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Introduction to Quality
Quality Assurance
...is any action directed toward providing customers with goods and services of appropriate quality.
Definitions of Quality
Transcendent definition: excellence Product-based definition: quantities of product attributes User-based definition: fitness for intended use Value-based definition: quality vs. price Manufacturing-based definition: conformance to specifications
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM
Quality Perspectives
transcendent & product-based
Customer products and services
user-based
needs Marketing
value-based
Design
manufacturingbased Manufacturing
Distribution
Information flow Product flow
Customer-Driven Quality
Meeting or exceeding customer expectations Customers can be...
Consumers External customers Internal customers
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM
Total Quality
People-focused management system Focus on increasing customer satisfaction and reducing costs A systems approach that integrates organizational functions and the entire supply chain Stresses learning and adaptation to change Based on the scientific method
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM
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Customer and stakeholder focus Participation and teamwork Process focus and continuous improvement
...supported by an integrated organizational infrastructure, a set of management practices, and a set of tools and techniques
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM
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Customer is principal judge of quality Organizations must first understand customers needs and expectations in order to meet and exceed them Organizations must build relationships with customers Customers include employees and society at large
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Employees know their jobs best and therefore, how to improve them Management must develop the systems and procedures that foster participation and teamwork Empowerment better serves customers, and creates trust and motivation Teamwork and partnerships must exist both horizontally and vertically
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Continuous Improvement
Enhancing value through new products and services Reducing errors, defects, waste, and costs Increasing productivity and effectiveness Improving responsiveness and cycle time performance
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NPUTS
PROCESSES
OUTPUTS
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Learning
The foundation for improvement Understanding why changes are successful through feedback between practices and results, which leads to new goals and approaches Learning cycle:
Planning Execution of plans Assessment of progress Revision of plans based on assessment findings
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Practices
Performance appraisal
Training
Tools
Trend chart
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TQ Infrastructure
Customer relationship management Leadership and strategic planning Human resources management Process management Data and information management
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Competitive Advantage
Is driven by customer wants and needs Makes significant contribution to business success Matches organizations unique resources with opportunities Is durable and lasting Provides basis for further improvement Provides direction and motivation Quality supports each of these characteristics
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM
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GAO TQ Model
Product and service quality On-time delivery Error/defects Leadership for continuous improvement Quality systems and employee involvement Reliability Customer satisfaction Customer retention Complaints Market share Profits Costs Cycle time Turnover Satisfaction Safety & health Productivity
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Overall satisfaction
Competitiveness
Organization benefits
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