chapter 20 quality t qm

7/27/2019 Chapter 20 Quality t Qm

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Slack, Chambers and Johnston, Operations Management 5 th Edition Nigel Slack, Stuart Chambers, and Robert Johnston 2007

Chapter 20

Managingimprovement the TQMapproach

Source: Corbis/Munshi Ahmed


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The quality gurus

Philip Crosby Quality is free

the optimum is zero defects

W. Edwards Deming Demings 14 points How to use statistics

Armand Feigenbaum Total quality control

Joseph JuranQuality as fitness for use, rather thanconformance to specification

Genichi Taguchi Loss functionMinimize variation

Kaoru IshikawaQuality circles and cause-and-effectdiagrams


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Total quality management can be viewed as a natural extensionof earlier approaches to quality management

Quality is strategic

TeamworkStaff empowermentInvolves customers and suppliers

Quality systemsQuality costingProblem solvingQuality planning

StatisticsProcess analysisQuality standards

Error detectionRectification

Prevents out of specification products andservices reaching market

Solves the rootcause of quality

problems

Broadens theorganizational responsibility

for quality

Makes quality centraland strategic in the

organization


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Total Quality Management

Includes all parts of the organization

Includes all staff of the organization

Includes consideration of all costsIncludes every opportunity to get things right

Includes all the systems that affect quality

Never stops

Source: Corbis/Richard T Nowitz


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The cost of rectifying errors increases more rapidly the longer they remain uncorrected in the development and launch process

1000

100

101

10000

C o s

t o

f r e c

t i f y i n g e r r o r

Stage in development and launch process

Pilotproduction

Market usePrototypeDesignConcept


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C o s

t s o

f q u a

l i t y

Time

Appraisal

Internal failure

Appraisal

Prevention

Total cost of quality

Increasing the effort spent on preventing errors occurringin the first place brings a more than equivalent reduction

in other cost categories


7/8Slack, Chambers and Johnston, Operations Management 5 th Edition Nigel Slack, Stuart Chambers, and Robert Johnston 2007

The pattern of some TQM programmeswhich run out of enthusiasm

E f f e c

t i v e n e s s o

f t h e

T Q M

i n

i t i a t i v e

Introduction Growth Levelling off Disillusionment RepackagingLearning and

understandingIncreasing

enthusiasmStarting to hit

the more difficultproblems

Waningenthusiasm

Attempts torevitalize theprogramme


8/8Slack, Chambers and Johnston, Operations Management 5 th Edition Nigel Slack, Stuart Chambers, and Robert Johnston 2007

Reactive ProactiveInspection Prevention

AQL ZD

Blame placing Problem solving

Quality cost more Quality cost less

Quality is technical Quality is managerial

Schedule first Quality firstDefects hidden Defects highlighted

Chang ing Qual ity A ssu m pt ions

chapter 20 quality t qm

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