02 Quality Theory

7/25/2019 02 Quality Theory

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2004 Prentice-Hall2004 Prentice-Hall

S. Thomas Foster, Jr.S. Thomas Foster, Jr.

Boise State UniversityBoise State University

PowerPointPowerPoint

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University o& 'ent(c)yUniversity o& 'ent(c)y

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Chapter 2Chapter 2

QualityQuality

TheoryTheory


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Sli!e 2-2 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

Chapter OverviewChapter Overview

3 hat is Theory5

3 *ea!in% ontri"(tors to (ality Theory

6 . !war!s #emin%, Joseh $. J(ran, 'aor( shi)awa,

/rman! Fei%en"a(m, Phili ros"y, 7enichi Ta%(chi,The 8est o& the Pac)

3 9iewin% (ality Theory From a ontin%ency

Persective

3 8esolvin% the #i&&erences in (ality /roaches

/n nte%rative 9iew

3 Theoretical Framewor) &or (ality $ana%ement


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Sli!e 2-: 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

What is Theory?What is Theory?Slide 1 of 6Slide 1 of 6

3 Theory #e&ine!

6 Theory is a ;coherent %ro( o& %eneral roositions

(se! as rinciles o& e+lanation &or a class o&

henomena. 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


3 Fo(r lements o& a Theory6 hat

3 The what o& a theory involves which varia"les or &actors are

incl(!e! in the mo!el.

6 How3 The how o& a theoretical mo!el involves the nat(re, !irection,

an! e+tent o& the relationshi "etween the varia"les.

6 hy

3 The why or the theory is the theoretical %l(e that hol!s themo!el to%ether.

6 ho-here-hen

3 The who-where-when asect lace conte+t(al "o(n!s on the

theory.


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Four "lements o# a Complete Theory

What

What

Where

Where

Why

Why

Who$%here$

%hen

Who$%here$

%hen


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3 Two ays to sta"lish a Theory

6 n!(ction

6 #e!(ction

3 n!(ction6 The rocess o& in!(ction is (se&(l "(s is also s("Aect to

o"server "ias an! misercetion.

3 #e!(ction

6 Usin% !e!(ction, researchers roose a mo!el "ase! on

rior research an! !esi%n an e+eriment to test the

theoretical mo!el.


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Inductive Versus Deductive &easoning

Induction

Deduction

Data 'enerali(ation

'enerali(ation)upported by

Data

Figure 22


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A Theory of Quality a!a"e#e!t?A Theory of Quality a!a"e#e!t?Slide 1 of 2Slide 1 of 2

3 Do Uni&ie! Theory

6 /s yet, there is not a (ni&ie! theory e+lainin% =(ality

imrovement that is wi!ely accete! "y the =(ality

comm(nity

3 #i&&erin% /roaches

6 The !i&&erin% aroaches to =(ality imrovement reresent

cometin% hilosohies that have so(%ht their laces in the

mar)etlace o& i!eas.


10/53Sli!e 2-E0 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

eory o ua yeory o ua ya!a"e#e!t?a!a"e#e!t?

Slide 2 of 2Slide 2 of 2

3 $ana%ers $(st /ly hat Fits

6 /s a res(lt o& the availa"ility o& cometin% hilosohies o&

=(ality mana%ement, racticin% =(ality mana%ers m(st

"ecome &amiliar with these hilosohies an! aly those

that are alica"le to their artic(lar sit(ation.

3 The $ost S(ccess&(l omanies

6 The most s(ccess&(l comanies have (t their own stam

on =(ality camai%ns, mo(ntin% their own massivetrainin% e&&orts internally.


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$eadi!" Co!tri%utors to Quality$eadi!" Co!tri%utors to Quality

TheoryTheory

3 . !war!s #emin%3 Joseh $. J(ran

3 'aor( shi)awa

3 /rman! Fei%en"a(m3 Phili ros"y

3 7enichi Ta%(chi

3 The 8est o& the Pac)6 8o"ert . am

6 Tom Peters

6 $ichael Hammer an! James hamy


12/53Sli!e 2-E2 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

W& 'dwards (e#i!"W& 'dwards (e#i!"Slide 1 of 12Slide 1 of 12

3 Preeminent$ost +cellentG /(thority6 . !war!s #emin% was wi!ely accete! as the worl!s

reeminent a(thority on =(ality mana%ement rior to his

!eath on #ecem"er 24, ECC:.

