Bài giảng môn học quản trị chất lượng Quality Management

2015/04/17 7 -Objectives Understanding comprehensivel y basic concepts relating to quality such as product quality, service quality, work quality, management quality and so forth.. Copyr

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QUALITY MANAGEMENT

(CODE: QTKD4093)

Prepared by Ngoc Liem LE Semester 2, AY 2014-2015

 Ngoc Liem LE, MAPE

 General Business Administration Major, Faculty of Business Administration, College of Economics, Hue University

 Address: 3 rd Floor, Building C, 99 Ho Dac Di St, Hue City, Vietnam

 Telephone: (84-54) 3 691 130; Facsimile: (84-54) 3 529 491

 Website: www.fba.hce.edu.vn

 E-mail: ngocliemnd@hce.edu.vn

Instructor’s profile

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 Credits:

 For regular students and students with the second degree: 3 credits;

 For the others: 30 periods = 2 units

 Prerequisite conditions:

 For regular students and students with the second degree: attended basic course of this General Business Administration such as management, human resource management, financial management, basic marketing and the like.

major- For the others: participated the aforementioned courses and NOT be absent from the course with

a rate of NO more 20% periods of the course.

 Customers are NOT always right.

 Being FUNCTUAL.

 Being HONEST and FAITHFUL, and NO PLAGIARISM

 Reading the materials given by the instructor before the class starts.

 You can do anything you like at the class as long as you keep QUIET and DO NOT DISTURB the others

Even, if you don’t like studying or feel it bored or something like that at the class, please feel free to tell the instructor and leave the class freely The instructor ASSURES that you will NOT be discriminated.

 If you have personal affairs and cannot attend the class, please feel free to do it without submitting a permission paper to the instructor However, please bear in mind that you are still in control of regulations of the course.

 For those who have exceptional and inevitable reasons such as sickness, accidents and injuries, and urgent circumstances (i.e funeral and the like) Similarly, please feel free to do it without submitting a permission paper to the instructor Nonetheless, if you don’t want your subgrade of class attendance deducted, YOU MUST DEMONSTRATE the state you were in before.

 Please DO NOT EAT, SMOKE and KEEP YOUR PHONE SILENTLY at the class.

 Questions are exhibited at the class or through appointment, or via e-mail The other means unaccepted.

 After all, thank you very much for your understanding and kind corporation.

Other Rules

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 John S Oakland (2004), 3rd_JOHN S OAKLAND ON QUALITY MANAGEMENT

 John S Oakland (2008), 6th_STATISTICAL PROCESS CONTROL

 ISO 9000 (2005)_QUALITY MANAEMENT SYSTEMS- Fundamentals and Vocabulary

 ISO 9001 (2008)_QUALITY MANAGEMENT SYSTEMS- Requirements

 ISO 19011 (2002)_GUIDELINES FOR QUALITY AND (OR) ENVIRONMENTAL MANAGEMENT SYSTEMS AUDITING

 David Hoyle (2007), 1st_QUALITY MANAGEMENT ESSENTIALS

 P B Crosby (1979)_QUALITY IS FREE

 W Edwards Deming (2000)_OUT OF THE CRISIS

 Gopal K Kanji et al (1996)_100 METHODS FOR TOTAL QUALITY MANAGEMENT

 Jay Kandampully et al (2001) 1st Ed_SERIVCE QUALITY in HOSPITALITY, TOURISM, and LEISURE

 K Douglas Hoffman et al (2011), 4th Ed_SERVICES MARKETING- Concepts, Strategies, & Cases

 Others: journal papers, internet, and etcetera.

-Textbooks and Preferences

 Please follow the below instructions for accessing the course on Moodle (E-Learning):

1 Go to: http://htt.hce.edu.vn/elearning/

2 Log in with your account given by HCE administrator If you have not got a HCE account, you are advised to contact to the website administer to have it as soon as possible.

3 Go to the course: “QUALITY MANAGEMENT_Ngoc Liem LE”

(short name: QTKD4093 (N01, N02, N03, N04)-SEMESTER 2, 2014-2015).

