Transcript
1 Chapter 2Deming: 14 Points1. Create constancy of purpose14. Put everybody to workIshikawa: Basic 7 tools of quality: 11 Points1. Quality begins with education and ends with education11. Data without dispersion information are false dataArmand Feigenbaum: Total quality control: 19 Points1. Total quality control is defined as a system of improvement19. Control quality at the sourcePhilip Crosby: 14 Points1. Make it clear that management is committed to quality14. Do it all over againBook-Quality is freeGenichi Taguchi: Taguchi method: Quality loss function, Robust designRobert C. Camp: BenchmarkingBook-Benchmarking: The search for industry best practices that lead to superiorperformanceSteven R. Convey:Book-7 habits of highly effective people1. Be proactive7. Sharpen the sawTom Peters:Book-In search of excellenceMichael Hammer and James Champy: ReengineeringBook-Reengineering the corporation-----------------------------------------------------------------------------------------------------------------------Chapter 8:Intangibles: Those that cannot be inventoried or carried over long periods of time.Heterogeneous: No two services for companies can be the same. 2 Customer coproduction: Customers filling their own drinks.External services: Whose customers pay the bills.Internal services: In-house services such as data processing, printing and mail.Voluntary services: Services that we actively seek out and employ of our own accord. Eg:Gas station, restaurant, hotel.Involuntary services: Services that we do no choose. Eg: Prison, hospitals, police and firedepartment.Attributes of service leader:Leaders -> Service visionService leaders -> High standardsOutstanding service leaders -> In-the-field style of leadershipSERVQUAL: Tool by Parasuraman, Zeithamel, and Berry to assess service quality.SERVQUAL has two parts namely customer expectations and customer perceptions.Gap 1: Management perceptions of customer expectations -> Expected service(Customerexpectations)Gap 2: Service quality specifications -> Management perceptions of customerexpectationsGap 3: Service delivery -> Service quality specificationsGap 4: Service delivery -> External communications to customersGap 5: Expected service -> Perceived serviceServices blueprinting: By Lynn Shostack:A flowchart that isolates potential fail points in a process. 4 Steps.1. Identify process, 4. Analyze profits.Moments of truth: The fail points n the service blueprints.Poka-yoke: Fail-safes in services. Defined using 3 T'sTask to be performed, Treatment provided to the customer, and Tangibles provided to thecustomer.Customer benefit packages: Consist of tangibles that define the service and intangiblesthat make up the service.Tangibles are known as good content, Intangibles are known as service content.Service transaction analysis: It is a process improvement technique that allows managersto analyse their service processes at a very detailed level.Crosby views service encounters as a series of transactions or moments of truth.----------------------------------------------------------------------------------------------------------------------- Chapter 9:Hidden factory: Non-value chain activities those have costs but no effect on customer.Supplier partnering: Improving suppliersSingle sourcing: Narrowing down the list of approved suppliers for a single component to just one supplier. 3 Dual sourcing: Approved suppliers are reduced to just a few.Supplier evaluation: Tool to differentiate and discriminate suppliers. It is recorded onreport cards.Sole-source filters: Rely on external validation of quality programs.Supplier audit: Team of auditors visit the supplier and then provide results of the audit tothe customer.Electronic data interchange: System that aides customer and supplier communicationthrough their information system.JIT II is now called Vendor managed inventory (VMI)SRMS-Supplier relationship management systems: Include spend analytics, sourcing andprocurement execution, payment, performance monitoring.QS 9000: Chrysler, Ford and GM. Update beng TS 16949. Used for automotive industry.GM program called Target for excellence. Ford program called Q1.Acceptance sampling: Technique to verify that incoming goods from suppliers adhere toquality standards. Can range from few items to 100%.Producers risk: Risk associated with rejecting a shipment of materials that has goodquality. Denoted by alpha and is called Type I error.Consumers risk: Risk associated with rejecting a shipment of materials that has poorquality, believing that it has good quality. Denoted by beta and is called Type II error.Acceptable quality level (AQL): It is the maximum percentage of proportion of nonconfirming teems or number of non conformities in a lot or attach that can be consideredsatisfactory as a process average.Lot tolerance percent defective (LTPD): It is the level of poor quality that is included in ato of goods.Operating characteristic curves (OC): IT provides an assessment of the probabilities ofacceptance for a shipment, given the existing quality of the shipment.-----------------------------------------------------------------------------------------------------------------------Chapter 10:Quality system model: Customer, Procedures, Plant and equipment, People, Technology,R&D, Legal requirements, Renewal, Planning, Change, Continual improvementIshikawa's basic 7 tools of quality:1. Process maps: It is a picture of a process. Can be decision, processing, input/outut,start/stop, flowline, page connector.1. Settle on a standard set of process mapping symbols to be used.5. Review the process with the emloyees to make needed changes….2. Check sheets: They are data gathering tools that can be used in forming histograms.Can be tabular, computer based or schematic.1. Identify common defects occurring in the process. 4 3. The user of the check sheet places checkmarks..….3. Histograms: They are graphical representations of data in a bar format.4. Scatter plots: It is used to examine the relationship between variables.1. Determine your x (independent) and y (dependent) variables.4. Observe the plotted data...5. Control charts: It is used to determine whether a process will produce a product orservice with consistent measurable properties.6. Cause and effect diagrams: It is a tool to help move to lower levels of abstraction insolving problems.1. State the problem clearly in the head of the fish.5. Set goals to address the core issues.7. Pareto analysis: It is used to identify and prioritise problems to be solved.1. Gathering categorical data….3. Focussing on the tallest bars in the frequency chart….The 7 new tools for improvement:1. Affinity diagram: It is useful to surface all the issues associated with the problem.1. Identify the problem to be stated.9. Draw a finished affinity diagram…...2. Interrelationship diagram: It shows the relationships between different issues.1. Construct an affinity diagram....5. Draw a double box around the key factors...3. Tree diagram/system flow: To identify steps needed to address given problem.1. Assemble the header cards from the affinity diagram…..4. Continue doing this for successive levels until..….4. Prioritization matrices or grid: To make decisions based on multiple criteria.1. Determine your goal, your alternatives..….8. Rank the alternative according to the importance.5. Matrix diagram: Similar to concept to QFD in its use of symbols, layout & application.1. Determine the number of issues...3. Place the appropriate symbol in the matrix.6. Process decision program chart: To help brainstorm possible contingencies orproblems associated with the implementation of some program or improvement.1. In developing the tree diagram, place the first level boxes….5. Evaluate the countermeasures for feasibility….7. Activity network diagram: known as PERT and used for controlling projects.Others:Spider charts: Graphs that present multiple metrics simultaneously in a two dimensionalplane.
