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Total Quality Management and Quality Assurance, Exams of Business Economics

An overview of Total Quality Management (TQM) and Quality Assurance (QA). It explains the difference between the two and the components of TQM. The document also discusses Deming's 14 point system for TQM and the Plan-Do-Check-Act Cycle. Additionally, it covers various tools and techniques used in quality management such as Root cause analysis, Failure Mode and Effects Analysis (FMEA), Value Stream Mapping, Check sheets, Control Chart, Gantt chart, and FOCUS. The document also mentions the International Organization for Standardization (ISO) and the Malcolm Baldrige National Quality Improvement Act of 1987.

Typology: Exams

2023/2024

Available from 10/04/2023

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American Society for Quality (ASQ)
The American Society for Quality (ASQ) description of quality -
-Quality is not a program; it is an approach to business
-Quality is defined by the customer through his or her satisfaction
-Quality is aimed at the performance excellence; anything less is an improvement opportunity
- Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and
rework
Who is regarded as the intellectual father of total quality management (TQM)? -
Dr. W. Edward Deming
Demming's 14 point system for TQM -
1. Create constancy of purpose toward improvement of product and service, with the aim to become
competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis
by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimise total cost. Move
towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and
productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do
a better job. Supervision of management is in need of an overhaul, as well as supervision of production
workers.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and production must
work as a team, to foresee problems of production and in use that may be encountered with the product
or service.
10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new
levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes
of low quality and low productivity belong to the system and thus lie beyond the power of the work
force.
11. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
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The American Society for Quality (ASQ) description of quality - -Quality is not a program; it is an approach to business -Quality is defined by the customer through his or her satisfaction -Quality is aimed at the performance excellence; anything less is an improvement opportunity

  • Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and rework Who is regarded as the intellectual father of total quality management (TQM)? - Dr. W. Edward Deming Demming's 14 point system for TQM -
    1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
  1. Adopt the new philosophy.
  2. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
  3. End the practice of awarding business on the basis of price tag. Instead, minimise total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
  4. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
  5. Institute training on the job.
  6. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of an overhaul, as well as supervision of production workers.
  7. Drive out fear, so that everyone may work effectively for the company.
  8. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
  9. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
  10. Eliminate work standards (quotas) on the factory floor. Substitute leadership.

b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

  1. Remove barriers that rob the hourly paid worker of his right to pride in workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. b. Remove barriers that rob people in management and engineering of their right to pride in workmanship. This means, inter alia, abolishment of the annual or merit rating and management by objective.
  2. Institute a vigorous program of education and self-improvement.
  3. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. Quality Assurance (QA) - Output oriented and include the process of defining measurable quality standards and then putting controls in place to ensure that these standards are met. Measurement of performance is done to compare actual results to standards. Quality assurance is a reactive process and is predicated on follow up and inspection, and finding error after the fact. Total quality management (TQM) - Management philosophy in which processes are refined with goal of improving performance of an organization in response to customer needs and expectations. It is an organizations efforts towards improving quality. Components of total quality management - -Change of processes, not people -Focus on the customer -Empowerment of employee -Team approach to accomplish change -Sequential steps to control processes -Long-term organizational commitment TQM (Total Quality Management) usually involves: - Identifying a problem Determining causes Developing measurable improvement Selecting and implementing the best solution Collecting data to measure results statistically Refining the solution Repeating the cycle Continuous Quality Improvement (CQI) -
  1. Let the customer pull the product or service through the process (provide product or service only when customer wants it)
  2. Perfect the process Theory of constraints - A specific approach used to identify and manage constraints in order to achieve the company's goals. First, identify the constraints. Work to exploit and elevate (break) the constraint. Exploiting the constraint involves exploring ways to support or improve the process causing the constraint without major expense or upgrades. Who developed quality function deployment (QFD)? - Dr. Yoji Akao What is quality function deployment (QFD)? - A methodology that helps companies transform the voice of the consumer into a product or service. How does quality function deployment (QFD) work? - -Seeks out spoken and unspoken customer needs -Uncovers positive qualities that wow the customer -Translates these into designs characteristics and deliverable actions -Builds and delivers a quality product or service by focusing the various business functions toward achieving a common goal - customer satisfaction What tools are used in process improvement? - Benchmarking Cause analysis Process analysis Data collection and analysis Project planning Cause analysis tools - Cause and effect diagrams - illustrates the factors that may cause or influence a given outcome Pareto analysis - 80% of given outcome comes from 20% of input. So, there are vital few causes that if identified and corrected can have the greatest impact on improving quality Scatter diagrams - Provide a visual way to examine possible relationships between two variables

Root cause analysis - focuses on the root cause of a given problem Failure Mode and Effects Analysis (FMEA) - A systematic process for identifying potential design and process failures before they occur, with the intent to eliminate them or minimize the risk associated with them Value Stream Mapping - A graphical way to analyze where value is or is not being added as material flows through a process Check sheets - Simple visual tools used to collect and analyze data. Shows frequency of specific problems so that you can see which one is occurring most. Control Chart - A graphical presentation of process performance over time. For example, a chart showing schedule change requests can pin point the times of the month that are most changed. You can find out why, then fix the problem. Plan-Do-Check-Act Cycle - A four-step method that practitioners use to create plans to solve a problem (Plan), run an experiment to see if the plan will work (Do), check the experiment results (Check), and implement changes to processes or policies (Act). Plan do check act FOCUS - Find a process to improve Organize a team that knows the process Clarify current knowledge of the process Understand causes of process variation Select the process improvement Gantt chart - A time and activity bar chart that is used for planning, managing, and controlling major programs that have a distinct beginning and end. International Organization for Standardization (ISO) - Worldwide, nongovernmental federation consisting of representatives from national standards groups Keys of excellence - Developed by school nutrition association to provide quality standards for child nutrition programs Administration Communication and marketing Nutrition and nutrition education