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Session
- 1. TOTAL QUALITY MANAGEMENT
- 4. What is Quality? Why focus on Quality?
- 12. Process Inspection Acceptance Next Process Reject,Scrap,Rework No Yes INSPECTION (Acceptance Sampling) Pass the Inspection
- 15. Comparison with Requirements Process Process Settings, Specifications, etc. THE QUALITY CONTROL MODEL Next Process Corrective And Preventive Actions Process in Control Yes No Corrective Actions: Action taken to eliminate the cause of a detected nonconformity or other undesirable situation. (ISO 9000:2000) Preventive Actions: Action taken to eliminate the cause of a potential nonconformity or other potentially undesirable situation. (ISO 9000:2000)
- 19. Comparison with Requirements Process Process Settings, Specifications, etc. THE QUALITY ASSURANCE MODEL Corrective & Preventive Actions Process in Control Yes No Process in Control No Continuous Process Improvement Perform Design Of Experiment, Reliability Engineering Yes Improved Process Settings, Alternative Material
- 24. Dimensions of Quality in Manufacturing Sector DIMENSION MEANING Performance Primary product characteristics, such as the brightness of the picture Features Secondary characteristics, added features, such as remote control Conformance Meeting specifications or industry standards Reliability Consistency of performance over time Durability Useful life, includes repair Serviceability Resolution of problems and complaints, ease of repair, speed & competence of repair Responsiveness Human-to-human interface, such as Meet the dealer with good manners Aesthetics Sensory characteristics (which means it appeals you) , such as exterior finish Reputation Past performance and other intangibles, such as being ranked first
- 25. Dimensions of Quality in Service Sector Time Timelines Completeness Consistency Accessibility Accuracy Responsiveness
- 29. EXCITERS Must Be MORE IS BETTER Less satisfied when the product or service is less functional, but cannot increase satisfaction substantially if operational - "up-time" If the requirement is absent it does not cause dissatisfaction, but it will delight clients if present - "camera options" The more requirements are met the more one is satisfied KANO MODEL + + - - Satisfaction Dissatisfaction Service Dysfunctions Service Fully Functions
- 30. A company must achieve all four to be competitive For example, if we improve customer service problem solving by cross-training personnel to deal with a wider-range of problems, they may become less efficient at dealing with commonly occurring problems. For example, if we reduce costs by reducing product quality inspections, we might reduce product quality. Cost Quality Delivery Flexibility
- 32. Quality Improvement for Customer Value CUSTOMER PRODUCT DESIGN Quality of Performance / Use Quality of Conformance Quality of Design / Redesign Purpose: “ Customer Value”
- 40. 1- Customer Focus Studying customer needs, gathering customer requirements, and measuring and managing customer satisfaction. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. 2- Process Management Develop a production process that reduce the product variations. Applying the same process; the same product should be produces with the same level of quality every time. Teams are process-oriented, and interact with their internal customers to deliver the required results. Management's focus is on controlling the overall process, and rewarding teamwork. Pillars of TQM
- 41. 3- Human side of Quality TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. On-going education and training of all employees supports the drive for quality. 4- Continuous Improvement TQM recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality . Measurement and analysis id the tool that has been used for that. Pillars of TQM
- 42. TQM model for organization
- 44. BASIC PRINCIPLES OF TQM Approach Management Lead Company wide Everyone is responsible for Quality Prevention not detection Right first time Cost of Quality On going improvement Scope Scale Philosophy Standard Control Theme
- 46. QUALITY IS A JOURNEY, NOT A DESTINATION
- 47. QUESTIONS
Notes de l'éditeur
- 6 Operations management may be defined as the design, operation, and improvement of the production systems that create the firm's primary products or services. OM is a field of management, while OR/MS is the application of quantitative methods to decision making in all fields, and IE is an engineering discipline. Five P's of operations management: people, plants, parts, processes, and planning and control systems. People are the direct and indirect workforce. Plants include the factories or service branches where production is carried out. Parts include the materials (or, in the case of services, the supplies) that go through the system. Processes include the equipment and steps by which production is accomplished. Planning and control systems are the procedures and information management uses to operate the system.
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