Operations Management Lecture 5 Managing Quality Power Point

Operations Management Lecture 5 – Managing Quality Power. Point presentation to accompany Heizer/Render Principles of Operations Management, 7 e Operations Management, 9 e © 2008 Prentice Hall, Inc. 6– 1

Recap þ Defining Quality þ What is Quality þ Basic Quality function þ Quality Assessment Criteria þ Principle dimensions of quality þ Quality and Strategy þ Implications of Quality © 2008 Prentice Hall, Inc. 6– 2

Recap… þ Cost of Quality þ Leaders in Quality þ Ethics and Quality Management þ International Quality Standards þ ISO 9000 þ ISO 14000 © 2008 Prentice Hall, Inc. 6– 3

Outline – Continued þ TQM & Deming 14 points þ Total Quality Management þ Continuous Improvement þ Six Sigma þ Employee Empowerment þ Benchmarking þ Just-in-Time (JIT) þ Taguchi Concepts © 2008 Prentice Hall, Inc. þ Knowledge of TQM Tools 6– 4

Outline – Continued þ Tools of TQM þ Check Sheets þ Scatter Diagrams þ Cause-and-Effect Diagrams þ Pareto Charts þ Flowcharts þ Histograms þ Statistical Process Control (SPC) © 2008 Prentice Hall, Inc. 6– 5

Learning Objectives When you complete this chapter you should be able to: þ Understanding TQM concepts and approaches þ Explain Six Sigma þ Explain how benchmarking is used þ Explain quality robust products and Taguchi concepts þ Use the seven tools of TQM © 2008 Prentice Hall, Inc. 6– 6

TQM Encompasses entire organization, from supplier to customer Stresses a commitment by management to have a continuing, companywide drive toward excellence in all aspects of products and services that are important to the customer © 2008 Prentice Hall, Inc. 6– 7

Deming’s Fourteen Points 1. Create consistency of purpose 2. Lead to promote change 3. Build quality into the product; stop depending on inspection 4. Build long-term relationships based on performance, not price 5. Continuously improve product, quality, and service 6. Start training 7. Emphasize leadership © 2008 Prentice Hall, Inc. 6– 8

Deming’s Fourteen Points 8. Drive out fear 9. Break down barriers between departments 10. Stop haranguing workers 11. Support, help, improve 12. Remove barriers to pride in work 13. Institute a vigorous program of education and self-improvement 14. Put everybody in the company to work on the transformation Table 6. 1 © 2008 Prentice Hall, Inc. 6– 9

Seven Concepts of TQM þ Continuous improvement þ Six Sigma þ Employee empowerment þ Benchmarking þ Just-in-time (JIT) þ Taguchi concepts þ Knowledge of TQM tools © 2008 Prentice Hall, Inc. 6 – 10

Continuous Improvement þ Represents continual improvement of all processes þ Involves all operations and work centers including suppliers and customers þ People, Equipment, Materials, Procedures © 2008 Prentice Hall, Inc. 6 – 11

Shewhart’s PDCA Model 1. Plan 4. Act Identify the Implement improvement and make the plan a plan 3. Check Is the plan working? Zero Defects Kaizen 2. Do Test the plan Continuous Improvement © 2008 Prentice Hall, Inc. 6 – 12

Six Sigma þ Two meanings þ Statistical definition of a process that is 99. 9997% capable, 3. 4 defects per million opportunities (DPMO) þ A program designed to reduce defects, lower costs, and improve customer satisfaction © 2008 Prentice Hall, Inc. 6 6 – 13

Six Sigma Lower limits Upper limits 2, 700 defects/million 3. 4 defects/million Mean ± 3 ± 6 © 2008 Prentice Hall, Inc. 6 – 14

Six Sigma Program þ Originally developed by Motorola, adopted and enhanced by Honeywell and GE þ Highly structured approach to process improvement þ A strategy þ A discipline - DMAIC © 2008 Prentice Hall, Inc. 6 6 – 15

Six Sigma 1. Define critical outputs and identify gaps for improvement 2. Measure the work and collect process data 3. Analyze the data DMAIC Approach 4. Improve the process 5. Control the new process to make sure new performance is maintained © 2008 Prentice Hall, Inc. 6 – 16

Six Sigma Implementation þ Emphasize defects per million opportunities as a standard metric þ Provide extensive training þ Create qualified process improvement experts (Black Belts, Green Belts, etc. ) þ Set stretch objectives This cannot be accomplished without a major commitment from top level management © 2008 Prentice Hall, Inc. 6 – 17

