运作管理杰伊海泽8版第六章.ppt

Outline Outline – Continued Outline – Continued Outline – Continued Outline – Continued Learning Objectives When you complete this chapter, you should be able to: Identify or Define: Learning Objectives When you complete this chapter, you should be able to: Explain: Managing Quality Provides a Competitive Advantage Quality and Strategy Ways Quality Improves Productivity The Flow of Activities Defining Quality Different Views Implications of Quality Key Dimensions of Quality Performance Features Reliability Conformance Durability Serviceability Aesthetics Perceived quality Value Malcom Baldrige National Quality Award Baldrige Criteria Takumi A Japanese character that symbolizes a broader dimension than quality, a deeper process than education, and a more perfect method than persistence Costs of Quality Costs of Quality International Quality Standards ISO 14000Environmental Standard Core Elements: Leaders in Quality Ethics and Quality Management TQM Encompasses entire organization, from supplier to customer Stresses a commitment by management to have a continuing, companywide drive toward excellence in all aspects of products and services that are important to the customer Deming’s Fourteen Points Create consistency of purpose Lead to promote change Build quality into the product; stop depending on inspection Build long term relationships based on performance, not price Continuously improve product, quality, and service Start training Emphasize leadership Deming’s Fourteen Points Drive out fear Break down barriers between departments Stop haranguing workers Support, help, improve Remove barriers to pride in work Institute a vigorous program of education and self-improvement Put everybody in the company to work on the transformation Seven Concepts of TQM Continuous improvement Six Sigma Employee empowerment Benchmarking Just-in-time (JIT) Taguchi concepts Knowledge of TQM tools Continuous Improvement Shewhart’s PDCA Model Six Sigma Six Sigma Six Sigma Implementation E