Access the course on Moodle (E-Learning)

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2015/04/17 7

-Objectives

Understanding comprehensivel

y basic concepts relating to quality such as product quality, service quality, work quality, management quality and so forth.

Understanding how to build and apply some quality management systems following standards (e.g

ISO 9001:2008)

Applying and practising well some tools, techniques, methods of quality management in reality.

ContentsCHAPTER I: SOME CONCEPTS RELATING TO QUALITY CHAPTER II: QUALITY MANAGEMENT

CHAPTER V: QUALITY ASSESSMENT CHAPTER VI: METHODS, TOOLS, AND TECHNIQUES OF QUALITY MANAGEMENT CHAPTER IV: TOTAL QUALITY MANAGEMENT (TQM)

CHAPTER III: SERVICE QUALITY MANAGEMENT

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CHAPTER I:

SOME CONCEPTS RELATING TO QUALITY

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2015/04/17 11

-Product Quality

 What is a product?

 Who are our customers?

 Two views on product quality

 Juran spiral of progress in quality

 Features of product quality

 Factors affecting product quality

 TCVN ISO 9000: 2007:

“Product is defined as “result of a process””(p 20).

 Process: “set of interrelated or interacting activities

which transforms inputs into outputs” (TCVN ISO 9000:

2007, p 20)

 “Product is result of a set of interrelated or interacting

activities which transforms inputs into outputs”.

 Also, “wherever the term “product” occurs, it can also

mean “service”” (TCVN ISO 9001: 2008, p.14).

What is a product?

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2015/04/17 13

-Instance

Material (NVL thô)

Warehouse Tube (Nhập kho)

Compound Section (Trộn cao su)

Packing Tube (Đóng gói)

Extrude Inner Tube (Ra xăm)

Vulcanzation Inner Tube (Nung xăm)

A procedure of inner tube production

 A product is not meant the product of a process of production but also maybe of a service

 Any substance or an activity created by an organization to meet its internal and external requirements is also viewed

a product

 Every organization taking part in activities of national economy produces and supplies its “product” to its society

Attentive notes

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 Taking standpoint of quality management, products are regarded as not only goods that we daily see in markets or at commercial stores, shops, supermarket and the like; or services are perceived by

customers when they use the services; but results of a process.

 A product maybe a “product” (result) derived from the previous process as demonstrated from the above example.

 You can only “do quality” if you can understand comprehensively the concept of product taken by this approach of quality

management.

-Attentive notes (cont’d)

 They are…

 Ultimate users

 Partners

 Suppliers

 And who else…?

Who are our customers?

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…“Every activity, every job is a part of a process A flow diagram of any process will divide the work into stages The stages as a whole form a process The stages are not individual entities, each running at maximum profit A flow diagram, simple or complex, is an example of a theory- an idea.

Work comes into any stage, changes state, and moves on into

the next stage Any stage has a customer, the next stage.

The final stage will send product or service to the ultimate customer, he that buys the product or the service (Deming,

2000, p 87)

-Who are our customers? (cont’d)

Stage 1 Stage 2 Stage 3

W E Deming (1900-1993) (Source:

http://en.wikipedia.org/wiki/W._Edwards_Deming )

 According to Robert E Cole (1987, p.16):

”It is Ishikawa himself who began to use this phrase (“make the next process downstream your customer”) after visiting a steel plant in 1950 When examining scratch defects on steel sheets, he discovered strong sectionalism was preventing employees in connecting processes from cooperating to eliminate defects In trying to explain the need for cooperation,

he developed the idea “You must image that the next

Who are our customers? (cont’d)

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2015/04/17 Prepared by Ngoc Liem LE -

19-Instance

Material (NVL thô)

Compound Section (Trộn cao su)

Nylon Topping Section (Ra vải)

Cut Nylon Section (Cắt vải)

Assembly Section (Dán bố)

Vulcanize Section (Nung)

Warehouse Tube (Nhập kho)

 Customers are not only people those who buy or expend our products or services, or partners, suppliers and so forth in the

market but also the people who are working in the next stage

continuing the work of the previous stage.

