This slide simply introduces the four activities. Subsequent slides expand on each. Customer Satisfaction 23.2.2019 L02

Organizational Practices Leadership Mission statement Effective operating procedure Staff support Training Yields: What is important and what is to be accomplished One might begin discussion of this slide by introducing the difference between “leadership” and “management.” The point should also be made, again, about the need for involvement and commitment throughout the organization. 23.2.2019 L02

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 Some students may find the notion of “continuous improvement” (Why can’t we do it right the first time?) and “employee empowerment” (Doesn’t this reduce or abrogate the role of the manager?) the most difficult to accept. If you have not done so already, this might be a good time to discuss each in some depth. The following slide may be used in a discussion of empowerment. 23.2.2019 L02

Employment Fulfillment Empowerment Organizational commitment Yields: Employees’ attitudes that they can accomplish what is important and to be accomplished This slide can be used to form the basis for a discussion of empowerment. If you wish to discuss empowerment - begin by asking students to define the term. You may find students are already comfortable with the term, in which case the discussion can be rather short; or, you may find they have unrealistic expectations (or desires?) - in which case you may wish to pursue the discussion at greater length. It may be helpful to ask students to identify the benefits and pitfalls to both management and worker. (For example, empowerment requires workers to assume greater responsibility.) 23.2.2019 L02

Customer Satisfaction Winning orders Repeat customers (loayal customer) Yields: An effective organization with a competitive advantage The main point that one might make with this slide is that the customer is, ultimately, the most important person in your business. 23.2.2019 L02

Definitions/Meanings of Quality The Oxford Dictionary A degree or level of excellence. ASCQ (American Society for Quality Control): “The totality of features and characteristics of a product or service that bears vplývať on its ability to satisfy given needs.” or Product characteristics & features that affect customer satisfaction User-Based: What consumer says it is Manufacturing-Based: Degree to which a product conforms to design specification Product-Based: Level of measurable product characteristics. Once you have introduced these definitions of quality, ask students to provide example of products that use them. 23.2.2019 L02

Quality Management Defs Demingova definícia (1950): Riadenie kvality je aplikácia štatistických princípov a metód vo všetkých fázach výroby so zameraním na čo najhospodárnejšie zhotovenie výrobku, ktorý je maximálne užitočný a má odbyt. Juranova definícia (1974): Riadenie kvality je regulačný proces, prostredníctvom ktorého meriame skutočnú realizáciu kvality a porovnávame ju so štandardmi, pričom pôsobíme na rozdiel. Definícia Výboru pre udeľovanie Demingovej ceny za kvalitu (Japan): Systém činností k zabezpečeniu kvality výrobkov a služieb, za ktorých sú tieto hospodárne vyrábané a dodávané v kvalite požadovanej zákazníkom. 23.2.2019 L02

Quality from the Customer’s Perspective A business organisation produces goods and services to meet vyhovieť, splniť its customers´ needs. Products and services are determined by what the customer wants and is willing to pay for. Since customers have different product needs, they will have different quality expectations. It results in a commonly used definition of quality Fitness spôsobilosť, vhodnosť for use. 23.2.2019 L02

Fitness for use, vhodnosť použitia Fitness for use is how well the product or service does what it is supposed to. Products and services are designed with intentional zámerný differences in quality to meet the different wants and needs of individual customers. In this case we need to speak about quality of design – involves designing quality characteristics into a product or service. 23.2.2019 L02

The dimensions of quality – GOODS or SERVICES Fundamental question: What does a customer look for in a product ??? 23.2.2019 L02

A customer looks for in a tangible product/goods Operation/Performance – the basis operating characteristics of a product. Features charakteristické rysy – the “extra” items added to the basis features. Reliability – the probability that a product will operate properly within an expected time frame. Conformance zhodnosť – the degree to which a product meets pre-established standards. Durability – how long a product lasts (its life span before replacement). 23.2.2019 L02

A customer looks for in a product cont. Serviceability – the easy of getting repairs the speed of repairs, and the courtesy and competence of the repairperson. Aesthetics – how a product looks, feels sounds, smells, or tastes. Safety – assurance that the customer will not suffer injury straty, poškodenia or harm zranenia from a product. Other perceptions – subjective perceptions based on brand name, advertising, and so on. 23.2.2019 L02

The dimensions of quality – a service Time and timeliness – how long a customer must wait for service and if it is completed on time. Completeness – is everything the customer asked for provided? Courtesy zdvorilosť, ochota – how customers are treated zaobchádzať by employees? Accessibility prístupnosť and convenience vhodnosť – how easy it is to obtain the service. Accuracy – is the service performed right every time? Responsiveness schopnosť reagovať, vnímavosť – how well the company reacts to unusual situations, which can happen frequently in a service company. 23.2.2019 L02

Summary Quality characteristics of a product are weighted by the customer relative úmerne to the cost of the product, or customers will pay for the level of quality they can afford môcť si dovoliť. Dimensions of quality for a service is more directly related to time, and the interaction between employees and the customer All the product and service characteristics mentioned above must be considered in the design process to meet customer’s expectations for quality. 23.2.2019 L02

Meaning of Quality from the Producer’s Perspective The product development is a function of the quality characteristic – the product’s fitness for use – the customer wants, needs, and can afford. Product and service design results in design specifications  quality of design  that will (or should) achieve the desired požadovanú quality. 23.2.2019 L02

Quality of conformance, kvalita zhody However, once the product design has been determined, the producer perceives quality to be how effectively the production process is able to conform to the specifications required by the design  referred to as the quality of conformance. Quality of conformance is making sure the product or service is produced according to design. What this means is quality during production focuses on making sure that the product meets the specifications required by the design. 23.2.2019 L02

Quality of conformance Achieving quality of conformance depends on a number of factors including the design of the production process the performance level of machinery equipment and technology the material used the training and supervision of employees the degree to which statistical quality control techniques are used. Why? 23.2.2019 L02

Why? Waste and high cost of low quality result when equipment fails or is maladjusted zle prispôsobený pre danú výrobu, employees make mistakes, material and parts are defective, supervision is lax, design specifications are generally not met. 23.2.2019 L02

Summary From a customer’s perspective of product quality is product or service price. From producer’s perspective an important consideration is achieving quality of conformance at an acceptable cost. If products or services cannot be produced at a cost that results in a competitive price, than the final product will not have acceptable value. The price is more than the customer is willing to pay given the product’s quality characteristics The quality characteristics included in the product design must be balanced against production costs. 23.2.2019 L02