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Understanding Quality.ppt
- 2. TOPICS Quality and Strategy What is a Customer? Quality Strategy Total Quality Management Defining Quality Views of Quality Total Quality Perspective Hindrances to TQM Value of Quality Implications of Quality Cost of Quality (COQ) Leaders in Quality Generalization and Application
- 3. WHAT IS A CUSTOMER? A person or company who purchases goods or services.
- 4. QUALITY AND STRATEGY Win Customers Jay Heizer and Barry Render Operations Management, 10th Edition, Global Edition, Chapter 6 Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.
- 6. HOW TO ACHIEVE TQM Organizational Practices Yields: What is important and what is to be accomplished. Quality Principles Yields: How to do what is important and to be accomplished. Employee Fulfillment Yields: Employee attitudes that can accomplish what is important. Customer Satisfaction Yields: An effective organization with a competitive advantage. Flow of Activities to Achieve TQM Jay Heizer and Barry Render Operations Management, 10th Edition, Global Edition, Chapter 6 Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.
- 7. DEFINING QUALITY Supposed you eat on a restaurant how will you judge its quality? Example
- 8. DEFINITION OF QUALITY “The totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs”. Adopted by the American Society for Quality (ASQ, at www.asq.org)
- 9. VIEWS OF QUALITY Traditional View 1.Productivity vs. quality 2.How is quality is measured 3.Attitude toward defects 4.Responsibility for quality Total Quality Perspective 1.How is quality defined 2.How is quality achieved 3.Quality as a function 4.Supplier relationships
- 10. TOTAL QUALITY PERSPECTIVE Focuses on continual improvement of products, processes and people during product development
- 11. HINDRANCES TO TOTAL QUALITY Taking a narrow, dogmatic approach. Confusion about the differences among education, awareness, inspiration, and skill-building.
- 12. VALUE OF QUALITY •Improved response •Flexible pricing •Improved reputation •Increased productivity •Lower rework and scrap costs •Lower warranty costs Sales Gains via Reduced Costs via Improved Quality Increased Profits Jay Heizer and Barry Render Operations Management, 10th Edition, Global Edition, Chapter 6 Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.
- 13. WHY QUALITY IS IMPORTANT? Company Reputation Implications of Quality Jay Heizer and Barry Render Operations Management, 10th Edition, Global Edition, Chapter 6 Pearson/Prentice Hall, Inc. Company, 2011 Education Inc. Product Liability Global Implications
- 14. COST OF QUALITY (COQ) Jay Heizer and Barry Render Operations Management, 10th Edition, Global Edition, Chapter 6 Pearson/Prentice Hall, Inc. Company, 2011 Education Inc. • Prevention Costs • Appraisal Costs • Internal Failure • External Costs
- 15. QUALITY GURUS W. Edwards Deming Joseph M. Juran Philip B. Crosby Armand V. Feigenbaum
- 16. Aristotle “Quality is not an act it is a habit”
Editor's Notes
- Is a customer and a consumer the same? Who are your customers?
- Managing quality helps build successful strategies of differentiation, low cost, and response. A successful quality strategy begins with an organization culture that fosters quality, followed by an understanding of the principles of quality, and then engaging employees in the necessary activities to implement quality.
- The ability of a product or service to meet customer needs.