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Quality Management - Lecture Notes | MGMT 250, Study notes of Production and Operations Management

Clark UniversityProduction and Operations Management

Material Type: Notes; Class: OPERATIONS MANAGEMENT; Subject: Management; University: Clark University; Term: Fall 2004;

Typology: Study notes

Pre 2010

Uploaded on 08/07/2009

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MGMT250 Notes September 14, 2004
1. Initial Stuff
A. Schedule
1. Today we will go over some Strategic Decision Making H.W. (hand in).
2. We shall Begin Discussion on Total Quality Management and its elements.
3. Next time ATT UCS CASE Discussion begins – Please have case report completed and hand in at
Beginning of class (or email by beginning of class).
4. ISO 9000 Discussion (do Foxboro reading assignment) for Next Tuesday (Questions appear below),
5. We will also begin discussion on CI tools next Tuesday
6. Week from Thursday we will do Tip Top Markets assignment from Book.
7. Tour at Polar Beverages on November 9, 8:00 am.
2. Foxboro IS09000 Reading Assignment Questions. This reading is on reserve in the
Library.
1 What did Foxboro go through before they decided on ISO9000?
2. What was the QIP program and did QIP prove to be successful?
3. What was the new quality strategy, did it differ from the old?
4. Why did they finally decide on ISO9000? Why would they decide to go to ISO9001? not
9002,9003?
5. Do you think they followed a typical process? Why? Why not?
6. What do you think about the costs and benefits associated with ISO9000?
7. Why would an organization, not want to get ISO9000 certified?
3. H.W. (On Board)
4. Quality Management
Why are we discussing this topic?
A Brief Historical Perspective.
A. Definition of Quality and Elements
Quality is defined as the ability of a product or service to consistently meet customer expectations.
The book provides seven dimensions of quality - what do they mean by each?
1. Performance - main characteristics
2. Special Features
3. Conformance - customer expectations.
4. Reliability - performance consistency
5. Durability - product life
6. Perceived Quality - indirect evaluation
7. Service after Sale
Let us look at figure to help explain quality dimensions.
Some “determinants of quality” similar to dimensions.
Design Quality is how well the product was designed with the customer in mind (Product and Process
design).
Conformance Quality - did you meet the specifications of design.
(After-sale quality) Ease-of-use and Service and support.
How would you measure some of these?
Why care about quality?
1. You could lose your business in the short or long-run.
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MGMT250 Notes September 14, 2004

1. Initial Stuff A. Schedule 1. Today we will go over some Strategic Decision Making H.W. (hand in). 2. We shall Begin Discussion on Total Quality Management and its elements. 3. Next time ATT UCS CASE Discussion begins – Please have case report completed and hand in at Beginning of class (or email by beginning of class). 4. ISO 9000 Discussion (do Foxboro reading assignment) for Next Tuesday (Questions appear below), 5. We will also begin discussion on CI tools next Tuesday 6. Week from Thursday we will do Tip Top Markets assignment from Book. 7. Tour at Polar Beverages on November 9, 8:00 am. 2. Foxboro IS09000 Reading Assignment Questions. This reading is on reserve in the Library.

1 What did Foxboro go through before they decided on ISO9000?

2. What was the QIP program and did QIP prove to be successful?

3. What was the new quality strategy, did it differ from the old?

4. Why did they finally decide on ISO9000? Why would they decide to go to ISO9001? not

5. Do you think they followed a typical process? Why? Why not?

6. What do you think about the costs and benefits associated with ISO9000?

7. Why would an organization, not want to get ISO9000 certified?

**3. H.W. (On Board)

  1. Quality Management Why are we discussing this topic? A Brief Historical Perspective. A. Definition of Quality and Elements** Quality is defined as the ability of a product or service to consistently meet customer expectations. The book provides seven dimensions of quality - what do they mean by each?
  2. Performance - main characteristics
  3. Special Features
  4. Conformance - customer expectations.
  5. Reliability - performance consistency
  6. Durability - product life
  7. Perceived Quality - indirect evaluation
  8. Service after Sale Let us look at figure to help explain quality dimensions. Some “determinants of quality” similar to dimensions. Design Quality is how well the product was designed with the customer in mind (Product and Process design). Conformance Quality - did you meet the specifications of design. (After-sale quality) Ease-of-use and Service and support. How would you measure some of these? Why care about quality?
  9. You could lose your business in the short or long-run.
  1. You could be sued!
  2. You could be making more money! (costs and productivity). Quality has many benefits, what are some costs? 4 Types of Quality Costs:
  3. Internal Failure
  4. External Failure
  5. Appraisal
  6. Prevention. Where would you want to spend your money and why? An ounce of prevention is worth a pound of cure. B. Quality Management and Organizational Issues Gurus of Quality:
  7. Deming - Big name that saved Japan. 14 points. Very strong on use of Statistical Process Control. Management is major cause of problems. Plan-do-check-act of continuous improvement.
  8. Juran - Trilogy - quality planning, control, improvement.
  9. Crosby - “Quality is Free”, spend money on prevention, SPC is too late.
  10. Ishikawa - Cause and Effect Diagrams - SPC influenced. Total Quality Management -TQM - Managing the entire organization so that it excels on all dimensions of products and services that are important to the customer. The goal is to satisfy, delight, gratify, etc. the customer by restructuring traditional management practices. Who is the customer in TQM? What is TQM composed of? A number of different ways of looking at TQM. Here is one:
  11. Continual (continuous improvement) (PDCA).
  12. Competitive Benchmarking - mimicking the best.
  13. Empowering Employees - listening to and supporting workers.- quality at the source would not work without them!
  14. Team Approach to problem solving.
  15. Knowledge of tools - use of SPC and other tools should be spread throughout the organization. The U.S. was falling behind in many of these areas...to encourage U.S. organizations to develop TQM further... The Malcolm Baldrige Quality Award - It provides elements for TQM by U.S. Department of Commerce, it is based on balanced Guru Models. Major Elements are shown in graphic. Leadership (Strong upper management support). Strategic Quality Planning (Business Plans and Strategy and their relationship to Operations) Customer Satisfaction /Focus (all customers). Information and Analysis (Information and Data, Benchmarking,) Human Resource Utilization/Focus (Empowerment) Process management (systems perspective) Business Results (Measurements, Benchmarking, Continuous Improvement) Where is emphasis? Who is eligible and why? General Relationships.