Chapter 1, Introduction to quality management, Lecture notes of Quality Management

Introduction to Quality Management

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18/9/2017
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TOPIC 1
INTRODUCTION TO QUALITY
1.1 Emergence of Quality Consciousness
1.2 Definition of Quality
1.3 Quality Control & Quality Assurance
1.4 Total Quality Management (TQM)
1.5 Key Elements of Total Quality
Learning Objectives
Able to analyse the different history
of quality experience between US
and Japan.
Able to identify the difference
between QA and QC.
Able to understand the basic
concept of TQM in the organisation.
Able to explain the key elements of
Total Quality
Introduction
Important issues in manufacturing
and service:
Productivity measures of efficiency defined as
the amount of output achieved per unit input.
Cost of production.
Quality of good and service that create customer
satisfaction
P, C and Q effect profitability.
But No Q - no sales, no sales no
profit, No profit no business, no
business- no job.
Q attain competitive advantages.
1.1 Emergence of Quality
Consciousness
1450 bc Pyramid
Prior to the 20th centuries :
1. Middle Ages in Europe
-Era of Workmanship
2. Middle of the 18th century
-The idea of Quality was brought in to
USA,
but was rejected.
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TOPIC 1

INTRODUCTION TO QUALITY

1.1 Emergence of Quality Consciousness

1.2 Definition of Quality

1.3 Quality Control & Quality Assurance

1.4 Total Quality Management (TQM)

1.5 Key Elements of Total Quality

Learning Objectives

  • Able to analyse the different history of quality experience between US and Japan.
  • Able to identify the difference between QA and QC.
  • Able to understand the basic concept of TQM in the organisation.
  • Able to explain the key elements of Total Quality Introduction ● Important issues in manufacturing and service: ● Productivity – measures of efficiency defined as the amount of output achieved per unit input.Cost of production.Quality of good and service that create customer satisfaction ● P, C and Q effect profitability. ● But No Q - no sales, no sales – no profit, No profit – no business, no business- no job. ● Q attain competitive advantages. 1.1 Emergence of Quality Consciousness
  • 1450 bc – Pyramid Prior to the 20th^ **centuries :
  1. Middle Ages in Europe -** Era of Workmanship 2. Middle of the 18th^ century - The idea of Quality was brought in to USA, but was rejected.

3. 1900 s - 20 th^ century:

  • 1900 s - Frederick Taylor ushered Industrial

Revolution.

  • 1911 - Taylor published a book ‘Principles of

Scientific Mgt’.

  • 1920 - Western Electric introduced Statistic

Quality Control (SQC).

  • 1926 - Henry Ford’s book “My Life & Work”.
  • 1930 s - Walter Shewhart designed SPC.
  • 1931 - Shewhart published a book on Quality

(Economic Control of Quality of

Manufactured Product).

  • 1944 - 1 st journal to promote and apply Q

concepts.

6 4. After / Post World War II

  • 1940 s- 1950 s, Quality was not a top priority of top Managers in USA.
  • Dr Joseph Juran and Dr Edwards Deming, introduced statistical quality control techniques to the Japanese.
  • Main concern – Upper Management rather than quality specialists alone.
  • 1950 s and 1960 s, ‘made in Japan’ was associated with inferior products.
  • 1970 s, Japanese products were able to penetrate into Western markets.
  • 1980 s, was a period of growing awareness of quality. 4. After / Post World War II ● 1980 - Hewlett Packard found Japanese chips – Zero Failure! (US – 11 - 19 Failures! ). ● 1980 - If Japanese can Why can’t We’ (US TV Program) ● 1982 - Henry Ford visited Japan & realized they used his book. He went back US to search for the book. ● 1986 – High awareness of Q esp. after Explosion of Challenger – killing all the 7 astronauts! ● 1980 s - “Consumer Product Safety Commission” - Remarkable Change – Increase awareness of Q by; government, consumers & industries. ● 1989 - Xerox – 5 years of KAIZEN – won Malcolm Baldridge National Quality Award (MBNQA). ● 1990 s - Xerox better Q but later declined because less participation by top management. Summary of the Emergence of QualityTHEN NEW LEADERSHIP REALIZED & CHANGED FOCUS TO Q – TILL NOW.. ● More Companies quest for Q. ● Thousands of professional Q books were written & published. ● Now Q Awards by Federal Government to recognize achievement in – Business, Education, Non Profit Education, Health Care. ● Q of Mgt as important as Mgt of Q. ● Small Q to BIG Q (from manufacturing to more area).
  • The relationship of usefulness or satisfaction to price.
  • Offers greater usefulness or satisfaction at a comparable price. Value-Based Perspective
  • Conformance to specifications.
  • Specifications are targets and tolerances determined by designers of goods and services. Manufacturing- Based Perspective
  • The totality of features and characteristics of a product/service that bears on its ability to satisfy given needs.
  • Need to identify the customers; internal and external.
  • Basis for coordinating the entire value chain. Customer Perspective Integrating Perspectives on Quality – the Value Chain Transcendent quality & product based quality (from customers) Marketing (User based) Design (Value based) Manufacturing (Manufacturing based) Distribution (to customers) Information flow Product flow needs Feedbacks on P & S Customer Perspective Quality is a confusing concept, and viewed in different criteria based on their individuals roles in the production-marketing value chain. 1.3 Quality Control (QC) Also called statistical Q control, is the managerial process during which actual process performance is evaluated and actions are taken to unusual performance. It is a process to ensure whether a product meets predefined standards and requisite action are taken if the standards are not met.

QC measures both products and processes for conformance to Q requirements including both the specific requirements prescribed by the product specification and general requirements prescribed by QA, through this process:

1. Identifies acceptable limits for significant Q _attributes;

  1. Identifies whether those limits (conform to_ _requirements) or fall outside the (exhibit defects);
  2. Act on the differences._ 1.3.1 Quality Assurance (QA) Any action directed toward providing consumers with products (goods & services) of appropriate quality’ and meet consumer requirements. QA is usually measurement and inspection activity before and during execution of manufacturing or service associated with. 1.4 Total Quality Management
  • ‘Wide performance excellence rather than based on one discipline only’.
  • ‘A way of managing to improve effectiveness, flexibility & competitiveness of a business as a whole. It is also a method of removing waste .’ (Roslina, 2006)
  • ‘The unyielding & continually improving effort by every one in an organisation to understand, meet and exceed the expectations of customers.’ ( Procter & Gamble ) **1.4.1 Principles of TQM
  1. Customer focus
  2. Teamwork
  3. Continuous improvement**
  4. Leadership
  5. Process approach
  6. System approach to management
  7. Factual approach to decision making
  8. Mutual beneficial supplier relationship