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MANAGEMENT
QUALITY
IS
ABSOLUTE
QUALITY IS A
COMPARATIVE
TERM
QUALITY IS
NONSTATIC
THE PERCEPTION OF
CUSTOMERS TOWARDS
QUALITY
KEEPS ON CHANGING
TOTAL QUALITY
REFERS TO
QUALITY IN PRODUCT
· QUALITY IN PROCESS
· QUALITY IN WORK
QUALITY IN SERVICE
QUALITY CONTROL
Part of quality management focused on fulfilling
quality requirements
QUALITY ASSURANCE
• CUSTOMER FOCUS
· LEADERSHIP
· EMPLOYEE INVOLVEMENT
• PROCESS APPROACH
· CONTINUAL IMPROVEMENT
· SUPPLIER RELATIONSHIP
CUSTOMER FOCUS
Organisations depend on their customers and
therefore should understand current and future
customer needs, meet customer requirements
and strive to exceed customer expectations.
LEADERSHIP
Leaders establish unity of purpose and direction of
the organization. They create the internal
environment in which people can become fully
involved in achieving the organization’s objectives.
EMPLOYEE INVOLVEMENT
People at all levels are the essence of an
organization and their full involvement enables
their abilities to be used for the organization’s
benefit.
PROCESS APPROACH
A desired result is achieved more efficiently
when related resources and activities are
managed as a process.
SYSTEM APPROACH TO MANAGEMENT
Identifying, understanding and managing a
system of interrelated processes for a given
objective contributes to the effectiveness and
efficiency of the organization
CONTINUAL IMPROVEMENT
Continual improvement is a permanent objective
of the organization.
FACTUAL APPROACH TO DECISION
MAKING
Effective decisions are based on the analysis of
data and information
SUPPLIER RELATIONSHIP
Mutually beneficial relationships between the
organization and its suppliers enhance the
ability of both organizations to create value.
QUALITY COST
Internal failure costs
Costs related to defective products or services before they
are delivered to customers
External failure costs
Costs related to delivering substandard products or services
to customers
Appraisal costs
Costs related to measuring, evaluating and auditing
materials, parts, products & services to assess conformance
with quality standards
Prevention costs
Costs related to reducing the potential for quality problems
QUALITY COST
1000x
100x
10x
x
•Pareto analysis
•Control charts
•Root cause analysis
•Brain storming
Pareto Analysis
Number of defects
80%
80% ofof the
the
problems
problems
may
may be
be
attributed
attributed
to
to 20%
20% of of
the
the Off Smeared Missing Loose Other
causes.
causes. center print label
Cause-and-Effect Diagram
Methods Materials
Cause
Cause
Cause
Cause
Cause Cause
Environment Effect
Cause Cause
Cause Cause
Cause Cause
People Equipment
Control Chart
1020
UCL
1010
1000
990
980
LCL
970
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Continual Improvement
• Philosophy that seeks to make never-
ending improvements to the process of
converting inputs into outputs.
• Kaizen: Japanese word
for continual
improvement.
TOOLS FOR CONTINUAL IMPROVEMENT
•Quality circle
•PDCA
•Benchmarking
•Quality at source
Basic Steps in Problem Solving
• Define the problem and establish an
improvement goal
• Collect data
• Analyze the problem
• Generate potential solutions
• Choose a solution
• Implement the solution
• Monitor the solution to see if it accomplishes
the goal
The PDCA Cycle
Plan
Act
Do
Check
QUALITY CIRCLE
is
•Drive out fear, so that every one may work effectively for the
company.
•Break down barriers between departments. Encourage teamwork.
•Eliminate numerical goals, posters and slogans for the workforce,
asking for new levels of productivity without providing methods.
•Eliminate work standards that prescribe numerical quotas.
•Remove barriers that stand between the hourly worker and his right
to pride of workmanship.
•Institute a program of education and training.
•Create a structure in top management that will push every day on the
above points.
JURAN’S PRINCIPLES