Lp1 ppt mt6250due 1-22-2012


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  • Notes: Manufacturing industry of electronic components to units, warranty of units and servicing units.
  • Outline of the presentation of QualityManagement Change in Manufacturing Department at SymCom.
  • Quality management is crucial to the success of a business. Quality management is the process of controlling, ensuring, and improving quality; both in business operations and productivity. For example, managers must implement these processes in order to make sure their employees are performing up to the highest of standards. In order to make this happen, various tools must be put into place that will aid employees in completing various business tasks. These tools will then allow them to do this to the best of their abilities. Products and services are also important parts of quality management. No matter what a particular organization sells, quality is a necessary part of it. Customers expect good products and services and want to know that their hard earned money is going toward something that will not only benefit them now, but will also last for a long time.
  • The Pioneers developers in our history of inventing the tools and techniques we use today in manufacturing products, items and service of the customer of business.
  • A change in quality management to implement is a quality, using quality controls in manufacturing industry. The quality control is to use the tools and technique to learned to improve the quality in manufacturing. Such as measurements and to graphing in timed and date report data collected into graphs and charts to help educate and along with training; fellow employee on to what needs to be improved and to what has been improved.Phelps, L., Parayitam, S., & Olson, B. (2007). Edwards Deming, Mary P. Follett and Frederick W. Taylor: Reconciliation of Differences in Organizational and Strategic Leadership. Academy of Strategic Management Journal, 6, 1-14. Retrieved from http://search.proquest.com/docview/215106851?accountid=73751
  • The advantages to implementing a change in to quality management into manufacturing a product.Is lowering cost of manufacturing of producing a product, item, or service.
  • How to go about a change with team work and communication to plan, implement and monitor, to improve with the change.
  • Customer’s requirements --into the build process for employee to be able to follow by the employee that are producing to produce item, product or service. From the start to the finish of produce item, product or service; there must be good communication in the processFor both good and bad feedback.
  • All business have to have a standards or guidelines and some kind of deviations set in place to guide them.
  • All business need some king of monitoring in place such as Deming PDCA.
  • There are several different changes that can be made in a manufacturing product that can effect the out come of cost from a simple item or step to a complex item that need the be change. There needs to be a system and measurement tools in place to monitor.
  • Drawbacks can be costly and timely if lack of communication. The most importance in any business is communication.
  • Lp1 ppt mt6250due 1-22-2012

    1. 1. Quality ManagementChange ManufacturingDepartment at SymCom By: Rhonda L. Richmond Leading Organization II Lp1 PowerPoint Presentation Quality Management Change in Process at SymCom January 22, 2012
    2. 2. Quality Management Change inManufacturing Department at SymCom Outline• What is Quality Management?• Development of Quality Management?• Why it is important for the company to adopt?• Outline of a few steps and components used?• How to implement quality improvement tools?• Costs related to quality management change?• Benefits/Drawbacks to quality management changes?
    3. 3. Quality Management Change inManufacturing Department at SymComWhat quality is management?Quality management is the approach of management in overseeing that product is being produced with efficient process to ensure a reliable and trusted product.This specific definition, which does not aim to assure good quality by the more general definition, but rather to ensure that an organization or product is consistent, can be considered to have four main components:• quality planning,• quality control,• quality assurance, and• quality improvement of a product or service
    4. 4. Quality Management Change in Manufacturing Department at SymCom Quality pioneers who bought about quality management, tools and techniques. Deming was famous for his work in rebuilding Japan and his 14 points. Juran wrote the Quality Control Handbook and 10 steps to quality improvement. Crosby wrote Quality is Free and suggested that organizations strive for zero defects. Ishikawa developed the concept of quality circles and using fishbone diagrams. Taguchi developed methods for optimizing the process of engineering experimentation. Feigenbaum developed the concept of total quality control.
    5. 5. Quality Management Change in Manufacturing Department at SymComModern QualityManagement  Requires customer satisfaction.  Inspection during process.  Recognizes management responsibility for quality.
    6. 6. Quality Management Advantages inChange in Manufacturing Department at SymComEmphasis on quality has several advantages: • Financial – maintenance, time • Operational – rework, bugs • Legal – privacy, security • Contractual – compliance • Customer relation – CRM • Reputation – image • Moral – being part of a winning team • Appraisal – performance evaluation
    7. 7. Quality Management Change inManufacturing Department at SymComPlan it: identifying which quality standardsare relevant to the project and how tosatisfy themImplement it: evaluating overall projectperformance to ensure the project willsatisfy the relevant quality standardsMonitor it: monitoring specific projectresults to ensure that they comply with therelevant quality standards while identifyingways to improve overall quality
    8. 8. Quality Management Change in Manufacturing Department at SymComIt is important to design for quality and communicate important factorsthat directly contribute to meeting the customer’s requirements. • Design of experiments helps identify which variables have the most influence on the overall outcome of a process. • Many scope aspects of projects effect qualities like functionality, features, system outputs, performance, reliability, and maintainability • Quality assurance includes all the activities related to satisfying the relevant quality standards for a project. • Another goal of quality assurance is continuous quality improvement. • Benchmarking can be used to generate ideas for quality improvements. • Quality audits help identify lessons learned that can improve performance on current or future projects.
