contents emeronti1 vifisa ... • deming’s contribution • deming chain reaction • karefi ......

Contents

emeronTI1 viFIsa®sþénkarRKb;RKgKuNPaB Approaches to Quality Management ........................................... 2

emeronTI2 RTwsþIénKuNPaB Quality Theory .................................................................................................. 7

emeronTI3 KuNPaBnigkarRbkYtRbECgsakl Quality and Global Competitiveness ................................... 13

emeronTI4 karbMeBjtRmÚvkar nigkarEfrkSaGtifiCn Customer Satisfaction and Retention ........................ 16

emeronTI5 karcUlrYm nig karpþl;GMNacdl;nieyaCit Employee Involvement and Empowerment .......... 19

Chapter 6 Quality Tools .............................................................................................................................. 22

Chapter 7 Statistical Quality Control .......................................................................................................... 27

National University of Management Year IV, Semester I

Management of Technology/Group30/Promotion 19 Page 2 of 35

emeronTI1 viFIsa®sþénkarRKb;RKgKuNPaB

Approaches to Quality Management

bøg;emeron 1. etIKuNPaBCaGVI? 2. FatusMxan;²énKuNPaB 3. niymn½yénviFIsa®sþKuNPaBsrub 4. FatusMxan;²énKuNPaBsrub 5. TsSnaTan Six Sigma

6. RbvtþiRtÜs²énkarRKb;RKgKuNPaB etIKuNPaBCaGVI? (What Is Quality?)

\tex©aHkarpþl;TMnij[elOn pþl;plitpll¥ nig manRbeyaCn_bM)at;PaBx©Hx¢ay PaB\tpøas;bþÚreFVIRtÚv enAelIk dMbUgeFI [GtifiCneBjcitþxøaMgkareBjcitþTaMgmUlGnueLamtameKalneya)aynignitiviFI .

KuNPaBKWCasPaBpøas;bþÚrEdlTak;TgCamYyplitpl/ esvakmµ/ mnusS/ dMeNIrkar/ nigbriyakas EdlbMeBj b¤ bMeBj elIskarrMBwgTuk. Quality is a dynamic state associated with products, services, people, processes, and environments that meet or exceed expectation.

FatusMxan;²énniymn½y³ sPaBpøas;bþÚr (dynamic state) mann½yfa manKuNPaB Gacpøas;bþÚreTAtameBlevla nigkal³eTs³ . plitpl (products)/ esvakmµ (services)/ mnusS (people)/ dMeNIrkar (processes)/ nig briyakas (environment) mann½yfa KuNPaBminRKan;EtGnuvtþn_cMeBaHplitpl nigesvakmµb:ueNÑaHeT b:uEnþEfmTaMg Gnuvtþn_cMeBaHmnusS/ dMeNIrkar nigbriyakaspgEdr. FatuénKuNPaB (The Dimensions of Quality)

KuNPaBenAkñúgplitkmµ³ plitplmanFatuénPaBKuNPaB CaeRcInEdlrYmman³ 1. dMeNIrkar b¤karsMEdgskmµPaB (performance)³ sMedAeTAelI smßPaBEdlplitplseRmceKal bMNgEdlb:grbs;va.

2. lkçN³Biess (features)³ lkçN³énplitplEdlbEnßmeTAelIkarsMEdgskmµPaBCamUldæanrbs;va. 3. PaBEdlGacTukcitþ)an (reliability)³³³³ ninñakarrbs;plitpl edIm,IdMeNIrkar\tpøas;bþÚrenAkñúgry³eBl énCIviteRbIR)as;EdleKeRKagerobcM.

4. PaBGnueLamtam (conformance)³³³³ eqøIytbeTAnwgbTdæan (specification) b¤sþg;dar]sSahkmµ (industry standard).

5. PaBCab; b¤Fn; (duability)³³³³ kRmitEdlplitplFn; niwgkarFøak; b¤karb:HTgÁicxøaMgeday mineFVI [plitpl xUc.

6. karpþl;esvakmµ (serviceability)³³³³ karedaHRsaybBaða nig kartva:epSg²/ PaBgayRsÜlenAkñúgkar CYsCul.



7. esaP½NPaB (aesthetics)³³³³ lkçN³xag\®nÞIyarmµN_Ebb Gtþenam½ti dUcCa rsCati b:H B¤ eXIj nig kiøin .

8. KuNPaBtamsBaØakçn§ (perceived quality)³ Ep¥keTAelI TsSn³rbs;GtifiCn. GtifiCnyl;eXIj plitpl nigesvakmµ CamYykaryl;dwgénPaBl¥rbs;va.

KuNPaBenAkñúgesvakmµ³ FatuénKuNPaBsRmab;esvakmµrYmman³ 1. eBl (time)³ etIGtifiCnRtÚvrg;caMry³eBlb:unµan? 2. PaBTan;eBl (timeliness)³ etIesvakmµRtÚv)anbMeBjtamkarsnüa? 3. PaBeBjelj (completeness)³ etImanbBa©ÚllCeRmIsTaMgGs;? 4. karKYrsm (courtesy)³ etInieyaCitCYrmuxTTYlGtifiCnedayrak;Tak; nigrIkray? 5. PaB\tpøas;bþÚ (consistency)³ etIesvakmµRtÚv)aneKpþl;enAkñúgrebobdUcKñasRmab;GtifiCnmñak;² nig RKb; eBlsRmab;GtifiCndEdl?

6. karcUleTACit nigPaBgayRsÜl (accessibility and convenience)³ etImanPaBgayRsÜl edIm,ITTYl esvakmµ?

7. PaBRtwmRtÚv (accuracy)³ etIesvakmµRtÚv)aneKbMeBjRtÚvenAelIkdMbUg? 8. PaBrs;ran; (responsiveness)³ etIbuKÁlikpþl;esvakmµGaceqøIytby:agrs;revIk nigedaHRsaybBaðaminrMBwg TukelOn?

niymn½yénviFIsa®sþKuNPaBsrub (The Total Quality Approach Defined)

manviFIBIry:agedIm,Iyl;TsSnaTanénKuNPaBsrub (concept of total quality) 1. viFITImYyKWkareRbobRbdUceTAnwgeCIgm:aEdlmaneCIgbI (analogy of three-legged stool) kEnøgGgÁúyrbs;eCIgm:aKW karykcitþTudak;GticiCn (customer focus). enHmann½yfa CamYyKuNPaBsrub

GtifiCnenAkñúgkEnøgGgÁúyKWCaGñkvinic©½yKuNPaB. eCIgnImYy² KWCaFatud¾TUlMTUlayénTsSnviC¢aKuNPaBsrub³ • eCIg {measures} mann½yfa KuNPaBGac nigRtÚvEtvas;)an. • eCIg {pepole} mann½yfa KuNPaBminRtÚveFVIeTAplitpl nig esvakmµeLIy/ vaRtÚveFVIeTAelI mnusStamry³karpþl;GMNac edIm,IeFVIkargarrbs;eKenAkñúgrebobRtwmRtÚvmYy.

• eCIg {processes} mann½yfa dMeNIrkarRtÚvEteFVI[RbesIreLIg CaRbcaM nigKµanTIbBa©b; . GVIEdl RtÚveKcat;Tukfal¥RbesIr enAéf¶enHGacl¥bgÁÜrenAéf¶Es¥k. CalT§pl {l¥lµm} KWminlµm eLIy.



2. viFITIBIrBnül;KuNPaBsrubCaGVI nigseRmcvadUcemþc (what it is and how it is achieved) • vaCaGVI (What It Is)³ KuNPaBsrub KWCaviFIsa®sþénkareFVI GaCIvkmµ Edlb:unb:gGtibrimakar RbkYt RbECgrbs;GgÁPaB tamry³kareFVI[RbesIreLIgCaRbcaMnUvKuNPaBplitpl/ esvakmµ/ mnusS/ dMeNI kar/ nig briyakasrbs;va.

• seRmcvadUcemþc (How It Is Achieved)³ KuNPaBsrubmanlkçN³dUcteTA³ Ep¥kelIyuT§sa®sþ (strategically based)/ ykcitþTukdak;elIGtiCn (customer focus) ¬GtifiCnxagkñúg nigxag eRkA¦/ karKitmémCanic©dl;KuNPaB (obsession with quality)/ kareFVIesckþIseRmccitþ nigedaHRsaybBaðatam viFIsa®sþEbbviTüasa®sþ (scientific method to decision making and problem solving)/

• karebþCJacitþkñúgry³eBlEvg (long-term commitment) / kareFVIkarCaRkum (teamwork)/kareFVI [dMeNIrkarRbesIr eLIgCaRbcaM (continual process improvement)/ karsikSanigkarbNþúHbNþal (education and training)/esrIPaBtamry³karRtÜtBinitü (freedom through control)/ eKalbMNg ÉkPaB (unity of purpose)/karcUlrYmnigkarpþl;GMNacdl;nieyaCit (employee involvement and empowerment ).

FatusMxan;²énKuNPaBsrub (Key Elements of Total Quality) • Ep¥kelIyuT§sa®sþ (strategically based)³ GgÁPaBeq<aHeTArkKuNPaBsrub (total quality organizations) manEpnkaryuT§sa®sþd¾TUlMTUlaymYy (a comprehensive strategic plan) Edly:agehacNas;rYmman FatudUcteTA³ ckçúvis½y (vision)/ ebskkmµ (mission)/ eKalbMNgTUlay (broad objectives)/

nigskmµPaB (activities) EdlRtÚveFVIedIm,IseRmceKalbMNgTUlayenH . • EpnkaryuT§sa®sþ enHRtÚv)aneKeRKagerobcMeLIgedIm,Ipþl;[GgÁPaB nUv]tþmÖPaBénkarRbkYtRbECgsßitesßrmYy

(a sustainable competitive advantage)enAkñúgTIpSar . ]tþmÖPaBénkarRbkYtRbECg enHsRmúkeTArk karseRmc)annUvKuNPaBnaMmuxlMdab;BiPBelak (world-leading quality) nigeFVI[vaRbesIreLIgCaRbcaM nigCaerogrhUt.

