Contents
emeronTI1 viFIsa®sþénkarRKb;RKgKuNPaB
Approaches to Quality Management ............................................................................................................. 2
emeronTI2 RTwsþIénKuNPaB Quality Theory ........................... 11
emeronTI3 KuNPaBnigkarRbkYtRbECgsakl
Quality and Global Competitiveness .......................................................................................................... 22
emeronTI4 karbMeBjtRmÚvkar
nigkarEfrkSaGtifiCn Customer Satisfaction and Retention................................ 26
emeronTI5 karcUlrYm nig
karpþl;GMNacdl;nieyaCit Employee Involvement and Empowerment... 31
Chapter 6 Quality Tools .............................................................................................................................. 34
Chapter 7 Statistical Quality Control .......................................................................................................... 40
National University of Management
Year IV, Semester I
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
[GtifiCneBjcitþxøaMgkareBjcitþTaMgmUlGnueLamt
ameKalneya)aynignitiviFI .
KuNPaBKWCasPaBpøas;bþÚrEdlTak;TgCamY
yplitpl/ 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)
Management of Technology/Group30/Promotion 19
Page 2 of 48
National University of Management
Year IV, Semester I
KuNPaBenAkñúgplitkmµ³
plitplmanFatuénPaBKuNPaB
CaeRcInEdlrYmman³
1. dMeNIrkar b¤karsMEdgskmµPaB (performance)³
sMedAeTAelI smßPaBEdlplitplseRmceKal
bMNgEdlb:grbs;va.
2. lkçN³Biess (features)³
lkçN³énplitplEdlbEnßmeTAelIkarsMEdgskmµP
aBCamUldæanrbs;va.
3. PaBEdlGacTukcitþ)an (reliability)³
ninñakarrbs;plitpl
edIm,IdMeNIrkar\tpøas;bþÚrenAkñúgry³eBl
énCIviteRbIR)as;EdleKeRKagerobcM.
4. PaBGnueLamtam (conformance)³
eqøIytbeTAnwgbTdæan (specification)
b¤sþg;dar]sSahkmµ (industry standard).
5. PaBCab; b¤Fn; (duability)³ kRmitEdlplitplFn;
niwgkarFøak; b¤karb:HTgÁicxøaMgeday
mineFVI [plitpl xUc.
6. karpþl;esvakmµ (serviceability)³ karedaHRsaybBaða
nig kartva:epSg²/ PaBgayRsÜlenAkñúgkar
CYsCul.
7. esaP½NPaB (aesthetics)³
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?
Management of Technology/Group30/Promotion 19
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National University of Management
Year IV, Semester I
PaBeBjelj (completeness)³
etImanbBa©ÚllCeRmIsTaMgGs;?
4. karKYrsm (courtesy)³
etInieyaCitCYrmuxTTYlGtifiCnedayrak;Tak;
nigrIkray?
5. PaB\tpøas;bþÚ (consistency)³
etIesvakmµRtÚv)aneKpþl;enAkñúgrebobdUcK
ñasRmab;GtifiCnmñak;² nig RKb;
eBlsRmab;GtifiCndEdl?
6. karcUleTACit nigPaBgayRsÜl (accessibility and convenience)³
etImanPaBgayRsÜl edIm,ITTYl esvakmµ?
7. PaBRtwmRtÚv (accuracy)³
etIesvakmµRtÚv)aneKbMeBjRtÚvenAelIkdMb
Ug?
8. PaBrs;ran; (responsiveness)³
etIbuKÁlikpþl;esvakmµGaceqøIytby:agrs;revIk
nigedaHRsaybBaðaminrMBwg TukelOn?
niymn½yénviFIsa®sþKuNPaBsrub (The Total Quality
3.
Approach Defined)
manviFIBIry:agedIm,Iyl;TsSnaTanénKuNPaBsru
b (concept of total quality)
1. viFITImYyKWkareRbobRbdUceTAnwgeCIgm:
aEdlmaneCIgbI (analogy of three-legged stool)
kEnøgGgÁúyrbs;eCIgm:aKW
karykcitþTudak;GticiCn (customer focus). enHmann½yfa
CamYyKuNPaBsrub
GtifiCnenAkñúgkEnøgGgÁúyKWCaGñkvinic©½yKu
NPaB.
eCIgnImYy²
KWCaFatud¾TUlMTUlayénTsSnviC¢aKuNPaB
srub³
 eCIg {measures} mann½yfa KuNPaBGac
nigRtÚvEtvas;)an.
 eCIg {pepole} mann½yfa
KuNPaBminRtÚveFVIeTAplitpl nig
Management of Technology/Group30/Promotion 19
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National University of Management

2.


