Total Quality Management

1. Total Quality Management • A Great Concept .... • ..... But What is IT?

2. Producer Definition Conformance to specifications Reflects priorities on consistent quality and high-performance design Consumer Definition Value and Fitness of Use Hardware, support and psychological impressions Two Perspectives

3. Aspects of Quality* Manufacturing * • Performance • Features • Reliability • Servicability • Durability • Conformance • Aesthetic Characteristics • Perceived Quality

4. Aspects of Quality* Services * • Reliability • Responsiveness • Tangibles • Assurance • Empathy

5. The Quality Gurus • Deming: Management is Responsible • Crosby: Quality is Free • Juran: Quality Trilogy • Planning • Control • Improvement

6. Customer satisfaction TQMWheel

7. Deming Wheel Plan

8. Deming Wheel • Plan Do

9. Deming Wheel Plan Do Check

10. Deming Wheel Plan Act Do Check

11. Deming Wheel Plan Act Do Check

12. Deming’s 14 Points • Establish the objective of constant innovation and improvement • Adopt a new philosophy, we cannot accept the old mistakes and defects • Cease dependence on mass inspection, require statistical evidence that quality is built in • End the practice of awarding busines on the basis of price • Use statistical methods to find troublespots • Institute modern methods of training on the job • Improve supervision - do what is right for the company, don’t just turn out the required quantity

13. Deming’s 14 Points • Drive out FEAR .... • Break down BARRIERS ... • Eliminate posters and slogans • Eliminate work standards that prescribe a numerical quota • Remove barriers between workers and their right to pride in workmanship • Institute a vigorous retraining program • Create top management structure that will push EVERY DAY for these points

14. RIVETHEAD: Tales From The Assembly LineBy Ben Hamper • A violation of how many of Deming’s points?

15. ISO9000 • Standards for companies doing business in the EC • Certification by hearing from qualified external examiner • Certification does NOT mean anything about quality of a product .... • Instead, it means that company can provide documentation supporting their quality claims.

16. Quality Management Costs As Quality Cost Category Increases, Costs: Prevention Increase Appraisal Decrease Internal Failure Decrease External Failure Decrease

17. Costs of Detecting a Defect Cost of Detection ($) Process Final Testing Customer

18. Costs of Detecting a Defect Cost of Detection ($) Process Final Testing Customer

19. Costs of Detecting a Defect Prevention Costs Cost of Detection ($) Process Final Testing Customer

20. Seven Quality Tools • Checklists • Histograms • Bar Charts • Pareto Charts • Scatter Diagrams • Cause-and-Effect Diagrams • Graphs

21. QualityFunctionDeployment The House of Quality

22. Voice of the Customer

23. Voice of the Customer Relative importance Easy to close from outside 7 Stays open on a hill 5 Easy to open from outside 3 Doesn’t kick back 3 . . . Doesn’t leak in rain 3 No road noise 2 . . . Easy to open and close door Isolation

24. Voice of the Customer

25. Competitive Analysis

26. Competitive Analysis Customer perceptions 1 2 3 4 5 Our car A’s car B’s car

27. Competitive Analysis

28. Voice of the Engineer

29. Voice of the Engineer Open-close effort Sealing- insulation + Acoustic transmission, window + Check force on level ground + Check force on 10º slope ... ... + Road noise reduction + Door seal resistance - Energy to close door - Energy to open door - Peak closing force + Water resistance

30. Voice of the Engineer

31. Correlations

32. Correlations X X Relationships Strong positive Medium positive XMedium negative XStrong negative

33. Correlations

34. Technical Comparison

35. Technical Comparison Measurement units ft-lb lb lb ft-lb lb lb/ft - db psi Our car door 11 12 6 10 18 3 .10 9 70 A’s car door 9 12 6 9 13 2 .10 5 60 B’s car door 9.5 11 7 11 14 2 .10 6 60 Technical difficulty 4 5 1 1 3 1 3 3 5 Imputed importance (%) 10 6 4 9 1 6 2 4 3 Estimated cost (%) 5 2 2 9 5 6 6 9 2 Targets 7.5 9 6 7.5 12 3 .10 9 70 Objective measures

36. Technical Comparison

37. Trade-offs

38. Trade-offs X Relationships X Strong positive Medium positive XMedium negative XStrong negative X X X X X X X X

39. Trade-offs

40. Machines Personnel Effect Materials Process Cause-and-EffectDiagrams

41. Delayed flight departures Checker Board Airlines

42. Equipment Aircraft late to gate Mechanical failures Delayed flight departures Checker Board Airlines

43. Equipment Personnel Passenger processing at gate Aircraft late to gate Late cabin cleaners Mechanical failures Unavailable cockpit crew Late cabin crew Delayed flight departures Checker Board Airlines

44. Equipment Personnel Passenger processing at gate Aircraft late to gate Late cabin cleaners Mechanical failures Unavailable cockpit crew Late cabin crew Delayed flight departures Late baggage to aircraft Late fuel Late food service Materials Checker Board Airlines

45. Equipment Personnel Passenger processing at gate Aircraft late to gate Late cabin cleaners Mechanical failures Unavailable cockpit crew Late cabin crew Delayed flight departures Poor announcement of departures Late baggage to aircraft Weight/balance sheet late Delayed check-in procedure Late fuel Waiting for late passengers Late food service Procedures Materials Checker Board Airlines

46. Equipment Personnel Passenger processing at gate Aircraft late to gate Other Late cabin cleaners Mechanical failures Unavailable cockpit crew Weather Late cabin crew Air traffic delays Delayed flight departures Poor announcement of departures Late baggage to aircraft Weight/balance sheet late Delayed check-in procedure Late fuel Waiting for late passengers Late food service Procedures Materials Checker Board Airlines