Operations Management
University of East London /
Guildhall College
Week 2
Lecture 2
Quality Management
Lecture Outline
What Is Quality?
Evolution of Quality
Management
Quality Tools
TQM and QMS
Focus of Quality
Management
Customers
Role of Employees in
Quality Improvement
Quality in Service
Companies
Six Sigma
Cost of Quality
Effect of Quality
Management on
Productivity
Quality Awards
ISO 9000
What Is Quality?
Oxford American Dictionary
a degree or level of excellence
American Society for Quality
totality of features and characteristics that
satisfy needs without deficiencies
Consumers and producers
perspective
What Is Quality:
Customers Perspective
Fitness for use
how well product or service
does what it is supposed to
Quality of design
designing quality
characteristics into a
product or service
A Mercedes and a Ford are
equally fit for use, but with
different design dimensions.
Dimensions of Quality:
Manufactured Products
Performance
basic operating characteristics of a product; how
well a car handles or its gas mileage
Features
extra items added to basic features, such as a
stereo CD or a leather interior in a car
Reliability
probability that a product will operate properly
within an expected time frame; that is, a TV will
work without repair for about seven years
Dimensions of Quality:
Manufactured Products (cont.)
Conformance
degree to which a product meets preestablished
standards
Durability
how long product lasts before replacement; with
care, L.L.Bean boots may last a lifetime
Serviceability
ease of getting repairs, speed of repairs, courtesy
and competence of repair person
Dimensions of Quality:
Manufactured Products (cont.)
Aesthetics
how a product looks, feels, sounds, smells,
or tastes
Safety
assurance that customer will not suffer
injury or harm from a product; an especially
important consideration for automobiles
Perceptions
subjective perceptions based on brand
name, advertising, and like
Dimensions of Quality:
Services
Time and timeliness
how long must a customer wait for service, and
is it completed on time?
is an overnight package delivered overnight?
Completeness:
is everything customer asked for provided?
is a mail order from a catalogue company
complete when delivered?
Dimensions of Quality:
Service (cont.)
Courtesy:
how are customers treated by employees?
are catalogue phone operators nice and are their
voices pleasant?
Consistency
is same level of service provided to each
customer each time?
is your newspaper delivered on time every
morning?
Dimensions of Quality:
Service (cont.)
Accessibility and convenience
how easy is it to obtain service?
does service representative answer you calls quickly?
Accuracy
is service performed right every time?
is your bank or credit card statement correct every month?
Responsiveness
how well does company react to unusual situations?
how well is a telephone operator able to respond to a customers
questions?
What Is Quality:
Producers Perspective
Quality of conformance
making sure product or service is produced
according to design
if new tires do not conform to specifications, they
wobble
if a hotel room is not clean when a guest checks in,
hotel is not functioning according to specifications
of its design
Meaning of Quality
What Is Quality:
A Final Perspective
Customers and producers perspectives
depend on each other
Producers perspective:
production process and COST
Customers perspective:
fitness for use and PRICE
Customers view must dominate
Evolution of Quality Management:
Quality Gurus
Walter Shewart
In 1920s, developed control charts
Introduced term quality assurance
W. Edwards Deming
Developed courses during World War II to teach
statistical quality-control techniques to engineers and
executives of companies that were military suppliers
After war, began teaching statistical quality control to
Japanese companies
Joseph M. Juran
Followed Deming to Japan in 1954
Focused on strategic quality planning
Quality improvement achieved by focusing on projects
to solve problems and securing breakthrough solutions
Evolution of Quality Management:
Quality Gurus (cont.)
Armand V. Feigenbaum
In 1951, introduced concepts of total quality control and
continuous quality improvement
Philip Crosby
In 1979, emphasized that costs of poor quality far
outweigh cost of preventing poor quality
In 1984, defined absolutes of quality management
conformance to requirements, prevention, and zero
defects
Kaoru Ishikawa
Promoted use of quality circles
Developed fishbone diagram
Emphasized importance of internal customer
Demings 14 Points
1.
2.
3.
4.
Create constancy of purpose
Adopt philosophy of prevention
Cease mass inspection
Select a few suppliers based on
quality
5. Constantly improve system and
workers
Demings 14 Points (cont.)
