Managing Quality Integrating the Supply Chain _ 4th Edition

Managing Quality Integrating the Supply Chain _ 4th Edition

Chapter 2 Quality Theory Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 1-1 2 Quality Theory Chapter 2 What is Theory? Leading Contributors to Theory Viewing Quality Theory from a Contingency Perspective

Theoretical Framework for Quality Management Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2-2 Quality Theory What is Theory? A coherent group of general propositions used as principles of explanation for a class of Phenomena

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2-3 Quality Theory What is Theory? A Theoretical Model Relating Quality Improvement to Worker Quality Improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. Worker Morale

2-4 Quality Theory What is Theory? For a theory to be complete it must have 4 elements: What How

Why Who - Where - When Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2-5 Quality Theory What is Theory? What Involves which variables or factors are included in the Model. The Variables are the What of the model

Quality Improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. Worker Morale 2-6 Quality Theory What is Theory? How The nature, direction and extent of the model. This is

Represented by the arrow in the model Quality Improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. Worker Morale 2-7 Quality Theory What is Theory? Why

The Theoretical glue that holds the model together. Quality Improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. Worker Morale 2-8 Quality Theory What is Theory?

Who - Where - When Place contextual bounds on the model. Quality Improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. Worker Morale 2-9

Quality Theory Leading Contributors to Theory Deming 14 Points for Management 1. Create a consistency of purpose toward improvement of product and service with the aim to become competitive, stay in business and provide jobs Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 10 Quality Theory

Leading Contributors to Theory Deming 14 Points for Management 2. Adopt a new philosophy: We are in a new economic age Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 11 Quality Theory Leading Contributors to Theory Deming

14 Points for Management 3. Cease dependence on mass inspections to improve quality Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 12 Quality Theory Leading Contributors to Theory Deming 14 Points for Management 4. End the practice of awarding business on the basis of price tag alone.

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 13 Quality Theory Leading Contributors to Theory Deming 14 Points for Management 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall.

2 - 14 Quality Theory Leading Contributors to Theory Deming 14 Points for Management 6. Institute training on the job. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 15 Quality Theory

Leading Contributors to Theory Deming 14 Points for Management 7. Improve leadership Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 16 Quality Theory Leading Contributors to Theory Deming 14 Points for Management

8. Drive out fear so that everyone may work effectively for the company Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 17 Quality Theory Leading Contributors to Theory Deming 14 Points for Management 9. Break down barriers between departments Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall.

2 - 18 Quality Theory Leading Contributors to Theory Deming 14 Points for Management 10. Eliminate slogans, exhortations and targets for the workforce that ask for zero defects and new levels of productivity Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 19

Quality Theory Leading Contributors to Theory Deming 14 Points for Management 11. Eliminate work standards on the factory floor Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 20 Quality Theory Leading Contributors to Theory

Deming 14 Points for Management 12. Remove barriers that rob workers of their right to pride in the quality of their work Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 21 Quality Theory Leading Contributors to Theory Deming 14 Points for Management 13. Institute a vigorous program of education and

self improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 22 Quality Theory Leading Contributors to Theory Deming 14 Points for Management 14. Put everybody in the company to work to accomplish the transformation Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall.

2 - 23 Quality Theory Leading Contributors to Theory Juran The Juran Trilogy Planning Control Improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 24

Quality Theory Leading Contributors to Theory Juran The Juran Trilogy Planning Control Improvement Provide the operating forces with the means of producing products that meet the customers needs. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall.

2 - 25 Quality Theory Leading Contributors to Theory Juran The Juran Trilogy Planning Control Improvement Control vs. Breakthrough Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 26

Quality Theory Leading Contributors to Theory Juran The Juran Trilogy Planning Control Improvement Project by project improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 27

Quality Theory Leading Contributors to Theory Juran Paretos Law or the 80/20 rule The majority of quality problems are the result of relatively few causes. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 28 Quality Theory Leading Contributors to Theory

Ishikawa Training Continuous Improvement Statistical quality control Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 29 Quality Theory Leading Contributors to Theory Crosby

Zero Defects Behavior and motivational aspects of quality improvement Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 30 Quality Theory Leading Contributors to Theory The Rest of the Pack Camp

Peters Hammer & Champy Covey Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 31 Quality Theory Quality Theory from a Contingency Perspective There is a mass of contradictory information it

is best to focus on fundamental Questions: What are our strengths? What are our competencies? In what areas do we need to improve? What are our competitors doing to improve? What is our organizational structure? Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 32 Quality Theory Quality Theory from a Contingency Perspective

Core Variables Leadership Information Analysis Strategic Planning Employee Improvement Quality Assurance

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. Customer role in Quality Quality Department Environment Philosophy Driven Quality Breakthrough

Project/team-based improvement 2 - 33 Quality Theory Summary Information Analysis Team Building Strategic Planning Quality Department Role Breakthrough

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 34 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 35

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