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| Quality is intuitively understood but difficult to communicate |
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| Quality is comprised of the components and attributes of a product |
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| The customer defines quality and if the customer is satisfied, the product has good quality |
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| If a product conforms to design specifications the product has good quality |
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| If a product delivers good value for the price, it has good quality |
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| Dimensions of Product Quality |
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David Garvin
Transcendent, Product-Based, User-Based, Manufacturing-Based, Value-Based |
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| The extent that a product achieves its intended purpose |
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| The attributes of a product that may enhance its performance or desirability |
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| The ability of a product to consistently perform |
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| The extent to which a product conforms to specifications |
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| The extent to which a product can withstand rough handling, trauma or other environmental and physical abuses |
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| The ease of repairing a product |
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| The sensory characteristics of a product: feel, smell, visual appeal, taste and sound |
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| The customer's perception of the quality of a product |
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| Well known for his book Quality is Free. Developed a quality improvement program based on 14 steps, popularizing the "zero-defects" approach to quality management. He also believed quality was a source of profit for an organization |
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1. Waste of overproduction
2. Waste of waiting
3. Waste of transportation
4. Waste of processing itself
5. Waste of stocks
6. Waste of motion
7. Waste of making defective products |
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| Prevention Costs, Appraisal Costs, Internal Failure Costs, External Failure Costs |
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Cost of preventing defects
Examples: training, documentation, calibration of equipment, supplier assessment, quality planning |
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Cost of measuring quality
Examples: inspection and testing activities, supplier monitoring and assessment, evaluation of materials |
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Costs incurred when a product fails prior to customer possession of the product
Examples: scrap, rework, reinspection, cost of corrective action, process waste, lost productivity |
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Costs incurred when a product fails after a customer takes possession of the product
Examples: warranty costs, cost of corrective action, complaint handling and replacement |
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| Bar chart. Shows frequency of problems occurring |
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| Cause and Effect Diagrams |
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Fishbone diagram and Ishikawa diagram
Well-defined structure, with the effect or problem at the far right and possible causes listed by category: methods, machine, materials, and manpower |
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| Shows the distribution of data. Frequency or relative frequency is on the vertical axis nad the data itself, divided into classes, is represented on the horizonal axis. Do not use categoral data that is used in Pareto charts and is not a bar chart. Can be used to compare different points in time, different shifts, or different times of the year |
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1. Create a constancy of purpose
2. Adopt a new philosophy
3. Eliminate mass inspection
4. Eliminate the practice of awarding business on price tag. Minimize total cost
5. Constantly improve the production and service systems
6. Institute training on the job
7. Institute leadership
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans and targets for the workforce
11. Eliminate management by objectives
12. Eliminate barriers that rob workers of their pride in their work
13. Institute education and self-improvement
14. Put everyone to work |
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Planning, Control and Improvement
Communication through the "language of management" - money
Applied Pareto's principles to quality |
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| Dimensions of Service Quality |
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| Tangibles, Reliability, Responsiveness, Assurance, Empathy |
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Categories
Leadership
Strategy
Customer Focus
Measurement and Analysis
Workforce Focus
Process Management
Documentation |
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European Quality Standards
ISO 9000: Documentation of quality systems for manufacturing, assembly, and testing (plus a few others)
ISO 1400: Standards for environmental compliance |
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1. Leadership
2. Involvement of People
3. Focus on Customers
4. Process Approach
5. Management Approach
6. Continuous Improvement
7. Decision making approach
8. Supplier relationships |
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| The overall appearance of the service facility and the personnel, including equipment, supplies, and material |
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| The extent that the service is performed accurately |
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| The extent that the service is provided promptly |
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| The knowledge and courtesy of the employees, or their ability to assure the customer customer that the service provider is competent |
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| The extent that the customer feels that the service provider cares about the customer |
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| Seven Basic Tools of Quality |
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Definition
Process Maps
Check Sheets
Pareto Charts
Cause and Effect Diagrams
Histograms
Scatter diagrams
Control Charts |
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