chap 11 tqm & quality tools
DESCRIPTION
BA187TRANSCRIPT
11-1
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Chapter 11
TQM & Quality Tools
11-2
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Total Quality Management
A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction.
11-3
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
• Find out what the customer wants
• Design a product or service that meets or exceeds customer wants
• Design processes that facilitates doing the job right the first time
• Keep track of results
• Extend these concepts to suppliers
The TQM Approach
11-4
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Elements of TQM
• Continual improvement• Competitive benchmarking• Employee empowerment• Team approach• Decisions based on facts• Knowledge of tools• Supplier quality• Champion
11-5
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Continuous Improvement
• Philosophy that seeks to make never-ending improvements to the process of converting inputs into outputs.
• Kaizen: Japanese word for continuous improvement.
11-6
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Quality at the Source
• The philosophy of making each worker responsible for the quality of his or her work.
11-7
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
• Lack of:– Company-wide definition of quality– Strategic plan for change– Customer focus– Real employee empowerment– Strong strong motivation– Time to devote to quality initiatives– Leadership
Obstacles to Implementing TQM
11-8
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
• Poor inter-organizational communication
• View of quality as a “quick fix”
• Emphasis on short-term financial results
• Internal political and “turf” wars
Obstacles to Implementing TQM
11-9
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Basic Steps in Problem Solving
• Define the problem and establish an improvement goal
• Collect data
• Analyze the problem
• Generate potential solutions
• Choose a solution
• Implement the solution
• Monitor the solution to see if it accomplishes the goal
11-10
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
The PDSA CyclePlan
Do
Study
Act
11-11
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
• Process Improvement: A systematic approach to improving a process
11-12
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
The Process Improvement Cycle
Implement theImproved process
Select aprocess
Study/document
Seek ways toImprove it
Design anImproved process
Evaluate
Document
11-13
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Process Improvement and Tools
• Process improvement - a systematic approach to improving a process– Process mapping– Analyze the process– Redesign the process
• Tools– There are a number of tools that can be used for problem solving
and process improvement– Tools aid in data collection and interpretation, and provide the basis
for decision making
11-14
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Basic Quality Tools
• Flowcharts
• Check sheets
• Histograms
• Pareto Charts
• Scatter diagrams
• Control charts
• Cause-and-effect diagrams
• Run charts
11-15
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Check Sheet
Billing Errors
Wrong Account
Wrong Amount
A/R Errors
Wrong Account
Wrong Amount
Monday
11-16
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Pareto Analysis
80% of the problems may be
attributed to 20% of the
causes.
80% of the problems may be
attributed to 20% of the
causes.
Smearedprint
Nu
mb
er o
f d
efec
ts
Offcenter
Missinglabel
Loose Other
11-17
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Control Chart
970
980
990
1000
1010
1020
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL
Figure11-9
11-18
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Cause-and-Effect Diagram
Figure11-10
Effect
MaterialsMethods
EquipmentPeople
Environment
Cause
Cause
Cause
Cause
Cause
CauseCause
Cause
CauseCause
Cause
Cause
11-19
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Run Chart
Time (Hours )
0.440.460.480.5
0.520.540.560.58
1 2 3 4 5 6 7 8 9 10 11 12
Time (Hours)
Dia
met
er
11-20
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Tracking Improvements
UCL
LCL
LCLLCL
UCLUCL
Process not centeredand not stable
Process centeredand stable
Additional improvementsmade to the process
Figure11-14
11-21
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
Methods for Generating Ideas
• Brainstorming
• Quality circles
• Interviewing
• Benchmarking
• 5W2H
11-22
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
• Team approach– List reduction– Balance sheet– Paired comparisons
Quality Circles
11-23
McGraw-Hill/IrwinOperations Management, Seventh Edition, by William J. StevensonCopyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
TQM and Quality Tools
• Identify a critical process that needs improving
• Identify an organization that excels in this process
• Contact that organization
• Analyze the data
• Improve the critical process
Benchmarking Process