Chapter 2 Managing Quality

Definition of quality by ASQ

1. The characteristics of a product or service
that bear on its ability to satisfy stated or
implied needs. (OR)

2. A product or service free of deficiencies.

Total quality management in the food services.
Quality
Approach to business not a program
Defined by customer through
satisfaction
Aimed at performance excellence
Increases customer satisfaction
Reduces cycle times and costs
Eliminates errors and rework
Quality customer service is goal of
profit and non-profit organizations
Quality in the Foodservice System

Dr. Demings 14-Point System
Developed 14-point system to help companies
increase quality
1. Improvements of products & services
2. Adopt new philosophy of quality
3. Cease dependence on inspection
4. Do not choose supplier solely on price
5. Constantly improve production & service systems
6. Extensive on-the-job training

Dr. Demings 14-Point System
7. Shift from production numbers to quality
8. Drive out fear
9. Break down barriers among departments
10. Eliminate slogans & targets for workplace
11. Eliminate numeric quotas for workforce
12. Do not rob employees of pride or workmanship &
eliminate annual ratings
13. Program of education & self-improvement
14. Work to accomplish preceding points
Evaluating operations with goal
of improving performance
Quality assurance (QA)
Total quality management
(TQM)
Continuous quality
improvement (CQI)
Six Sigma
Kaizen
Reengineering
Lean
Theory of constraints
Management Approach
QUALITY ASSURANCE : a procedure that defines and ensure maintenance of
standards within prescribed tolerance for a product or service.


TOTAL QUALITY MANAGEMENT : a management philosophy directed at improving
customer satisfaction while promoting positive change and an effective cultural
environment for continuous improvement of all organization aspects


CONTINUOUS QUALITY IMPROVEMENT (CQI) : a focused management philosophy for
providing leadership ,structure ,training and environment in which to improve
continuously all organizational processes


Six Sigma is a set of techniques and tools for process improvement. It was developed
by Motorola in 1986. it seeks to improve the quality of process outputs by identifying
and removing the causes of defects (errors) and
minimizing variability in manufacturing and business process .


LEAN The core idea is to maximize customer value while minimizing waste. Simply,
lean means creating more value for customers with fewer resources.
Quality Assurance
Output oriented
Defining measurable quality standards
Controls in place to ensure standards are met
Reactive process
Predicated on follow-up and inspection
Process Improvement
Shift from individual tasks by individual
employees to entire processes of several
tasks by multiple employees

Total quality management and reengineering
commonly applied to these efforts
Total Quality Management
Total Quality Management
Helps organization focus on customer by identifying
and satisfying their needs and expectations


Customer anyone affected by a product or
service
External Customer affected by product but do
not belong to organization that produces it
Internal Customer affected by product and do
belong to organization that produces it
(employee)
Total Quality Management
Number of steps varies, usually includes:
Identifying a problem
Determining causes
Developing measurable improvement
Selecting & implementing best solution
Collecting data to statistically measure results
Refining the solution
Repeating the cycle
Tools assist with identifying problems &
guiding decision on changes needed
Benchmarking
Plan-do-check-act cycle
Cause and effect diagrams
Control charts
Pareto analysis
Total Quality Management
Benchmarking
Compare ones performance with best in
class
Assist managers to focus improvement
efforts
Companies, such as Press Ganey
Associates, Inc, compile data for this
comparison
Plan-Do-Check-Act (PDCA Cycle)
Model for coordinating process improvement
efforts

Goals should be : S M A R T
Cause and Effect Diagrams
Illustrate factors
that may influence
or cause a given
outcome
Termed Ishikawa
or fishbone
diagrams

Cause and Effect Diagrams
Six Sigma
Reengineering
Rethinking & radical redesign of business
processes to achieve dramatic improvements
in performance
Improving processes core to business rather
than individual tasks
Process end-to-end set of activities together
create value for customer

ISO 9000 Standards
International standards on quality management

Based on 8 principles
Customer focus
Leadership
Involvement of people
Process approach
Systems approach to management
Continual Improvement
Mutually beneficial supplier relations
External Recognition of Quality
Individuals can receive certification
Certified Quality Manager (CQM)
Certified Quality Engineer (CQE)
Certified Reliability Engineer (CRE)

Organizations can be recognized
Ohio Governors Award for Excellence
Michigan Quality Leadership Award
Missouri Quality Award
Malcolm Baldrige National Quality Award
o Recognize companies for achievements in
quality & performance
o Promotes sharing of information on successful
performance strategies
o Managed by U.S. Commerce Departments
National Institute of Standards and Technology
o Open to business in U.S. or its territories
Malcolm Baldrige National Quality Award
3 awards may be given each year in 5
categories:
Manufacturing
Service
Small business
Education
Health care
Malcolm Baldrige National Quality
Award
Criteria consists of 7 categories
Leadership
Strategic planning
Customer and market focus
Information and analysis
Human resource focus
Process management
Business results