Service Quality
Reliability—ability to perform the promised service dependably and accurately.
Responsiveness—willingness to help customers and
... [Show More] provide prompt service.
Assurance—knowledge and courtesy of employees and their ability to convey trust and confidence.
Empathy—provision of caring, individualized attention to customers.
Tangibles—appearance of physical facilities, equipment, personnel, and communication materials, including access and effectiveness of Internet-based information.
Quality of Goods
Performance—primary operating characteristics of a product.
Features—secondary characteristics that supplement the product's basic functioning.
Reliability—length of time a product will function before it fails, or the probability it will function for a stated period of time.
Conformance—degree to which a product's design and operating characteristics match pre-established standards.
Durability—ability of a product to function when subjected to hard and frequent use.
Serviceability—speed, courtesy, and competence of repair.
Aesthetics—how a product looks, feels, sounds, tastes, or smells.
Perceived Quality—image, advertising, or brand name of a product.
Brainpower
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Deming
Basic premise notes that the system, not employees, causes defects. Management is responsible for changing the system, and must accept that responsibility instead of blaming employees when defects occur
Used Statistical process control (SPC) - is the use of statistical methods to determine when a process that produces a good or service is getting close to producing an unacceptable level of defects
14 Points - No quota, inspections, pure price cost cutting (1 supplier for loyalty and trust). Inclusive work environment
Juran
defining quality as "fitness for use."
He also emphasized the need for continuous improvement and stressed that quality must be built on three elements: 1)quality planning,
2)quality control (Inspections),
3)quality improvement.
Focus on customer
Crosby
Reduce failure costs ("Quality is Free" book) or eliminate all errors. Zero defects and do it right the first time
Taguchi
Quality cannot be achieved through inspections after the good is made or the service is provided
Robust design - designs that guarantee high quality regardless of variations
perfecting of experiments to create higher quality products and processes
Ishikawa
Ishikawa/fishbone diagram
Quality circles and cycles (Include all employees, agree with Deming)
teamwork is essential for quality leadership
Total quality management
Whole business focused on quality vs. a quality control department
Focus on the customer, quality function deployment, responsibility for quality, team problem solving, employee training, fact-based management.
Group problem solving techniques
Pareto charts, fishbone diagrams, house of quality
Plan-Do-Check-Act Cycle (Deming or Shewhart wheel)
1)Plan—Before making any changes, be sure everything is documented and standardized. Use appropriate tools to identify problems or opportunities for improvement. Develop a plan to make changes.
2)Do—Implement the plan and document any changes made.
3)Check—Analyze the revised process to determine if goals have been achieved.
4)Act—If the goals have been achieved, then standardize and document the changes. Communicate the results to others that could benefit from similar changes. If the goals have not been achieved, determine why not, and proceed accordingly.
Statistical Process Control
1-Cause-and-effect diagrams or fishbone diagrams or Ishikawa diagrams (Help find root causes/bottlenecks in process)
2-Check sheets (Record data on site/'Raw data', NOT analyze)
3-Histograms - Useful for frequency and probability
4Pareto charts - Similar to histogram but always shows descending order.
5-Scatter diagrams - Relationship between two variables. Only one can be influenced
6-Control charts - Line charts with a Upper and lower limit (Anything out of limits means process too varied) to control process stability
7-Flow charts or run charts - Common scale or features (Generally time)
Six Sigma
Six sigma = 6 standard deviations or....3.4 defects per 1 million units, or 99.99966% error free
5 step (DMAIC)
Define - The Six Sigma expert uses a project charter to define a problem or improvement opportunity. Plan process to satisfy customer
Measure - Measuring current, or "as-is", process performance is accomplished with a process map of the activities performed at each step of the process. Each step is assessed to determine the ability to meet customer specification in a capability analysis.
Analyze - The main objective of the Analysis phase is to determine the root causes of variation in the process that result in failures or defects. (Use charts and other tools)
Improve - The current process is changed by addressing the root causes identified in the Analysis stage to improve process performance.
Control - Maintaining and standardizing the improved performance is the final step of the DMAIC methodology. This can be accomplished through a control plan to document the requirements to reduce process variation. The control plan may include SPC to maintain process stability. Also mistake-proofing a product or [Show Less]