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quality? Describe to a manager who is still inspecting quality in why
he/she should change and how to begin.
5. Smith Electrical Supply manufactures power supplies for personal
computers. The power supplies convert standard AC current into controlled
DC voltage. Random samples of 5 power supply units produced the
following data. Calculate the Upper and Lower Statistical control limits for
the appropriate chart. Plot the data on a chart and determine if the process is
in control.
Sample # Unit 1 Unit 2 Unit 3 Unit 4 Unit 5
1 5.002 5.003 5.000 5.001 5.004
2 5.003 5.001 5.000 5.004 5.002
3 5.001 5.002 5.003 5.002 5.001
4 5.000 5.001 5.000 5.001 5.002
5 5.003 5.002 5.001 5.002 5.002
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Total Quality Management
6 5.001 5.002 5.001 5.003 5.004
7 5.002 5.004 5.001 5.002 5.004
8 4.998 4.999 5.000 5.001 5.002
9 5.000 4.998 5.002 5.001 4.999
10 5.002 5.001 5.004 5.002 5.000
6. Create a cause and effect diagram (Ishikawa diagram) showing causes for
why a student may not do well on an exam.
7. Flowchart the process of preparing, writing and submitting a class paper.
8. Create a histogram of the following heights (in inches) from an eighth grade
class.
Student Height Student Height
1 60 10 58
2 58 11 62
3 64 12 64
4 48 13 62
5 44 14 66
6 70 15 68
7 72 16 60
8 65 17 62
9 61 18 64
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Lesson Three - Quality Definition and Measurement
9. Provide the characteristics of quality for the following organizations: (what
measurable characteristics would you be interested in when discussing the
details of quality improvement?)
a laundry soap manufacturer
a cookie baker
an insurance company
a church
a publisher
a university
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Lesson Four - Teams, Taguchi and JIT
Lesson Four - Teams, Taguchi and JIT
Objectives
After this lesson, the reader should be able to:
" Describe what teams are and what they are not
" Define the correct type of team for a given work situation
" Define Taguchi's loss function
" State Taguchi's contribution to the definition of quality
" Choose the appropriate orthogonal array for a simple experiment
" Explain the advantages of Just-in-Time (JIT)
" Explain the new purchasing paradigm and contrast it to the old paradigm
Key Terms
Team
Taguchi
The Loss Function
Just in time (JIT)
Orthogonal array
Teams
TQM builds on the team concept. It is important to understand what teams are and
what they are not.
Definition
A team is an ad-hoc collection of people with a common goal and purpose. The
members of the team possess skills that, in unison with each other, create a synergistic
relationship. Management, or the greater whole of employees who will be affected by
their decisions, choose team members. The team is mutually accountable and
collectively responsible for the attainment of the assigned goals or objectives. The
team has the authority to request information and resources up to a prescribed limit
set by management, and the authority to make changes in the organization pertinent
to the assigned goals and objectives. A team is small - usually 3 - 10 people.
A team is not:
" a group of people each doing their individual best and coming
together to share information and insight
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Total Quality Management
" a group where individuals receive recognition for their part of the
performance
" internally competitive
" permanently formed as a "standing committee"
Team Article
by Kenneth Teller and Bruce Winston
Many organizations are moving from a hierarchical system to one with decentralized
authority. The reason is simple. The way we have done business is no longer good
enough and many organizations are fighting for survival. There is a growing
realization that radical and fundamental changes must occur in the way we go about
business.
Traditional management theorists sought a motivational model that explained levels
of worker performance on the job. Douglas MacGregor hypothesized a two-pronged
behavioral pattern, labeled X and Y. His theory X holds that one can only manage the
number of employees that one can see. This span of control is necessary as people
have an inherent dislike for work and will seek to avoid it. This concept is flawed.
The underlying premise is that if a worker isn't watched; they will not work. If this is
the case, any greater span of control over one-to-one would be impossible. Theory Y
holds that work is a natural phenomenon. If people are committed to organizational
goals, they will exercise self-direction and self-control. Commitment depends on
rewards associated with goal attainment. MacGregor postulated that problem solving
capacity is widely distributed in the population, and the average worker's intellectual
abilities are only partially utilized.
MacGregor's model placed its own expectations and demands between management
and labor. This provided a framework on which the work relationship ethic grew.
In any organization, there are employees who fit the theory X or Y models. Indeed,
any employee may vary between an X and Y reaction to any task at hand. The
weakness of this theory is that it places management in a reactive position to the
worker. In reality, this theory places the manager in loco parentis. The worker must
either perform to avoid punishment or to gain approval. We must change our
philosophy. We cannot continue to compete this way in today's global market. It is
time for us all to grow up. Modern management theorists like W. E. Deming are
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