6 #emin% %aine! cre!i"ility "eca(se o& his in&l(ence onJaanese an! /merican in!(stry.

3 ontri"(tions

6 Fo(rteen Points &or $ana%ement

6 The Seven #ea!ly #iseases

6 mhasiIe! ;contin(al neveren!in% imrovement.0s.

3 ontri"(tions6 Three-ste rocess to imrovin% =(ality.

6 Fo(r !ea!ly sins that ime!e =(ality imrovement.

6Dineteen stes &or imrovin% =(ality.

d i %


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Sli!e 2-:2 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

Ar#a!d ei"e!%au#Ar#a!d ei"e!%au#Slide 2 of 3Slide 2 of 3

Feigenbaum proposes a three$step process

to improving 8uality

Quality

Improvement

Quality

Improvement:rgani(ational

Commitment

:rgani(ational

CommitmentQuality

Technology

Quality

Technology

Motivated by leadership Includes statistics

and machinery that

can improve 8uality

Includes everyone

in the 8uality struggle

A d i %


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Sli!e 2-:: 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

Ar#a!d ei"e!%au#Ar#a!d ei"e!%au#Slide 3 of 3Slide 3 of 3

3 Fo(r #ea!ly Sins$aAor me!iments to mrovin% (alityG

6 Hotho(se =(ality re&ers to those =(ality ro%rams that

receive a lot o& hoola an! no &ollow-thro(%h.

6 ish&(l thin)in% occ(rs with those who wo(l! (rs(erotectionism to )ee /merican &irms &rom havin% to

comete on =(ality.

6 Pro!(cin% overseas is a anaceac(reG sometimes

(n!erta)en "y mana%ers who wish that o(t o& si%ht, o(t o&min! co(l! solve =(ality relate! ro"lems.

6 on&inin% =(ality to the &actory means that =(ality has

historically A(st "een viewe! as a sho &loor concern.


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Sli!e 2-:4 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

hilip Cros%yhilip Cros%y

3 ros"y "ecame very well )nown &or his a(thorshi o&the "oo) Quality is Free.

6 The rimary thesis o& this "oo) was that =(ality, as a

mana%e! rocess, can "e a so(rce o& ro&it &or an

or%aniIation.3 ros"y seci&ies a =(ality imrovement ro%ram

consistin% o& &o(rteen stes.

6 These stes (n!erlie the ros"y Iero !e&ects aroach to

=(ality imrovement.

6 His aroach emhasiIes the "ehavioral an! motivational

asects o& =(ality imrovement rather than statistical

aroaches.

i hi hi i hi T hi


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Sli!e 2-:> 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

e!ihi Ta"uhie!ihi Ta"uhiSlide 1 of 3Slide 1 of 3

3 The Ta%(chi metho! was &irst intro!(ce! "y #r.7enichi Ta%(chi to /TKT Bell *a"s in EC0.

3 #(e to its increase! accetance an! (tiliIation, the

Ta%(chi metho! &or imrovin% =(ality is now

commonly viewe! to "e comara"le in imortanceto the #emin% aroach, an! the shi)awa concet

o& total =(ality mana%ement.

3 Uni=(e /sects o& the Ta%(chi $etho!

6 #e&inition o& =(ality

6 (ality loss &(nction

6 8o"(st !esi%n

i hi T hi i hi T hi


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Sli!e 2-:? 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


The Taguchi Method 5rovides

! * basis #or determining the #unctional relationship

bet%een controllable product or service design

#actors and the outcomes o# a process2 * method #or ad/usting the mean o# a process by

optimi(ing controllable variables

+ * procedure #or e9amining the relationship bet%eenrandom noise in the process and product or service

variability

i hi T hi i hi T hi


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Sli!e 2-:@ 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


3 #e&inition o& (ality6 n Ta%(chis terms, ;i!eal =(ality< re&ers to a re&erence oint

&or !eterminin% the =(ality level o& a ro!(ct or service.

3 (ality *oss F(nction

6Dormally, when seci&ications are set, a tar%et is seci&ie!with some allowance &or variation.

6 Ta%(chi states that any !eviation &rom tar%et secs res(lts in

loss to society ro!(ce!.

3 8o"(st #esi%n6 Pro!(cts an! services sho(l! "e !esi%ne! so that they are

inherently !e&ect &ree an! o& hi%h =(ality.

