Customer Information Quality (CIQ) Specifications Version ...
Quality & Specifications 09
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Transcript of Quality & Specifications 09
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Slide 9.1
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Specifying and Managing Product Quality
Definitions of Quality
Conformity to requirements not goodness.
The totality of features and characteristics of a product that
bears on the ability to satisfy stated or implied needs.
Fitness for use.
ISO 8402
CROSBY
JURAN
ISO 8402
CROSBY
JURAN
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Slide 9.2
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
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Specifying and Managing Product Quality
Garvins Eight Dimensions of Quality
Performance
Reliability
Serviceability
Conformance
Durability
Features
Aesthetics
Perceived quality
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Slide 9.3
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
A quality system is defined as the organisational structure,responsibilities, procedures, processes and resources for
implementing quality management.
Quality System and the Quality Loop
Specifying and Managing Product Quality
Design/specification engineering and
product development
Procurement
Process planning and development
Inspection, testing and examination
Production
Packaging and storage
Producer
/supplier
Customer
/consumer
Marketing and market research
Disposal after use
Technical assistance and
maintenance
Installation and operation
Sales and distribution
The Quality Loop
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Slide 9.4
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Purchasingproduct innovation, supplier involvement and development
A way of managing an organisation so that every job, every process, is
carried out right, first time and every time.
Definition of TQM
TQMThree important principles
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A focus on product improvement from the customersviewpoint
A recognition that personnel at all levels share
responsibility for product quality
Recognition of the importance of a system to provide
information to managers about quality processes that
enable them to plan, control and evaluate performance
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Slide 9.5
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Specifying and Managing Product Quality
Types of Specifications
Those relating to things
Raw materials
Components
Assemblers
Final products
Systems
Complex structures
Those relating to actions
Functions
Processes
Procedures
Services
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Slide 9.6
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Conditions in which the item or material is to be installed, used,
manufactured or stored
Characteristics
Performance
Life
Reliability
Control of quality checking
Packaging and protection
Requirement specified may relate to
Information from the supplier to the user
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Slide 9.7
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Purchasing and StandardisationSpecifying and Managing Product Quality
Advantages to the Buyer!
Helps achieve reliability and reduces costs
Eliminating the need to prepare company specifications
Saving design time
Accurate comparison of quotations
Less dependency on specialist suppliers
Reduction in error and conflict
Facilitation of international sourcing
Removal of uncertainty as to what is required
Saving in inventory
Reduced investment in spares
Reduced cost of material handling
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Slide 9.8
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Approaches to Quality Assurance
Quality systems including
ISO 9000
New design control
Design of manufacturing
processes
Incoming materials control
Supplier appraisal
Specifying and Managing Product Quality
http://images.google.co.uk/imgres?imgurl=http://www.infoagro.com/formacion/pub/images/sello_ISO9000.gif&imgrefurl=http://www.infoagro.com/formacion/pub/gestion_calidad.asp&h=252&w=248&sz=13&tbnid=vmL8vhalHjsJ:&tbnh=105&tbnw=104&start=1&prev=/images%3Fq%3DISO%2 -
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Slide 9.9
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Receiving Inspection
Materials or
components received
from outside supplier
are inspected for
conformance to
specifications.
Inspection Activities
Classification
Inspection
Inspection to
separate parts
into categories
according to
specifications.
Control Inspection
Inspection of periodic
sample of
work-in-progress
of an end product
to detect and
correct deviations.
Audit Inspection
Ensuring that
procedures and
processes are
being followed to
ensure the validity
and reliability ofinspection operations
Specifying and Managing Product Quality
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Slide 9.10
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Customer
requirements
Q.F.D The House of Quality
Specifying and Managing Product Quality
Engineering characteristics that
affect customer requirements
Matrix showing interaction
between each engineering
characteristic and each customer
requirement.
Target engineering characteristics
Importance of each
requirements
Customer perceived
performance against
competitors
Matrix showing
interaction between each
engineering characteristic
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Slide 9.11
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
Cost of QualityAppraisal Costs
Review of test and inspection data
Field (on-site) performance testing
Internal testing and release
Evaluation of field stock and spare parts
Data processing inspection and test
reports
Laboratory acceptance testing
Inspection tests (including Goods
Inward)
Product quality audits
Set up for inspection and test
Inspection and test material
Product quality audit
Appraisal Costs
(Cost of assessing the quality achieved)
Cost of Conformance
Specifying and Managing Product Quality
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Slide 9.12
Lysons & Farrington, Purchasing and Supply Chain Management, 7thedition, Pearson Education Limited 2005
MilesDefinition of Value Analysis
The Value Analysis Checklist
Specifying and Managing Product Quality
A philosophy implemented by the use of a specific set of techniques, a body ofknowledge, and a group of learned skills. It is an organised, creative approach that
has for its purpose the efficient identification of unnecessary cost, i.e., cost that
provides neither quality nor use nor life, nor appearance nor customer features.
1. Does its use contribute value?
2. Is its cost proportionate to its usefulness?
3. Does it need all its features?
4. Is there anything better for the intended use?
5. Can a usable part be made by a lower cost method?
6. Can a standard product be found which will be usable?
7. Is it made on proper toolingconsidering the quantities used?
8. Are the specified tolerances and finishes really necessary?
9. Do material, reasonable labour, overhead and profit total its cost?
10. Can another dependable supplier provide it for less?
11. Is anyone buying it for less?