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C hapter 17

C hapter 17. Q uality planning and control. Source: Archie Miles. The transcendent approach views quality as synonymous with innate excellence. The manufacturing-based approach assumes quality is all about making or providing error-free products or services.

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C hapter 17

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  1. Chapter 17 Quality planning and control Source: Archie Miles

  2. The transcendent approach views quality as synonymous with innate excellence. The manufacturing-based approach assumes quality is all about making or providing error-free products or services. The user-based approach assumes quality is all about providing products or services that are fit for their purpose. The product-based approach views quality as a precise and measurable set of characteristics. The value-based approach defines quality in terms of ‘value’. The various definitions of quality

  3. Benefits from a quality focus Better Products Quality Focus Fewer Defects

  4. Functionality – how well the product or service does the job for which it was intended Appearance – the aesthetic appeal, look, feel, sound and smell of the product or service Reliability – the consistency of performance of the product or service over time Durability – the total useful life of the product or service Recovery – the ease with which problems with the product or service can be rectified or resolved Contact – the nature of the person-to-person contacts that take place Quality characteristics of goods and services

  5. Quality fitness for purpose Reliability ability to continue working at accepted quality level Quality of design degree to which design achieves purpose Quality of conformance faithfulness with which the operation agrees with design Variables things you can measure Attributes things you can assess and accept or reject Quality

  6. The Economics of Quality Total Cost of Quality Control costs Failure costs Prevention Appraisal Internal Failure External Failure

  7. Defining the costs of Quality Prevention : Costs associated with design and planning of a Quality programme Appraisal : Costs involved in the direct appraisal of quality both in plant and in field Internal Failure : Occurrence of defective product in plant External Failure : Failure of product or service in field

  8. Dimensions of Service Quality Five principal dimensions that customers use to judge service quality. These dimensions are listed in order of declining relative importance to customers. • Reliability • Responsiveness Dependability Accuracy Reliability Promptness of service Service failure

  9. Assurance Knowledge and Courtesy Competence Politeness and respect Effective communication Server attitude

  10. Empathy Caring Individualised attention Approachability Sense of security Understanding Customer's needs. • Tangibles Physical facilities

  11. Quality Dimensions Word of Mouth Personal Needs Past Experience • Perceived • Service • Quality • ES < PS Quality • Surprise • ES = PS Satisfactory • ES > PS Unacceptable • Quality Dimensions of Service Quality Reliability Responsiveness Assurance Empathy Tangibles Expected Service Perceived service

  12. Gap Gap Perceived quality is governed by the gap between customers’ expectations and their perceptions of the product or service Customers’ expectations for the product or service Customers’ perceptions of the product or service Customers’ perceptions of the product or service Customers’ expectations for the product or service Customers’ perceptions of the product or service Customers’ expectations for the product or service Expectations > perceptions Expectations = perceptions Expectations < perceptions Perceived quality is acceptable Perceived quality is poor Perceived quality is good “Quality Surprise” “Unacceptable Quality”

  13. Customer’s perceptions concerning the product or service Customer’s expectations concerning a product or service The customer’s domain Gap 4 Customer’s own specification of quality The actual product or service Gap 1 Organization’s specification of quality Management’s concept of the product or service Gap 3 The operation’s domain A ‘gap’ model of quality Word-of-mouth communications Previous experience Image of product or service Gap ? Gap 2

  14. The perception–expectation gap Action required to ensure high Main organizational perceived quality responsibility Ensure consistency betweeninternal quality specification andthe expectations of customers Marketing, operations, product/service development Gap 1 Marketing, operations, product/service development Ensure internal specification meets its intended concept of design Gap 2 Ensure actual product or service conforms to internally specified quality level Gap 3 Operations Ensure that promises made to customers concerning the product or service can really be delivered Marketing Gap 4

  15. High quality puts costs down and revenue up

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