• ykcitþTukdak;elIGtifiCn (customer focus)³ enAkñúgbriyakasKuNPaBsrub GtifiCnKWCaGñkkac;cgáÚt (driver) cMnucenHGnuvtþn_ TaMgGtifiCnxagkñúg nigGtifiCnxageRkA. GtifiCnxagkñúg (internal customers) kMNt;KuNPaBplitpl b¤esvakmµ. GtifiCnxageRkA (external customers) CYykMNt;KuNPaBmnusS/ dMeNIrkar/ nig briyakasEdlTak;TgCamYyplitpl b¤ esvakmµ .

• karKitmémCanic©dl;KuNPaB (obsession with quality)³ buKÁlikenARKb;kRmitTaMgGs;énGgÁPaBTak;Tg CamYyRKb;TidæPaBTaMgGs;énkargaredayQanecjBITsSn³ {etIeyIgGaceFVI[RbesIrCagenHdUcemþc?} (how can we do this better?) .

• kareFVIesckþIseRmccitþ nigedaHRsaybBaðatamviFIsa®sþEbbviTüasa®sþ (scientific method to decision

making and problem solving)³ Tinñn½yRtÚv)aneKeRbIedIm,IkMNt;sþg;dar tamdandMeNIrkar nigkareFVI [RbesIreLIg .

• karebþCJacitþkñúgry³eBlEvg (long-term commitment)³ karebþCJacitþ ry³eBlEvgedIm,IeFVIkarpøas;bþÚr Edl mansar³sMxan;sRmab;eCaKC½y .

• kareFVIkarCaRkum (teamwork)³ lubbM)at;karRbkYtRbECg nigPaBminTukcitþKña .



• kareFVI[dMeNIrkarRbesIreLIgCaRbcaM (continual process improvement)³ plitplRtÚv)anplit nig esvakmµRtÚv)anpþl;edaymnusSedayeRbIdMeNIrkarenAkñúgbriyakas¬RbB½n§¦ . edIm,IeFVI[KuNPaBplitpl nig esvakmµRbesIreLIgCaRbcaM vaRtÚvkarcaM)ac;eFVI[RbB½n§RbesIreLIgCaRbcaM .

• karsikSa nigkarbNþúHbNþal (education and training)³ karsikSanigkarbNþúHbNþal KWCamUldæan énKuNPaBsrub BIeRBaHvatMNag[viFIRbesIrbMputedIm,IeFVI[mnusSRbesIreLIgCaRbcaM . KWtamry³karsikSa nigkarbNþúHbNþalenHehIyEdleFVI[mnusSdwgBIrebobeFVIkargar nigeFVIkargarRbkbedayPaBv½yqøat .

• esrIPaBtamry³karRtÜtBinitü (freedom through control)³ karcUlrYm nigkarpþl;GMNac dl;buKÁlik KW CaRKwHénKuNPaBsrub BIeRBaHvaKWCameFüa)aymYyedIm,I[mnusSmanKMnit nig dwgBIrebobénkareFVIesckþI seRmccitþ .

• eKalbMNgÉkPaB (unity of purpose)³ edIm,IGnuvtþn_viFIsa®sþ KuNPaBsrub GgÁPaBRtÚvmaneKalbMNg ÉkPaBKña .

• karcUlrYm nigkarpþl;GMNacdl;nieyaCit (employee involvement and empowerment )³ GnuBaØat [nieyaCitGacbeBa©jsMelgBitR)akdmYy . enHGaceFVIeTA)anedaykarerobcMrcnasm<n§kargarmYy Edl GnuBaØat[nieyaCiteFVIesckþIseRmccitþEdlTak;TgCamYykareFVI[RbesIreLIgéndMeNIrkarkargar .

TsSnaTan Six Sigma (Six Sigma Concepts)

• TsSnaTan Six Sigma RtÚv)anbegáIteLIgedayRkumh‘un Motorola enABak;kNþalTsSvtSr_qñaM1980 . eKalbMNgrbs; Six Sigma KWeFVI[RbesIreLIgnUvkarsMEdgskmµPaBéndMeNIrkar (performance of the

process) eTAdl;cMnucmYyEdlkRmitGnibuNPaB (defect rate) esµI 3.4 b¤ticCagkñúgmYylan . RbvtþiRtÜs²énkarRKb;RKgKuNPaB (Historical Review)

• qñaM1911³ Frederick W. Taylor e)aHBumÖesovePA The Principles of Scientific Management Edlpþl;kMeNIteTA[viFIsa®sþmYycMnYndUcCa time and motion studies.

• qñaM1931³ Walter A. Shewhart ]eTÞsnam statistical quality control enAkñúgesovePArbs;Kat; Economic Control of Quality of Manufactured Products.

• qñaM1940³ W. Edwards Deming CYy U.S. Bureau of the Census enAkñúgkarGnuvtþ statistical sampling techniques.

• qñaM1941³ W. Edwards Deming eTAbeRmIkargarenA U.S. War Department edIm,IbeRgón quality control techniques.

• qñaM1950³ W. Edwards Deming EføgsunÞrkfaeTAkan;Gñk viTüasa®sþ (scientists) / visVkr (engineers)/ nignaykRbtibtþi Rkumh‘un (corporate executives)RbeTsCb:un sþIGMBIeKalbMNgénKuNPaB .

• qñaM1951³ Joseph M. Juran e)aHBumÖesovePA Quality Control Handbook. • qñaM1961³ Martin Company (later Martin-Marietta) plitkaMRCÚc Pershing Edlman GnibuNPaBsUnü

(zero defects). • qñaM1970³ Philip Crosby ]eTÞsnamTsSnaTanGnibuNPaBsUnü (concept of zero defects). • qñaM1979³ Philip Crosby e)aHBumÖesovePA Quality Is Free. • qñaM1980³ kmµviFITUrTsSn_pSay If Japan Can...Why Can’t We EdleFVI[ W. Edwards Deming

TTYlsÁal;CafµImþgeTotenAkñúgshrdæGaemrik .



• qñaM1981³ Rkumh‘un Ford )anGeBa©Ij W. Edwards Deming eTAEføgsunÞrkfaenAcMeBaHmuxnayk Rbtibtþi (top executives).

• qñaM1982³ W. Edwards Deming e)aHBumÖesovePA Quality, Productivity, and Competitive Position. • qñaM1984³ Philip Crosby e)aHBumÖesovePA Quality without Tears: The Art of Hassel-Free

Management. • qñaM1987³ sPaGaemrikbegáIt Malcom Baldrige National Quality Awards/ Rkumh‘un

Motorola ]eTÞsnam “Six Sigma” Method. • qñaM1988³ rdæelxaFikarRksYgkarBarCati Frank Carlucci dwknaM U.S. Department of Defense Gnuvtþn_KuNPaBsrub.

• qñaM1989³ Florida Power and Light TTYlrgVan; Deming Prize rbs;RbeTsCb:un. • qñaM1993³ viFIsa®sþKuNPaBsrub (total quality approach) RtÚv)an eKbeRgóny:agTUlMTUlay enAtam mhaviTüal½y nigsaklviTüal½yGaemrik .

• qñaM2000³ ISO standard RtÚv)antak;EtgeLIgvijedIm,IbBa©Úl TsSnaTanKuNPaBsrub. • qñaM2001³ E-Commerce nig masscustomization KWCaktþaEdlRtÚvbBaÚ©lkñúgkareFVIvinicä½yd¾sMxan; .

sMnYr (Review Questions)

1. cUrniymn½yKuNPaB. 2. cUrerobrab;FatusMxan;²énKuNPaB ¬plitpl nigesvakmµ¦. 3. etIKuNPaBsrubCaGVI? 4. cUrerobrab; nigBnül;FatusMxan;²énKuNPaBsrub. 5. etI Six Sigma CaGVI? 6. cUrerobrab;RtÜs²GMBIRbvtiþénkarRKb;RKgKuNPaB.

National University of Management

Management of Technology/Group30/Promotion 19

bøg;emeron • W. Edwards Deming • Joseph M. Juran • Philip B. Crosby • Armand V. Feigenbaum • Kaoru Ishikawa • Genichi Taguchi

W. Edwards Deming

• Deming’s Contribution• Deming Chain Reaction

• kareFVI[KuNPaBRbesIreLIg naMeTAdl;cMNayTab nig bBaðaticnigkareRbIeBlnigsmÖar

• cMNayticeFVI[plitPaBRbesIreLIg.• KuNPaBl¥ nig éføTab Rkúmh‘unGacTTYl)annUvGRtaTIpSeRcIneLIg.

• Deming Cycle

1. RsavRCavGñkeRbIR)as; nig eRbIvaenAkñúgkareFVIEpnkarplitpl 2. plitplitpl (do). 3. RtÜtBinitüplitpl edIm,IeFVI[R)akdfavaRtÚv)aneKplitRsbCamYy Epnkar 4. lk;plitpl (act).

