运营管理基础 4E-戴维斯英文IMChap006.docx

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1、CHAPTER 6 QUALITY MANAGEMENTChapter OverviewThis chapter lays the foundation for the development of a quality management program. It includes the role of quality in an organization, the elements of TQM, the perspectives of recognized leaders in the field of quality, as well as information on the Six

2、 Sigma Quality, the Malcolm Baldrige National Quality Award and ISO 9000 certification.Major Points of ChapterImmediately following WWII, quality was viewed as a defensive function. Today more organization view quality as an offensive weapon to develop new markets or take market share.1. Quality is

3、no longer viewed as a cost, but as a means of reducing costs.2. Quality dimensions for goods include performance, features, reliability, durability, conformance, serviceability, aesthetics, and perceived quality.3. In services, the dimensions include tangibles, reliability, responsiveness, competenc

4、e, courtesy, credibility, security, access, communications, and understanding the customer.4. The four primary elements of a successful TQM program are leadership, employee involvement, product/process excellence, and customer focus.5. The cost of quality can be broken into three categories: prevent

5、ion, detection/appraisal, and failure (both internal and external).6. Six Sigma Quality is a statistically-based, structured methodology for identifying and eliminating causes of errors in a process.7. The Malcolm Baldrige National Quality Award was established to recognize TQM in American industry.

6、8. ISO 9000 provides an internal standard for documentation of quality processes.Review and Discussion QuestionsIs quality free? Debate!Many people will say that quality is not free. For example, better quality materials will produce a better product, but at added expense. Crosby, however, argues th

7、at by reducing the failure costs of quality through prevention and appraisal expenditures will result in cost savings. Thus, quality can be achieved without additional cost. The argument requires one to distinguish the added cost now for prevention and appraisal, from the reduced cost later associat

8、ed with product failure.681. Identify the quality dimensions for each of the following:a. IBM personal computerPerformance: Features: Reliability: Durability: Conformance: Serviceability: Aesthetics: Perceived quality:Performance: Features: Reliability: Durability: Conformance: Serviceability: Aesth

9、etics: Perceived quality:processing powerhard disk, CD ROM, color monitor, etc.mean time to failuremean time to failure, ability to support new software packagesmanufacturing specification, industry standardsease of repair, friendliness of service workersappearancelong-term reputation, although some

10、what tarnished in recent yearsb. School registration processTangibles:Reliability: Responsiveness:Competence:Courtesy:Security:Access:Communications:Understanding the customer:c. SteakhouseTangibles:Reliability: Responsiveness:Competence:Courtesy:Security:Access:Communications:Understanding the cust

11、omer:d. SteakhouseTangibles:Reliability: Responsiveness:Competence:Courtesy:Security:Access:Communications:Understanding the customer:e. UniversityTangibles:Reliability: Responsiveness: Competence: Courtesy: Security: Access:Communications:Understanding the customer:schedulestability of schedule (cl

12、ass time do not change, cancellation of classes)suggest alternate sectionsaccuracy of systemfriendliness of personnel, friendliness of registration systemprotect informationoperating schedule of systemfollow-up confirmationsunderstand what the customer wants from registration systemfoodconsistence f

13、rom one visit to the nextability of service staff to respond to customerschefs, abilities, wait staff ability to handle orders friendliness of staffsafety of areaavailability of wait staffability of wait staff to communicatelistening to the customer degreeconsistency from class to classability of pr

14、ofessor to respond to studentsdegree held by professorsfriendliness of professors and staffsafety of area, safety of student recordsofferings of coursesability to listen to studentsknowing what skill and abilities are needed by the studentsChapter 6Chapter 6e. Travel agencyTangibles: Reliability: Re

15、sponsiveness: Competence: Courtesy: Security: Access:Communications: Understanding thetickets and reservationsconsistency from trip to tripability to meet your requestsobtaining the best arrangements and pricesfriendliness of travel agentsafety of credit card information and trip plans hours of oper

16、ationability to listen to customerscustomer:understanding what the customer actually wantsf. TelevisionPerformance: Features: Reliability: Durability: Conformance Serviceability Aesthetics: Perceived quality:Performance: Features: Reliability: Durability: Conformance Serviceability Aesthetics: Perce

17、ived quality:picture, ease of usepicture in picture, surround sound, compatibility, wide screenmean time to failuremean time to failure,meeting industry standardsease and availability of serviceappearance of setcustomers9 perceptions of quality2. An agreement is made between a supplier and a custome

18、r such that the supplier must ensure that all parts are within tolerance before shipment to the customer. What is the effect on the cost of quality to the customer?Before the agreement was made, the customer probably inspected each part to protect against off- spec supplies. This agreement (ideally)

19、 eliminates the need for this inspection. Appraisal costs, such as materials and supplies inspection and reliability testing, will be reduced since the agreement would ensure that the supplies are totally within tolerance. This allows the customer to focus attention on quality improvement within his