 Thereby, every member in a organization is both “supplier”

and “customer” of the others in the organization.

STAGE AS YOUR CUSTOMER.

Attentive notes

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Internal customers External customers

A product viewed as “quality” not only meet external customers’

requirements but meet internal customers’ requirements.

-Two types of customers

Two views on product quality

1 Approach from self-product

 “Chất lượng là một hệ thống đặc trưng nội

tại của sản phẩm được xác định bằng

những thông số có thể đo được hoặc so sánh được, những thông số này lấy ngay trong sản phẩm đó hoặc giá trị của nó”.

 “Quality means goodness, or luxury, or shininess, or weight The word “quality” is used to signify the relative worth of things

in such phrases as “good quality” ” (Phillip

B Crosby, 1979, p.17).

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2015/04/17 23

-Is this product in quality?

 Philip B Crosby (1979): “That is precisely the reason

we must define quality as “conformance to requirements” if we are to manage it” (p.17).

 Theo ISO 8402:

“Quality: The totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs”.

 TCVN ISO 9000 : 2007:

Quality: “Degree to which a set of inherent

characteristics fulfils requirements” (p 21).

Requirement: “Need or expectation that is stated,

generally implied or obligatory” (p.21).

Two views on product quality (cont’d)

2 Approach from market

(Source: http://www.wppl.org/wphistory

philipcrosby/PhilipCrosby.jpg )

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Based on the outputs gained from the work?

-What is a quality work?

“Quality: Do the right thing, and do things right all the time.”

(Yang & EI-Haik, 2008, p xv)

What is a quality work? (cont’d)

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2015/04/17 27

-What is a quality work? (cont’d)

Nhung hon da cuoi.avi

What is a quality work? (cont’d)

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29-Juran spiral of progress in quality

 Market research & Design phase: Role?

Case study: The Y2K and role of design stage on quality

 Production phase: Role?

 Delivery and Usage phase: Role?

Juran spiral of progress in quality (cont’d)

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 Three points:

 Storing dates of years with two digits

 Calculating leap years, and

 Specifically implications toward dates.

-The Y2K and role of design stage on quality

 Some store or control softwares of dates only used two digits so as to indicate the years of the 20 th century

Calculations based on these dates did not perform exactly because they did not regard the dates of the 21th century are those ones greater the dates of the 20 th century For instance, 2000 – 1999 = 1, but 00 – 99 = - 99 As a result, accounting applications or softwares could view all receivables obsolete because no customer paid in the year of 98.

 Routine for calculating years with two digits supposed that the two digits denoted the 19 th century This routine was seen necessary in the first days of commercial computers as costs for storing and memory are quite dear.

Storing dates of years with two digits

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 Leap years are calculated by following some simple principles

Nevertheless, some systems and applications did not view the year

of 2000 a leap year This, leaded to the all dates behind the day of February 29, 2000 would be wrongly made one day up.

 Principles for calculating leap years?

 “A year, occurring once every four years, which has 366 days including 29 February as an intercalary day.” (Oxford Dictionaries,

-Calculating leap years

 Troubles often happened for old custom codes In order to write custom codes more efficient but still expend less volume of memory Date fields sometimes were used in particular functions.

 For some applications, using in particular functions meant “store these data forever” or “automatically ease these data after

30 days”, or “filter these data on the top of report” and so

forth At some organizations, these date codes could be used in particularly different ways These were key reasons why there was

no way that enabled to determine all the ways of usage or wrong

Specifically implications toward dates.

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-Why the Y2K?

What did we have to pay for this non-quality?

 The impact of Y2K is extremely difficult

to evaluate Considering two the following situations may happen:

Completely Broken System (CBS)

It was comprehensively easy to identify the problem because CBS was easy to see, and, therefore it was also easy to be found In this case, we could plan the solutions against the problem as well as urgent circumstances.