5. viPaKetIplitplRtÚv)anTIpSarTTYlykdUcemþc edayeyaleTA elIKuNPaB/ éføedIm/ nig lkçNdéTeTot (analyze).



emeronTI2 RTwsþIénKuNPaB

Quality Theory

Deming’s Contribution Chain Reaction

kareFVI[KuNPaBRbesIreLIg naMeTAdl;cMNayTab BIeRBaHvabegáIt[mankareFVIkargareLIgvijtickMhuskarBnüaeBl nigsmÖar³RbesIr.

eFVI[plitPaBRbesIreLIg. KuNPaBl¥ nig éføTab Rkúmh‘unGacTTYl)annUvGRtaTIpSarFM dUecñH bnþenAkñúgGaCIvkmµ/

RsavRCavGñkeRbIR)as; nig eRbIvaenAkñúgkareFVIEpnkarplitpl (plan)

RtÜtBinitüplitpl edIm,IeFVI[R)akdfavaRtÚv)aneKplitRsbCamYy Epnkar

viPaKetIplitplRtÚv)anTIpSarTTYlykdUcemþc edayeyaleTA elIKuNPaB/ éføedIm/ nig lkçN

Year IV, Semester I


gáIt[mankareFVIkargareLIgvijtickMhuskarBnüaeBl

AkñúgGaCIvkmµ/ pþl;kargarkan;Et

RtÜtBinitüplitpl edIm,IeFVI[R)akdfavaRtÚv)aneKplitRsbCamYy Epnkar (check).

viPaKetIplitplRtÚv)anTIpSarTTYlykdUcemþc edayeyaleTA elIKuNPaB/ éføedIm/ nig lkçN³vinic©½y



• Deming’s Fourteen Points

1. begáIteKalbMNg\tpøas;bþÚrmYy eKalbMNg\tpøas;bþÚreq<aHeTArk kareFVI[plitplRbesIreLIgCaRbcaM. 2. Gnuvtþn_TsSnviC¢afµI GñkRKb;RKgfñak;x<s;nigRKb;KñaRtÚveronnUvTsSnviC¢afµI² . GgÁPaBRtÚvEsVgrkkareFVI[RbesIreLIg KµanTIbBa©b; (never-ending improvement) nigQb;TTYlyknUvPaBminGnueLamtam (nonconformance).

3. yl;BIeKalbMNgénkarBinitüemIl GñkRKb;RKgRtÚvyl;faeKal bMNgénkarBinitüemIlKWedIm,IeFVI [dMeNIrkar RbesIreLIg nig bnßycMNayrbs;va . karBinitüemIlenAkñúgRTg;RTayFM (mass inspection) PaKeRcIn cMNayluykak;eRcIn nigminGaceCO)an. vaKYrRtÚv)anCMnYs edaykareFVI[RbesIreLIgKµanTIbBa©b; (never-

ending improvement) edayeRbIviFIsa®sþsßiti . PsþútagsßititRmÚv[mansRmab;Rkumh‘un nig GñkpÁt;pÁg;. 4. Qb;GnuvtþkareRCIserIsGñkpÁt;pÁg;Ep¥keTAelIéf ø GgÁPaBRtÚvQb;GnuvtþkaredjéføTab BIeRBaHéføTab BMumann½y eLIyRbsinebIKµanKuNPaB . RtÚvmanGñkpÁt;pÁg;EtmYyKt; ehIybegáItTMnak;TMngry³eBlEvg Rbkbeday PaBesµaHRtg; nigTukcitþ . dUecñHeKnwgpþl;nUvplitplnigesvakmµkan;EtRbesIreLIg .

5. FVI[RbB½n§RbesIreLIgCaRbcaM nigCaerogrhUt eFVI[RbB½n§plit kmµRbesIreLIgCaRbcaM nigKµanTIbBa©b; edIm,I eFVI[KuNPaB nig plitPaBRbesIreLIg dUecñHcMNayFøak;cuHCabnþbnÞab;.

6. bNþúHbNþal (Institute Training). bNþúHbNþalnieyaCitGMBIkar karBarbBaðaKuNPaB nigkareRbIR)as; statistical quality techniques.

7. beRgon nigbNþúHPaBCaGñkdwknaM beRgon nigbNþúHPaBCaGñkdwknaMdl;supervisor edIm,I[eKCYynieyaCit eFVIkargar)anl¥RbesIr.

8. bM)at;karP½yxøac begáItesckþITukcitþ nigbegáItbriyakassRmab;rbkKMehIjfµI . CMrujkarR)aRs½yTak;Tg edaycMhrmanRbsiT§iPaB nig kareFVIkarCaRkúm.

9. lubbM)at;]bsKÁrvagEpñkepSg² lubbM)at;]bsKÁrvagEpñkepSg² edIm,I[nieyaCitGaceFVIkarCaRkúm . 10. Qb;sMu[begáInplitPaB edayminpþl;nUvviFIsa®sþedIm,IseRmcva lubbM)at;Baküesøak kardas;etOn nigeKal edAsRmab;kmµkr.

11. lubbM)at;cMnYnkRmit nigkarRKb;RKgtameKalbMNg karykcitþTukdak;eTAelIcMnYnkRmitCRmuj nigelIkTwk citþmnusS[eq<aHeTArkbrimaNCaCagKuNPaB .

12. lubbM)at;]bsKÁEdlbøn;nUvemaTnPaBénbMNinrbs;mnusS ]bsKÁcm,gcMeBaHemaTnPaBénbMNin KWRbB½n§én karvaytémøkargarEp¥keTAelIeKaledAcMnYnkRmit niglkçN³mYycMnYneTot .

13. CMrujkarsikSa nigkarGPivDÆn_xøÜnsRmab;niyaCitmñak;² 14cMnucrbs; Deming nig ebskkmµrbs;GgÁPaB KYreFVICamUldæanénkmµviFIsikSa . RKb;²KñaKYrRtÚvbNþúHbNþaleLIgvijenAeBltRmÚvkarrbs;GgÁPaBpøas;bþÚr edIm,I eqøIytbnwgbmøas;bþÚrbriyakas.

14. begáIeLIgnUvrcnasm<½n§ enAkñúgGñkRKb;RKgfñak;x<s;Edlsgát;eTAelI13cMnucxagelI GñkRKb;RKgRtÚvTTYlyknUv karTTYlxusRtÚvsRmab; kareFVI[dMeNIrkarRbesIreLIgKµanTIbBa©ab; . RtÚvbegáItrcnasm<½n§Rkumh‘unedIm,IGnu vtþn_TsSnviC¢aenH . GñkRKb;RKgRtÚvebþCJacitþ/ cUlrYmenAkñúgkarGnuvtþn_TsSnviC¢afµIenH .



• Deming’s Seven Deadly Diseases

1. karxVHnUveKalbMNgPaB\tpøas;bþÚr Rkumh‘unEdlBMumaneKalbMNg\tpøas;bþÚrBMumanEpnkarry³eBlEvgsRmab; bnþenAkñúgGaCIvkmµ .

2. karsgát;F¶n;elIR)ak;cMeNjry³eBlxøI . karRkeLkemIleTAelIkar begáInR)ak;cMeNjRbcaMRtImas eFVI[Gnþ raydl;KuNPaBnigplitPaB.

3. karvaytémøedaykarsEmþgskmµPaB/ cMNat;fñak;KuNsm,tþi/ b¤ BinitüemIlkarsEmþg skmµPaBRbcaMqñaM . \T§iBlBlrbs;va eFVI[exÞcxÞIGs; kareFVIkarCaRkumRtÚv)anbMpøaj/ begáItnUvkarRbECg/ cMNat;fñak;kar sEmþg skmµPaB begáItkarP½yxøac nigeFVI[mnusSmankarQWcab;/ xUccitþ/ nigehvht; .

4. clPaBénGñkRKb;RKg GñkRKb;RKgEdlpøas;bþÚrkargarjwkjab; minEdleCOeTAelIRkumh‘unEdleKeFVIkar[ nig minEdlenAyUredIm,IedIrtambmøas;bþÚrry³eBlEvgEdlRtÚvkarcaM)ac;sRmab;KuNPaB nigplitPaBeLIy .

5. karerobcMRkumh‘unEp¥kEteTAelIB½t’manCatYelxEdlemIleXIj . B½t’manCatYelxsMxan;²PaKeRcInminRtÚv)andwg b¤ minGacdwg)an .

6. cMNayeTAelIEpñkevC¢sa®sþeRcInhYsehtu . sRmab;Rkumh‘unmYycMnYn cMNayenHCacMNayd¾eRcInbMputmYy . 7. cMNayeRcInhYsehtueTAelIesvakmµc,ab; EdlbeBaäHedayemFavI EdleFVIkaredIm,IkéRm .

