Qulity Managment

tonus Management for Organizational purity Lecture/Presentation Notes By Dr. David L. Goetsch and Stanley Davis Based on the book case Management for Organizational Excellence (7Th Edition) Presented By Dr. Rania A. M Shamah Associate Professor of Business Administration 1 One The issue forth reference Approach to tincture Management major(ip) TOPICS What is theatrical role? The original lumber Approach delimitate Two Views of feeling Key Elements of core caliber Total superior Pioneers Keys to Total woodland Success How is Six Sigma Achieved? The Future of Quality Management 2One The Total Quality Approach to Quality Management ? Quality has been defined in a number of ways. ? When viewed from a consumers spot, it means meeting or particular(a) guest expectations. ? Quality is a dynamic state associated with products, dishs, deal, processes, and environments that meets or exceeds expectations. ? Total prime(a) is an approach to doing business that attemp ts to maximize an nerves engagement through the uninterrupted mitigatement of the reference of its ? products, avails, people, processes, and environments. 3 The Consequences of Poor Quality Loss of business ? Productivity ? cost Benefits of Good Quality ? deepen reputation for quality ? Ability to command higher prices ? Increased trade sh atomic number 18 ? Greater customer loyalty ? Lower liability be ? Fewer production or service problems ? Higher profits 4 Responsibility for Quality ? Everyone in the organisation has many responsibility for quality, exclusively certain atomic number 18as of the organization are involved in activities that make them signalize areas of responsibility. ? Top solicitude ? Design ? Procurement ? Production/operations ? Quality assurance ? Packaging and shipping ? selling and sales ? customer service 5 be of Quality ? Failure Costs costs incurred by defective split/products or faulty go. Internal Failure Costs Costs incurred to fix problems that are detected before the product/service is delivered to the customer. External Failure Costs every costs incurred to fix problems that are detected after the product/service is delivered to the customer Appraisal Costs Costs of activities designed to ensure quality or uncover defects All TQ training, TQ planning, customer assessment, process control, and quality gain costs to prevent defects from occurring legal profession Costs 6 Ethics and Quality ? Substandard work uncollectible products Substandard service Poor designs Shoddy workmanship Substandard parts and materials Having knowledge of this and failing to correct and report it in a wellspring sentenced(p) manner is unethical. 7 Total Quality Management T Q M ? A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. ? Total quality is not just one individual concept. ? It is a number of cogitate concepts pulled togeth er to create a comprehensive approach to doing business. Many people contributed in meaningful ways to the development of the various concepts that are know collectively as enumerate quality TQM Approach 1. Find proscribed what the customer wants 2. Design a product or service that meets or exceeds customer wants 3. Design processes that facilitate doing the job right the first time 4. Keep track of results 5. Extend these concepts throughout the supply chain 8 TQM Elements 1. Continuous improvement 2. Competitive benchmarking 3. Employee potency 4. Team approach 5. finality based on fact, not opinion 6. Knowledge of tools 7.Supplier quality 8. prizewinning 9. Quality at the source 10. Suppliers are partners in the process 9 Continuous Improvement ? Continuous Improvement Philosophy that seeks to make never-ending improvements to the process of converting inputs into outputs Kaizen Japanese word for continuous improvement. Quality at the reference work ? The philosophy of m aking each worker responsible for the quality of his or her work Do it right and If it isnt right, fix it 10 The Total Quality Approach Defined Total Quality What It Is and How It Is Achieved ?Key characteristics of the inwardness quality approach are as follows strategic totallyy based, customer focus, coercion with quality, scientific approach, long-term commitment, teamwork, employee involvement and empowerment, continual process improvement, Each portion is explained on slides (12- 14) ? The rationale for total quality can be entrap in the need to compete in the global marketplace. ? Countries that are competing successfully in the global marketplace are seeing their quality of animation improve. ? Those that cannot are seeing theirs decline. 11 The Total Quality Approach DefinedTotal Quality What It Is and How It Is Achieved Key characteristics of the total quality approach are as follows ? Strategically-based ? Total quality organizations have a comprehensive strategic plan that contains at least the following elements vision, mission, broad objectives, and activities that must be completed to pass the broad objectives. ? The strategic plan for a total quality organization is designed to give it a sustainable competitive advantage in the marketplace. ? Customer Focus ? In a total quality setting, the customer is the driver. This applies to both internal and external customers. ? Obsession with Quality ? This means all personnel at all levels approach all aspects of the job from the perspective of How can we do this better? When an organization is obsessed with quality, good sufficiency is never good enough. 12 The Total Quality Approach Defined Total Quality What It Is and How It Is Achieved Key characteristics of the total quality approach are as follows ? Scientific Approach ? While it is true that people skills, involvement, and empowerment are important in a total quality setting, they diddle only a part of the equation. Another important part of the equation is the use of the scientific approach in structuring work and in conclusion making and problem solving that relates to the work. ? Long-Term Commitment ? Organizations that implement management innovations after attending short-term seminars often fail in their initial attempt to adopt the total quality approach. ? This is because they approach total quality as just another management innovation rather than as a alone new way of doing business that requires a whole new corporate culture. 13 The Total Quality Approach DefinedTotal Quality What It Is and How It Is Achieved ? Teamwork ? Internal competition tends to use energy that should be focused on improving quality, and, in turn, external competitiveness. ? Continual Improvement of Systems ? In coordinate to continually improve the quality of products or services which is a fundamental goal in a total quality setting. ? It is necessary to continually improve systems. ? Continual Process Improvement ? Produ cts are developed and services are delivered by people using processes within environments (systems). To continually improve the quality of products and services-which is a fundamental goal in a total quality setting- it is necessary to continually improve the processes that make up the organizations systems. 14 Three-Legged Stool of Total Quality Measures ? statistical process control ? Benchmarking ? Quality tools People ? Quality is built in ? Quality is expected not inspected ? Employees are empowered Processes ? Continual improvement ? Good enough is never good enough 15 comprehend Quality Word of Mouth Personal Needs Expected Quality Past Experience Quality Dimensions ? ? ? ? ? Reliability Responsiveness Assurance Empathy TangiblesQuality mind 1. Expectations exceeded ESPS (Unacceptable Quality) 16 Perceived Quality Defining Quality Quality is Satisfactory.. Dimensions of Quality Reliability The ability to Perform promised service dependably and accurately. Responsiveness Willingness to dish up customers and to provide prompt service. Assurance The knowledge and courtesy of employees as well as their ability to convey trust and confidence. Empathy The provision of caring , separate attention to customers. Ability to be approachable. Tangibles The appearance of Physical facilities equipment, personnel, and ommunication materials.. 17 Quality Gap Model Customer Perceptions Managing the Evidence Communication scuttle 4 Customer Satisfaction GAP 5 Customer Expectations Customer / Marketing Research GAP 1 Understanding the Customer Service pitch Management Perceptions of Customer Expectations Design GAP 2 Conformance GAP 3 Conformance Service Standards Product Design 18 Customer Satisfaction All customers want to be satisfied. Customer loyalty is only due to the lack of a better alternative Giving customers some extra value will delight them by exceeding their expectations and go steady their return 19