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GROUP MEMBERS
DINESH K C
INTRODUCTION
experiences of poor quality everyone an airline that has lost a passengers luggage, a dry cleaner that has left clothes wrinkled or stained, poor course offerings and scheduling at your college,
order.
MEANING OF QUALITY
the totality of features and characteristics of a product that bears on its ability to satisfy the stated or implied needs ASQC.
CONT
Quality concepts apply to products and to services has many scales or characteristics should be aimed at the needs of the customer meeting the product quality characteristics that are important to the customer
DEFINITION OF QUALITY
3. User-Based View: an individual matter, and products that best satisfy their preferences (i.e. perceived quality) are those with the highest quality. 4. Manufacturing-Based View : concerned primarily with engineering and manufacturing practices and use the universal definition of conformance to requirements. 5. Value-Based View : defined in terms of costs and prices as well as a number of other attributes. Acceptable price
DIMENSIONS OF QUALITY
Performance - basic operating characteristics of a product; how
well a car is handled or its gas mileage Aesthetics - how a product looks, feels, sounds, smells, or tastes Special features - extra items added to basic features, such as a stereo CD or a leather interior in a car Service after sale - ease of getting repairs, speed of repairs, courtesy and competence of repair person
CONT
Safety - assurance that customer will not suffer injury or harm from a product; an especially important consideration for automobiles Reliability - probability that a product will operate properly within an expected time frame; that is, a TV will work without repair for about seven years Durability - how long product lasts before replacement Perception - subjective perceptions based on brand name, advertising, and the like
PRINCIPLES OF QUALITY
(a) Waste elimination. (b) Team work is necessary. (c) Zero defect policy. (d) Measure and search for quality. (e) Reducing number of suppliers. (f) Quality cannot afford weak-link processes. (g) Continuous quality improvement. (h) Everybody must be involved in quality improvement. (i) Innovation in all areas including education and training.
IMPORTANCE OF QUALITY
Lower costs (less labor, rework, scrap)
Motivated employees
Market Share
Reputation
International competitiveness Revenues generation increased (ultimate goal)
Cost of Quality
Cost of Achieving Good Quality
Prevention costs
costs incurred during product design
Appraisal costs
costs of measuring, testing, and analyzing
Prevention Costs
Quality planning costs
costs of developing and implementing quality management program
Training costs
costs of developing and putting on quality training programs for employees and management
Product-design costs
costs of designing products with quality characteristics
Information costs
costs of acquiring and maintaining data related to quality, and development of reports on quality performance
Process costs
costs expended to make sure productive process conforms to quality specifications
Appraisal Costs
Inspection and testing costs of testing and inspecting materials, parts, and product at various stages and at the end of a process Test equipment costs costs of maintaining equipment used in testing quality characteristics of products Operator costs costs of time spent by operators to gar data for testing product quality, to make equipment adjustments to maintain quality, and to stop work to assess quality
Process downtime costs costs of shutting down productive process to fix problem Price-downgrading costs costs of discounting poorquality productsthat is, selling products as seconds
Product liability costs o litigation costs resulting from product liability and customer injury Lost sales costs o costs incurred because customers are dissatisfied with poor quality products and do not make additional purchases
QUALITY TOOLS
tools and techniques used in support of Kaizen and other quality improvement or quality management programmes and philosophies. Based mainly on statistical and manufacturing process tools, Quality Tools are used at all levels of an organization.
The main Quality Tools are: The '5 Whys' - asking 'Why?' at least five times to uncover root cause of a problem. Flowcharts - boxes and arrows method of examining activities, potentially used in brainstorming, also found in business process modelling .
Fishbone/Ishikawa Diagrams - fishbone-structured diagram for identifying cause/effect patterns, in which primary categories are generally pre-determined according to context.
Pareto Charts - a line and bar graph displaying cause/effect ratios, especially biggest relative cause, based on Pareto theory.
Histograms - a bar graph displaying data in simple categories which together account for a total.
Checklists/Checksheets - pre-formatted lists for noting incidence, frequency, etc., according to known useful criteria.
Control/Shewhart Charts - a standard pattern of performance/time for a given process, often in Run Chart format, which acts as a template to check conformance and deviation.
CONT
Scatter Diagram/Scatterplot - a graph which plots points (typically very many individual instances) according to two variables, which produces a useful visual indication of the relationship between the two variables.
QUALITY MANAGEMENT
The act of overseeing all activities and tasks needed to maintain a desired level of excellence. includes creating and implementing quality planning and assurance, as well as quality control and quality improvement. also referred to as total quality management. a systematic set of operating procedures company-wide, documented, implemented and maintained while ensuring the growth of business in a consistent manner
CONT
Focuses on meeting owners/customers needs by providing quality services at a cost that provides value to the owners/customers. Is driven by the quest for continuous improvement in all operations. Recognizes that everyone in the organization has owners/customers who are either internal or external.
CONT
Views an organization as an internal system with a common aim rather than as individual departments acting to maximize their own performances. Focuses on the way tasks are accomplished rather than simply what tasks are accomplished. Emphasizes teamwork and a high level of participation by all employees.
CONT
is undertaken mainly by staff employed specifically for this purpose.
Products which do not conform to specification may be scrapped, reworked or sold as lower quality items. In some cases, inspection is used to grade the finished products.
The system is an after the fact screening process with no prevention content other than, perhaps, the identification of suppliers, operations or workers manufacturing non-conforming products.
CHARACTERISTICS OF TQM
(i) Operation/process leading to end result. (ii) Do your Best as a team. (iii) PDCA cycle-In built Deming improvement cycle. P - Determine goals and targets. D - Do, engage in education and training, and implement work. C - Check the effects of implementation. A - Act, take appropriate action. (iv) Participative management. (v) Reward system should be based on need theory. (vi) Suggestions system should be provide
CONCLUSION
Todays customers demand and expect high quality. Companies that do not make quality a priority risk long-run survival. Worldclass organizations such as General Electric and Motorola attribute their success to having one of the best quality management programs in the world. Companies consider quality to be the critical factor that has resulted in significant increases in sales and market share. Successful companies understand the powerful impact customer-defined quality can have on business. For this reason many competitive firms continually increase their quality standards.
REFERENCE
Chandra, D,etel, Quality Circles, Tata McGraw Hill ,New Delhi 1996. Wakhlu, Bharat, Total Quality, I ed., Wheeler Publishing, New Delhi, 1994 Goetsch, L., David, and Davis, B., Stanley, Introduction to Total Quality, II ed., Prentice Hall,1999 http://en.wikipedia.org/wiki/Total_quality_management http://asq.org/learn-about-quality/history-ofquality/overview/overview.html
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