Joseph M. Juran � Juran’s Contribution � Juran’s Three Basic Steps to Progress � Juran’s Ten Steps to Quality Improvement � The Pareto Principle � The Juan’s Trilogy Three Basic Steps to Progress

1. begáIteLIgnUvrcnasm<½n sRmab;kareFVI[RbesIreLIgCaRbcaM. 2. begáItkmµviFIbNþúHbNþald¾TUlMTUlay . 3. begáItkarebþCJacitþ nigPaBCaGñkdwknaM enAelIEpñkénGñkRKb;RKgfñak;x<s; . Ten Steps to Quality Improvement

1. begáIt[mankaryl;dwgGMBItRmÚvkar nigkalanuvtþPaB sRmab;kareFVI[RbesIreLIg . 2. kMNt;eKalbMNgsRmab;kareFVI[RbesIreLIg

3. erobcMedIm,IeqøIytbeKalbMNgEdl)ankMNt; 4. pþl;karbNþúHbNþal

5. Gnuvtþn_KeRmagedayeq<aHeTArkkaredaHRsaybBaða 6. raykarN_karrIkceRmIn 7. TTYlsÁal; 8. bgðajlT§pl 9. rkSalT§pl 10. rkSakarrIkceRmIn edayeFVI[karRbesIreLIgcUleTAkñúgRbB½n§rbs;Rkumh‘un



The Pareto Principle

CYnkaleKehAfa 80/bBaða vital few sources EdleFVI[ekItbBaðaPaKeRcIn.RbB½n§EdlGñkRKb;RKgRtÜ

The Juan’s Trilogy

• kareFVIEpnkarKuNPaB ³ kareFVIEpnkarKuNPaBTak;TkarcaM)ac;edIm,IbMeBj b¤bMeBjelIskarrMBwgTukrbs;GtifiCn

• karRtÜtBintüKuNPaB ³ karRtÜtBinitüKuNPaBTak;TgCamYykarvay témeFobkarsMEdg skmµPaBCamYyeKalbMNg

• kareFVI[KuNPaBRbesIreLIg³ kareFVI[KuNPaBRbesIreLIg KYreFVIeLIg CaRbcaM nig mindac;.Philip B. Crosby • Crosby’s Contributions • Absolutes of Quality Management• Crosby’s Quality Vaccine • Crosby’s Fourteen Steps to Quality Improvement

Absolutes of Quality Management1. KuNPaB mann½yfaGnueLamtambTdæan/ minEmnPaBl¥eT.2. RbB½n§ sRmab;karseRmcnUvKuNPaB KWkarkarBar/ minEmnkarvay témøeT.3. sþg;darénkarvaytémøKuNPaBKW 4. rgVas;énKuNPaBKWcMNayeTAelIPaBminGnueLam. Crosby’s Quality Vaccine1. karebþCJacitþ³ GñkRKb;RKgfñak;x<s;RtÚvykcitþTukdak;xøaMgeTAelI kareFVI[KuNPaBRbesIreLIg.2. karsikSa³ RKb;Kña²RtÚvyl;dwgnUvmUldæanRKwHénkarRKb;RKgKuNPaB3. karGnuvtþ³ smaCikmñak;²énRk Fourteen Steps to Quality Improvement

1. eFVI[R)akdfaGñkRKb;RKgmankarebþCJacitþcMeBaHK2. begáItRkumKuNPaBcMruHEpñk. 3. kMNt;kEnøg EdlbBaðabc©úb,nñ nigskþanuBlekIteLIg.4. RbmaNkarcMNayeTAelIKuNPaB.5. begáInkaryl;dwgelIKuNPaB ni6. eFVIskmµPaBCabnÞan; edIm,IEktRmÚvbBaðaEdl)ankMNt;.7. begáItkmµviFI a zero defects.

8. bNþúHbNþal supervisor



CYnkaleKehAfa 80/bBaða 80% bNþalmkBI mUlehtu 20%.GgÁPaBRtÚvykcitþTukdak;eTAelIkarlubbM)at; EdleFVI[ekItbBaðaPaKeRcIn.RbB½n§EdlGñkRKb;RKgRtÜtRta KWCaRbB½n§EdlbBaðaPaKeRcIn

kareFVIEpnkarKuNPaBTak;TgCamYykar begáItplitpl RbB½n§bMeBj b¤bMeBjelIskarrMBwgTukrbs;GtifiCn .

karRtÜtBinitüKuNPaBTak;TgCamYykarvay témøkarsMEdgskmµPaBKuNPaBBitR)akdbkarsMEdg skmµPaBCamYyeKalbMNg eFVIskmµPaBelIPaBxusKña rvagkarsMEdg

kareFVI[KuNPaBRbesIreLIg KYreFVIeLIg CaRbcaM nig mindac;.

Absolutes of Quality Management

Crosby’s Fourteen Steps to Quality Improvement

ty Management KuNPaB mann½yfaGnueLamtambTdæan/ minEmnPaBl¥eT. RbB½n§ sRmab;karseRmcnUvKuNPaB KWkarkarBar/ minEmnkarvay témøeT. sþg;darénkarvaytémøKuNPaBKW zero defects minEmn close enough eT. rgVas;énKuNPaBKWcMNayeTAelIPaBminGnueLam.

Vaccine GñkRKb;RKgfñak;x<s;RtÚvykcitþTukdak;xøaMgeTAelI kareFVI[KuNPaBRbesIreLIg.

l;dwgnUvmUldæanRKwHénkarRKb;RKgKuNPaBEdlGacseRmc)anEttamryénRkumRKb;RKg RtÚvyl;dwgnUvdMeNIrénkarGnuvtþ .

Fourteen Steps to Quality Improvement

eFVI[R)akdfaGñkRKb;RKgmankarebþCJacitþcMeBaHKuNPaBenAkñúgry³eBlEvg.

kMNt;kEnøg EdlbBaðabc©úb,nñ nigskþanuBlekIteLIg. RbmaNkarcMNayeTAelIKuNPaB. begáInkaryl;dwgelIKuNPaB nigkarebþCJacitþpÞal;rbs;nieyaCitTaMgGs;. eFVIskmµPaBCabnÞan; edIm,IEktRmÚvbBaðaEdl)ankMNt;.

a zero defects. supervisor edIm,IGnuvtþn_karTTYlxusRtÚvrbs;eK enAkñúgkmµviFIKuNPaB.

Year IV, Semester I


GgÁPaBRtÚvykcitþTukdak;eTAelIkarlubbM)at; tRta KWCaRbB½n§EdlbBaðaPaKeRcInekIteLIg .

gCamYykar begáItplitpl RbB½n§ nig dMeNIrkarEdlRtÚv

økarsMEdgskmµPaBKuNPaBBitR)akdeRbob kmµPaBelIPaBxusKña rvagkarsMEdgskmµPaB nigeKalbMNg.

kareFVI[KuNPaBRbesIreLIg KYreFVIeLIg CaRbcaM nig mindac;.

GñkRKb;RKgfñak;x<s;RtÚvykcitþTukdak;xøaMgeTAelI kareFVI[KuNPaBRbesIreLIg. EdlGacseRmc)anEttamry³karsikSab:ueNÑaH.

edIm,IGnuvtþn_karTTYlxusRtÚvrbs;eK enAkñúgkmµviFIKuNPaB.



9. begáIt Zero Defects Day

10. CMrujbuKÁl nigRkum edIm,Ibeg11. CMrujnieyaCit [R)ab;GñkRKb;RKgGMBI]bsKÁEdleKCYb enAkñúgkar RbwgERbgedIm,IeqøIytbeKalbMNgKuNPaB.12. TTYlsÁal;nieyaCitEdlcUlrYm. 13. begáItRkumRbwkSaEpñkKuNPaB14. eFVIGVI²mþgeTot edIm,IbgðajkareFVI[KuNPaBRbesIreLIg KWCadMeNIrKµanTIbBa©b;.

Armand V. Feigenbaum Feigenbaum’s Contributions Three Steps to Quality

1. PaBCaGñkdwknaMKuNPaB³karsgát;FeTAnwgbraC½y . GñkRKb;RKgRtÚvEtykcitþTukdak;CaRbcaM ni

2. bec©kviTüaKuNPaBTMenIb ³ kargarenH tRmÚv[mansmahrNkmµénbuKÁlikkariyalnig Gnuvtþn_CaRbcaMnUvbec©keTsfµI

3. karebþCJacitþrbs;GgÁPaB ³ rNkmµénKuNPaBeTAkñúgkareFkarbBa©ÚlKuNPaBeTAkñúgTidæPaBTaMgGs;énskmµPaBrbs;

Kaoru Ishikawa

1. KuNPaBcab;epþImCamYykarsikSa nigbBa©b;CamYykarsikSa2. CMhandMbUgenAkñúgKuNPaB KWRtÚvdwgtRmÚvkarGtifiCn3. sPaBl¥Nas; énkarRtÜtBinitüKuNPaB ekIteLIgenAeBl4. lubbM)at;mUlehtub¤sKul/ minEmneraKsBaØaeLIy5. karRtÜtBinitüKuNPaB KWCakarTTYlxusRtÚvénkmµkrTaMgGs; nigEpñkTaMgGs;6. kMuRcLMmeFüa)ayCamYyeKaledA7. dak;KuNPaBmunGVI²TaMgGs; nigsMLwgeTArkR)8. m:arXItFIg KWCapøÚvcUl nigecjénKuNPaB9. GñkRKb;RKgfñak;x<s; minRtÚvbgðajkMhwg enAeBlB½t’manBit RtÚv)an bgðajedayGñkenAeRkambgÁab;10. bBaðaenAkñúgRkumh‘un 95% RsaybBaða .

11. Tinñn½yEdlBMumanB½t’manbERmbRmÜl

Quality Loss Function



Zero Defects Day edIm,IeFVI[R)akdfa nieyaCitTaMgGs; dwgfeKmanTisedAfµICMrujbuKÁl nigRkum edIm,IbegáIteKalbMNgénkareFVI[RbesIreLIgTaMgbuKÁlnigRkumCMrujnieyaCit [R)ab;GñkRKb;RKgGMBI]bsKÁEdleKCYb enAkñúgkar RbwgERbgedIm,IeqøIytbeKalbMNgKuNPaB.TTYlsÁal;nieyaCitEdlcUlrYm. begáItRkumRbwkSaEpñkKuNPaB edIm,ICMrujkarR)aRs½yTak;TgCaRbcaM.

mþgeTot edIm,IbgðajkareFVI[KuNPaBRbesIreLIg KWCadMeNIrKµanTIbBa©b;.