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 Command function could not permit to input any commands after the year of 2000 if the error treatment function of the application viewed the number 00 ineligible For this case, it was straightforwardly obvious that the application was broken

as it stopped working.

 Internal systems accompanied accessories such as air condition remote could break down if date function was put in maintenance systems It was very easy to see if this device was completely broken down because no cold air was generated.

-Examples of CBS

What did we have to pay for this non-quality?

Partly broken system (PBS)

Hỏng hóc một phần là dạng khó nhận thấy hơn và sẽ gây ra nhiều hậu quả khó lường hơn so với dạng hỏng hoàn toàn Nếu một hệ thống chỉ bị hỏng một phần, người sử dụng có thể không nhận ra điều đó Trong trường hợp các giao dịch tài chính, một tính toán sai có thể đưa ra các kết quả lại được coi là chính xác Kết quả của sự hỏng hóc một phần sẽ là việc mất niềm tin vào khả năng chuyển giao thông tin tin cậy, chính xác của môi

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 Các khoản thanh toán nợ có thể đưa ra một kết quả sai Nếu ứng dụng đó ngừng hoạt động thì rất dễ thấy là có trục trặc Nhưng nếu ứng dụng đó vẫn cho ra kết quả thì người vận hành ứng dụng đó phải có trách nhiệm nhận ra lỗi trong tính toán.

 Điện thoại có thể bị hỏng một phần trong một số tập con của các chức năng Có thể ấn gọi số vẫn nghe thấy và nó có vẻ như đang hoạt động bình thường Trục trặc có thể xảy ra với các bản báo cáo

về thời gian của các cuộc gọi Đối với các công ty sử dụng thông tin này để tính tiền và/ hoặc theo dõi, các bản báo cáo sai có thể sẽ không phát hiện được ngay và các hệ thống tính tiền tự động sẽ cho ra các hoá đơn tính tiền không đúng.

-Examples of PBS

Features of product quality

Meeting customer’s requirements

The factors of total quality

Quality

Price

Service Safety

Time

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Features of product quality (cont’d)

Quy tắc QCDSS

Cost

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 Factors outside organizations

 Need of economy

 Technology

 Law system

-Factors affecting product quality

 Factors inside organizations

Machines

Men

Material s

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“Biểu thị khả năng thỏa mãn toàn diện nhu cầu của thị trường trong những điều kiện xác định với chi phí thỏa mãn nhu cầu thấp nhất”.

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 Quality costs- a definition

 Categories of quality costs

-Quality costs

Quality costs- a definition

“Chi phí chất lượng là toàn bộ chi phí nảy sinh

để tin chắc và đảm bảo chất lượng thỏa mãn

cũng như những thiệt

hại nảy sinh khi chất lượng không thỏa mãn.”

TCVN ISO 8402 : 1999

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 Prevention costs

 Appraisal costs

 Failure costs

 Internal failure costs

 External failure costs

-Categories of quality costs

Preventions

costs-Definition

“These are costs incurred to keep failure and appraisal costs to a minimum.”

(Juran & Godfrey, 2000; p 8.7)

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 Quality planning

 This includes the broad array of activities which collectively create the overall quality plan and the numerous specialized plans It includes also the preparation of procedures needed to communicate these plans to all concerned.

 Evaluating the execution of activities in the overall quality plan.

 Supplier quality evaluation

 Evaluating supplier quality activities prior to supplier selection, auditing the activities during the contract, and associated effort with suppliers.

 Training

 Preparing and conducting quality-related training programs.

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 Incoming inspection and test

 Determining the quality of purchased product, whether by inspection on receipt, by inspection at the source, or by surveillance.

 In-process inspection and test

 In-process evaluation of conformance to requirements.

 Final inspection and test

 Evaluation of conformance to requirements for product acceptance.

 Document review

 Evaluation of conformance to requirements for product acceptance.

 Balancing

 Examination of various accounts to assure internal consistency.

 Product quality audits

 Performing quality audits on in-process or finished products.

 Product quality audits

 Keeping measuring instruments and equipment in calibration.

