1.4.

3 Supply chain quality management: They migt be in

External charge of delivery
organization and distribution
Company Suppliers=
Supply chain Internal component of the supply chain: Design
provide
Business activities, development, and production
material and operations for components and subassemblies
organizatio
components are performed by different groups within the
n parent organization. (joint ventures, alliances &
partnerships)

t
managemen
Supply chain
Integrating activities into key supply Faillure
chain processes
parent custumors
 Collaboration between buyers and suppliers company
Optimizing
 Joint product development system
 performance
Service management
 Common systems  Demand management
key supply  Order fulfillment
chain  Quality
 Shared information processes  Manufacturing flow management
 Supplier relationship management
DEMING: Single sourcing ou dual at best  Logistics and distribution
 Returns management
!
Interruption of supply due to:
 Quality problems
 Labor disputes and strikes
To provide an activities to
 Transportation disruptions, Supplier improve the
analytical basis Supplier
 Pricing disagreements, for supplier
qualification or
development. performance of its
 Global security problems selection
certification suppliers (quality
 Natural phenomena (capability, SCM
improvement,
capacity
quality systems, Activities expansion, or cost
overall business reduction)
Non-material costs operations)

Supplier Regular periodic

audit visits to the supplier
1. Operator handling to ensure that product
2. Disassembly of the product quality, standards,
3. Administrative work to remove the and other operational
part from stock objectives are being
4. Quality engineering time met
5. Planning/buyer activities to get new
parts
6. Transportation back to
receiving/shipping Returns management:
7. Communications with the supplier
8. Issuing new purchase In case of poor quality, the supplier
orders/instructions might refund material costs, non-
9. Other engineering time
material costs are rarely recovered.
10. Packing and arranging
transportation to the supplier
11. Invoicing
12. Costs associated with product recall
 1.4.4 Quality cost: (the cost associated with quality)
1. The increase in the cost of quality
Applied on because of the increase in the complexity
a department or of manufactured products associated with
functional level. advances in technology
2. Increasing awareness of life-cycle costs,
Financial controls: including maintenance, spare parts, and the
cost of field failures
prevention of
 Comparison of actual 3. Quality engineers and managers being
nonconformance able to most effectively communicate
and budgeted costs
quality issues in a way that management
 Analysis and action on
understands
the differences Prevention
between actual and costs
budget
External
Appraisal when the product does not
failure
costs perform satisfactorily after it is
costs
costs of measuring, evaluating, or delivered to the customer.
auditing products, components, and Internal
purchased materials to ensure failure
conformance to the standards that have costs
been imposed

incurred when products, components,

materials, and services fail to meet
quality requirements, and this failure is
discovered prior to delivery to the
customer

Leverage effect technique destinée à multiplier les profits et les pertes

Management should
make continuing
efforts to appraise,
analyze, and reduce
these costs
Pareto analysis most of the cost reductions will come from attacking the few
problems that are responsible for the majority of quality costs
 reduction in increase in process
Six Sigma lean quality costs cycle efficiency

Hidden factory: use quality cost information as a scorekeeping tool only

the portion of the business
that deals with waste,
scrap, rework, work-in-
process inventories,
delays, and other business
inefficiencies.
Faillure of
quality treating quality costs as part of the accounting systems
cost rather than as a management control tool
underestimating the depth and extent of the
commitment to prevention that must be made

1.4.5 Legal aspects of quality:

Anything for which a
company is legally

1
Production Liability bound or obligated,
volume exposure as to make good any
loss or damage that
occurs in a
transaction

2 3
consumer tolerance for minor defects and
aesthetic problems has decreased considerably

competitiveness of the marketplace

Product liability : The legal obligation of

manufacturers and sellers to compensate for a major social,
injury or damage caused by defective products market, and
economic force.

Strong responsibility for both manufacturer and merchandiser, requiring immediate

responsiveness to unsatisfactory quality through product service, repair, or replacement of
Strict defective product
liability
All advertising statements must be supportable by valid company quality or
certification data, comparable to that now maintained for product identification under
regulations
for such products

1.4.6 Implementing Quality Improvement:

It is not necessary that the product be superior

Strategic management of quality; in all dimensions of quality, but select and
is the recognition of the dimensions of develop those along which the company can
quality successfully compete.
 A technology warehouse that contains the skills and resources
necessary to generate products of acceptable quality in the
Quality- marketplace
assurance Evaluating and using quality-cost information for identifying
function/quality improvement opportunities in the system
management:
Quality function is not responsible for quality

Quality planning

strategic
management of Quality assurance
quality

Quality control and improvement