Employee Empowerment þ Getting employees involved in product and process improvements þ 85% of quality problems are due to process and material þ Techniques þ Build communication networks that include employees þ Develop open, supportive supervisors þ Move responsibility to employees þ Build a high-morale organization þ Create formal team structures © 2008 Prentice Hall, Inc. 6 – 18

Quality Circles þ Group of employees who meet regularly to solve problems þ Trained in planning, problem solving, and statistical methods þ Often led by a facilitator þ Very effective when done properly © 2008 Prentice Hall, Inc. 6 – 19

Benchmarking Selecting best practices to use as a l standard for performance a n er nt rking i e Us hma ig c ’re b n e b you if nough e þ Determine what to benchmark þ Form a benchmark team þ Identify benchmarking partners þ Collect and analyze benchmarking information þ Take action to match or exceed the benchmark © 2008 Prentice Hall, Inc. 6 – 20

Best Practices for Resolving Customer Complaints þ Make it easy for clients to complain þ Respond quickly to complaints þ Resolve complaints on first contact þ Use computers to manage complaints þ Recruit the best for customer service jobs © 2008 Prentice Hall, Inc. 6 – 21

Just-in-Time (JIT) Relationship to quality: þ JIT cuts the cost of quality þ JIT improves quality þ Better quality means less inventory and better, easier-toemploy JIT system © 2008 Prentice Hall, Inc. 6 – 22

Just-in-Time (JIT) þ ‘Pull’ system of production scheduling including supply management þ Production only when signaled þ Allows reduced inventory levels þ Inventory costs money and hides process and material problems þ Encourages improved process and product quality © 2008 Prentice Hall, Inc. 6 – 23

Taguchi Concepts þ Engineering and experimental design methods to improve product and process design þ Identify key component and process variables affecting product variation þ Taguchi Concepts þ Quality robustness þ Quality loss function þ Target-oriented quality © 2008 Prentice Hall, Inc. 6 – 24

Quality Robustness þ Ability to produce products uniformly in adverse manufacturing and environmental conditions þ Remove the effects of adverse conditions þ Small variations in materials and process do not destroy product quality © 2008 Prentice Hall, Inc. 6 – 25

Quality Loss Function þ Shows that costs increase as the product moves away from what the customer wants Targetþ Costs include customer d e t n e i r o dissatisfaction, warranty quality and service, internal scrap and repair, and costs to society þ Traditional conformance specifications are too simplistic © 2008 Prentice Hall, Inc. 6 – 26

Quality Loss Function L = D 2 C High loss Unacceptable Loss (to producing organization, customer, and society) Poor Fair Good Best Low loss Target-oriented quality yields more product in the “best” category Target-oriented quality brings product toward the target value Frequency Lower © 2008 Prentice Hall, Inc. where L = loss to society D = distance from target value C = cost of deviation Target Upper Specification Conformance-oriented quality keeps products within 3 standard deviations 6 – 27

Tools of TQM þ Tools for Generating Ideas þCheck sheets þScatter diagrams þCause-and-effect diagrams þ Tools to Organize the Data þPareto charts þFlowcharts þ Tools for Identifying Problems þHistogram þStatistical process control chart © 2008 Prentice Hall, Inc. 6 – 28

Seven Tools of TQM (a) Check Sheet: An organized method of recording data Defect A B C © 2008 Prentice Hall, Inc. 1 /// // / 2 / / // 3 / Hour 4 5 / / / 6 / 7 /// // // 8 / //// 6 – 29

Seven Tools of TQM Productivity (b) Scatter Diagram: A graph of the value of one variable vs. another variable Absenteeism © 2008 Prentice Hall, Inc. 6 – 30

Seven Tools of TQM (c) Cause-and-Effect Diagram: A tool that identifies process elements (causes) that might effect an outcome Cause Materials Methods Effect Manpower © 2008 Prentice Hall, Inc. Machinery 6 – 31

Seven Tools of TQM Percent Frequency (d) Pareto Chart: A graph to identify and plot problems or defects in descending order of frequency A © 2008 Prentice Hall, Inc. B C D 80 % of the firm’sproblems are a result of only 20% of the causes E 6 – 32

Seven Tools of TQM (e) Flowchart (Process Diagram): A chart that describes the steps in a process © 2008 Prentice Hall, Inc. 6 – 33

Seven Tools of TQM (f) Histogram: A distribution showing the frequency of occurrences of a variable Frequency Distribution Repair time (minutes) © 2008 Prentice Hall, Inc. 6 – 34

Seven Tools of TQM (g) Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a statistic Upper control limit Target value Lower control limit Time © 2008 Prentice Hall, Inc. 6 – 35

Forthcoming lecture- Managing Quality (Quality Tools implications and problem solving) © 2008 Prentice Hall, Inc. 6 – 36