Examples of quality control in the following topics:
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- Quality control is a process that evaluates output against a standard and takes corrective action when output doesn't meet that standard.
- An emphasis on quality control heightened during World War II.
- At that time quality control evolved to quality assurance and is now better known as a Strategic Approach, a tool for improving not only products but also processes and services.
- The entire supply chain must be involved for an organization to meet and exceed goals of quality control.
- The purpose of quality control is to make sure that certain processes are performing up to a company's set standards.
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- Centralization is the concentration of span of control, decision making, and communication within an organization.
- Centralization is the concentration of span of control, decision making, and communication within an organization.
- These decisions or policies are then enforced through several tiers of the organization after gradually broadening the span of control until it reaches the bottom tier.
- Leaders in centralized organizations have greater access to information and, therefore, can exercise more influence over group members by controlling the flow of critical information.
- One of the distinct advantages to the centralized approach to organization and management is that it allows for greater control and is particularly useful in hierarchical organizations that have standardized processes and where the emphasis in operations is on cost savings and better quality control.
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- Seven basic elements capture the essence of the TQM philosophy: customer focus, continuous improvement, employee empowerment, quality tools, product design, process management, and supplier quality.
- They are given responsibility, training, and authority to measure and control the quality of the work they produce, they work together in teams to address quality issues, they are cross-trained to be able to perform multiple tasks and have a greater understanding of the total production process, and they have a more intimate understanding of the operation and maintenance of their equipment.
- Quality tools: Discussion of the details of quality tools extends beyond the scope of this chapter, but there are seven basic quality tools that are used by front-line workers and managers in monitoring quality performance and gathering data for quality improvement activities.
- These tools include: cause-and-effect (fishbone) diagrams, flowcharts, checklists, control charts, scatter diagrams, Pareto analysis, and histograms.
- Supplier quality: The focus on quality at the source extends to suppliers' processes as well, since the quality of a finished product is only as good as the quality of its individual parts and components, regardless of whether they come from internal or external sources.
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- Total Quality Management (TQM) is the organization-wide management of quality that includes facilities, equipment, labor, suppliers, customers, policies, and procedures.
- TQM promotes the view that quality improvement never ends, quality provides a strategic advantage to the organization, and zero defects is the quality goal that will minimize total quality costs.
- In addition, quality audits, sampling, and statistical process control also fall under the umbrella of appraisal costs.
- Quality audits are checks of quality procedures to ensure that employees and suppliers are following proper quality practices.
- Statistical process control (SPC) is the final type of appraisal cost.
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- In other words, 3M enjoys a commanding competitive advantage by controlling the transformation processes that turn raw material inputs into the high value-added Magic Tape product.
- Controlling the transformation process makes it extremely difficult for competitors to produce tape of the same quality as Magic Tape, allowing 3M to reap significant profits from this superior product.
- In the VHS tape market, 3M had no proprietary manufacturing advantage, as there were many Asian competitors that could produce high-quality, VHS tape at lower cost.
- 3M manufactures a top-quality adhesive tape called "Magic Tape".
- Controlling the transformation process makes it extremely difficult for competitors to produce tape of the same quality as Magic Tape, allowing 3M to reap significant profits from this superior product.
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- The 3M Company is a good example of the strategic importance of transforming inputs into outputs that provide competitive advantage in the marketplace. 3M manufactures a top-quality adhesive tape called "Magic Tape".
- In other words, 3M enjoys a commanding competitive advantage by controlling the transformation processes that turn raw material inputs into the high value-added Magic Tape product.
- Controlling the transformation process makes it extremely difficult for competitors to produce tape of the same quality as Magic Tape, allowing 3M to reap significant profits from this superior product.
- In the VHS tape market 3M had no proprietary manufacturing advantage, as there were many Asian competitors that could produce high-quality VHS tape at lower cost.
- Since 3M had no proprietary control over the transformation process for VHS tape that would allow the company to protect its profit margins for this product, it dropped VHS tape from its offerings.
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- If a re-treadable tyre sold as a performance service can travel twice the distance (e.g. the distance the tyre can travel is sold rather than the tyre itself – with the tyre remaining under the control of the company), the company earns more money; whereas, if it produces and sells a longer-distance tyre, the buyer would probably not pay the higher price involved (to pay for R&D and disposal costs) and company turnover would decrease.
- In other words, the linens have to last at least three years before the company can make a profit so the company is driven to lease high-quality textiles that last longer.
- Control over the maintenance of the product and its equipment, which translates into long product life,
- The quality of the product increases (quality always increases with product-life extension for the simple reason that low-quality materials and products cannot be continuously reused),
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- The decision relating to quality is not "how much" quality to have.
- If asked whether they support high quality in their organization, virtually all managers will respond enthusiastically that they fully support high quality!
- How many managers will send teams of quality engineers to supplier facilities to assist suppliers with their quality programs?
- Yet, for the past two decades in the United States, the press has reported on the weaknesses and neglect of the US air traffic control technology that plays a critical role in air travel safety.
- Quality improvement efforts require a great deal of analysis and teamwork, as well as a determined effort to make quality a top priority in the organization.
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- Workers with multifunctional skills are assigned to individual cells and have responsibility and control of the products they produce.
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- Total quality management (TQM) is an integrative philosophy of management for continuously improving the quality of products and processes.
- Total Quality Management (TQM) is an integrative philosophy of management for continuously improving the quality of products and processes .
- It is in the company's best interest that its suppliers provide quality goods or services if the company hopes to provide quality goods or services to its external customers.
- This means allowing them to make decisions on things that they can control.
- Quality Methods: There are also many quality methods, such as just-in-time production, variability reduction, and poka-yoke, that can improve processes and reduce waste.