Week 2 Quality

Subdecks (2)

Cards (99)

  • QUALITY can be a confusing concept, partly because people view quality subjectively and in relation to differing criteria based on their individual roles in the production-marketing value chain.
  • Quality can be defined from six different perspectives:
    Transcendent
    Product
    User
    Value
    Manufacturing
    Customers
  • TRANSCENDENT PERSPECTIVE – defined as the goodness of a product. It is often loosely related to the aesthetic characteristics of products that are promoted by marketing and advertising.
  • PRODUCT PERSPECTIVE – it implies that larger numbers of product attributes are equivalent to higher quality, so designers often try to incorporate more features into products, whether they want them or not.
  • USER PERSPECTIVE – leads to a user-based definition of quality-fitness for intended use, or how well the product performs its intended function.
  • VALUE PERSPECTIVE – the relationship of product benefits to price.
  • MANUFACTURING PERSPECTIVE – provides an unambiguous way to measure quality and determine if a good is manufactured or a service is delivered as it was designed.
  • CUSTOMER PERSPECTIVE – the totality of features and characteristics of a product of service that bears on its ability to satisfy given needs
  • Modern quality assurance methods actually began millennia ago in China during Zhou Dynasty. Inspection at various stages by the workers themselves was important in establishing responsibility for quality
  • Many began to use the term BIG Q to contrast the difference between managing for quality in all organizational processes as opposed to focusing solely on manufacturing quality (LITTLE Q).
  • TOTAL QUALITY MANAGEMENT – is a people-focused management system that aims at continual increase in customer satisfaction at continually lower real cost
  • PERFORMANCE EXCELLENCE can be defined as an integrated approach to organizational performance management
  • GLOBAL RESPONSIBILITY – an organization must be fully aware of global impact of its local decision and realize that as demand grows for the planet’s finite resources, waste is increasingly unacceptable.
  • CONSUMER AWARENESS – organizations must be quick when responding to their customers’ concerns and match their products to customers’ wants and needs, or risk having their customers defect to a competitor.
  • CONSUMER AWARENESS – organizations must be quick when responding to their customers’ concerns and match their products to customers’ wants and needs, or risk having their customers defect to a competitor.
  • GLOBALIZATION – firms have to contend with a growing number of competitors and sources of lower-cost labor and assume the risks associated with global supply chains.
  • INCREASING RATE OF CHANGE – the threat lies in the possibility that humanity won’t be able to adapt to the disruptions that accompany technological advances.
  • WORKFORCE OF THE FUTURE – competition for talent will increase, and along with technological advances, will change how and where work is done.
  • AGING POPULATION – as people live longer, organizations face higher costs for health care and social welfare programs.
  • TWENTY-FIRST CENTURY QUALITY – Quality is moving beyond the organization’s walls to
    encompass a customer’s entire experience with the organization rather than just the quality
    of the product or service.
  • INNOVATION – the pursuit of something different and exciting. Innovation lies at the heart of
    organizational survival.
  • SERVICE ORGANIZATIONS – include all nonmanufacturing organizations such as
    hotels, restaurants, financial and legal services, and transportation, except such
    industries are agriculture, mining, and construction.
  • DR. WILLIAM EDWARDS DEMING He made a significant contribution to Japan's later reputation for innovative high- quality products and its economic power
  • Dr. Joseph M. Juran
    Stated that;
    “Quality does not happen by accident, it has to be planned.”
    “Management controllable defects account for over 80% of the total quality problems”-quality cannot be consistently improved unless the improvement is planned.
  • Malcolm Baldrige National Quality Award
    • Award for excellence through implementation of quality improvement programs
  • Ritz-Carlton first won the award in 1992, and again in 1999
  • TOTAL QUALITY CONTROL (TQC) = System for integrating quality development, maintenance, and improvement into the groups of an organization
  • Armand Feigenbaum
    • Quality control covers defining customers’ needs to obtaining their feedbacks to ensure satisfaction
    • Quality is controlled in the process, not simply after production
  • Philip Crosby
    Believed that:
    • The only performance measurement is the cost of quality -i.e price of non conformance, cost of quality is always a measurable item, quantitative approach
    • The only performance standard is zero defects -i.e. perfection is the target, quantitative approach to quality
  • Genichi Taguchi
    The two founding ideas of his quality work are essentially quantitative:
    • First is a belief in statistical methods to identify and eradicate quality problems.
    • The second rests on designing products and processes to build quality in, right from the
    outset.
    • Karou Ishikawa
    (fish bone/cause and effect diagram)