Chapter 09 – Management of Quality
9-15
7.
Methods
Procedures
Tolerances
Poka-Yoke
Controls
Quality at
the Source
Organization
Culture
Working
Conditions
Motivation
Training
Controls
Operator Error
Maintenance
Expertise
Defective
Machine
Parts
Materials
Suppliers
Handling
Specifications
Consistency
Quality
Operation
Specifications
Adjustment
Sequences
Consistency
Tolerances
Chapter 09 – Management of Quality
9-16
8.
a.
b.
7
6
5
5
4
3
Chapter 09 – Management of Quality
9-17
9.
Start
Is
the
location too
crowded?
Study
Gather and pack
the materials in
the book bag
No
Yes
Gather and pack
Yes
Chapter 09 – Management of Quality
10.
Classroom
Number of
seats available
in other
sections
Number of seats
available in the
closed section
Section
of a College
Course
Course
Subject matter
Reputation (difficulty)
of the course
Instructor
Reputation of
the instructor
Reputation of instructors
teaching other sections
Number and type
of other courses
offered at the
same time
Time and days
of the week for
other sections of
Total capacity
# of sections
scheduled
Cause and Effect Diagram
Chapter 09 – Management of Quality
11.
Vehicle Characteristics
Type of
vehicles
Age of vehicle
Weather
Rain
Ice
Vision
Night
Condition of
the driver
Age of driver
involved in
accidents
Sun light
Speed limit
Road signs
Distractions
Intersections
Cause and Effect Diagram
Oncoming head lights
Chapter 09 – Management of Quality
9-20
12.
Dimensions Examples
1. Tangibles Appearance of the pharmacy and the staff
2. Convenience Location of the pharmacy and the hours of operation
Case: Chick-N-Gravy Dinner Line
This case provides the opportunity for students to acquire some insight into analyzing quality
problems. You may prefer to give them some initial guidance, or you may want to let them grapple
with it on their own.
Defect
Underfilled
Missing Item
Spilled/Mixed
Unacc. taste
Improper seal
#1
#2
#1
#2
#1
#2
#1
#2
#1
#2
Morning
0
1
1
11
0
11
2
2
4
14
7
21
0
5
5
Afternoon
3
1
4
0
7
7
4
6
10
0
1
1
1
5
6
3
2
5
11
7
18
6
8
14
14
8
22
1
10
11
This gives a breakdown by morning/afternoon as well as Line #1/Line #2. Histograms (totals,
morning/afternoon, and Line #1/Line #2) could be constructed to highlight problem areas.
Chapter 09 – Management of Quality
9-21
Case: Tip Top Markets
Based on the analysis of the check sheet given on the following page, the number of quality problems
associated with the quality of the product has substantially decreased over time, while the quality
problems regarding shortages has considerably increased. Analyzing the Pareto chart, we see that there
are consistent complaints about store and parking lot conditions as well as complaints associated with
1. Forecasting
2. Supplier Deliveries
Further analysis of these four areas is necessary before taking any corrective action.
Analysis of the check sheet shows no significant improvements in the areas of pricing, store
maintenance, checkout lines and shortages after implementing the changes on July 15. In addition to
Chapter 09 – Management of Quality
9-22
Case: Tip Top Markets
Checklist
Type of Problems
Date
Pricing
Checkout line
service/
speed charging
mistakes
Long waiting
lines
Store/
parking lot
conditions
Out of stock
(shortage)
Quality of
products
Other
June 1
✓✓✓✓✓
✓
✓✓✓✓
✓✓
✓✓✓✓✓✓
✓✓
✓✓
June 8
✓✓✓
✓✓✓✓✓
✓✓✓✓
✓✓✓✓✓✓
✓
June 15
✓
✓✓✓✓✓✓
✓
✓✓
✓✓
✓✓✓
✓✓✓✓
✓✓✓
June 29
✓✓
✓✓
✓✓✓✓✓
✓✓✓✓
✓✓
✓
July 6
✓
✓✓✓
✓✓✓✓✓✓
✓✓✓✓✓✓
✓✓
✓
July 13
✓
✓✓✓✓
✓✓✓
✓✓✓✓
✓✓✓✓✓✓
✓
July 20
✓✓
✓✓✓
✓
✓✓
✓✓✓✓✓✓
✓
July 27
✓
✓✓✓✓
✓✓✓✓✓✓
✓
Chapter 09 – Management of Quality
9-23
Tip Top Markets
Runs Chart—Store-Parking Problems
Runs Chart—Pricing Problems
Runs Chart—Quality Problems
12
11
10
9
8
7
12
11
10
9
8
7
12
11
10
9
8
Chapter 09 – Management of Quality
9-24
Runs Chart—Shortage Problems
Runs Chart—Checkout Problems
Runs Chart—Waiting Line Problems
12
11
10
9
8
7
12
11
10
9
8
7
12
11
10
9
8
Chapter 09 – Management of Quality
9-25
Theft
Machine errors
(bar code)
Human error
Supplier Deliveries
Advertisements
coupons
Demand
variability
Lost
merchandise
Weather
Forecasting
Lateness
Business
cycle
Contamination
Frequency
Out of
60
48
Pareto Chart
Shortages
(out of stock)
Weather
Supplier capacity
Backorders
Poor quality
products
Poor
refrigeration
Spoilage
Case: Tip Top Markets
Chapter 09 – Management of Quality
9-26
Enrichment Module: TQM Exercise
Suppose that you have just been hired by the Bloor Company as a consultant to assist it in its quality
improvement efforts.
Bloor is a supplier to a wide range of companies, including several in the auto industry. The
company’s desire to institute a total quality approach has come from a number of directions. Senior
management has become aware of successes in other companies’ quality efforts, including those of
several competitors. Apart from that, the company is also being pressured by many of its customers to
adopt a more formal approach to quality. For these and other reasons, Bloor senior management has
decided to develop a TQM approach.
TQM (?) Strategy or Tactic
[YES or NO]
Agree?
____ 1. Emphasize a company-wide program for finding defectives before they are sent out.
____ 2. Use a systematic process analysis effort to improve processes throughout the company.
____ 3. Strive to maintain high-quality ethical standards by not engaging in practices like obtaining
information about competitors’ quality efforts.
____ 4. Have senior management carefully design the TQM process, but then turn it over to the
employees with the authority they need to operate it.
Chapter 09 – Management of Quality
9-27
Answers TQM—Strategy or Tactic
1. No. Prevention of defects should be the emphasis—not detection of errors.
2. Yes.
4. No. The senior management should work with the rest of the company to design the TQM
process.
6. No. Different employees have different quality training needs.