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Chapter 17 Quality management 501 because that was really the only thing I was judged on. Now it’s different. I usually spend all day at a wedding, and sometimes late into the evening as well. This creates a very different dynamic with the wedding party, as you’re almost like another guest. Whilst the bride and groom are still my primary concern, other guests at the wedding are also important. The challenge is to find the right balance between getting the best photos possible whilst being as discreet as possible. I could spend hours getting the perfect picture, but annoy everyone in the process. It’s difficult, because clients judge you on both the technical quality of your work and the way you interact with everyone on the day. The product has changed too. Clients receive a CD or memory stick with around 500 photos taken during the day. Also I can give them a choice of 10 albums in different sizes, ranging from 30 to 100 photos. This year, I have started offering photo books which allow a much greater level of customization and have proved popular for younger couples. For the future, I’m considering offering albums with wedding items such as invitations, confetti and menus, and individual paintings created from photographs. Obviously I would have to outsource the paintings. I’m also going to upgrade our web site, so wedding guests can order photos and related products online. This will generate revenue and act as a good marketing tool. My anxiety is that advertising this additional service at the wedding will be seen as being too commercial, even if it’s actually of benefit to guests. One of the biggest problems for the business is the high level of demand in the summer months. Weekends in June, July and August are often booked up two years in advance. One option is to take on additional photographers during busy periods. However, the best ones are busy themselves. The concern is that the quality of the service I offer would deteriorate. A large part of the business is about how one relates to clients and that’s hard to replicate. Having been to so many weddings, I often offer clients advice on various aspects of their wedding, such as locations, bands, caterers and florists. However, with development, wedding planning is clearly an area that could be profitable to the business. Of course, another option is to move beyond weddings into other areas, such as school photos, birthdays, celebrations, or studio work.’ Diagnosing quality problems 7 Figure 17.4 shows how quality problems can be diagnosed. If the perceived quality gap is such that customers’ perceptions of the product or service fail to match their expectations of it, then the reason (or reasons) must lie in other gaps elsewhere in the model as follows. Gap 1: The customer’s specification–operation’s specification gap. Perceived quality could be poor because there may be a mismatch between the organization’s own internal quality specification and the specification which is expected by the customer. For example, a car may be designed to need servicing every 10,000 kilometres but the customer may expect 15,000-kilometre service intervals. Gap 2: The concept–specification gap. Perceived quality could be poor because there is a mismatch between the product or service concept (see Chapter 5) and the way the organization has specified quality internally. For example, the concept of a car might have been for an inexpensive, energy-efficient means of transportation, but the inclusion of a climate control system may have both added to its cost and made it less energy-efficient. Gap 3: The quality-specification–actual-quality gap. Perceived quality could be poor because there is a mismatch between actual quality and the internal quality specification (often called ‘conformance to specification’). For example, the internal quality specification for a car may be that the gap between its doors and body, when closed, must not exceed 7 mm. However, because of inadequate equipment, the gap in reality is 9 mm. Gap 4: The actual-quality–communicated-image gap. Perceived quality could be poor because there is a gap between the organization’s external communications or market image and the actual quality delivered to the customer. This may be because the marketing function has set unachievable expectations or operations is not capable of the level of quality expected by the customer. For example, an advertising campaign for an airline might show a cabin attendant offering to replace a customer’s shirt on which food or drink has been spilt, whereas such a service may not in fact be available should this happen.
