Total Quality Management - CII Institute of Logistics

More documents

Recommendations

Info

Total Quality Management a company will be selected to receive the Deming award, the quality control circle, and cause-and-effect diagrams--a principle tool for quality management. Taguchi’s contributions were centered on explaining the economic value of reducing variation. He maintained that the manufacturing-based definition of quality as conformance to specification limits is inherently flawed. He also contributed to improving engineering approaches to product design. By designing a product that is insensitive to variation in manufacture, specification limits become meaningless. Taguchi advocated certain techniques of experimental design to identify the most important design variables in order to minimize the effects of uncontrollable factors on product variation. Thus, his approaches attacked quality problems early in the design stage rather than react to problems that might arise later in production. Taguchi measured quality as the variation from the target value of a design specification, and then translated that variation into an economic "loss function" that expresses the cost of variation in monetary terms. In doing this, Taguchi offered a method of measuring the monetary loss resulting from creation of products or services that do not conform to quality standards. This method was used by Deming to compare the decreased costs of producing products or services with quality values closer to those of standard quality specifications. CII Institute of Logistics 16 Website: www.ciilogistics.com
Total Quality Management 1.7 Quality and Competitiveness Attempt to Define and Delineate Quality Webster's definition of quality is vague and simplistic. "(Quality is) that which makes something what it is; characteristic element." The ANSI/ASQ definition states quality is "the totality of features and characteristics of a product or service that bears on its ability to satisfy given needs." No single definition is adequate because customer needs are constantly changing and because quality is "situational" -- e.g. a good design for one purpose, and in the eyes of one set of customers, may represent a poor design for another use or another set of customers. Reliance on a single definition of quality is frequently a source of problems. Formal definitions of quality followed by distilled practitioners are given in the following table: Popular Quality Definitions Transcendent definition: Excellence Product-based definition: Quantities of product attributes User-based definition: Fitness for intended use Value-based definition: Quality vs. price Manufacturing-based definition: Conformance to specifications Quality definitions, such as the user-based, value-based, and even manufacturingbased concepts are applicable both to products and services. For example, in a university setting, fitness for intended use may be seen by the example of a small liberal-arts college that provides an outstanding science curriculum for people who CII Institute of Logistics 17 Website: www.ciilogistics.com
Page 1 and 2: Total Quality Management SEMESTER -
Page 3 and 4: Total Quality Management Course Con
Page 5 and 6: Total Quality Management Historical
Page 7 and 8: Total Quality Management practition
Page 9 and 10: Total Quality Management Deming’s
Page 11 and 12: Total Quality Management numbers to
Page 13 and 14: Total Quality Management measuring
Page 15: Total Quality Management (6) People
Page 19 and 20: Total Quality Management 1.8 Compet
Page 21 and 22: Total Quality Management Ident
Page 23 and 24: Total Quality Management informatio
Page 25 and 26: Total Quality Management 4) Compete
Page 27 and 28: Total Quality Management Does s
Page 29 and 30: Total Quality Management Fig 3 The
Page 31 and 32: Total Quality Management mechanism
Page 33 and 34: Total Quality Management TQ focused
Page 35 and 36: Total Quality Management Every proc
Page 37 and 38: Total Quality Management Effectiven
Page 39 and 40: Total Quality Management 2. 6 Bench
Page 41 and 42: Total Quality Management 2.8 Key Re
Page 43 and 44: Total Quality Management Values: Va
Page 45 and 46: Total Quality Management Implementa
Page 47 and 48: Total Quality Management 3.3 The Im
Page 49 and 50: Total Quality Management Identify
Page 51 and 52: Total Quality Management The fact t
Page 53 and 54: Total Quality Management ii. iii. m
Page 55 and 56: Total Quality Management business n
Page 57 and 58: Total Quality Management Accounts :
Page 59 and 60: Total Quality Management By adoptin
Page 61 and 62: Total Quality Management iii. Someo
Page 63 and 64: Total Quality Management details of
Page 65 and 66: Total Quality Management Statistica
Page 67 and 68:
Total Quality Management All the id
Page 69 and 70:
Total Quality Management 12 x 11 x
Page 71 and 72:
Total Quality Management CAUSES OF
Page 73 and 74:
Total Quality Management good quali
Page 75 and 76:
Total Quality Management x x x x x
Page 77 and 78:
Total Quality Management 2. Where i
Page 79 and 80:
Total Quality Management Between di
Page 81 and 82:
Total Quality Management On the cha
Page 83 and 84:
Total Quality Management This chart
Page 85 and 86:
Total Quality Management 20 16 12 8
Page 87 and 88:
Total Quality Management If you int
Page 89 and 90:
Total Quality Management The feelin
Page 91 and 92:
Total Quality Management Bird’s E
Page 93 and 94:
Total Quality Management Please not
Page 95 and 96:
Total Quality Management Motorola
Page 97 and 98:
Total Quality Management Table 5.1
Page 99 and 100:
Total Quality Management Employees
Page 101 and 102:
Total Quality Management Benchmarki
Page 103 and 104:
Total Quality Management but amazin
Page 105 and 106:
Total Quality Management 5.5 A Broa
Page 107 and 108:
Total Quality Management Communica
Page 109 and 110:
Total Quality Management Bird’s E
Page 111 and 112:
Total Quality Management In additio
Page 113 and 114:
Total Quality Management 6.5 WHEN S
Page 115 and 116:
Total Quality Management QUALITY IN
Page 117 and 118:
Total Quality Management SYSTEM M
show all

Total Quality Management - CII Institute of Logistics

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?