 Inspection and test materials and services

 Materials and supplies in inspection and test work (e.g., x-ray film) and services (e.g., electric power) where significant.

 Evaluation of stocks

 Testing products in field storage or in stock to evaluate degradation.

-Categories

“These are costs of deficiencies discovered

before delivery which are associated with the

failure (nonconformities) to meet explicit requirements or implicit needs of external or internal customers Also included are avoidable process losses and inefficiencies that occur even when requirements and needs are met

These are costs that would disappear if no deficiencies existed.”

(Juran & Godfrey, 2000, p 8.4)

Failure costs- Internal failure cost

Definition

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-Categories

 Failure to Meet Customer Requirements and Needs

 Scrap:The labor, material, and (usually) overhead on defective product that cannot economically be repaired

The titles are numerous—scrap, spoilage, defectives, etc.

 Rework:Correcting defectives in physical products or errors in service products.

 Lost or missing information:Retrieving information that should have been supplied.

 Failure analysis:Analyzing nonconforming goods or services to determine causes.

 Scrap and rework-supplier:Scrap and rework due to nonconforming product received from suppliers This also includes the costs to the buyer of resolving supplier quality problems.

 One hundred percent sorting inspection:Finding defective units in product lots which contain unacceptably high levels of defectives.

 Reinspection, retest:Reinspection and retest of products that have undergone rework or other revision.

 Changing processes:Modifying manufacturing or service processes to correct deficiencies.

 Redesign of hardware:Changing designs of hardware to correct deficiencies.

 Redesign of software:Changing designs of software to correct deficiencies.

 Scrapping of obsolete product:Disposing of products that have been superseded.

 Scrap in support operations:Defective items in indirect operations.

 Rework in internal support operations:Correcting defective items in indirect operations.

 Downgrading:The difference between the normal selling price and the reduced price due to quality reasons.

Failure costs- Internal failure cost (cont’d)

Categories

 Cost of Inefficient Processes

 Variability of product characteristics: Losses that occur even with conforming product (e.g., overfill of packages due to variability of filling and measuring equipment).

 Unplanned downtime of equipment: Loss of capacity of equipment due to failures.

 Inventory shrinkage: Loss due to the difference between actual and recorded inventory amounts.

 Variation of process characteristics from “best practice”: Losses due to cycle time and costs of processes as compared to best practices in providing the same output The best-practice process may be internal or external to the organization.

 Non-value-added activities: Redundant operations, sorting inspections, and other value added activities A value-added activity increases the usefulness of a product to the customer; a non-value-added activity does not.

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-Definition

“These are costs associated with deficiencies that are found after product is received by the customer Also included are lost opportunities for sales revenue These costs also would disappear if there were no deficiencies.”

(Juran & Godfrey, 2000, p 8.6)

 Failure to Meet Customer Requirements and Needs

 Warranty charges:The costs involved in replacing or making repairs to products that are still within the warranty period.

 Complaint adjustment:The costs of investigation and adjustment of justified complaints attributable to defective product or installation.

 Returned material:The costs associated with receipt and replacement of defective product received from the field.

 Allowances:The costs of concessions made to customers due to substandard products accepted by the customer as is or to conforming product that does not meet customer needs.

 Penalties due to poor quality:This applies to goods or services delivered or to internal processes such as late payment of an invoice resulting in a lost discount for paying on time.

 Rework on support operations:Correcting errors on billing and other external processes.

 Revenue losses in support operations:An example is the failure to collect on receivables from some customer

Failure costs- External failure cost

Categories

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 Lost Opportunities for Sales Revenue

 Customer defections:Profit margin on current revenue lost due to customers who switch for reasons of quality An important example of this category is current contracts that are canceled due to quality.

 New customers lost because of quality:Profit on potential customers lost because of poor quality.

 New customers lost because of lack of capability to meet customer needs:Profit on potential revenue lost because of inadequate processes to meet customer needs.