502 Part Three Planning and control Conformance to specification Conformance to specification means producing a product or providing a service to its design specification. It is usually seen as the most important contribution that operations management can make to the customer’s perception of quality. We shall examine how it can be achieved in the remainder of this chapter by describing quality management as six sequential steps. This chapter, and Chapters 18, 19 and 20, will deal with these steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Define the quality characteristics of the product or service. Decide how to measure each quality characteristic. Set quality standards for each quality characteristic. Control quality against those standards. Find and correct causes of poor quality. Continue to make improvements. Quality characteristics Step 1 – Define the quality characteristics Much of the ‘quality’ of a product or service will have been specified in its design. But not all the design details are useful in controlling quality. For example, the design of a television may specify that its outer cabinet is made with a particular veneer. Each television is not checked, however, to make sure that the cabinet is indeed made from that particular veneer. Rather it is the consequences of the design specification which are examined – the appearance of the cabinet, for example. These consequences for quality planning and control of the design are called the quality characteristics of the product or service. Table 17.1 shows a list of the quality characteristics which are generally useful. Table 17.1 Quality characteristics for a car, a bank loan and an air journey Quality characteristic Car (material transformation process) Bank loan (information transformation process) Air journey (customer transformation process) Functionality – how well the product or service does its job Speed, acceleration, fuel consumption, ride quality, road-holding, etc. Interest rate, terms and conditions Safety and duration of journey, onboard meals and drinks, car and hotel booking services Appearance – the sensory characteristics of the product or service: its aesthetic appeal, look, feel, etc. Aesthetics, shape, finish, door gaps, etc. Aesthetics of information, web site, etc. Décor and cleanliness of aircraft, lounges and crew Reliability – the consistency of the product’s or service’s performance over time Mean time to failure Keeping promises (implicit and explicit) Keeping to the published flight times Durability – the total useful life of the product or service Useful life (with repair) Stability of terms and conditions Keeping up with trends in the industry Recovery – the ease with which problems with the product or service can be resolved Ease of repair Resolution of service failures Resolution of service failures Contact – the nature of the person-to-person contact which might take place Knowledge and courtesy of sales staff Knowledge and courtesy of branch and call centre staff Knowledge, courtesy and sensitivity of airline staff
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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Chapter 1 Operations management 3 O
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Key operations questions Chapter 4
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Chapter 4 Process design Key questi
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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92 Part Two Design Figure 4.3 Diffe
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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114 Part Two Design hopeless lack o
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116 Part Two Design Core products a
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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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122 Part Two Design Critical commen
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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134 Part Two Design Summary answers
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136 Part Two Design similar. It was
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Chapter 6 Supply network design Key
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140 Part Two Design The supply netw
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142 Part Two Design a particularly
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144 Part Two Design and expanding o
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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152 Part Two Design product and fas
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154 Part Two Design Figure 6.7 Cent
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156 Part Two Design The blue dotted
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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166 Part Two Design of a failing Di
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Supplement to Chapter 6 Forecasting
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170 Part Two Design Figure S6.2 Som
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172 Part Two Design Figure S6.3 Tim
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174 Part Two Design Table S6.3 Expo
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176 Part Two Design a comparative s
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178 Part Two Design Operations in p
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180 Part Two Design The basic layou
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182 Part Two Design In functional l
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184 Part Two Design Figure 7.5 The
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186 Part Two Design shown with thre
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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192 Part Two Design The general fun
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194 Part Two Design Heuristic proce
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196 Part Two Design Figure 7.16 (a)
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198 Part Two Design the total work
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200 Part Two Design Working from th
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202 Part Two Design ● ● ● Hig
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204 Part Two Design Table 7.4 Stand
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Chapter 8 Process technology Key qu
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208 Part Two Design What is process
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210 Part Two Design be used where c
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212 Part Two Design Here we will ex
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214 Part Two Design E-business E-co
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216 Part Two Design Table 8.2 Examp
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218 Part Two Design Customer-proces
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220 Part Two Design ‘drive’ it.
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222 Part Two Design Figure 8.6 Diff
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224 Part Two Design Short case SVT
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226 Part Two Design Table 8.5 Prese
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228 Part Two Design Anticipating im
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230 Part Two Design Case study Roch
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232 Part Two Design Problems and ap
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234 Part Two Design Operations in p
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236 Part Two Design Human resource
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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244 Part Two Design ● ● ● ●
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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256 Part Two Design Case study Serv
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258 Part Two Design 3 4 5 Step 1 -
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260 Part Two Design them. This mean
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262 Part Two Design Work measuremen
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264 Part Two Design Figure S9.1 Tim
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Key operations questions Chapter 10
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Chapter 10 The nature of planning a
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270 Part Three Planning and control
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276 Part Three Make-to-stock Planni
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282 Part Three Last-in first-out se
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Chapter 12 Inventory planning and c
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Chapter 14 Enterprise resource plan
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in both scientific management and m
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Chapter 18 Operations improvement 5
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Chapter 19 Risk management Key ques
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Risk mitigation actions Chapter 19
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■ ■ Chapter 19 Risk management
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Chapter 20 Organizing for improveme
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Part Five CORPORATE SOCIAL RESPONSI
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Notes on chapters 653 3 Sources inc
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Notes on chapters 655 ground data:
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Notes on chapters 657 national Jour
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Glossary 659 Breakthrough improveme
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Glossary 667 Reliability: when appl
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Glossary 669 Transformation process
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‘blue sky’ research projects 45
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cumulative representation 317-22 cu
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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precedence diagrams 197-9, 481 prec
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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