week 2
price of non-quality (PONQ)
if you dont focus on quality there will be consequences
accident/injury
effort wasted due to unclear specifications
failure analysis and reporting
fines and penalties
lawsuits
systems failures/computer downtime
unplanned maintenance
predict things that will wind up being failures
not just cost of going to court, there are other costs
reactive approach to quality
traditional approaches to quality → quality control, process control and quality assurance of final product and after-sales services
proactive approach to quality
modern approach → focus beyond products and services preoccupation with quality of all aspects of work-life
work environment, employee
small company can die from small mistakes
one of the problems
resistance to change (exam question draw diagram)
lack of management commitment
game ender
if management won’t buy into idea, failure
it is likely management that is the problem, not the wokrers
lack of training
problem with workers
management decision tho
affinity for traditional method
if it ain’t broke dont fix it
can divide up factors due to either workers/management
if workers are not given proper equipment, quality
idea of superiority or excellence
the sum of total of all characteristics of a product or service that contributes to its superiority and excellence
customer satisfaction/delight
value for money
on-time delivery
maintaining on-time delivery allows for less material sitting around
having a surplus of material can result in it to go to waste due to GMP
but also marketing, it has some part in psychological
focus on quality will cause an increase in productivity and lower cost
worker satisfaction and morale can result in better quality
if work is deemed pointless, quality can decrease
maintaining corporate image is important for quality as well
why do companies strive for quality?
quality is essential to marketability, profitablity, and survival in the marketplace
reduced costs of operation
can reduce burn rate
less money put in, less risk of failure
burn rate = how fast you use up your financing from investors
meeting milestones → investors doing due diligence will expect
improved predictability and reliability
increased efficiency and productivity
quality concerns
every organization has at least two fundamental concerns
what specific methods should be used to implement maintain and continuously improve quality?
procedures for how to approach creating quality
having achieved quality, how do companies communicate this information to their customers/clients
recog of logo is atttached to product/company name
generic quality management systems (QMS)
Deming, Juran, Crosby, Ishikawa
a quality management system may be self-developed and self-directed or it may be an ISO 9000 system which is externally certified
quality is not an accidental product/process → it shouldnt be an afterthought
main elements of quality management systems
quality philosophy and management responsibilities
written documents
analysis (numerical), metrics
hard to measure factors like worker engagement
having appropriate metrics allows for a properly run quality management system
seven-step TQM model
phase 1
management attitudes (structure/people)
ex. systemic racism
fostering management awareness, education, discussion
mission statement
needs to have backing and be meaningful
phase 2
suppliers/customers
partner with suppliers and identify needs, requirements, mission
partner with customers and identify needs, req, mission
what does supplier need from you to meet your requirements
knowing what your customers will want rather than what they want rn
must have respect on both supplier and customer ends
developing constancy and trust with suppliers and customers
phase 3
processes within the operation
identify what are critical processes in total production cycle
can figure out what needs to be fixed
not just mechanical, people are included
who is doing well, what are they doing to do well
identify measurements to maintain process control
can predict range, control range, measure
ultimately decrease variability, increase consistency
phase 4
plan to improve process (policies) — measure statistically
eliminate process variability
phase 5
identify parts of system needing improvement
improvement opportunities = problem
phase 6
standard procvedures to identify - problems, improvement
same procedure but implement more measurements
change O2, CO2, media in response to measurements
ISO 9000/ ISO 14000
10 commandments of TQM
total management commitment
obsession with excellence
constancy of purpose
dont get distracted from quality
customer-driven organization
supplier partnering
employee involvement/empowerment
recognition and incentive
disciplined methodology
continuous learning
value workers, rather than hiring new employee that alr knows how
worker development program provides workers to learn new skills within the company
continuous improvement
forward movement in quality
not necessarily a huge improvement
6-10 → respect for workers
8 + 9 → not directly affecting production
other TQM models
Puri
Deming
Juran
Crosby
Deming
create constancy of purpose for improvement of product + service
adopt new phil
cease dependency on inspection to achieve quality
end practice of awarding business on the basis of price tag alone. instead, minimize total cost by working with a single supplier
build relationships with suppliers and other partners
improve constantly and forever every process for planning, pr
ag
dga
ag
break down barriers between staff areas
eliminate slogans, exhortations, and targets for the work force
those intended to drive production goals
eliminate numerical quotas for the work force and numerical goals for management
remove barriers that rob people of pride of workmanship. eliminate the annual rating or merit system
remove barriers that rob people of pride of workmanship. eliminate the annual rating or merit system
consider flattening of management structure to allow direct contact between workers an senior management
institute a vigorous program of education and self-improvement for everyone
put everybody in the company to work to accomplish the transformation
worker involvement
10 + 11 eliminate bonuses for production goals
Crosby
zero defects planning
slogan related to quality not productivity
zero defects day
several contrasts with Deming approach
problem = sounds like a slogan
recognition
rewarding quality goals
this contrasts with Deming approach of recognizing the team rather than individuals
ISO 9000 - international organization for standardization
ISO means the same
voluntary standards
ISO accepts membership of one standardization organization per country
ISO does not certify or accredit any company
a universally recognized set of quality standards to facilitate the international trade of goods and services
the registrar is a private and independent organization
agrdfa
ISO 9000 merged
ISO 9001 is the main guiding document
ISO 9002 conformance to an existing specification
standard
ISO 9003 focuses on quality assurance
ISO 9004 guidelines for a customized QMS
three tiers to ISO 9000
tier 1. quality manual
standards are general
your organization → develop policies/documents
specific to your organization
not designed to be lengthy or cumbersome
tier 2. quality procedures
how to go about doing all the work of creating the system
what where when who
testing of product, validation of equipment and processes etcs
inspection and testing
tier 3. work instructions and records
how
likely gonna be involved in this tier
SOP, test methods, calibration methods
records including how to record results
also need procedures for dealing with nonconformities: control of access and proper disposal
implementing ISO 9000 quality management system
if internal → may not need registration
commitment of top management
develop an ISO steering team
training in ISO
develop a quality manual
start internal audits
select a registrar
preassessment ← certification/registration process starts here
make improvements
assessment
fix minor discrepancies
obtain registration
surveillance
7-12 = external evaluation: when you need registration