6. Institute worker training
7. Instill leadership among
supervisors
8. Eliminate fear among employees
9. Eliminate barriers between
departments
10. Eliminate slogans
Demings 14 Points (cont.)
11. Remove numerical quotas
12. Enhance worker pride
13. Institute vigorous training and
education programs
14. Develop a commitment from top
management to implement
above 13 points
The Deming Wheel
Plan-Do-Check-Act Cycle
Plan
Act
Do
Check
Deming Wheel: PDCA Cycle
Quality Tools
Process Flow
Chart
Cause-and-Effect
Diagram
Check Sheet
Pareto Analysis
Histogram
Scatter Diagram
Statistical Process
Control Chart
Flow Chart
Cause-and-Effect Diagram
Cause-and-effect diagram (fishbone diagram)
chart showing different categories of problem causes
Cause-and-Effect Matrix
Cause-and-effect matrix
grid used to prioritize causes of quality problems
Check Sheets and Histograms
Pareto Analysis
Pareto analysis
most quality problems result from a few causes
Pareto Chart
Scatter Diagram
Control Chart
TQM and QMS
Total Quality Management (TQM)
customer-oriented, leadership, strategic
planning, employee responsibility,
continuous improvement, cooperation,
statistical methods, and training and
education
Quality Management System (QMS)
system to achieve customer satisfaction
that complements other company
systems
Focus of Quality Management
Customers
TQM and QMSs
serve to achieve customer satisfaction
Partnering
a relationship between a company and its
supplier based on mutual quality
standards
Measuring customer satisfaction
important component of any QMS
customer surveys, telephone interviews
Individual / Group Work
QUESTION
As a Management Accountant, you have been asked to
attend a quality management meeting on behalf of the
Finance Director. Following the meeting, prepare outline
slides and supply a set of accompanying notes for the
FD, which should
(a) evaluate the importance of quality management
(7 marks)
(b) produce a plan to communicate the importance of
quality to the internal managers of the company.
(7 marks)
(Total: 14 marks)
Role of Employees in
Quality Improvement
Participative
problem solving
employees involved in
quality-management
every employee has
undergone extensive
training to provide quality
service to Disneys guests
Kaizen
involves everyone in
process of continuous
improvement
Quality Circles
and QITs
Organization
8-10 members
Same area
Supervisor/moderator
Quality circle
group of workers
and supervisors
from same area
who address
quality problems
Process/Quality
improvement teams
(QITs)
focus attention on
business processes
rather than separate
company functions
Training
Presentation
Implementation
Monitoring
Group processes
Data collection
Problem analysis
Solution
Problem
Identification
Problem results
Problem
Analysis
Cause and effect
Data collection
and analysis
List alternatives
Consensus
Brainstorming
Quality in Services
Service defects are not always easy
to measure because service output
is not usually a tangible item
Services tend to be labor intensive
Services and manufacturing
companies have similar inputs but
different processes and outputs
Quality Attributes in
Services
Principles of TQM apply
equally well to services
and manufacturing
Timeliness
how quickly a service is
provided?
Benchmark
best level of quality
achievement in one
company that other
companies seek to achieve
quickest, friendliest,
most accurate service
available.
Six Sigma
A process for developing and delivering
virtually perfect products and services
Measure of how much a process
deviates from perfection
3.4 defects per million opportunities
Six Sigma Process
four basic steps of Six Sigmaalign,
mobilize, accelerate, and govern
Champion
an executive responsible for project success
Six Sigma:
Breakthrough StrategyDMAIC
DEFINE
DEFINE
MEASURE
MEASURE
67,000
67,000 DPMO
DPMO
cost
cost == 25%
25% of
of
sales
sales
ANALYZE
ANALYZE
IMPROVE
IMPROVE
CONTROL
CONTROL
3.4
3.4 DPMO
DPMO
Six Sigma:
Black Belts and
Green Belts
Black Belt
project leader
Master Black Belt
a teacher and mentor
for Black Belts
Green Belts
project team members
Six Sigma
Design for Six Sigma (DFSS)
a systematic approach to designing products and
processes that will achieve Six Sigma
Profitability
typical criterion for selection Six Sigma project
one of the factors distinguishing Six Sigma from
TQM
Quality is not only free, it is an
honest-to-everything profit maker.