20、 or her own processes, requiring an increase in prevention cost. Scrap and rework costs will initially drop because of the improvement in the quality of the part supply. Once prevention programs are in force, scrap, repair, rework, and downtime costs will drop even further because of improvements in

21、 the internal process. External failure costs will drop because of improvement in the product and the process.3. In the situation described in Question 3, what would the effect on the cost of quality to thesuppler?If operating under the traditional definition for the quality control function, apprai

22、sal costs will increase since all parts, not just a sample, must be inspected before shipment. Coupled with costs associated with internal and external failure, an increase in the appraisal cost could drive up the price of the parts so that they are no longer competitive.704. If line employees are r

23、equired to assume the quality control function, their productivity will decrease. Discuss this.Products made correctly the first time do not have to be reworked or scrapped, which translates into lower costs for materials and workers. If one includes the time required for rework, time expended for t

24、he production of each product would be lower if quality control becomes a line responsibility.5. “You dont inspect quality into a product; you have to build it in. Discuss the implications of this statement.The typical U.S. factory invests 20 to 25 percent of its operating budget in finding and fixi

25、ng mistakes. One fourth of all workers fix things that are not done right. These are appraisal and internal failure cost. On the other hand, if quality standards are enforced as the item is being built, appraisal, internal and external failure costs will decrease while prevention costs will increase

26、. The rule of thumb is that for every dollar spent in prevention, ten dollars are saved in failure and appraisal costs. Total cost fbr “built in quality will be less than costs for inspected in quality/9How could you apply the Baldrige Award criteria to you college or university?The university can b

27、e viewed as a not-for-profit service company and evaluated as such.6. How is the Baldrige Award process beneficial to companies that do not win?The Baldrige examiners provide impartial feedback that can be used to direct future quality improvement efforts. Also, the process of applying for the Baldr

28、ige is useful in evaluating your current processes in terms of quality.7. What is the major contribution of the ISO 9000 standards?It provides a standardized method for organizations to demonstrate their quality practices.8. Compare the ISO certification process with the Malcolm Baldrige National Qu

29、ality Award criteria. What are the main differences?ISO 9000 is primarily concerned with documenting processes; MBNQA on the other hand is concerned with the soundness of the approach, the deployment throughout the organization, and specifically, the results generated by their quality management sys

30、tem.9. What are some of the reasons that quality initiatives fail in organizations? How can these be overcome?The primary reasons are the lack of focus on strategic planning and core competencies, and obsolete, outdated cultures. Additional reasons include lack of companywide definition of quality,

31、lack of formalized strategic plan for change, lack of customer focus, poor interorganizational communication, lack of real employee empowerment, lack of employee trust in senior management, view of quality as a quick fix, drive for short-term financial results, and politics and turf issues.Chapter 6

32、What are some of the major reasons for the success of six sigma?The methodologies of six sigma provide a common language and a set of goals that can be used throughout the organization. Six sigma programs ensure that customer requirements are being met on a consistent basis. It provides a framework

33、and associated methodologies to analyze and evaluate business processes with the overall goal or reducing waste. The results of six sigma are impressive in terms of the cost savings, which have attracted organizations to six sigma.10. Find out if you home state has a quality award, and if it does, d

34、escribe it.Many states have quality awards that are similar to the Malcolm Baldrige Award. A quick search of the Internet should lead to your home states quality award Web site.Case: Death on the Hiqhwav： Quality Problems at Ford and FirestoneIn addition to the financial costs mentioned, what are so

35、me of the other costs, both internal and external to the firms, that can be associated with the poor quality of the Firestone times and Ford Explorers?Costs include the lawsuits and settlements, recall and replacement of tires, and attending and answering congressional investigation. Harder to quant

36、ify, but yet important, costs include loss of sales, including Ford, Firestone, and their suppliers. Also, the personal suffering of the victims of the resulting accidents should be included.1. Identify some of the management decisions at both Ford and Firestone that may have contributed to poor qua

37、lity. What was the rationale for these decisions?Ford-many of these deal with design issuesusing existing chassis, high center of gravity, and choice of tires.Firestone-most of these deal with the production processes at the Decatur plant. Specifically the choice of process, the poor quality procedu

38、res (workers puncturing air bubbles, etc.), the use of benzene to extent the life of rubber, poor labor relations, use of replacement workers, 12-hour shifts with emphasis on production quotas, inspection procedures, and lack of quality procedures applied to Firestone tires (compared to Bridgestone

39、tires).2. For both Ford and Firestone, identify the potential causes for the accidents that occurred.For Ford, the cause of the accidents can be traced back to the design process. More care should have been given to the complex choices that designers faced.For Firestone, more effort should have been given to having Ford select the proper tire for their Explorer. Additionally, the quality of tires at the Decatur plant was suspect for a variety of reasons previously mentioned.72