Feigenbaum’s Contributions

karsgát;F¶n;eTAelIkarRKb;RKgCaRbcaMEp¥kelImUldæanénkareFVIEpnkard¾. GñkRKb;RKgRtÚvEtykcitþTukdak;CaRbcaM nigdwknaMkarRbwgERbgKuNPaB

³ EpñkKuNPaBEbbburaN minGacedaHRsay80eTA90PaKrysmahrNkmµénbuKÁlikkariyal½y visVkr nig kmµkreragcRk Edl

Gnuvtþn_CaRbcaMnUvbec©keTsfµI² edIm,IbMeBjtRmÚvkarGtifiCn. ³ karbNþúHbNþalCaRbcaM nigkarelIkTwkcitþ kMlaMgBlkmµTaMgGs;

eTAkñúgkareFVIEpnkarGaCIvkmµ bgðajnUvsar³sMxan;énKuNPaB nigkñúgTidæPaBTaMgGs;énskmµPaBrbs;Rkumh‘un .

KuNPaBcab;epþImCamYykarsikSa nigbBa©b;CamYykarsikSa . CMhandMbUgenAkñúgKuNPaB KWRtÚvdwgtRmÚvkarGtifiCn .

Nas; énkarRtÜtBinitüKuNPaB ekIteLIgenAeBl inspection ElgmansarlubbM)at;mUlehtub¤sKul/ minEmneraKsBaØaeLIy . karRtÜtBinitüKuNPaB KWCakarTTYlxusRtÚvénkmµkrTaMgGs; nigEpñkTaMgGs; . kMuRcLMmeFüa)ayCamYyeKaledA .

TaMgGs; nigsMLwgeTArkR)ak;cMeNjry³eBlEvg . m:arXItFIg KWCapøÚvcUl nigecjénKuNPaB . GñkRKb;RKgfñak;x<s; minRtÚvbgðajkMhwg enAeBlB½t’manBit RtÚv)an bgðajedayGñkenAeRkambgÁab;

GacRtÚv)anedaHRsayeday]bkrN_ samBaØ sRmab;karviPaK

EdlBMumanB½t’manbERmbRmÜlKWCaTinñn½yxus . Genichi Taguchi

Year IV, Semester I


KmanTisedAfµI . nigRkum .

CMrujnieyaCit [R)ab;GñkRKb;RKgGMBI]bsKÁEdleKCYb enAkñúgkar RbwgERbgedIm,IeqøIytbeKalbMNgKuNPaB.

¶n;eTAelIkarRKb;RKgCaRbcaMEp¥kelImUldæanénkareFVIEpnkard¾l¥CaCagmanRbtikmµkarRbwgERbgKuNPaB .

buraN minGacedaHRsay80eTA90PaKryénbBaðaKuNPaB . visVkr nig kmµkreragcRk EdlCaGñkvaytémø

relIkTwkcitþ kMlaMgBlkmµTaMgGs;rYmTaMgsmah sMxan;énKuNPaB nig pþl;nUvmeFüa)aysRmab;

Elgmansar³sMxan; .

GñkRKb;RKgfñak;x<s; minRtÚvbgðajkMhwg enAeBlB½t’manBit RtÚv)an bgðajedayGñkenAeRkambgÁab; . day]bkrN_ samBaØ sRmab;karviPaK nigkaredaH



kMNt;nUvcMNayTaMgGs;EdlTak;TgCamYyKuNPaBGn; nigbgðajfa cMNayTaMgenHekIneLIgdUcemþcenAeBlKuN PaBplitplXøatBIGVIEdlGtifiCncg;)an . cMNayTaMgenH rYmmanminRtwmEtkarmineBjcitþrbs;GtifiCn b:ueNÑaHeT b:uEnþ EfmTaMgcMNayelIkarFana nig esvakmµ cMNayeTAelIkarBinitüplitpl karCYsCul nigxUc nigcMNay EdlGac RtÚveKBiBN’naCacMNaycMeBaHsgÁm .

sMnYr (Review Questions)

1. cUrBiBN’naeKalKMnit³ a. Deming Chain Reaction

b. The Deming Cycle

c. Deming’s Fourteen Points

d. The Seven Deadly Disease

2. cUrBnül; Juran’s Quality Trilogy. 3. etIkareRbI Pareto chart sRmab;bBaðaNamYy maneKalbMNgGVI? 4. cUrsegçbviPaKTansMxan;én Crosby, Feigenbaum, Ishikawa, nig Taguchi cMeBaHeKalKMnitKuN PaBTMenIb.



emeronTI3 KuNPaBnigkarRbkYtRbECgsakl

Quality and Global Competitiveness

bøg;emeron • The Relationship between Quality and Competitiveness • Cost of Poor Quality • Impact of Competitiveness on Quality of Life • Factors Inhibiting Competitiveness • Human Resources and Competitiveness

The Relationship between Quality and Competitiveness

• TMnak;TMngrvagKuNPaBnigkarRbkYtRbECgmandUcteTA³enAkñúgTIpSarsaklTMenIb/KuNPaBKWCaKnøwHénkarRbkYtRbECg • sBVéf¶enH karRbkYtRbECg)anpøas;BIkRmitenAkñúgRsuk/ tMbn;b¤Cati eTAkRmitGnþrCati EdlmansPaBkan;Et xøaMgkøaeLIg²BImYyéf¶eTAmYyéf¶.

• manEtRkumh‘unEdlGacplitplitplEdlmanKuNPaBlMdab;BiPBelakeT eTIbGacRbkYtRbECgenAkñúgkRmit Gnþr Cati)an .

• vamansar³sMxan;xøaMgNas;sRmab;Rkumh‘unenAkñúgRbeTsmYy edIm,IGacRbkYtRbECgCalkçN³sakl . enAeBleK minGac kargarRtÚv)at;bg; ehIyKuNPaBénCIvitenAkñúgRbeTsenaHFøak;cuHeTAtamenaHEdr .

• etIKuNPaBCYy[GgÁPaBRbkYtRbECgdUcemþc? Costs of Poor Quality

• etIeKRtÚvcMNayluyeTAKuNPaB? etIeKKYrkat;bnßyKuNPaB edIm,I[RsbCamYybBaðaEpñkhirBaØvtßú? • ]TahrN_³ Rkumh‘unBIr ABC nig XYZ Rkumh‘unTaMgBIrRbkYt RbECgenAkñúgTIpSarsakledIm,Irs;ran . • GñkRKb;RKgRkumh‘un ABC cab;epþImkat;bnßycMNaysMxan;² dUcCalubbM)at; quality audits eRCIserIs low-

bid suppliers kat;bnßycMNayeTAelI R&D. l. • GñkRKb;RKgRkumh‘un XYZ RbwgERbglubbM)at;cMNayepSg² dUcCacMNayEdlTak;TgCamYy late deliveries

to customers, billing errors, scrap and rework. edaymineFVI[b:HBal;eTAdl;KuNPaB . • etIRkumh‘unNamYynwgrs;ranenAkñúgry³eBlEvg? • cMNayeTAelIKuNPaBGn;manRbEhlBI 15% eTA 30% éncMNaysrubrbs;Rkumh‘un . • karkat;bnßycMNayEdlTak;TgCamYyKuNPaBGn;RtÚvEteFVIcaM)ac;sRmab;Rkumh‘unEdlRbkYtRbECgenAkñúgTIpSarsakl • ktþaEdlRtÚvBicarNarenAeBlkMNt;cMNayeTAelIKuNPaBGn;³



Impact of Competitiveness on Quality of Life

• smßPaBrbs;CatimYyedIm,IRbkYtRbECgenAkñúgTIpSarsaklmans;xøÜn.

• smßPaBedIm,IRbkYtRbECgBwgEp¥keTAelIsmßPaBedIm,IeFVIkargar)anRbesIrenAkñúgkarplitTMnij.• edIm,IeFVIkargar)anRbesIrenAkñúgkarplitTMnij/ RbeTsCati nig GgÁPaBRtÚvy

systems nig resources

• bNþaRbeTs]sSahkmµCaeRcIn)anP¢ab;vaeTAnwgkarsikSaRbkYtRbECg.

Factors Inhibiting Competitiveness

• Business and Government

• Family

• Education


Business/Government-Related Factors

• sgát;F¶n;eTAelIR)ak;cMeNjry• cMNayeRcIhYsehtueTAelIEpñkevC¢sa®sþ.• cMNayeRcIhYsehtueTAelIesvakmµEpñkc,ab;.• edIm,IlubbM)at;]bsKÁTaMgenH/ vaTamTa[ neya)ay Edlkat;bnßycMNay

Family-Related Factors

• RKÜsarKWCaPñak;garGPivDÆn_FnFanmnusSd¾sMxan;bMputrbs; RbeTsCati.• RKÜsaredIrtYnaTIsMxan;enAkñúgkarsikSaCamUldæanrbs;kUnekµgkarGb;rM kUnrbs;eKmanPaBRbesIr dUecñHbegáItnUvmnusSEdlmancMeNHdwg nigPaBv½yqøat

• KuNPaBénRbB½n§sikSarbs;RbeTs KWCaktþasMxan;énKuNPaB kmøaMgBlkmµ• RbB½n§énkarsikSamanKuNPaBx<s;KWCaFatud¾sMxan;énsmßPaB

Human Resources and Competitiveness

• FnFanmantémøbMputsRmab;CMrujkarRbkYtRbECg[xøaMgkøabMputKWFnFanmnusS.• RbeTsGaløWmg; nigCb:un KWCa]TahrN_RbesIrbMputénkareRbI R)as;FnFa

Strategies for human resources competitiveness in Japan and Germany



Impact of Competitiveness on Quality of Life

CatimYyedIm,IRbkYtRbECgenAkñúgTIpSarsaklman\T§iBledaypÞal;eTAelIKuNPaBénCIviténRbCaBlrdærb

smßPaBedIm,IRbkYtRbECgBwgEp¥keTAelIsmßPaBedIm,IeFVIkargar)anRbesIrenAkñúgkarplitTMnij.edIm,IeFVIkargar)anRbesIrenAkñúgkarplitTMnij/ RbeTsCati nig GgÁPaBRtÚvy

resources enAkñúg coordinated way edIm,IeFVI[RbesIreLIgCaeRcIn)anP¢ab;vaeTAnwgkarsikSaesdækic© nigeKalneya)ay


Business and Government


Related Factors

sgát;F¶n;eTAelIR)ak;cMeNjry³eBxøI. cMNayeRcIhYsehtueTAelIEpñkevC¢sa®sþ. cMNayeRcIhYsehtueTAelIesvakmµEpñkc,ab;. edIm,IlubbM)at;]bsKÁTaMgenH/ vaTamTa[ business nig government eFVIkarCamYyKñaedIm,IbegáItnUveKalneya)ay Edlkat;bnßycMNay\tRbeyaCn_eTAdl;kRmitTabbMput.

