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C12 quality
- 1. OPM 533 12- Operations Management Managing Quality Chapter 12
- 11. Service Quality Attributes OPM 533 12- Under- standing Tangibles Reliability Communication Credibility Security Responsiveness Competence Courtesy Access © 1995 Corel Corp.
- 18. Traditional Quality Process (Manufacturing) OPM 533 12- Specifies Need Customer Interprets Need Marketing Designs Product Defines Quality Engineering Produces Product Plans Quality Monitors Quality Operations Quality is customer driven!
- 20. Achieving Total Quality Management OPM 533 12- Organizational Practices Quality Principles Employee Fulfillment Attitudes (e.g., Commitment) How to Do What to Do Effective Business Customer Satisfaction
- 38. Quality Loss Function Figure 6.4 Unacceptable Poor Good Best High loss Loss (to producing organization, customer, and society) Low loss Frequency Lower Target Upper Specification Target-oriented quality yields more product in the “best” category Target-oriented quality brings product toward the target value Conformance-oriented quality keeps products within 3 standard deviations L = D 2 C where L = loss to society D = distance from target value C = cost of deviation
- 40. Seven Tools for TQM / / / / /// / // /// // //// /// // / Hour Defect 1 2 3 4 5 6 7 8 A B C / / // / (a) Check Sheet: An organized method of recording data Figure 6.5
- 41. Seven Tools for TQM (b) Scatter Diagram: A graph of the value of one variable vs. another variable Figure 6.5 Absenteeism Productivity
- 42. Seven Tools for TQM (c) Cause and Effect Diagram: A tool that identifies process elements (causes) that might effect an outcome Figure 6.5 Cause Materials Methods Manpower Machinery Effect
- 43. Seven Tools for TQM (d) Pareto Charts: A graph to identify and plot problems or defects in descending order of frequency Figure 6.5 Frequency Percent A B C D E
- 44. Seven Tools for TQM (e) Flow Charts (Process Diagrams): A chart that describes the steps in a process Figure 6.5
- 45. Seven Tools for TQM (f) Histogram: A distribution showing the frequency of occurrence of a variable Figure 6.5 Distribution Repair time (minutes) Frequency
- 46. Seven Tools for TQM (g) Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a statistic Figure 6.5 Upper control limit Target value Lower control limit Time
- 47. Cause-and-Effect Diagrams Figure 6.6 Material Machinery Methods Manpower Inadequate supply of magazines Inadequate special meals on-board Insufficient clean pillows & blankets on-board Broken luggage carousel Mechanical delay on plane Deicing equipment not available Overbooking policies Bumping policies Mistagged bags Poor check-in policies Understaffed ticket counters Understaffed crew Poorly trained attendants Dissatisfied Airline Customer
- 48. Pareto Charts Number of occurrences Room svc Check-in Pool hours Minibar Misc. 72% 16% 5% 4% 3% 12 4 3 2 54 – 100 – 93 – 88 – 72 70 – 60 – 50 – 40 – 30 – 20 – 10 – 0 – Frequency (number) Causes and percent Cumulative percent Data for October
- 49. Flow Charts Packing and shipping process Shipping dock Storage (4 to 6 hrs) Quick freeze storage (60 Mins) Sealing Weighing Labeling Packing station
- 51. An SPC Chart Figure 6.7 Upper control limit Coach’s target value Lower control limit Game number | | | | | | | | | 1 2 3 4 5 6 7 8 9 20% 10% 0% Plots the percent of free throws missed
- 60. Service Quality Attributes OPM 533 12- Under- standing Tangibles Reliability Communication Credibility Security Responsiveness Competence Courtesy Access © 1995 Corel Corp.
Notas del editor
- 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.
- This slide simply introduces the four activities. Subsequent slides expand on each.
- 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.
- 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.
- 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.)
- The main point that one might make with this slide is that the customer is, ultimately, the most important person in your business.
- Once you have introduced these definitions of quality, ask students to provide example of products that use them.
- 7
- Although the text considers service quality at the end of the chapter, you may wish, at this point, to contrast the notion of quality for goods with that for services. If not, skip this slide - it is repeated at the point at which the issues are raised in the text.
- This slide simply illustrates the relationships between quality and other elements of the firm.
- Students might be asked what problems they would foresee in implementing this process.
- A point to be made here is that TQM is not a program but a philosophy.
- Again, a point to be made here is the universality required to achieve TQM.
- One point to make here is that this list represents a recent expression of Demings 14 points - the list is still evolving. Students may notice that many of these fourteen points seem to be simply common sense. If they raise this issue - ask them to consider jobs they have held. Were these points emphasized or implemented by their employers? If not, why not? This part of the discussion can be used to raise again the issue that proper approaches to quality are not “programs,” with limited involvement and finite duration, but rather philosophies which must become ingrained throughout the organization.
- At this point, you might consider going back to the slides illustrating the differences between goods and services. Those slides are provided next. If you do not wish to use them, simply skip to the final slide in the sequence.
- This slide is a repeat of the earlier one on Service Quality Attributes as that topic appears at this point in the text.