Th t f th 0Th t f th 0


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Sli!e 2-: 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

The est of the a0The est of the a0Slide 1 of 3Slide 1 of 3

3 8o"ert . am

6 The rincile ioneer o& "enchmar)in%.

6 Benchmar)in% is the sharin% o& in&ormation "etween

comanies so that "oth can imrove.



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Sli!e 2-:C 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


3 Tom Peters6 Tom Peters is a note! a(thor, cons(ltant, an! sea)er

who is wi!ely reco%niIe!.

6 Peters co-a(thore! the "oo)In Search Of Excellence.

3 The research &or the "oo) involve! a case st(!y o& several &irms

an! res(lte! in ei%ht "asic ractices &o(n! in e+cellent &irms.

6 The ei%ht ractices i!enti&ie! with e+cellent &irms

incl(!e a "ias &or action, %ettin% close to the c(stomer,

romotin% entrerene(rshi, ro!(ctivity thro(%heole, val(e-!riven mana%ement, stic)in% to the core

cometencies, lean sta&&, an! imlementin% aroriate

amo(nts o& s(ervision an! emowerment.



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3 $ichael Hammer an! James hamy6 Promote! the concet o& reen%ineerin%, which has

res(lte! in (n&ort(nate conse=(ences &or many eole

an! comanies.

6 The (n!erlyin% recet o& reen%ineerin% is that &irms can"ecome in&le+i"le an! resistant to chan%e an! m(st "e

a"le to chan%e in or!er to "ecome cometitive.

6 The ro"lem is in the the rocess they romote! in the

"oo)Reengineering the Corporation.3 The L o& the cororation !evelos a "(siness case &ollowe!

"y a set o& recommen!ations.

3 He or she then char%es others with rai!ly imlementin% the

recommen!ations witho(t &(rther st(!y or analysis.

iewi!" Quality ro# aiewi!" Quality ro# a


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iewi!" Quality ro# aiewi!" Quality ro# a

Co!ti!"e!y erspetiveCo!ti!"e!y erspetive

3 There is a %reat !eal o& contra!ictory in&ormationa"o(t how &irms sho(l! imrove =(ality.

3 / variety o& aroaches can wor) to imrove

=(ality.3 The s(ccess&(l &irms a!ot asects o& each o& the

vario(s aroaches that hel them imrove.

3 The )eys to the contin%ency aroach are an

(n!erstan!in% o& =(ality aroaches, an(n!erstan!in% o& the "(siness, an! the creative

alication o& these aroaches to the "(siness.


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QualityQuality

Approahes8 A! /!te"rative iewApproahes8 A! /!te"rative iew

3 8esolvin% the #i&&erences

6 There are many !i&&erences "etween the aroaches to

=(ality mana%ement eso(se! "y the e+erts mentione!

in this chater.

6 However, rather than &oc(sin% on !i&&erences, it is

instr(ctional to review the literat(re to i!enti&y

common themes an! messa%es.

A Cate"ori9atio! of QualityA Cate"ori9atio! of Quality


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Sli!e 2-4: 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

A Cate"ori9atio! of QualityA Cate"ori9atio! of Quality

a!a"e#e!t Co!te!t aria%lesa!a"e#e!t Co!te!t aria%les

:uter &ing"nvironmental characteristics

Quality breakthrough

Inner &ing

Data gathering

)trategic planning

Quality department #ocus

Team *pproach

Core

;eadership

"mployee improvement

Quality assurance

Customer role

5hilosophy

Figure 20

ua ty a!a"e#e!t o!te!tua y a!a"e#e! o! e!


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ua ty a!a"e#e!t o!te!tua y a!a"e#e! o! e!aria%lesaria%lesSlide 1 of 5Slide 1 of 5

3 ore 9aria"les6 *ea!ershi

6 mloyee

mrovement

6 (ality /ss(rance

6 (stomer Foc(s

6 (ality Philosohy

6 Brea)thro(%h

3 nner an! L(ter 8in%9aria"les

6 n&ormation /nalysis

6 Strate%ic Plannin%

6 nvironment orn&rastr(ct(re

6 Team /roach

6 Foc(s o& the (ality

#eartment



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Sli!e 2-4> 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


3 *ea!ershi6 The role o& the lea!er in "ein% the chamion an! maAor

&orce "ehin! =(ality imrovement is critical.

