Case Abstract Texas Instrument’s Materials & Controls (M&C) Group, a manufacture of clad and solid gold alloys for the jewelry industry, was founded in 1916. As the company grew bigger over time, TI had to perform competitively among other companies from all over world while reducing the costs of the products. At TI, quality was major focus during the international competition. Moreover, management also understood that, in order to obtain the long-run competitive success, it had to encounter greatly on expanding quality control. Thus, the company came up with “Total Quality Thrust” in which they developed the quality control system (i.e. they recorded cost of quality arose by the poor quality/performances of any process/products in a book called Quality Blue Book). Though the company could successfully implement the quality control system by measuring quality in financial term, the company could not lower down all the quality costs incurred. It could only implement the optimum level of relationship among the 4 costs (prevention, appraisal, internal & external) encountered. Why did TI choose to adopt a financial measure of quality? Choosing the right measure for quality is important. Many ways were used to measure effectiveness of “quality system”. Among them are the calculations of number or percentage of non-conformances produced; measurement of process performance such as CP Index, Cpk or capability ratio; customer returns; level of internal rejects and so on. While these methods have value in manufacturing, the only one that has any lasting effect on future viability of an operation is that measurement of quality in financial terms. Why use COQ instead of direct measures of quality (DMOQ)? By having measured DMOQ, we will not be able to see the loss of sales directly. DMOQ only measures the quality (attributes) of the products or services based on the customer specification and expectations. Sometimes it can be physical terms such as % on delivery time,…
Goal: Reduce product variance and the need for rework by implementing a company-wide quality control system that includes an element of Statistical Process Control. A secondary goal is to reduce waste by focusing on Lean engineering processes.…
Quality improvement organizations are working as local leaders, practicing efforts to support the U.S. Department of Health and Human Services’ National Quality Strategy and board national healthcare improvement goals such as decreasing healthcare associated infections, decreasing mortality rate due to heart attack and stroke, expanding the use of electronic medical record, and improving preventive care.…
| |have the ability to use an organized and methodical approach to any challenge, while been able to relate very well to work peers|…
Quality Improvement Organization’s are private, most of the time, not-for-profit organizations, which staff consists of professionals. This staff consists of doctors and other health care professionals, who are trained to review medical care and help beneficiaries with complaints about or problems with the quality of care and to implement improvements in the quality of care available throughout the spectrum of care. The mission of the Quality Improvement Organization Program is to improve the effectiveness, efficiency, economy, and quality of services delivered to Medicare beneficiaries to make their lives a lot easier.…
Competent, decisive and dedicated senior finance professional poised to deliver responsible growth and genuine results. Rich mix of technical accounting, operations, analytical skills and leadership talents complement advanced finance studies. A change agent; acknowledged for balanced judgment, stability, and capacity to steer consensus among core business disciplines with diverse agendas and visions. Professional strengths:…
Total quality control is carried out using two basic principles: quality is built in at every stage and quality is continually improved. [2]…
quality assurance. In this context, this paper will show how this important and increasingly used…
In the last chapter, we reviewed the long history of quality management. In the early 1900s, inspection shifted from the workers to a formal quality control department. This created tension between the workers and the inspectors, which is still evident in some companies today. But those who use the modern ideas of quality control are able to avoid these tensions and create a positive environment for quality improvement. In 1924, Walter A. Shewhart of the Bell Telephone Labs developed a statisti cal quality control chart. Two others from the Bell Labs, H. F. Dodge and H. G. Romig, further developed the theory of statistical quality control in the 1930s. But little was done in industry until World War II in the early 1940s. The war created the demand for huge quantities of military goods from industry. The mil itary required that industry adopt the new methods of statistical quality control to help ensure that the goods they ordered would meet government standards. As a result, statistical methods for control of quality were widely adopted by…
“ We recognize Lyceum of the Philippines University Batangas- educational institution that has proven the old adage,” The more you know, the more you don’t know”- that success only opens our eyes to the many things that we can do better. And without doubt, it has continued to better itself”, Pres. Benigno S. Aquino III said in his speech, during the 15th Philippine Quality Awards, Malacaňan Palace, Dec 12.…
* In order to focus more precisely on the quality issues, there should be a separate Quality Assurance team. The team should be under the supervision of Manufacturing Manager. This team should work on quality measures and they should be integrated with the other teams from the beginning till the end of the project. This will support the production of high quality products that will satisfy…
Quality systems have been in existence for many more years than realized. It was during 1945- 1951 that Dr. Juran and Dr. Edward Deming traveled to Japan to give lectures on quality control systems. (Juran, 1995).Total quality management was derived by Deming in the 1940 's and implemented in Japan in the 1950 's (Deming, 2000). At the time, the US was not interested in this type of quality control. The United States Navy used statistical process control (a part of TQM) during the 1950 's and beyond. TQM was not used, however, in manufacturing or service industries. During the early 1980 's, the US started to use the terms total quality management and truly began applying Deming 's 14 points as a total quality management system. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, KaoruIshikawa and Joseph M. Juran (Total, 2006).…
Since statistical techniques do not aid continuous quality improvement, the need has arisen to find new techniques and tools to replace the present-day quality systems infected with various statistical techniques. In this context, major portions of the methods proclaimed by Japanese-born quality engineering expert Dr Genuchi Taguchi, called “on-line quality control methods”, are found to offer meaningful solutions in the process of ensuring continuous quality improvement in manufacturing firms. Though a large number of case studies have been reported of the implementation of Taguchi’s offline quality control methods describing the conduct of a minimum number of experiments to decide the optimum parameters, there is virtually no successful case study in the literature about the implementation of Taguchi’s…
“Quality control consists of developing, designing, producing, marketing, and servicing products and services with optimum cost-effectiveness and usefulness, which customers will purchase with satisfaction.”- Kaoru Ishikawa. Ishikawa understood what quality meant and how it could be applied to any industry; his development of the seven tools for quality control are key and…
Quality assurance is based on setting agreed quality standards at all stages in the production of a good or service in order to ensure that customers’ satisfaction is achieved. It does not just focus on the finished product. This approach often involves self-checking by workers of their own output against these agreed quality standards.…