-Categories

 Costs of conformance (COC)

 Costs of Non-conformance (CONC) or Shadow Costs of Production (SCP)

Categories of quality costs (cont’d)

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“The cost of conformance (COC) is the process cost of

providing products or services to the required standards, by

a given specified process in the most effective manner, i.e

the cost of the ideal process where every activity is carried out according to the requirements first time, every time.”

(Oakland, 2004, pp 147-148)

-Definition

“The cost of non-conformance (CONC) or Shadow Costs of

Production (SCP) is the failure cost associated with the

process not being operated to the requirements, or the cost due to variability in the process.”

(Oakland, 2004, p.148)

Costs of Non-conformance (CONC)

Definition

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-Calculating SCPCost of Conformance (COC) + Cost of non-conformance (CONC) or (SCP)= 1

ɳ: coefficient of efficient usage

K tt: real grading coefficient

D c: reliability

 v.v

Five erroneous assumptions on quality through Philip Bayard Crosby (1979)

2 Quality is an intangible and therefore not measurable.

3 There is an “economics” of quality

4 All the problems of quality are originated by the workers, particularly those in the manufacturing area.

5 Quality originates in the quality department.

1 The concept of quality

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…“The problem of quality management is not what

people don’t know about it The problem is what they

think they do know.”…

P B Crosby (1979, p 15)

-1 The concept of quality

 “The first erroneous assumption is that quality means goodness, or luxury,

or shininess, or weight The word “quality” is used to signify the relative worth of things in such phrases as “good quality,”…” (Crosby, 1979, p.17).

 “That is precisely the reason we must define quality as “conformance to requirements” if we are to manage it.” (Crosby, 1979, p.17).

 “Requirements must be clearly stated so that they cannot be misunderstood Measurements are then taken continually to determine conformance to those requirements The nonconformance detected is the absence of quality Quality problems become nonconformance problems, and quality becomes definable….” (Crosby, 1979, p 17).

 Thus, “whenever you see the word “quality” read” out

““conformance to requirements.”” (Crosby, 1979, p.17).

1 The concept of quality (cont’d)

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 Kaoru Ishikawa:

“Chất lượng có nghĩa là chất lượng trong công việc, chất lượng trong dịch vụ, chất lượng trong thông tin, chất lượng của quá trình, chất lượng của các bộ phận, chất lượng con người, kể cả công nhân, kỹ sư, giám đốc

và viên chức điều hành, chất lượng của công ty, chất lượng của các mục tiêu.”

-1 The concept of quality (cont’d)

 The precision of thinking is extremely essential at every work Hence, it is plausible to define quality clearly, exactly, specifically in order not lead to regretful mistakes

1 The concept of quality (cont’d)

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Cau tra loi co ich.htm

 Quality is measured by the cost of quality which, as we have said, is the expense of nonconformance- the cost of doing things wrong These costs are divided into prevention, appraisal, and failure categories But they all are a result of not doing things right the first time.

2 Quality is an intangible and therefore not measurable

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 “The third erroneous assumption is that there is an

“economics” of quality The most-offered excuse managers have for not doing anything is that “our business is different.”

The second is that the economics of quality won’t allow them

to do anything What they mean is that they can’t afford to make it that good This, of course, is an indication that they don’t understand quality and that they are just wishing you would go away Pressed, they will relate some case of

“goldplating,” where a designer made a product unsalable by insisting on adding some luxury component At that time, it is proper to explain the real meaning of the word “quality” and point out that it is always cheaper to do things right the first time.” (Crosby, 1979, pp.18-19).

 Quality is NOT ONLY associated with machines, equipment

BUT it is more important that quality also goes with methods,

doing services, marketing, usage manual.

-3 There is an “economics” of quality

Ca tuoi va ca khong tuoi.htm Quality story

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 “…the people in the manufacturing ghetto can contribute only a little to the prevention

of problems because all planning and creation is done elsewhere And it is the

“elsewhere” that need attention when it comes to reducing the cost of quality You will find the causes of most of our expensive problems at the other ends of pencils and telephones.” (Crosby, 1979, p 20).

