Operations Management

Week 4
Management of Quality

9-1
Learning Objectives
 Define the term quality as it relates to products and as it
relates to services
 Identify the determinants of quality
 Explain why quality is important and the consequences of
poor quality
 Distinguish the costs associated with quality
 List and briefly explain the elements of the control process
 Explain how control charts are used to monitor a process

9-3
Quality Management
Quality
 The ability of a product or service to consistently meet or
exceed customer expectations
For a decade or so, quality was an important focal point in
business. After a while, this emphasis began to fade as other
concerns took precedence
There has been a recent resurgence in attention to quality
given recent experiences with the costs and adverse attention
associated with highly visible quality failures:
 Auto recalls
 Toys
 Produce
 Pharmaceuticals

9-4
9-5
SERVQUAL: a tool for assessing service
quality
Five dimensions of SERVQUAL

Tangibles
Reliability
Responsiveness
Assurance
Empathy

9-6
Quality Contributors
 Walter Shewart
 “father of statistical quality control”
 Control charts
 Variance reduction
 W. Edwards Deming
 Special vs. common cause variation
 The 14 points, Total Quality Management
 Joseph Juran
 Quality Control Handbook, 1951
 Viewed quality as fitness-for-use
 Quality trilogy– quality planning, quality control, quality
improvement

9-7
Quality Contributors (contd.)
 Armand Feigenbaum
 Quality is a “total field”
 The customer defines quality
 Philip B. Crosby
 Zero defects
 Quality is Free, 1979
 Kaoru Ishikawa
 Cause-and-effect diagram
 Quality circles
 Recognized the internal customer

 Genichi Taguchi
 Taguchi loss function

 Taiichi Ohno and Shigeo Shingo

 Developed philosophy and methods of kaizen

9-8
9-9
Costs of Quality
 Appraisal Costs
 Costs of activities designed to ensure
quality or uncover defects
 Prevention Costs
 All training, planning, customer assessment, process control,
and quality improvement costs to prevent defects from occurring
Failure Costs - costs incurred by defective parts/products
or faulty services.
Internal Failure Costs
 Costsincurred to fix problems that are detected before the
product/service is delivered to the customer.
External Failure Costs
 Allcosts incurred to fix problems that are detected after the
product/service is delivered to the customer

9-10
Quality Certification
 International Organization for Standardization
 ISO 9000
 Set of international standards on quality management and quality
assurance, critical to international business
 ISO 14000
 A set of international standards for assessing a company’s
environmental performance
 ISO 24700
 Pertains to the quality and performance of office equipment that
contains reused components

9-11
Quality Certification
ISO 9000
 Quality Principles
 Principle 1 Customer focus
 Principle 2 Leadership
 Principle 3 Involvement of people
 Principle 4 Process approach
 Principle 5 System approach to management
 Principle 6 Continual improvement
 Principle 7 Factual approach to decision making
 Principle 8 Mutually beneficial supplier relationships

9-12
Quality Awards

Deming Prize
Australia
1. JM Jurun award
2. Kevin Foley award
3. Shilkin award

European Foundati
on for Quality Mod
Baldrige Award el (EFQM) Excelle
nce Award

9-13
Phases of Quality Assurance

9-14
How Much to Inspect

9-15
Seven Basic Quality Tools
1. Flowchart

A flowchart for catalogue

telephone orders

9-16
Seven Basic Quality Tools
2. Check Sheets

Examples of check sheets

For rubber glove

9-17
Seven Basic Quality Tools
3. Histograms.

A Histograms showing the distribution of

different types of repair jobs

9-18
Seven Basic Quality Tools
4. Pareto Analysis
Technique for classifying problem areas according to degree of importance,

Check sheet for rubber glove

A Pareto diagram based on data

9-19
in Check Sheet example
Seven Basic Quality Tools
5. Scatter diagram
A graph that shows the degree and direction of relationship between two
Variables

Example: No of error
50
Humidity per hour
63 30
92 42 45
75 35
84 36
67.5 33 40
62 28 y = 0.3983x + 4.7153
86 38
64 29 35
66.5 32
60 29
30
70 34
64.5 29
66 31
25
94 44
80 37
90 39 20
68 33 50 60 70 80 90 100

9-20
Seven Basic Quality Tools
6. Cause-and-Effect Diagrams
A diagram used to search for the cause(s) of a problem; also called fishbone diagram.

