Microsoft PowerPoint gos-chapter4-Competency ppt [Compatibility Mode]
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4.4 Options of the “create your perfect beverages” program Tall 355ml Grande474 ml Venti 592 ml Hot Ice Vanilla Caramel Peppermint Raspberry Chocolate Almond Hazel Decaffeinated Caffeinated skimmed milk Semi ‐ skimmed milk Full ‐ cream milk Soja 4.4 QUALITY COMPETENCY 4.4.1 Concepts of quality and quality competency The Gucci family has traditionally emphasized the importance of quality with its well-known motto, “Quality is remembered long after the price is forgotten”. Quality is the ability of a product or service to consistently meet customer expectations. The American National Standards Institute (ANSI) and the American Society for Quality (ASQ) have both defined quality as, “The totality of features and characteristics of a product or service on its ability to satisfy given needs”. Quality as a concept encompasses both product quality and service quality. We present hear Garvin’s classic product quality dimension system and RATER service quality dimension system. 27 4.4 QUALITY COMPETENCY 4.4.1 Concepts of quality and quality competency Garvin (1987) described product quality as including eight dimensions (Fig. 4.5): performance (product’s primary characteristics), aesthetics (product’s appearance, feel, smell, sound or taste), reliability (consistency of the product’s performance), durability (time until the product will need to be replaced), special features (additional characteristics), perceived quality (indirect evaluation, similar to reputation), conformance (the degree to which a product conforms to customer’s expectations), and serviceability (service after sale). 28 4.4 QUALITY COMPETENCY 4.4.1 Concepts of quality and quality competency The dominant dimension system of service quality is the RATER model (Zeithaml et al. 1990), originally called SERVQUAL, which measured 10 aspects of service quality—reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding the customer and tangibles—with the basic assumption that customers will be able to evaluate a firm’s service quality by comparing their perceptions with their expectations. The authors refined the model to the acronym RATER, deciding to include reliability (ability to provide the promised service consistently, accurately and on time), assurance (the knowledge, skills and credibility of the staff and their ability to use their expertise to inspire trust and confidence on the part of the customer), tangibles (the physical evidence of the service), empathy (ability to treat customers as individuals) and responsiveness (ability to provide quick, high-quality service to customers). 29 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management Simple quality control and standardization efforts can be traced as far back as the ancient civilizations of Babylon and Egypt. Early, large-scale, standardized manufacturing techniques, verified by rigorous modern archaeological technology, have been observed in weaponry manufacture in the Qin Empire (221 BC–206 BC) of ancient China. The system made standard armaments for approximately one million infantrymen, 10 thousand cavalry, and 1,000 chariots. The parts used in manufacturing crossbows were interchangeable, with an error tolerance of less than 1 mm; four product series’ of arrowheads were standardized, with an error tolerance of less than 0.15 mm; swords used standardized surfaces and coating technologies. Without modern machining tools, the empire used strict quality laws and a manufacturing administration system to control product design, raw materials, production processes and workers. The empire used a “name engraving” in-formation management system to control quality: the names of workers and supervisors, along with the time and place of manufacture, were engraved on products so that the quality control system could track each item in the case of quality failure, which could lead to harsh punishment. 30 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management During the Industrial Revolution, craftsman regularly checked product quality, and companies began to use quality inspection to produce large numbers of goods of similar quality. In 1798, Eli Whitney built a firearms factory near New Haven, Connecticut, at which he applied the principle of interchangeable parts manufacture in assembly lines to make muskets. Frederick Taylor, “the father of scientific management”, laid a further foundation for quality management by including standardization and adopting improved practices.. 31 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management In the 1920s, quality control efforts began to include statistical theory. Walter Shewhart proposed the first quality control chart in 1924, a landmark event in modern quality management. Developed by Deming, Dodge and Romig, the theory of statistical quality control (SQC) soon came to be applied in practice. 32 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management In 1946, Deming was invited to assist in rebuilding Japanese industry. He gave SQC seminars to Japanese industry. With the help of quality gurus like Joseph Juran and Armand Feigenbaum, Deming’s SQC practices developed rapidly in Japanese plants in the 1940s and throughout the 1950s. In 1948, Taguchi began to study experiment design and put forward the Taguchi Method. Japanese companies established a national advantage in quality and quality management philosophy in the 1960s. The 1960s also saw the introduction of Zero Defects programs in US industry. During this same period, Japanese and American manufacturers and American quality gurus laid the foundations for the coming TQM. 33 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management Total quality management (TQM), In 1969, the first international conference on quality control was held in Tokyo. It was at this conference that Feigenbaum first used the term “total quality”. Quality management then evolved from SQC, a statistical- and engineering-based approach, to total quality management (TQM), a “management approach to long-term success through customer satisfaction” (ASQ), which was based on total organizational involvement and continuous quality improvement, with customer satisfaction as its driving force. TQM had been developed by quality leaders like Crosby, Deming, Feigenbaum, Ishikawa and Juran. The primary elements of TQM included: a focus on the customer, total employee involvement, a process-centered approach to manufacturing and quality control, integrated systems, a strategic and systematic approach, continual improvement, fact-based decision making and open lines of communication. 34 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management In 1979, the British Standard (BS) 5750 for quality systems was published and, in 1983, the National Quality Campaign was launched based on BS5750. Then ISO 9000 has become the internationally recognized standard for quality management systems and has helped to initiate the globalizing process of TQM. 35 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management The 1980s were a key developmental period for quality management: TQM continued to mature and gained wide acceptance throughout the world; ISO established the first quality standard; new quality management models and frameworks like Six Sigma, MBNQA and EFQM were developed. In 1988, MBNQA was established by the US Congress and EFQM was established in Europe. The MBNQA process previously had been a valuable assessment tool, and many US companies had used the performance excellence criteria for self-assessment. In Europe, EFQM and the British Quality Foundation (BQF) promoted a “business excellence” model. In 1989, Motorola adopted Six Sigma, with a focus on process improvement and an emphasis on achieving a significant business impact. 36 4.4 QUALITY COMPETENCY 4.4.2 Evolution of quality management Since the 1980s, quality management has faced new challenges as a result of ongoing economic and operational globalization, the IT boom, increasing global quality risks and continually evolving management philosophies pertaining to sustainable development. 37 4.4 QUALITY COMPETENCY 4.4.3 Quality competence in a global environment • Vertical complexity • Horizontal complexity • Global quality standards • Global quality risks • Global information system • Continuous improvement processes 38 4.4 QUALITY COMPETENCY 4.4.4 Quality-based global operations strategy 39 Yüklə 260,62 Kb. Dostları ilə paylaş:
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