RKÜsarKWCaPñak;garGPivDÆn_FnFanmnusSd¾sMxan;bMputrbs; RbeTsCati. IsMxan;enAkñúgkarsikSaCamUldæanrbs;kUnekµg . RbeTsEdlmantémøRKÜsarxøaMgRtÚv)aneKemIleXIjfa

karGb;rM kUnrbs;eKmanPaBRbesIr dUecñHbegáItnUvmnusSEdlmancMeNHdwg nigPaBv½yqøatKuNPaBénRbB½n§sikSarbs;RbeTs KWCaktþasMxan;énKuNPaB kmøaMgBlkmµ .

PaBx<s;KWCaFatud¾sMxan;énsmßPaBrbs;CatiedIm,IRbkYtRbECgsaklHuman Resources and Competitiveness

FnFanmantémøbMputsRmab;CMrujkarRbkYtRbECg[xøaMgkøabMputKWFnFanmnusS. RbeTsGaløWmg; nigCb:un KWCa]TahrN_RbesIrbMputénkareRbI R)as;FnFanmnusSd¾manRbsiT§PaB.

Strategies for human resources competitiveness in Japan and Germany

Year IV, Semester I


T§iBledaypÞal;eTAelIKuNPaBénCIviténRbCaBlrdærb

smßPaBedIm,IRbkYtRbECgBwgEp¥keTAelIsmßPaBedIm,IeFVIkargar)anRbesIrenAkñúgkarplitTMnij. edIm,IeFVIkargar)anRbesIrenAkñúgkarplitTMnij/ RbeTsCati nig GgÁPaBRtÚvykcitþTukdak;eTAelI policies,

edIm,IeFVI[RbesIreLIgCaRbcaM . esdækic© nigeKalneya)ayTIpSarBlkmµ edIm,ICMrujkar

eFVIkarCamYyKñaedIm,IbegáItnUveKal

. RbeTsEdlmantémøRKÜsarxøaMgRtÚv)aneKemIleXIjfa karGb;rM kUnrbs;eKmanPaBRbesIr dUecñHbegáItnUvmnusSEdlmancMeNHdwg nigPaBv½yqøat .

rbs;CatiedIm,IRbkYtRbECgsakl .

nmnusSd¾manRbsiT§PaB. Strategies for human resources competitiveness in Japan and Germany



Review Questions

1. cUrBnül;TMnak;TMngrvagKuNPaB nigkarRbkYtRbECg. 2. cUrBnül;cMNayeTAelIKuNPaBGn; Gacb:HBal;dl;karRbkYt RbECgdUcemþc. 3. etIsmßPaBrbs;CatimYyedIm,IRbkYtRbECg man\T§iBleTAelI KuNPaBénCIvitrbs;RbCaBlrdærbs;xøÜndUemþc? 4. cUrBiB½N’na business/government factors GacraraMgkar RbkYtRbECgdUcemþc. 5. cUrBiB½N’na family-related factors GacraraMgkarRbkYtRbECg dUcemþc. 6. cUrBiB½N’na education-related factors GacraraMgkarRbkYt RbECgdUcemþc. 7. cUrerobrab; nigBnül;edaysegçb basic philosophical constructs Ep¥kelITidæPaBFnFanmnusSénkarRbkYt RbECgrbs;Cb:un nigGaløWmg;.



emeronTI4 karbMeBjtRmÚvkar nigkarEfrkSaGtifiCn

Customer Satisfaction and Retention

bøg;emeron

• Customer Satisfaction • Who Is the Customer? • Customer Perception of Quality • Feedback • Customer Retention

Customer Satisfaction

• RTBüsm,tþisMxan;bMputrbs;GgÁPaBKWGtifiCnrbs;eK . • eCaKC½yrbs;GgÁPaBBwgEp¥keTAelIcMnYnGtifiCnEdleKman brimaN nwgPaBjwkjab;EdleKTij . • bc©úb,nñenH Rkúmh‘uneRbIkarbMeBjtRmÚvkarGtifiCn KWCargVas;énKuNPaB. • sar³sMxan;énkarbMeBjtRmÚvkarGtifiCn minRtwmEtkarRbkYt RbECgenAkñúgRbeTsb:ueNÑaHeT b:uEnþEfmTaMgkarRbkYt RbECgsaklpgEdr .

• enAkñúgbriyakasKuNPaBsrub GtifiCnkMNt;nUvKuNPaB . dUecñH karbMeBjtRmÚvkarGtifiCnRtÚvEtman GaTiPaB x<s;bMput.

• karbMeBjtRmÚvkarGtifiCn seRmc)anedaykarpþl;plitpl manKuNPaBx<s;EdleqøIytb b¤eqøIytbelIskar rMBwgTuk.

Who Is the Customer?

• n½yFmµta/ GtifiCn KWCaGñkEdlTij nigeRbIplitplrbs;Rkumh‘un ehIyGñkpÁt;pÁg; KWCaGñkEdlpþl;vtßúFatu dl;Rkumh‘un edIm,Iplitplitpl.

• n½yTsSn³TMenIb/ GgÁPaBnImYy²manGtifiCnxagkñúg nig GtifiCnxageRkA . External Customer

• GtifiCnxageRkA KWCaGñkEdlTijplitpl b¤esvakmµ/ GñkEdleRbIplitplplitpl b¤esvakmµ/ GñkEdl man\T§iBl dl;karTijplitpl b¤esvakmµ .

• GtifiCnxageRkAmanCabIRbePT³ GtifiCnEdl)at;bg;/ GtifiCnbc©úb,nñ nigGtiCnskþanuBl . • nieyaCitmñak;²RtÚvyl;dwgBIrebobeFVIkargarrbs;eKedIm,IeFIV[ GtifiCnxageRkAeBjcitþTaMgRsug . • dMeNIrkareFVIkargarRtÚvEteFVI[RbesIreLIgCaRbcaMedIm,IEfrkSa Gtifinbc©úb,nñ nigbegáItGtifiCnfµI . Internal Customer • GtifiCnxagkñúgKWCanieyaCitEdlkargarrbs;eKBwgEp¥kelI nieyaCitEdleFVIkargarmunKat;. • eKalbMNgénkmµkrmñak;² KWeFVI[R)akdfaKuNPaBeqøIytbeTA nwgkarrMBwgTukénkmµkrbnÞab;. • enAeBlvaekIteLIgTUTaMgEpñkplitkmµ karlk; nigRckEbgEck enaHkarbMeBjtRmÚvkarGtiCnxageRkARtÚv)anFana.



Customer Perception of Quality

• American Society for Quality (ASQ)

EdlCH\T§iBldl;karTij³ (1) Performance (2) Feature (3) Service (4) Warranty (5) Price (6) Reputation

Feedback CYy[GgÁPaB³ • rkeXIjkarbMeBjtRmÚvkarrbs;GtifiCn.• rkeXIjGaTiPaBeFobénKuNPaB.• eRbobeFobdMeNIrkarplitplCamYyKUrRbkYtRbECg.• kMNt;tRmÚvkarGtifiCn. • kMNt;»kassRmab;kareFVI[RbesIreLIg.Comment Card

• eKalbMNgrbs; card enHKWedIm,IRbmUlB½t’mansamBaØnigGVIEdlman\T§iBleTAelIkar

Customer Questionnaire • enAkñúgTRmg;én questionnaire GtifiCnRtÚv)aneKsaksYr edIm,I[eqøIysMnYrEdlTak;TgeTAnwgKuNPaBplitpl b¤ esvakmµ.

Focus Group • Focus group KWCaviFIsa®sþénkarRsavRCavedIm,Irk[eXIj nUvGVIEdlGtifiCnkMBugKitToll-Free Telephone Numbers

• KWCaviFIsa®sþedIm,ITTYlkartva:rbs;GtifiCnd¾manRbsiT§PaB.Customer Visits

• GgÁPaBGactamdannUvkarsMEdgskmµrbs;plitpl.



Traditional View of Suppliers and Customers

Customer Perception of Quality

American Society for Quality (ASQ) )aneFVIkarsÞg;mtieTAelIsBaØakçn§GñkeRbIR)as;cugeRkayGMBIktþasMxan;

rkeXIjkarbMeBjtRmÚvkarrbs;GtifiCn. IjGaTiPaBeFobénKuNPaB.

eRbobeFobdMeNIrkarplitplCamYyKUrRbkYtRbECg.

kMNt;»kassRmab;kareFVI[RbesIreLIg.

enHKWedIm,IRbmUlB½t’mansamBaØ² dUcCa eQµaH Gasydæan Gayu muxrbr T§iBleTAelIkar eFVIesckþIseRmccitþTijtbs;GtifiCn.

enAkñúgTRmg;én questionnaire GtifiCnRtÚv)aneKsaksYr edIm,I[eqøIysMnYrEdlTak;TgeTAnwgKuNPaBplitpl b¤

KWCaviFIsa®sþénkarRsavRCavedIm,Irk[eXIj nUvGVIEdlGtifiCnkMBugKit. Free Telephone Numbers

KWCaviFIsa®sþedIm,ITTYlkartva:rbs;GtifiCnd¾manRbsiT§PaB.