    9. 9. Quality Management Change inManufacturing Department at SymCom  Standard deviation measures how much variation exists in a distribution of data.  A small standard deviation means that data cluster closely around the middle of a distribution and there is little variability among the data.  A normal distribution is a bell- shaped curve that is symmetrical about the mean or average value of a population. Many IT professionals think of testing asa stage that comes near the end of IT productdevelopment. Testing should be done during almostevery phase of the IT product developmentlife cycle.
    10. 10. Quality Management Change in Manufacturing Department at SymCom Problem Solving Tools and Techniques to use are Dr. Deming’s Plan-Do-Study-Act CycleThe PDCA process would be as follows: Act: set specific performance objectives Plan: consider resources and steps required to achieve the objectiveDo: what has been identified to reach the objectives Check: the results against the objectives and plans Act: to correct deviations, integrate learning from doing and setting a new set of objectives for further improvements
    11. 11. Quality Management Change in Manufacturing Department at SymCom Quality Suggestions to use in ChangeThe main outputs of quality control are: • Acceptance decisions • Rework • Process adjustmentsSome tools and techniques include: o Pareto analysis o Statistical sampling o Quality control charts o Testing
    12. 12. Quality Management Change inManufacturing Department at SymCom DrawbacksThere are, however, some drawbacks to the change in quality managementmethodology that has more to do with not properly following its processes. Fromemployees resistance not effectively dealt with through communication, it canderail any project.Not understanding the culture of SymCom Incorporate can allow the rumor millleaders to circulate incorrect or corrupting information about the change. Also,stakeholders and customers need to be kept informed and brought in on thechange. If not, they make also resist the change, and clients may choose to gothrough another company.A bad change in quality management plan can also negatively affect anorganization. Change in quality management is just that managing change. And,without a plan to deal with every step of the change (before, during and after),the strategy could fail at any point in time, possibly bringing down the entirecompany.While change can be risky, the benefits far outweigh the potential pitfalls.Change allows organizations to progress and stay on top of ones industry in anuncertain market.
    13. 13. Quality Management Change in Manufacturing Department at SymCom Conclusion Quality management can efficiently lower the cost ofmanufacturing a quality products at SymCom Incorporate. Byeffectively collected customer feedback and employee inputalong with routine inspections of current accepted and efficientprocess of manufacturing. In order to effectively incorporatequality management this requires an system quality analysis tolead a team of qualified inspector that is well informed andcertified. A measure to take into consideration iscommunication between quality assurance inspectors andproject managers.
    14. 14. ReferencesKhan, M. A. (2010). Evaluating the Deming Management Model of Total Quality in Telecommunication Industry in Pakistan - an Empirical Study. International Journal of Business and Management, 5(9), 46-59. Retrieved from http://search.proquest.com/docview/821544750?accountid=73751Kolesar, P. (2008). Jurans Lectures to Japanese Executives in 1954: A perspective and Some Contemporary Lessons. The Quality Management Journal, 15(3), 7-16 Retrieved from http://search.proquest.com/docview/213623635?accountid=73751Nelsen, D., & Daniels, S. (2007). Quality Glossary. Quality Progress, 40(6), 39-59 Retrieved fromhttp://search.proquest.com/docview/214767618?accountid=73751Petersen, P. (1997).Library of Congress Archives: Additional Information About W. EdwardsDeming (1900-1993)Now Available. Journal of Management History 3 (2), 98-98. Retrieved from http://search.proquest.com/docview/211029254?accountid=73751Phelps, L., Parayitam, S.,& Olson, B. (2007). Edwards Deming, Mary P. Follett and Frederick W. Taylor: Reconciliation of Differences in Organizational and Strategic Leadership. Academy of Strategic Management Journal, 6, 1-14. Retrieved from http://search.proquest.com/docview/215106851?accountid=73751Sower, V., & Fair, F. (2005). There is More to Quality Than Continuous Improvement: Listening to Plato. The Quality Management Journal, 12(1), 8-20. Retrieved from http://search.proquest.com/docview/213593367?accountid=73751