ENGM 620: Quality Management Session Five – Sept. 25, 2012 Organizing for Quality, Part I –Voice...
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Transcript of ENGM 620: Quality Management Session Five – Sept. 25, 2012 Organizing for Quality, Part I –Voice...
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ENGM 620: Quality Management
Session Five – Sept. 25, 2012
• Organizing for Quality, Part I– Voice of the Customer– Voice of the Market – Process and Procedures
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Customer Focus
Perceived Quality = Actual Quality - Expected Quality
Perceived Quality drives consumer behavior.
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Customer Driven Cycle
Customer needs & expectations (Expected Quality)
Identify customer needs
Translate into products (Design Quality)
Output(Actual Quality)
Customer Perceptions (Perceived Quality)
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Recall: Customers
• Deming
• Juran– Vital few– Useful many
Production, assembly, inspection
Suppliers
A
B
C
Tests of processesmachines, methods, costs
Distribution
Consumer Research
Design and redesign
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Organizational Pyramid
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Inverted Pyramid
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Inverted Pyramid
Customers
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Customer Needs
• Noriaki Kano– Dissatisfiers
requirements that are expected– Satisfiers
requirements customers say they want– Exciters/Delighters
innovative features customers do not expect
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Reactive Customer-Driven Quality
Area of Complacency
Region of Dissatisfaction
Customer Expectations
Supplier Performance
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Customer Information
• How does a company gather information on customer needs and expectations?
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Customer Information - Active
• Customer surveys• Focus Groups
– panel of individuals who answer questions on company products & services
– advantage of direct voice of customer to organization.
• Direct customer contact– Black & Decker Execs. go to homeowner workshops– Harley Execs. go to rallies– Xerox Execs. spend one day each month answering customer
service phones– School Board, BOR, Admin. teach
– SDSMT SSI
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GAPS
Customer Perception
Relative Importance
Wasted Time
Relative Strength
Minor Concerns
Areas for Improvement
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SDSMT SSI
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SDSMT SSI
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Cautions/Concerns
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Customer Information - Passive
• Comment cards• Field intelligence
– observation of customer behavior– Web site searches and inquiries
• Study complaints– Consider complaints as a source of good information– HP assigns every customer complaint to an owner– Caterpillar Execs receiving complaint must follow up
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Customer Relationship Management
• Complaint Resolution• Feedback• Corrective Action• Guarantees
Listening is the first step and the last step.
- Cantus Fraggle
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Leading Practices
• Both near and long term customer needs and expectations
• Systematic processes for gathering and managing customer needs and information
• Linkages between the voice of the customer and design, production, and delivery processes.
• Promote customer trust and confidence• Customer relationship management processes• Measure customer satisfaction and use the information
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Voice of the Market
• What is the current state of – Our industry? – Our competitors? – The world class organizations with similar
goals?
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Benchmarking
• What it is– Measuring company processes by those of the best
competitors• in your industry• outside your industry• domestic and foreign
– Learning how others do process– Adapting what you learn to your own company– Taking action to meet or exceed the best– Becoming the new industry leader
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Benchmarking
• What it is not– a mechanism for resource reductions
its aim is not “downsizing”– performance evaluation of individuals and
groups within company– something you do half-heartedly– program, panacea, fad, or public relations
campaign
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Benchmarking • Benefits
– assures customer requirements are met– establishes effective goals and productivity measures– encourages striving for excellence, breakthrough thinking
and innovation– emphasizes sensitivity to changing customer needs– creates better understanding of competitors and the
dynamics of the industry– provides a sense of urgency for business process
improvement– ensures best industry practices are included in work
processes
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Benchmarking
• Concerns– Reciprocity and cooperation– Not everyone who is willing is helpful– You have to understand your own processes
first– Benchmarking takes time and money
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Steps for Benchmarking
Prepare to Benchmark– Understand your company– Document and communicate– Get management support– Assemble the team– Devote the time
Prepare
Copyright 1992 Juran Institute, Inc.
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Steps for Benchmarking
Fact Finding– What will be benchmarked– Who should we
benchmark– Decide how data is to be
collected– Collect the information– Analyze the results Prepare
Facts
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Benchmarking
Develop Action Plans– Communicate results– Define action plans– Implement change
Prepare
Facts
Action
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Benchmarking
Maturity and Recalibration– Monitor progress– Update benchmarks– Report progress to
employees
Prepare
Facts
Action
Maturity
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Types of Benchmarking
• Process
• Financial
• Performance
• Product
• Strategic
• Functional
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Quality Function Deployment
• Link customer demands to product and process characteristics (technical)
• Meet customer demands through both the product design process and the design of the production systems which produce the product
• For service industries: Meet customer demands through the choice of service to offer and design process of the procedure to complete the service
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Following Class
• Homework– Ch. 5 Disc. Questions: 1, 2, 6, 7, 10– Ch. 6 Disc. Questions: 1, 8, 9
• Topic– Organizing for Quality, Part II
• Preparation– Chapters 8 and 9
• Video note