Quality Management Lecture Notes PDF

Quality Management  Concept of quality 1 Totality of features and characteristics of a product or service that bears upon its ability to satisfy spoken or latent needs. Spoken need Latent need (basic or innovative) These needs can be Objective (determined in contracts, or in...

Quality Management  Concept of quality 1 Totality of features and characteristics of a product or service that bears upon its ability to satisfy spoken or latent needs. Spoken need Latent need (basic or innovative) These needs can be Objective (determined in contracts, or in standards) – easy to measure Subjective (usefulness) – it belongs to the custemer 5 Approaches to Defining Quality – Garvin 1 The Transcendent Approach: a quality cannot be defined precisely, we learn to recognize it Innate excellence Pictures of Picasso: 5 Approaches to Defining Quality - Garvin 2 The Product-based Approach: quality is precise and measurable variable, products can be ranked – extent of an attribute (computer with more memory) or more function 5 Approaches to Defining Quality - Garvin 3 The Manufacturing-based Approach : products or services meet stated requirements, Manufacturing and engineering practise - Quality is measured by the manufacturer’s ability to target the requirements consistently with little variability – Target +- allowed intervall 5 Approaches to Defining Quality - Garvin 4 The User-based Approach : quality of a product is determined by the consumer. There is widely varying individual preferences; 5 Approaches to Defining Quality - Garvin 5 The Value-based Approach : quality is defined in costs and prices. How much is the benefit of the good or servce outweigh the cost? Did the costumer get his or her money’s worth? 8 Dimensions of product quality - Garvin Performance – refers to a products’ primary operating characteristics Features – „bells and whistles” added to a products Reliability – probability that the product will not fail in a specific period of time (MTPF – mean time between failure) Conformance – the degree to which a product or service meets its specifications Durability – a measure of the product life Serviceability – this is the speed, the competence and easy of repair Aesthetics – how the product looks, feels, sounds, tastes and smells. This is clearly a matter of personal judgment Perceived quality – images, advertising, and brand names can be critical to give information about the product quality SERVICE QUALITY HIPI principles Heterogenity (variability in the quality of service because services are provided by people, and people perform inconsistently) Intangibility (there is no specimen ) Perishability (vary in demand can occure, difficulty in supply) Inseparability (good service can’t be separated from bad service)  10 quality dimensions of services Reliability - service is performed on a high level of standards again and again, with high accuracy Responsiveness - the willingness of employees to provide the service and how fast the service is provided Competence - possession of required skills, and knowledge Access - approachability and ease of contact Courtesy -comprises politeness, respect, friendliness Communication - informing the customers in an understandable way and listening to them Credibility - trustworthiness and honesty Security - physical and financial safety Understanding the customer - steps to know customer better Tangibles - all physical products that are involved in service delivery History of Quality Management Quality management Lecture 3. History of quality management Early 1920 Scientific management (Taylor, Gilbreth) 1920s Statistical process control (Shewart) 1930s Acceptance sampling (Dodge, Roming) 1940s Military standards introduced 1950s Quality management in Japan (Deming, Juran) 1960s Taguchi method, and quality tools 1970s Quality becomes strategic (USA) 1980s Introduction of LEAN, TQM, Baldrige Award 1990s Reengineering, Six Sigma 2000s Supply chain management, improvement of supplier development, LEAN, Six sigma become popular, contingency theory Quality and taylorism Basics of taylorism The whole process is divided into short steps (division of labor) It is not the worker who determine the process/movements - specialist do that (task management) Workers are selected and trained for work Standard movements and tools, detailed instructions (standardization)  standardized product, high output Quality effects: Product and process design were separated from the repair of product – frozen design Workers were not responsible for repairing of product Quality control department was established to control the product at the end of the process The responsibility for quality were spread over in the company Quality Inspection Goal: separate refuse Problems: when Target: product examination is Expensive Method: comparison with Long specifications Fracture Result: refuse doesn’t reach cust. Statistical Process Control - 1920 Shewart Deming’s role in Japan Deming after the 2nd world war Use statistical methods to improve quailty of process Statistical Process Control - SPC Goal: to prevent Problem: if failure is failures to happen fatal: again Death Target: process Loss of Customers Method: PDCA cycle Result: Improved process Quality Assurance Goal: to prevent failures happening at first time Critics: Target: system: Only focus on technical Processes background Not deal with Resources improvement Structure Cost Method: audit Motivation Result: built trust int the HACCP product Hazard Analysis for Critical Control Points Obligated In food industry Focuse on avoiding Phisical danger (lubricant, oil, plaster, dirt) Chemical danger (insecticide, chemicals against pest) Biological (fungus, bacteries, toxic fungus, mold)  National Food Chain Safety Office National Food Chain Safety Office National Food Chain Safety Office The seven steps of HACCP Perform a hazard analysis. Determine Critical Control Points (CCPs). Set critical limits. Establish a monitoring system. Establish corrective actions. Establish verification procedures. (National Food-Chain Safety Office - NÉBIH) Establish record-keeping procedures. Quality Management System Goal: to prevent failure’s happening at all Target: the system Processes Resources Structure Method: TQM Result: using TQM principles, our product will meet customers’requirements Total Quality Management Main Principles: Customer focuse Continuous improvement Total committment Supporting principles Leadership Training and education Supporting elements Communication Reward Measurement Difference between quality assurance and management Restaurant Kind and friendly serving McDonalds: Safe food – Fast serving – Same taste Luxury restaurant: – Elegant apperarance – etiquette-compliant behaviour etc. Thank you for your attention!