GgÁPaBGactamdannUvkarsMEdgskmµrbs;plitpl.

Year IV, Semester I


Traditional View of Suppliers and Customers

sÞg;mtieTAelIsBaØakçn§GñkeRbIR)as;cugeRkayGMBIktþasMxan;²

dUcCa eQµaH Gasydæan Gayu muxrbr

enAkñúgTRmg;én questionnaire GtifiCnRtÚv)aneKsaksYr edIm,I[eqøIysMnYrEdlTak;TgeTAnwgKuNPaBplitpl b¤



• GñkRKb;RKgfñak;x<s;RtÚvcUlrYmenAkñúgskmµPaBenH ehIyminRtÚv RbKl;va[eTAnrNamñak;eToteLIy. k¾b:uEnþ Cakarl¥RtÚvnaMCamYy nUvbuKÁlikEpñkRbtibtþikaredIm,I[eKemIleXIjCamun etIplitpl dMeNIrkarya:gdUcemþc.

Report Card

• enAkñúgTRmg; Report Card/ Rkumh‘un[GticiCncat;fñak; plitplrbs;eK. • cMNat;fñak;mandUcteTA³

A = Excellence, B = Very Good, C = Average, D = Poor, F = Failing Report Card

I. Product Quality Grade Comment II. On-Time Delivery Grade Comment III. Service Grade Comment IV. Overall Grade Comment Signed Date Title Organization

Employees • nieyaCitGacpþl;KMnitGMBIplit b¤esvakmµenAkñúgGgÁPaB. • RkuménnieyaCitGacbMpusKMnitGMBIdMeNaHRsayénbBaðaEdl GtifiCn)ankMNt;. Customer Retention • karbMeBjtRmÚvkarGtifiCnminRKb;RKan;eLIy. GgÁPaBKYreTA hYsBIkareBjcitþGtifiCn edaypþl;GtßRbeyaCn_RbesIrbMputdl; GtifiCnedIm,I[eKmanPaBesµaHRtg;nwgRkumh‘un.

• karEfrkSaGtifiCnCMrujkareBjcitþGtifiCneTAdl;kRmitbnÞab; edaykMNt;GVIEdlBitCamansar³sMxan;cMeBaHGtifiCn. • karEfrkSanieyaCitman\T§iBly:agxøaMgeTAelIkarEfrkSaGtifiCn. meFüa)aymYyEdlGgÁPaBGacRKb;RKgkarEfrkSaGtifiCnKWRtÚv ykcitþTukdak;[)anxøaMgcMeBaHnieyaCitbc©úb,nñ nignieyaCitEdl Rkumh‘unnwgRtÚvCYl.

Review Questions

1. cUrBnül;GMBIsar³sMxan;rbs;GtifiCnenAkñúgbriyakasKuNPaB srub. 2. cUr[niymn½yGtifiCn GtifiCnxagkñúg nigGtifCnxageRkA. 3. cUrerobrab;nwgBnül;ktþasMxan;TaMgR)aMmYyEdlCH\T§iBldl;kar Tijrbs;GñkeRbIR)as;. 4. etIviFIsa®sþsMxan;²edIm,IRbmUlB½t’manGMBIGtifiCnmanGVIxøH?



emeronTI5 karcUlrYm nig karpþl;GMNacdl;nieyaCit

Employee Involvement and Empowerment

bøg;emeron • Involvement • Motivation • Benefits of Employee Involvement • Empowerment • Teams • High Performance Work Systems

Employee Involvement • Any activity by which employees participate in work-related decisions and improvement

activities. Motivation

• Maslow’s Hierarchy of Needs • Herzberg’s Two-Factor Theory • Employee Wants

Maslow’s Hierarchy of Needs • Level 1 (survival): food, clothing, and shelter, which is usually provided by job. In workplace,

Level 1 needs include proper lighting, heating/air conditioning, ventilation, phone system, data/voice access, and computer information system.

• Level 2 (security): a safe place to work and job security, which are important to employees • Level 3 (social): our needs to belonging. • Level 4 (esteem): pride and self-worth. • Level 5 (self-actualization): individuals must be given the opportunities to go as far as their

abilities will take them. Herzberg’s Two-Factor Theory

• Motivators: people were motivated by recognition, responsibility, achievement, advancement, and the work itself.

• Dissatisfiers: bad feelings were associated low salary, minimal fringe benefit, poor working condition, ill-define organizational policies, and mediocre technical supervision.

Employee Wants • While management thinks that good pay is number one of the employee, survey results show

that this factor is usually in the middle of the ranking. • Employee wants tend to follow the theories of Maslow and Herzberg. • Managers’ perception are much different. • Interesting work

� Employee rating: 1 � Manager rating: 5

• Appreciation � Employee rating: 2 � Manager rating: 8

• Involvement � Employee rating: 3 � Manager rating: 10

• Job security � Employee rating: 4 � Manager rating: 2

• Good pay � Employee rating: 5 � Manager rating: 1



• Promotion/growth � Employee rating: 6 � Manager rating: 3

• Good working conditions � Employee rating: 7 � Manager rating: 4

• Loyalty to employees � Employee rating: 8 � Manager rating: 7

• Help with personal problems � Employee rating: 9 � Manager rating: 9

• Tactful discipline � Employee rating: 10 � Manager rating: 6

• By involving employees through the use of teams in meaningful work and by providing the proper reward and recognition, managers can reap the advantages of greater quality and productivity along with employee satisfaction.

Achieving a Motivated Work Force 1. Know thyself: Managers must understand their own motivations, strengths, and weaknesses. 2. Know your employees: Most people like to talk about themselves, therefore, the motivating

manager will ask questions and listen to answers. 3. Establish a positive attitude: A positive action-oriented attitude permeates the work unit.

Managers are responsible for generating attitudes that lead to positive actions. 4. Share the goals: A motivated work force needs well-defined goals that address both individual

and organizational needs 5. Monitor progress: The process of goal-setting should include a road map detailing the journey

with periodic milestones and individual assignments. Managers should periodically review performance.

6. Develop interesting work: Managers should consider altering the employees’ assignments by job rotation, job enlargement, and job enrichment.

7. Communicate effectively: Effective communication provides employees with knowledge about their work unit and the organization.

8. Celebrate success: Recognizing employee achievements is the most powerful tool. Benefits of Employee Involvement

• Employees make better decisions using their expert knowledge of the process. • Employees are more likely to implement and support decisions they had a part in making decision. • Employees are better to spot and pinpoint areas for improvement. • Employees are better able to take immediate corrective action. • Employee involvement reduces labor/management friction by encouraging more effective

communication and cooperation. • Employees are better able to accept change because they control the work environment • Employees have an increased commitment to unit goals because they are involved

Empowerment • Employee Empowerment

The controlled transfer of authority to make decisions and take action. • Empowerment and Motivation

Empowerment is the key to motivation and productivity. An employee who feels he or she is valued and can contribute is ready to help and grow in the job. Empowerment enables a person to develop personally and professionally so that he or her contributions in the workplace are maximized. Teams

• Team Team is defined as a group of people working together to achieve common objectives or goals.



• Teamwork Teamwork is the cumulative actions of the team during which each member of the tsubordinates his individual interests and opinions to fulfill the objectives or goals of the group.

• Why Teams Work � Teams work because many heads are more knowledgeable than one.� Many processes are so complex that one person cannot be knowledgeable

entire process. � The whole is greater than the sum of its members� The interaction within team produces results that exceed the contribution of each member.� Team members develop a rapport with each other that allow them to do a better job.� Teams provide a vehicle for improved communication, thereby increasing the likelihood

of a successful solution.• Common Barriers to Team

o Insufficient trainingo Incompatible reward and compensationo First-line supervisor resistanceo Lack of planning o Lack of management supporto Lack of union supporto Project scope too largeo Project objectives are not significanto No clear measure of successo No time to do improvement worko Team is too large o Trapped in groupthink

Review Questions

1. Define the following: (a) Involvement (b) Motivation (c) Empowerment (d) Team (e) Teamwork

2. List the five levels in the Maslow’s hierarchy of needs and describe each level.3. Describe Herzberg’s dissatisfies4. List five common barriers to team 5. Why do team work? 6. Evaluate an organization’s high performance work systems.



is the cumulative actions of the team during which each member of the tsubordinates his individual interests and opinions to fulfill the objectives or goals of the group.

Teams work because many heads are more knowledgeable than one.Many processes are so complex that one person cannot be knowledgeable

The whole is greater than the sum of its members The interaction within team produces results that exceed the contribution of each member.Team members develop a rapport with each other that allow them to do a better job.

ms provide a vehicle for improved communication, thereby increasing the likelihood of a successful solution.

Common Barriers to Team Progress Insufficient training Incompatible reward and compensation

line supervisor resistance

Lack of management support Lack of union support Project scope too large Project objectives are not significant No clear measure of success No time to do improvement work

Trapped in groupthink

List the five levels in the Maslow’s hierarchy of needs and describe each level.dissatisfies and motivators.

List five common barriers to team progress.

Evaluate an organization’s high performance work systems.

Year IV, Semester I


is the cumulative actions of the team during which each member of the team subordinates his individual interests and opinions to fulfill the objectives or goals of the group.