Cause-and-Effect Diagrams
for Late Delivery problem

9-21
Seven Basic Quality Tools
7. Control Charts
A time ordered plot of representative sample statistics obtained from an
ongoing process (e.g. sample means), used to distinguish between random
and nonrandom variability

A flowchart for catalog

telephone orders

9-22
Statistical Process Control (SPC)

Statistical evaluation of the output of a process

Helps us to decide if a process is “in control” or if
corrective action is needed
SPC involves periodically taking samples of
process output and computing sample statistics:

9-23
Process Variability
 Variation
 Random (common cause) variation:
 Natural variation in the output of a process, created by countless
minor factors
 Assignable (special cause) variation:
 A variation whose cause can be identified.
A nonrandom variation

Issue of Process Control

 Are the variations random? If nonrandom variation is
present, the process is said to be unstable.
 Sample statistics are used to judge the randomness of
process variation
9-24
Control Charts:
The Voice of the Process
Control Chart
 A time ordered plot of representative sample statistics
obtained from an ongoing process (e.g. sample means),
used to distinguish between random and nonrandom
variability
 Control limits
The dividing lines between random and nonrandom
deviations from the mean of the distribution
Upper and lower control limits define the range of
acceptable variation

9-25
Types of Data
Variables Attributes
• Characteristics that can • Defect-related
take any real value such as characteristics
weight, speed, height, or • Classify products as either
strength good or bad or count
• May be in whole or in defects
fractional numbers • Categorical or discrete
• Continuous random random variables
variables • Does not address degree
of failure
Control Charts for Data Types

Data

Variables Attribute

- X bar chart:
a. Known standard deviation - P chart
b. Unknown standard deviation - c chart
- R chart
Control Charts for Attributes
Attributes generate data that are counted.
 p-Chart
Control chart used to monitor the proportion of defectives in
a process
 c-Chart
Control chart used to monitor the number of defects per unit

9-28
Use a p-chart:
When observations can be placed into two
categories.
 Good or bad

 Pass or fail

 Operate or don’t operate

When the data consists of multiple samples of

several observations each

9-29
p-chart Control Limits

Total number of defectives

p
Total number of observatio ns
p (1  p )
ˆ p 
n
UCL p  p  z (ˆ p )
LCL p  p  z (ˆ p )

9-30
p-chart Example
An inspector counted the number of defective monthly billing statements of a
telephone company in each of 20 samples. Using the following information,
construct a control chart that will describe 99.7 percent of the chance variation
in the process when the process is in control. Each sample contained 100
statements.

9-31
p-chart Example
Solution
To find z, divide 0.9974 by 2 to obtain 0.4987, and using that value, refer to
Appendix B, Table A to find z 3.00.

9-32
Process is out of control
9-33
c-chart
Use only when the number of occurrences per unit of
measure can be counted; non-occurrences cannot be
counted.
 Scratches, chips, dents, or errors per item
 Cracks or faults per unit of distance
 Breaks or Tears per unit of area
 Bacteria or pollutants per unit of volume
 Calls, complaints, failures per unit of time

UCLc  c  z c
LCLc  c  z c
9-34
c-chart Example
A cab company receives several complaints per day about the behaviour of
its drivers. Over a nine-day period, the owner received the following
numbers of calls from irate passengers: 3,0,8,9,6,7,4,9,8, for a total of 54
complaints. He wants to compute 99.7% control chart limits.

Solution:

c = 54 complaints/9 days = 6 complaints/day

UCLc = c + 3 c LCLc = c - 3 c
=6+3 6 =6-3 6
= 13.35 =0
Is the process in control? 9-35
Question

9-36