3 mloyee mrovement

6 Lnce the lea!er is enli%htene! an! motivate! to %o &orwar!

in the =(ality e&&ort, emloyees m(st "e traine! an!

!eveloe!.

3 (ality /ss(rance

6 (ality e+erts a%ree that =(ality can "e ass(re! only

!(rin% the !esi%n hase. There&ore, e&&ort m(st "e investe!

in !esi%nin% ro!(cts, services, an! rocesses so that they

are consistently o& hi%h =(ality.



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Sli!e 2-4? 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


3 (stomer Foc(s6 /n (n!erstan!in% o& the c(stomer is )ey to =(ality

mana%ement e&&orts.

3 (ality Philosohy

6 /!otion o& a hilosohy towar! =(ality imrovement is

also imortant. sta"lishin% a clear messa%e rovi!es a

comany with a ma to &ollow !(rin% their =(est &or

imrovement.



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Sli!e 2-4@ 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


3 n&ormation /nalysis6 Fact-"ase! imrovement re&ers to an aroach that &avors

in&ormation %atherin% an! analysis

3 Strate%ic Plannin%

6 This rovi!es a &ramewor) &or a rational =(ality strate%y thatwill rovi!e ali%nment with )ey "(siness &actors.

3 nvironment or n&rastr(ct(re

6 (ality environment or in&rastr(ct(re m(st "e create! that

s(orts =(ality mana%ement e&&orts.3 Team /roach

6 Lne o& the contemorary aroaches to =(ality mana%ement

learne! &rom the Jaanese is teamwor).



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3 8ole o& the (ality #eartment6 /s a res(lt o& the !isersion o& resonsi"ility &or =(ality,

the role o& the =(ality !eartment has chan%e!

si%ni&icantly.

6 8ather than er&ormin% the olicin% &(nction, these!eartments are &illin% more o& a coachin% role.

3 Brea)thro(%h

6 The nee! to ma)e lar%e imrovements is not recl(!e! "y

contin(o(s imrovement.

6 Firms m(st &in! ways to achieve ra!ical imrovements.

Theoretial ra#ewor0 forTheoretial ra#ewor0 for


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Sli!e 2-4C 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition


Quality a!a"e#e!tQuality a!a"e#e!t

3 (ality mana%ement "e%ins with lea!ershi.3 The =(ality hilosohy in&l(ences !ecision ma)in%

concernin% =(ality strate%y, =(ality ass(rance, an!

emloyee imrovement.

3 The c(stomer is the &oc(s o& all activities o& the &irm.

3 $aAor activities &ormin% the =(ality system

6 Brea)thro(%h imrovement

6 Team "(il!in%6 #ata %atherin%

6 Strate%ic lannin%

6 (ality !eartment coachin%



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Quality a!a"e#e!tQuality a!a"e#e!t

;eadership

"mployee

Improvement

5hilosophy

Development

Quality

*ssurance

Customer FocusTeam

3uilding

)trategic

5lanning

Quality

Dept &ole

In#ormation

*nalysis

3reakthrough

Figure 21


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Sli!e 2->E 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

Chapter Su##aryChapter Su##ary

3 hat is Theory5

3 *ea!in% ontri"(tors to (ality Theory

6 . !war!s #emin%, Joseh $. J(ran, 'aor( shi)awa,

/rman! Fei%en"a(m, Phili ros"y, 7enichi Ta%(chi,

The 8est o& the Pac)

3 9iewin% (ality Theory From a ontin%ency

Persective

3 8esolvin% the #i&&erences in (ality /roaches/n nte%rative 9iew

3 Theoretical Framewor) &or (ality $ana%ement


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Sli!e 2->2 2004 Prentice-Hall$ana%in% (ality /n nte%rative /roach1 2n! !ition

'':'

3 7ro( Formation is #(e TL#/MN

3 & yo( have not yet &orm yo(r %ro( "y

now, "etter &orm it in the ne+t : min(tes an!

let yo(r instr(ctor )now

3 Simly list yo(r names an! %ive the lists to

the instr(ctor

O C S


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O-'CTS

3 7ro( or) 4G

3 S(mmary o& e-"oo)s at U *i"rary

3 Boo)s will "e !elivere! to!ay

3 Format will "e %iven ne+t wee)

3 ritten 8eort will "e s(mmary

3 Presentation will "e a"o(t e-"oo)s3 -Boo) ontents covere! in class are

incl(!e! in the &inal e+am

Documents

02 Quality Theory