Qulity Managment

prize anxiety for Organizational rectitude Lecture/ innovation Notes By Dr. David L. Goetsch and Stanley Davis Based on the bear tincture Management for Organizational Excellence (7Th Edition) Presented By Dr. Rania A. M Shamah Associate prof of Business Administration 1 ane The count gauge f overleap to tincture Management MAJOR TOPICS What is look? The t aloney timbre court Defined both Views of lineament Key Elements of integral tone of voice summation forest Pivirtuosoers Keys to conglomeration timber Success How is Six Sigma Achieved? The Future of prime(prenominal) Management 2One The Total forest Approach to lineament Management ? part has been define in a number of ways. ? When viewed from a consumers location, it core meeting or exceeding client expectations. ? feeling is a dynamic state associated with products, avails, people, processes, and environments that meets or exceeds expectations. ? Total feature is an sexual climax to doin g vocation that assays to maximise an disposals competitiveness through the continual advance of the reference of its ? products, processs, people, processes, and environments. 3 The Consequences of Poor fictitious character Loss of business ? mathematical productivity ? cost Benefits of Good Quality ? Enhanced reputation for flavor ? qualification to command higher prices ? Increased marketplace sh ar ? Greater customer homage ? Lower li tycoon cost ? less production or service problems ? high profits 4 Responsibility for Quality ? Everyone in the scheme has some certificate of indebtedness for spirit, but certain argonas of the organization atomic number 18 involved in activities that make them aboriginal areas of responsibility. ? Top management ? aim ? procural ? Production/operations ? Quality government agency ? Packaging and shipping ? Marketing and sales ? guest service 5 be of Quality ? Failure be be incurred by defective parts/products or fault y services. indwelling Failure Costs Costs incurred to fix problems that are nonice before the product/service is delivered to the customer. outdoor(a) Failure Costs come uply costs incurred to fix problems that are detected afterward the product/service is delivered to the customer judgement Costs Costs of activities designed to retard quality or uncover defects All TQ training, TQ excogitatening, customer assessment, process view, and quality amelioratement costs to prevent defects from occurring Prevention Costs 6 Ethics and Quality ? lacking(p) work Defective products subscript service Poor designs Shoddy workmanship Substandard parts and materials Having knowledge of this and failing to set up and report it in a by the bye manner is unethical. 7 Total Quality Management T Q M ? A philosophy that involves everyone in an organization in a continual effort to ameliorate quality and achieve customer satisfaction. ? Total quality is not just one individ ual concept. ? It is a number of connect concepts pulled together to create a spatiotemporal nestle to doing business. Many people contributed in meaningful ways to the development of the sundry(a) concepts that are known collectively as rack up quality TQM Approach 1. dominate out what the customer wants 2. Design a product or service that meets or exceeds customer wants 3. Design processes that facilitate doing the affair right the first time 4. hold up track of results 5. Extend these concepts throughout the hang on chain 8 TQM Elements 1. unbroken avail 2. Competitive benchmarking 3. Employee authorisation 4. Team attack 5. Decision based on fact, not opinion 6. Knowledge of tools 7.Supplier quality 8. fight 9. Quality at the source 10. Suppliers are partners in the process 9 Continuous Improvement ? Continuous Improvement ism that seeks to make never-ending make betterments to the process of converting inputs into outputs Kaizen Japanese word for continuous benefit. Quality at the Source ? The philosophy of making each(prenominal) 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 full(a) quality come up are as follows strategically based, customer focus, obsession with quality, scientific prelude, long-term commitment, teamwork, employee interest group and empowerment, continual process improvement, Each grammatical constituent is explained on slides (12- 14) ? The rationale for total quality can be found in the need to compete in the planetary marketplace. ? Countries that are competing successfully in the spheric marketplace are seeing their quality of living 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 ? Strat egically-based ? Total quality organizations have a comprehensive strategic plan that contains at least the interest elements vision, mission, broad objectives, and activities that must be immaculate to accomplish the broad objectives. ? The strategic plan for a total quality organization is designed to give it a sustainable competitive advantage in the marketplace. ? guest Focus ? In a total quality setting, the customer is the driver. This applies to both immanent 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, erect enough 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 pregnant in a total quality setting, they represent still a part of the equation. Another important part of the equation is the use of the scientific approach in structuring work and in decision making and problem figure out that relates to the work. ? Long-Term Commitment ? Organizations that implement management innovations after attending short-term seminars a good deal fail in their initial attempt to adopt the total quality approach. ? This is because they approach total quality as just another management innovation sooner than as a unanimous tender 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 order to continually improve the quality of products or services which is a primordial goal in a total quality setting . ? It is necessary to continually improve systems. ? Continual Process Improvement ? Products 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 sound 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 Perceived Quality Word of Mouth Personal necessitate Expected Quality Past make Quality Dimensions ? ? ? ? ? Reliability Responsiveness self-assertion Empathy TangiblesQuality Assessment 1. Expectations exceeded ESPS (Unacceptable Quality) 16 Perceived Quality Defining Quality Quality is Satisfactory.. Dimensions of Qualit y Reliability The ability to Perform promised service dependably and accurately. Responsiveness Willingness to help customers and to fork out prompt service. Assurance The knowledge and discretion of employees as well as their ability to convey trust and confidence. Empathy The provision of fondness , individualized attention to customers. Ability to be approachable. Tangibles The appearance of Physical facilities equipment, personnel, and ommunication materials.. 17 Quality Gap Model client Perceptions Managing the severalize Communication crevice 4 customer expiation hurly burly 5 Customer Expectations Customer / Marketing Research GAP 1 Understanding the Customer return Delivery 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 bighearted customers some extra value volition delight them by exceeding their expectations and arrest their return 19