IS 470 Agenda - Week 1

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IS 470 Agenda - Week 1

• Administrative
• Confirm class roster
• Confirm meeting time
• Review requirements
• Attendance
• Participation
• Homework
• Presentations
• Discuss course objectives/approach
• Lecture/discussion
• Chapter 1 Quality Basics
• The Customer

• Week 3 Assignments
• Homework -
• Read - Ch 1
• Presentations
• Organizing for Quality

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Quality Basics

• Chapter One

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Defining Quality

• ASQ - quality is a subjective term for which
  each person has his or her own definition
• Whats your definition?

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Defining Quality

• In technical usage, quality can have two
  meanings
• the characteristics of a product or service that
  bear on its ability to satisfy stated or implied
  needs, and
• a product or service free of deficiencies

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Defining Quality - Gurus

• Deming - non-faulty systems
• Out of the Crisis
• Juran - fitness for use
• Quality Control Handbook
• Crosby - conformance to requirements
• Quality is Free

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Defining Quality- Different Views

• Customers view (more subjective)
• the quality of the design (look, feel, function)
• product does whats intended and lasts
• Producers view
• conformance to requirements (Crosby)
• costs of quality (prevention, scrap, warranty)
• increasing conformance raises profits
• Governments view
• products should be safe
• not harmful to environment

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Stouts View

• Quality

Performance Expectation
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Value-based Approach

• Manufacturing dimensions
• Performance
• Features
• Reliability
• Conformance
• Durability
• Serviceability
• Aesthetics
• Perceived quality

• Service dimensions
• Reliability
• Responsiveness
• Assurance
• Empathy
• Tangibles

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Our Textbook Definition

• Armand Feigenbaum -
• author Total Quality Control (1961)
• quality is a customer determination based on the
  customers actual experience with the product or
  service, measured against his or her requirements
  - stated or unstated, conscious or merely sensed,
  technically operational or entirely subjective -
  and always representing a moving target in a
  competitive market.

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Shift to Quality
Isolated Economies
Global Economy
Period of change from quantity to quality
Focus on quality
Focus on quantity
Pre-World War II
1945
1990s
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History of Quality Paradigms

• Customer-craft quality paradigm
• design and build each product for a particular
  customer.
• producer knows the customer directly.
• Mass production and inspection quality paradigm
• focus on designing and building products for mass
  consumption.
• larger volumes will reduce costs and increases
  profits.
• push products on the customer (limit choices).
• quality is maintained by inspecting and detecting
  bad products.
• TQM or Customer Driven Quality paradigm
• potential customers determine what to design and
  build.
• higher quality will be obtained by preventing
  problems

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Need for a New Strategy

• Foreign markets have grown
• Import barriers and protection are not the
  answer.
• Consumers are offered more choices
• They have become more discriminating.
• Consumers are more sophisticated
• They demand new and better products.

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Why Quality Improvement?

• Global Competition
• Economic and political boundaries are slowly
  vanishing
• The 1950s slogan Built by Americans for
  Americans is very far from reality in the 2000s.

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Why Quality Improvement?

• On the stroke of midnight on December 31, 1992,
  the United States will become the second-largest
  economy in the world for the first time in a
  century.
• Quote from a 1990 Xerox quality conference.
• More than corporate profits are at risk the
  challenge is to the American standard of living.

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Why Quality Improvement?

• It pays
• Less rework, fewer mistakes, fewer delays, and
  better use of time and materials
• In United States today, 15 to 20 of the
  production costs are incurred in finding and
  correcting mistakes.

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How Do Organizations Compete?

• Most common competitive measures
• Quality (both real and perceived)
• Cost
• Delivery (lead time and accuracy)
• Other measures
• safety,
• employee morale,
• product development (time-to-market, innovative
  products)

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Contrasting Approaches

• Passive / Reactive
• Setting acceptable quality levels
• Inspecting to measure compliance

• Proactive / Preventive
• Design quality in products and processes
• Identify sources of variation (processes and
  materials)
• Monitor process performance

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The Quality Hierarchy
Incorporates QA/QC activities into company-wide
system aimed at satisfying the customer
Total Quality Management
Prevention
SPC
Actions to insure products or services conform to
company requirements
Quality Assurance
Operational techniques to make inspection more
efficient and to reduce the costs of quality.
Quality Control
Detection
SQC
Inspection
Inspect products