Cost of Quality
Cost of Achieving Good Quality
Prevention costs
costs incurred during product design
Appraisal costs
costs of measuring, testing, and analyzing
Cost of Poor Quality
Internal failure costs
include scrap, rework, process failure, downtime,
and price reductions
External failure costs
include complaints, returns, warranty claims, liability,
and lost sales
Prevention Costs
Quality planning costs
costs of developing and
implementing quality
management program
Product-design costs
costs of designing products
with quality characteristics
Process costs
costs expended to make
sure productive process
conforms to quality
specifications
Training costs
costs of developing and
putting on quality training
programs for employees
and management
Information costs
costs of acquiring
and
maintaining data related to
quality, and development
and analysis of reports on
quality performance
Appraisal Costs
Inspection and testing
costs of testing and inspecting materials, parts, and
product at various stages and at end of process
Test equipment costs
costs of maintaining equipment used in testing
quality characteristics of products
Operator costs
costs of time spent by operators to gather data for
testing product quality, to make equipment
adjustments to maintain quality, and to stop work to
assess quality
Internal Failure Costs
Scrap costs
costs of poor-quality products
that must be discarded,
including labor, material, and
indirect costs
Rework costs
costs of fixing defective
products to conform to quality
specifications
Process failure costs
costs of determining why
production process is
producing poor-quality
products
Process downtime costs
costs of shutting down
productive process to fix
problem
Price-downgrading costs
costs of discounting poorquality productsthat is,
selling products as
seconds
External Failure Costs
Customer complaint costs
costs of investigating and
satisfactorily responding to a
customer complaint resulting
from a poor-quality product
Product return costs
costs of handling and replacing
poor-quality products returned
by customer
Warranty claims costs
costs of complying with product
warranties
Product liability costs
litigation costs resulting
from product liability
and customer injury
Lost sales costs
costs incurred because
customers are
dissatisfied with poorquality products and do
not make additional
purchases
Measuring and
Reporting Quality Costs
Index numbers
ratios that measure quality costs against a
base value
labor index
ratio of quality cost to labor hours
cost index
ratio of quality cost to manufacturing cost
sales index
ratio of quality cost to sales
production index
ratio of quality cost to units of final product
QualityCost Relationship
Cost of quality
difference between price of
nonconformance and conformance
cost of doing things wrong
20 to 35% of revenues
cost of doing things right
3 to 4% of revenues
Malcolm Baldrige Award
Created in 1987 to stimulate growth of
quality management in United States
Categories
Leadership
Information and analysis
Strategic planning
Human resource focus
Process management
Business results
Customer and market focus
Other Awards for Quality
National individual
awards
Armand V. Feigenbaum
Medal
Deming Medal
E. Jack Lancaster Medal
Edwards Medal
Shewart Medal
Ishikawa Medal
International awards
European Quality Award
Canadian Quality Award
Australian Business
Excellence Award
Deming Prize from Japan
ISO 9000
A set of procedures and
policies for international
quality certification of
suppliers
Standards
ISO 9000:2000
Quality Management
SystemsFundamentals
and Vocabulary
defines fundamental
terms and definitions
used in ISO 9000 family
ISO 9001:2000
Quality Management Systems
Requirements
standard to assess ability to
achieve customer satisfaction
ISO 9004:2000
Quality Management Systems
Guidelines for Performance
Improvements
guidance to a company for
continual improvement of its
quality-management system
ISO 9000 Certification,
Implications, and Registrars
ISO 9001:2000only
standard that carries thirdparty certification
Many overseas companies
will not do business with a
supplier unless it has ISO
9000 certification
ISO 9000 accreditation
ISO registrars
Individual / Group Work
It is said that market leaders exhibit the value
disciplines of either operational excellence,
product leadership or customer intimacy. Using
examples, evaluate how each of these can be
developed to achieve a sustainable competitive
advantage. Examine the implications of your
assessment for the strategic Operations
decisions of the companies you have chosen.
(Total 25 marks)
Operations Management Video
Quality at the Ritz Carlton
Hotel Company Video