-workers, particularly those in the manufacturing area

 “Quality department people should measure conformance by the various means at their disposal; they should lead the drive to develop a positive attitude toward quality improvement;

they should use whatever educational programs can be helpful (such as Zero Defects, Make

Certain,”…”But they should not do the job

for other, or the others will not change their evil

ways.” (Crosby, 1979, p.20).

5 Quality originates in the quality department

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1 Crosby, P B (1979) Quality is Free: The Art of Making Quality Certain McGraw-Hill.

2 Deming, W E (2000) Out of the Crisis MIT Press.

3 Juran, J M., & Godfrey, A B (2000) Juran’s Quality Handbook McGraw-Hill Education.

4 Matsushita Konosuke (1998) Quản lý và kinh doanh, Tập 3: Quản lý chất lượng là gì? Nhà xuất bản Thành phố Hồ Chí Minh, các trang 81-83.

5 Oakland, J S (2004) Oakland on Quality Management Routledge.

6 Robert E Cole (1987) Large-scale Organizational Change and Quality Revolution: Comparative Crosby versus Ishikawa Working Paper, 32.

Gurus-7 Tạp chíDiễn Đàn Năng Suất& Chất Lượng, Số 170, 2010.

8 TCVN ISO 8402 : 1999

9 TCVN ISO 9000: 2007, Hệ thống quản lý chất lượng- Cơ sở và Từ vựng.

10 TCVN ISO 9001: 2008, Hệ thống quản lý chất lượng- Các yêu cầu.

11 Yang, K., & EI-Haik, B (2008) Design for Six Sigma: A Roadmap for Product Development McGraw Hill Professional, p xv.

Trang 39

2015/04/17 Prepared by Ngoc Liem LE -

1-CHAPTER II:

QUALITY MANAGEMENT

Key points

 Quality management- a history review

 Definitions of quality management

 Quality management methods

 Quality management system

Trang 40

 Đầu thế kỷ XX, KCS được sử dụng phổ biến

 Những năm 1930, xuất hiệnKiểm soát chất lượng bằng thống

kê (Statistical Quality Control- SQC) của W A Shewhart.

 Năm 1935, xuất hiện Series 600 dựa trên sự phân tích thống

kê của E S Picson.

 Năm 1950, xuất hiện Chu trình Deming- Chu trình PDCA

 Năm 1960, xuất hiện Nhóm chất lượng (Quality Circle- QC).

 Từ 1980 đến nay, quản trị chất lượng trở thành vấn đề có ý nghĩa sống còn đối với doanh nghiệp và đối với mỗi quốc gia.

-Quality management- a history review

 1911: Frederick W Taylor introduces “The Principles of Scientific Management” giving birth to such techniques as time

and motion studies.

 1931: Walter A Shewhart of Bell Laboratories exhibits statistical quality control in his book “Economic Control of Quality

Manufactured Products”.

 1940: W Edwards Deming assists the U.S Bureau of the Census in applying statistical sampling techniques.

 1950: W Edwards Deming addresses Japanese scientists, engineers, and corporate executives on the subject of quality.

 1951: Joseph M Juran publishes the “Quality Control Handbook”.

 1970: Philip B Crosby introduces the concept of Zero Defects

 1979: Philip B Crosby publishes “Quality is Free”.

 1980: TV documentary “If Japan Can…Why Can’t We?” airs, giving W Edwards Deming renewed recognition in the U.S.

 1982: W Edwards Deming publishes “Quality, Productivity, and Competitive Position”.

 1984: Philip B Crosby publishes “Quality without Tears: The Art of Hassle-Free Management”.

 1987: - The U.S founds The Malcolm Baldrige National Quality Award.

- Motorola Corp introduces “Six Sigma” Method.

 1989: Florida Power and Light wins Japan’s coveted Deming Prize, the first non-Japanese company to do so.

 1993: The total quality approach is widely taught in the U.S colleges and universities.

 2000: The ISO 900 standard is rewritten to incorporate total quality concepts.

(Source: Goetsch & Davis, 2003, p.9)

Selected historic milestones in the quality movement in the U.S

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