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Chapter 3 Quality Management

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1 Chapter 3 Quality Management
Sell good merchandise at a reasonable profit, treat your customers like human beings, and they will always come back for more. - Leon Leonwood Bean

2 Russell/Taylor Oper Mgt 3/e
What Is Quality? “The degree of excellence of a thing” (Webster’s Dictionary) “The totality of features and characteristics that satisfy needs” ( ASQC) Fitness for use © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch 3 - 2

3 Dimensions Of Product Quality (Garvin)
Performance Features Reliability Conformance Durability Serviceability Aesthetics Safety Other perceptions © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch 3 - 3

4 Russell/Taylor Oper Mgt 3/e
Service Quality Time & Timeliness Completeness Courtesy Consistency Accessibility & Convenience Accuracy Responsiveness © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch 3 - 6

5 Producer’s Perspective Consumer’s Perspective
The Meaning of Quality Producer’s Perspective Consumer’s Perspective Quality of Conformance Quality of Design Production Marketing Conformance to specifications Cost Quality characteristics Price Fitness for Consumer Use © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch 3 - 9

6 Russell/Taylor Oper Mgt 3/e
Quality Of Conformance – the way the producer or service provider sees it Ensuring product or service produced according to design Depends on design of production process performance of machinery materials training © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch 3 - 8

7 Russell/Taylor Oper Mgt 3/e
Quality Philosophers Walter Shewhart W. Edwards Deming Joseph Juran Philip Crosby Armand Feigenbaum © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

8 The Deming Wheel (or P-D-C-A Cycle)
Identify problem Develop plan for improvement 1. Plan Institutionalize improvement Continue cycle 4. Act Implement plan on test basis 2. Do Is the plan working 3. Study / Check © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

9 Total Quality Management
1. Customer defined quality 2. Top management leadership 3. Quality as a strategic issue 4. All employees responsible for quality 5. Continuous improvement 6. Shared problem solving 7. Statistical quality control 8. Training & education for all employees © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

10 TQM Throughout The Organization
Marketing, sales, R&D Engineering Purchasing Personnel Management Packing, storing, shipping Customer service Marketing, sales, R&D define what customer wants Engineering specifications, parts requirements, job design Purchasing acquire high quality parts & material Personnel hire qualified employees Management maintain smooth flow through processes Packing, storing, shipping prevent product damage Customer service install & provide instructions How do you measure quality for each of these functions? © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch 15

11 TQM In Service Companies
Inputs similar to manufacturing Processes & outputs are different Services tend to be labor intensive Quality measurement is harder Timeliness is important measure © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

12 Russell/Taylor Oper Mgt 3/e
Cost Of Quality Cost of achieving good quality Prevention Appraisal Cost of poor quality Internal failure costs External failure costs Cost of achieving good quality Prevention quality planning, product design process, training information Appraisal inspection & testing test equipment operator Cost of poor quality Internal failure costs scrap, rework process failure & downtime downgrading products External failure costs customer complaints returns, warranty product liability, lost sales © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch 18

13 Russell/Taylor Oper Mgt 3/e
Quality Indexes Labor index quality cost / labor hours Cost index quality cost / manufacturing cost Sales index quality cost / sales Production index quality cost / units produced © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

14 Russell/Taylor Oper Mgt 3/e
Quality Index Example Quality Costs Prevention $ 27,000 41,500 74, ,300 Appraisal 155, , , ,000 Internal failure 386, , , ,100 External failure 242, , , ,000 Total $ 810, , , ,400 Accounting measures Sales $ 4,360,000 4,450,000 5,050,000 5,190,000 Mfg costs 1,760,000 1,810,000 1,880,000 1,890,000 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

15 Russell/Taylor Oper Mgt 3/e
Quality Index Total quality costs * 100 / base $810,400 * 100 / 4,360,000 = 18.58 Year Sales Mfg Cost © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

16 Russell/Taylor Oper Mgt 3/e
Quality Is... An important determinant of business profitability Positively & significantly related to higher return on investment - The bottom line is profitability © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

17 Quality And Productivity
Productivity = output / input Fewer defects increase output Quality improvement reduces inputs © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

18 Measuring Yield & Productivity
Y = (I)(%G) + (I)(1-%G)(%R) where Y = yield I = number units started in production % G = percentage good units % R = percentage of defective units reworked © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

19 Russell/Taylor Oper Mgt 3/e
Product Yield Example Start 100 motors per day 80% are good 50% of poor quality units can be reworked Y = (I)(%G) + (I)(1-%G)(%R) Y = 100 (0.80) ( ) (0.50) = 90 motors © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

