Quality What Happened to Quality From tainted beef
Quality
What Happened to Quality From tainted beef to spinach, from lead-painted toys to poisoned pet food, the costs in scrapped product, consumer lawsuits and lost brand equity from defects and recalls are huge and growing………. (source). • Toyota, once a leader in a quality-focused production line , has suffered a rash of defects that have caused the company to drop in Consumer Reports Car Reliability ratings, (source). • Harley Davidson Motor Company, plagued by several recalls in recent years, temporarily shut down its York production facility in January 2017, due to a critical malfunction of a clutch assembly, (source). • An outbreak of salmonella food poisoning caused from tainted tomatoes at Chipotle Restaurants in Minnesota resulted in 64 customers sickened, and 9 hospitalized, (source). • Some of New York City’s most iconic hotels have faced attacks of bedbugs, with infestations rising from 82 to 4, 084 in the years 2004 -2015, (source).
Quality Not easy to define because it means something different to different people. • The producer of a product might define quality as the product’s conformance to design specs • A consumer might define quality as the product’s fitness for its intended use • A service provider might define quality as the ongoing process of building and maintaining positive relationships with customers, (source).
Quality But whatever the reason, maintaining Quality is Important • Poor quality tarnishes the reputation of the company and its brand • High standard of quality offers a competitive advantage • High standard of quality leads to increased market share • Poor quality is costly • Poor quality creates customer dissatisfaction • Poor quality lowers profit • Poor quality will stop the supply chain • Poor quality can lead to litigation and law suits • Poor quality can kill 1 The Cost of Poor Quality https: //www. youtube. com/watch? v=j. Yj_R 4 o. CTPI
Cost of Quality Costs incurred to prevent or avoid quality problems • • • Product or service requirements—establishment of specifications for incoming materials, processes, finished products, and services Quality planning—creation of plans for quality, reliability, operations, production, and inspection Quality assurance—creation and maintenance of the quality system Training—development, preparation, and maintenance of programs, (source). Costs incurred to remedy defects discovered by customers. • • Repairs and servicing—of both returned products and those in the field Warranty claims—failed products that are replaced or services that are re-performed under a guarantee Complaints—all work and costs associated with handling and servicing customers’ complaints Returns—handling and investigation of rejected or recalled products, including transport costs
Measuring & Managing Quality Root Cause Analysis – CED, (Cause and Effect Diagram) • A problem solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. A common approach is to ask why five times – each time moving a step closer to discovering the true underlying problem.
Measuring & Managing Quality After Action Review – Process Mapping • A technique of using flowcharts to illustrate the flow of a process and identify opportunities for improvement. • Usually compare old against new process in an effort to make a better process
Quality – When Average isn’t Good Enough Steve Jobs never thought average thoughts, even as he and partner Steve Wozniak were fiddling with electronics to build the first Apple computer, (source). Jobs’ 6 Principles to creating a quality product: 1. Do what you love. Passion is everything. Innovation doesn’t happen without it. Steve Jobs was not passionate about computers; he was passionate about building quality tools to help people unleash their potential. 2. Put a dent in the universe. Passion fuels the rocket; vision directs the rocket to its ultimate destination. Jobs had a vision to “put a quality computer in the hands of everyday people. ” 3. Innovating a quality product is connecting things. Steve Jobs believed that a broad set of experiences lead people to conclusions that others might have missed. Jobs took calligraphy in college; a course with no practical application to his life. It all came back later with Macintosh, the first computer with beautiful typeface, fonts, and calligraphy.
Quality – When Average isn’t Good Enough 4. Say no to 1, 000 things: When Jobs returned to Apple he dramatically reduced the number of products the company made so each product had an A-team innovating top of the line, quality products. 5. Create “insanely great” experiences. Steve Jobs innovated around the customer experience by benchmarking against the very best models in customer service. The Apple Store was inspired by The Ritz-Carlton. Jobs didn't choose to look at his competitors; he had a bigger vision for what a consumer experience might look like in a retail store selling computers. 6. Sell dreams, not products. When Jobs opened the first Apple Store in 2001 he said the store was not meant to ‘sell computers. ’ Instead it would ‘enrich lives. ’ Create quality products that help people achieve their dreams and you’ll win them over, (source).
The Tragedy of the R. M. S. Titanic Cause & Effect On the evening of Sunday, April 14, 1912, R. M. S. Titanic, while on her maiden voyage, struck an iceberg about two days from New York City. Within 3 hours, she was gone, (source).
The Tragedy of the R. M. S. Titanic Cause & Effect • On this epic voyage, there were 2, 201 passengers and crew members, of which 711 survived. • Initially, it was thought that the survivors came primarily from the first class compartments, (with some from the second class). After all, the passengers in the first class had paid the most to travel on the Titanic’s maiden voyage, (in some cases paying in excess of $100, 000 in today’s dollars). They represented some of the most important people in 1912 society and were the closest to the lifeboats. • In contrast, the third class was located the furthest away from the lifeboats. Also, as a result of the U. S. immigration requirements, the gates that would have given the third class passengers access to the lifeboats were locked when Titanic left Southampton, (source). • Many aboard including crew and passengers died with the Titanic. The Titanic praised for its opulence and luxuries offered to the highest members of society was deemed, "unsinkable. " So, what went terribly wrong?
The Tragedy of the R. M. S. Titanic Cause & Effect 1. Create a Cause and Effect (Fishbone) diagram, that shows (root causes) why so many people died on this ship. Using your Smartphone, google possible causes. Causes may be but are not limited to: • • • Class distinction Environmental Structural/Quality of boat Evacuation Process Too few life boats 2. Now that you have identified the root causes on your Cause and Effect diagram, create a Process Mapping diagram, that illustrates the steps you would now take to correct the problems and save all of the passengers on-board.
CED(Fishbone Diagram) Groups of Causes Sub Causes Problem Sub Causes Groups of Causes http: //creately. com/diagram/example/i 5 h 07 sn 41/Fishbone%20 Diagram
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