Teams work because many heads are more knowledgeable than one. Many processes are so complex that one person cannot be knowledgeable concerning the

The interaction within team produces results that exceed the contribution of each member. Team members develop a rapport with each other that allow them to do a better job.

ms provide a vehicle for improved communication, thereby increasing the likelihood

List the five levels in the Maslow’s hierarchy of needs and describe each level.



Chapter 6

Quality Tools

The Seven Basic Quality Tools. 1. Flowcharts

� A flowchart is a visual representation of a process. � As a problem-solving tool, a flowchart can help investigators in identifying possible points

in a process where problems occur.

� The diamond shapes in the flowchart represent decision points in the process. � Rectangular shapes represent procedures. � The arrows show the direction of "flow" of the steps in e process.

To construct a simple flowchart � Begin by listing the steps in a process. � Then classify each step as either a procedure or a decision (or check) point. 2. Check Sheets

� A check sheet is a simple tool frequently used for problem identification. � Check sheets provide a format that enables users to record and organize data in a way that

facilitates collection and analysis. � This format might be one of simple checkmarks. � Check sheets designed on the basis of what the users are attempting to learn by collecting

data.



3. Histograms

� A histogram can be useful in getting a sense of the distribution of observed values. � Among other things, one can see if

values is, and if there are any unusual values

4. Pareto Analysis � Pareto analysis is a technique for focusing attention on the most important problem areas. � The Pareto concept, named

is that a relatively few factors generally account for a large percentage of the to(e.g., complaints, defects, problems).

� The idea is to classify the cases according to degree of the most important, leaving the less important.



A histogram can be useful in getting a sense of the distribution of observed values. Among other things, one can see if the distribution is symmetrical, what the range of values is, and if there are any unusual values

Pareto analysis is a technique for focusing attention on the most important problem areas. The Pareto concept, named after the nineteenth-century Italian economist Vilfredo Pareto, is that a relatively few factors generally account for a large percentage of the to(e.g., complaints, defects, problems). The idea is to classify the cases according to degree of importance, and focus on resolving the most important, leaving the less important.

Year IV, Semester I


A histogram can be useful in getting a sense of the distribution of observed values. the distribution is symmetrical, what the range of

Pareto analysis is a technique for focusing attention on the most important problem areas. century Italian economist Vilfredo Pareto,

is that a relatively few factors generally account for a large percentage of the total cases

importance, and focus on resolving



� Often referred to as the 80-20 rule, the Pareto concept states that approximately 80 percent of the problems come from 20 percent of the items.

� For instance, 80 percent of machine breakdowns come from 20 percent of the machines, and 80 percent of the product defects come from 20 percent of the causes of defects.

� Often, it is useful to prepare a chart that shows the number of occurrences by category, arranged in order of frequency.

� Presumably, the manager and employees would focus on trying to resolve this problem. � Once they accomplished that, they could address the remaining defects in similar fashion.

5. Scatter Diagrams � A scatter diagram can be useful in deciding if there is a correlation between the values of

two variables. � A correlation may point to a cause of a problem.



6. Control Charts � Charts A control chart can be used to monitor a process to see if the process output is

random. � It can help detect the presence of

7. Cause-and-Effect Diagrams

� A cause-and-effect diagram offers a structured approach cause(s) of a problem.

� It is also known as a the Japanese professor who developed the approach aid workers overwhelmed by the number of possible sources of pro

� This tool helps to organize problemmight be causing problems.

� Often this tool is used after brainstorming sessions to organize the ideas generated.



A control chart can be used to monitor a process to see if the process output is

It can help detect the presence of correctable causes of variation

Effect Diagrams effect diagram offers a structured approach to the arch for the possible

cause(s) of a problem. It is also known as a fishbone diagram because fits shape, or anthe Japanese professor who developed the approach aid workers overwhelmed by the number of possible sources of problems when problem solving This tool helps to organize problem-solving efforts by identifying categories of factors that might be causing problems. Often this tool is used after brainstorming sessions to organize the ideas generated.

Year IV, Semester I


A control chart can be used to monitor a process to see if the process output is

correctable causes of variation.

to the arch for the possible

because fits shape, or an Ishikawa diagram, after the Japanese professor who developed the approach aid workers overwhelmed by the

solving efforts by identifying categories of factors that

Often this tool is used after brainstorming sessions to organize the ideas generated.



The Use of Graphical Tools



Chapter 7

Statistical Quality Control

Quality Control Approaches o Statistical process control (SPC)

Monitors the production process to prevent poor quality Statistical Process Control

o Take periodic samples from a process o Plot the sample points on a control chart o Determine if the process is within limits o Correct the process before defects occur

Types Of Data ● Attribute data

● Product characteristic evaluated with a discrete choice – Good/bad, yes/no

● Variable data ● Product characteristic that can be measured

– Length, size, weight, height, time, velocity SPC Applied To Services

� Nature of defect is different in services � Service defect is a failure to meet customer requirements � Monitor times, customer satisfaction

Service Quality Examples ● Hospitals timeliness, responsiveness, accuracy ● Grocery Stores

Check-out time, stocking, cleanliness ● Airlines

luggage handling, waiting times, courtesy ● Fast food restaurants

waiting times, food quality, cleanliness

Constructing a Control Chart

� Decide what to measure or count � Collect the sample data � Plot the samples on a control chart � Calculate and plot the control limits on the control chart � Determine if the data is in-control � If non-random variation is present, discard the data (fix the problem) and recalculate the control

limits



A Process Is In Control If � No sample points are outside control limits� Most points are near the process average� About an equal # points are above & below the centerline� Points appear randomly distributed

Types Of Data

� Attribute data (p-charts, c-Product characteristics evaluated with a discrete choice (Good/bad, yes/no, count)

� Variable data (X-bar and R charts)Product characteristics that can be measured (

Control Charts For Attributes � p Charts

Calculate percent defectives in a sample;an item is either good or bad� c Charts

Count number of defects in an item

p-Chart Example The Western Jean Company produced denim jean. The company wants to establish a monitor the production process and main high quality. Western beliefs that approximately 99.74 percent



No sample points are outside control limits Most points are near the process average About an equal # points are above & below the centerline Points appear randomly distributed

-charts) Product characteristics evaluated with a discrete choice (Good/bad, yes/no, count)

bar and R charts) Product characteristics that can be measured (Length, size, weight, height, time, velocity)

Calculate percent defectives in a sample;an item is either good or bad

Count number of defects in an item

The Western Jean Company produced denim jean. The company wants to establish a monitor the production process and main high quality. Western beliefs that approximately 99.74 percent

Year IV, Semester I


Product characteristics evaluated with a discrete choice (Good/bad, yes/no, count)

Length, size, weight, height, time, velocity)

The Western Jean Company produced denim jean. The company wants to establish a p-chart to monitor the production process and main high quality. Western beliefs that approximately 99.74 percent



of the variability in the production process (corresponding to 3-sigma limits, or z = 3.00) is random and thus should be within control limits, whereas 0.26 percent of the process variability is not random and suggest that the process is out of control. The company has taken 20 sample (one per day for 20 days), each containing 100 pairs of jeans (n = 100), and inspected them for defects, the results of which are as follow.

Sample # Defects Sample # Defects 1 6 11 12 2 0 12 10 3 4 13 14 4 10 14 8 5 6 15 6 6 4 16 16 7 12 17 12 8 10 18 14 9 8 19 20 10 10 20 18



c-Chart Example The Ritz Hotel has 240 rooms. The hotel’s housekeeping department is responsible for maintaining the quality of the room’s appearance and cleanliness. Each individual housekeeper is responsible for an area encompassing 20 rooms. Every room in use is thoroughly clean and its supplies, toiletries, and so on are restocked each day. Any defects that the housekeeping staff notice that are not part the normal housekeeping service are supposed to be reported hotel maintenance. Every room is briefly inspected each day by a housekeeping supervisor. However, hotel management also conducts inspection for quality-control purposes. The management inspector not only check for normal housekeeping defects like clean sheets, dust, room supplies, room literature, or towels, but also for defects like an inoperative or missing TV remote, poor TV picture quality or reception, defective lamps, a malfunctioning clock, tears or stains in bedcovers or curtain, or a malfunctioning curtain pull. An inspection sample include 12 rooms, i.e., one room selected at random from each of the twelve 20-room blocks served by a housekeeper. Following are the results from 15 inspection samples conducted at random during a 1-month period.

Sample # Defects Sample # Defects

1 12 11 12 2 8 12 10 3 16 13 14 4 14 14 17 5 10 15 15 6 11 7 9 8 14 9 13 10 15



Control Charts For Variables ● Mean chart (X-Bar Chart)

Measures central tendency of a sample ● Range chart (R-Chart)

Measures amount of dispersion in a sample ● Each chart measures the process differently. Both the process average and process variability

must be in control for the process to be in control. Example: Control harts for Variable Data The Goliath Tool Company produces slip-ring bearings, which look like flat doughnut or washer, they fit around shafts or rods, such as drive shaft in machinery or motor. In the production process for a particular slip-ring bearing the employees has taken 10 samples (during a 10 day period) of 5 slip-ring bearing (i.e., n = 5). The individual observation from each sample are shown as followed:

Example: Control Charts for Variable Data



Variation

● Common Causes Variation inherent in a process Can be eliminated only through improvements in the system

● Special Causes Variation due to identifiable factors Can be modified through operator or management action Sample Size Determination

● Attribute control charts 50 to 100 parts in a sample

● Variable control charts 2 to 10 parts in a sample

The End!

contents emeronti1 vifisa ... • deming’s contribution • deming chain reaction • karefi ......

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