20 Russell/Taylor Oper Mgt 3/e
Product Cost © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

21 Russell/Taylor Oper Mgt 3/e
Product Cost Example Direct mfg cost = $30, Rework cost = $12 100 motors started, 20% defective 50% of defective motors can be reworked © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

22 Multistage Product Yield
Y = (I) (%g1)(%g2)...(%gn) where I = input batch size %gi = percent good at stage I © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

23 Multistage Process Yield
Motors produced in four-stage process Start with 100 motors Stage % Good quality 1 0.93 2 0.95 3 0.97 4 0.92 Y = (I) (%g1)(%g2)...(%gn) = (100)(0.93)(0.95)(0.97)(0/92) Y = 78.8 motors © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

24 Input Required For Output Of 100 Good Motors
© 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

25 Quality Productivity Ratio (QPR)
Includes productivity & quality costs Increases if processing or rework costs decrease if process yield increases © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

26 Russell/Taylor Oper Mgt 3/e
QPR Example Direct cost = $30/unit Rework cost = $12/unit Start with 100 motors per day 80% are good, 50% of defective units are reworked Company studies 4 changes 1. Increase production to 200 units/day 2. Cut processing cost to $26 & rework cost to $10 3. Increase yield to 95% 4. Combine 2 & 3 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

27 Russell/Taylor Oper Mgt 3/e
QPR Example Base case QPR= 3.09 Case 1 - Increasing I has no effect © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

28 Russell/Taylor Oper Mgt 3/e
Case 2 - Cost decrease increases QPR Case 3 - Increased yield increases QPR Case 4 - Cut costs & raise yield is best © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

29 Employees & Quality Improvement
Quality circles Employee suggestions Process improvement teams Self-managed work teams © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

30 The Quality Circle Process
© 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

31 Seven Quality Control Tools
1. Pareto analysis 2. Flowcharts 3. Check sheets 4. Histograms 5. Scatter diagrams 6. Control charts 7. Fishbone diagram © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

32 A Pareto Chart 10 20 30 40 50 60 70 (64) Percent from each cause (13)
10 20 30 40 50 60 70 (64) Percent from each cause (13) (10) (6) (3) (2) (2) Poor Design Defective parts Machine calibrations Operator errors Wrong dimensions Defective materials Surface abrasions Causes of poor quality © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

33 Russell/Taylor Oper Mgt 3/e
A Flowchart © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

34 Russell/Taylor Oper Mgt 3/e
Check Sheet COMPONENTS REPLACED BY LAB TIME PERIOD: 22 Feb to 27 Feb 1998 REPAIR TECHNICIAN: Bob TV SET MODEL 1013 Integrated Circuits |||| Capacitors |||| |||| |||| |||| |||| || Resistors || Transformers |||| Commands CRT | © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

35 Russell/Taylor Oper Mgt 3/e
Histogram 5 10 15 20 25 30 35 40 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

36 Russell/Taylor Oper Mgt 3/e
Scatter Diagram . © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

37 Russell/Taylor Oper Mgt 3/e
Control Chart 18 12 6 3 9 15 21 24 27 2 4 8 10 14 16 Sample number Number of defects UCL = 23.35 LCL = 1.99 c = 12.67 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

38 Fishbone Diagram Measurement Human Machines Quality Problem
Faulty testing equipment Poor supervision Out of adjustment Incorrect specifications Lack of concentration Tooling problems Improper methods Inadequate training Old/worn Quality Problem Inaccurate temperature control Defective from vendor Poor process design Ineffective quality management Not to specifications Dust and Dirt Material- handling problems Deficiencies in product design Environment Materials Process © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

39 Quality Awards And Certifications
The Malcolm Baldrige Award The Deming Prize Industry, regional, and company awards Institute of Industrial Engineers NASA European Quality Award © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

40 Russell/Taylor Oper Mgt 3/e
ISO 9000 Categories ISO ~ Suppliers and Designers ISO ~ Production ISO ~ Inspection and Test ISO ~ Quality Management © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

41 Russell/Taylor Oper Mgt 3/e
Implications Of ISO 9000 Truly international in scope Certification required by many foreign firms U.S. firms export > $100 billion/yr to Europe Adopted by U.S. Navy, DuPont, 3M, AT&T, & others © 2000by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

42 Russell/Taylor Oper Mgt 3/e
ISO Accreditation European registration 3rd party registrar assesses quality program European Conformity (CE) mark authorized United States 3rd party registrars American National Standards Institute (ANSI) American Society for Quality Control (ASQC) Registrar Accreditation Board (RAB) © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e 2000 by Prentice-Hall, Inc Ch

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