Year IV, Semester I
esvakmµeLIy/ vaRtÚveFVIeTAelI
mnusStamry³karpþl;GMNac
edIm,IeFVIkargarrbs;eKenAkñúgrebobRtwmRt
ÚvmYy.
eCIg {processes} mann½yfa
dMeNIrkarRtÚvEteFVI[RbesIreLIg CaRbcaM
nigKµanTIbBa©b; . GVIEdl
RtÚveKcat;Tukfal¥RbesIr
enAéf¶enHGacl¥bgÁÜrenAéf¶Es¥k. CalT§pl
{l¥lµm} KWminlµm eLIy.
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[RbesIreLIgCaRbcaMnUvKuNP
aBplitpl/ 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
Management of Technology/Group30/Promotion 19
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National University of Management
Year IV, Semester I
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,IseRmceKalbMNgTUlayen
H.
EpnkaryuT§sa®sþ
enHRtÚv)aneKeRKagerobcMeLIgedIm,Ipþl;[G
gÁPaB
nUv]tþmÖPaBénkarRbkYtRbECgsßitesßrmYy
(a
sustainable
competitive
enAkñúgTIpSar . ]tþmÖPaBénkarRbkYt
RbECg
enHsRmúkeTArk
karseRmc)annUvKuNPaBnaMmuxlMdab;BiPB
elak
(world-leading
quality)
nigeFVI[vaRbesIreLIgCaRbcaM
nigCaerogrhUt.
ykcitþTukdak;elIGtifiCn
(customer
focus)³
enAkñúgbriyakasKuNPaBsrub
GtifiCnKWCaGñkkac;cgáÚt
(driver)
cMnucenHGnuvtþn_
TaMgGtifiCnxagkñúg
advantage)

Management of Technology/Group30/Promotion 19
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National University of Management

Year IV, Semester I
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;énGgÁPaBTa
k;Tg
CamYyRKb;TidæPaBTaMgGs;énkargaredayQ
anecjBITsSn³
{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;edaymnusSedayeRbIdM
eNIrkarenAkñúgbriyakas¬RbB½n§¦
.
edIm,IeFVI[KuNPaBplitpl
nig
esvakmµRbesIreLIgCaRbcaM
vaRtÚvkarcaM)ac;eFVI[RbB½n§RbesIreLIgCa
RbcaM .
karsikSa nigkarbNþúHbNþal (education and training)³
karsikSanigkarbNþúHbNþal KWCamUldæan
énKuNPaBsrub
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National University of Management
Year IV, Semester I
BIeRBaHvatMNag[viFIRbesIrbMputedIm,IeFVI
[mnusSRbesIreLIgCaRbcaM
.
KWtamry³karsikSa
nigkarbNþúHbNþalenHehIyEdleFVI[mnusSdw
gBIrebobeFVIkargar
nigeFVIkargarRbkbedayPaBv½yqøat .
 esrIPaBtamry³karRtÜtBinitü
(freedom through control)³
karcUlrYm nigkarpþl;GMNac dl;buKÁlik KW
CaRKwHénKuNPaBsrub
BIeRBaHvaKWCameFüa)aymYyedIm,I[mnus
SmanKMnit 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[nieyaCiteFVIesckþIseRmccitþEdlT
ak;TgCamYykareFVI[RbesIreLIgéndMeNIrkar
kargar .
TsSnaTan Six Sigma (Six Sigma Concepts)
 TsSnaTan Six Sigma
RtÚv)anbegáIteLIgedayRkumh‘un Motorola
enABak;kNþalTsSvtSr_qñaM1980 .
eKalbMNgrbs; Six Sigma
KWeFVI[RbesIreLIgnUvkarsMEdgskmµPaBén
dMeNIrkar (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
Management of Technology/Group30/Promotion 19
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National University of Management

Year IV, Semester I
Edlpþl;kMeNIteTA[viFIsa®sþmYycMnYndUcC
a 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;CafµImþgeTotenAkñúgshrdæGaemr
ik .
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.
Management of Technology/Group30/Promotion 19
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National University of Management

Year IV, Semester I
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©lkñúgkareFVIvinicä
½yd¾sMxan; .
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;RK
gKuNPaB.
Management of Technology/Group30/Promotion 19
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National University of Management
Year IV, Semester I
emeronTI2
RTwsþIénKuNPaB
Quality Theory
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
BIeRBaHvabegáIt[mankareFVIkargareLIgvijtick
MhuskarBnüaeBl nig
bBaðaticnigkareRbIeBlnigsmÖar³RbesIr.
cMNayticeFVI[plitPaBRbesIreLIg.
KuNPaBl¥ nig éføTab
Rkúmh‘unGacTTYl)annUvGRtaTIpSarFM
dUecñH bnþenAkñúgGaCIvkmµ/
pþl;kargarkan;Et eRcIneLIg.
Deming Cycle
Management of Technology/Group30/Promotion 19
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National University of Management
1.
2.
3.
4.
5.
•
Year IV, Semester I
RsavRCavGñkeRbIR)as; nig
eRbIvaenAkñúgkareFVIEpnkarplitpl (plan)
plitplitpl (do).
RtÜtBinitüplitpl
edIm,IeFVI[R)akdfavaRtÚv)aneKplitRsbCam
Yy Epnkar (check).
lk;plitpl (act).
viPaKetIplitplRtÚv)anTIpSarTTYlykdUcemþc
edayeyaleTA elIKuNPaB/ éføedIm/ nig
lkçN³vinic©½y déTeTot (analyze).
Deming’s Fourteen Points
1.
2.
begáIteKalbMNg\tpøas;bþÚrmYy
eKalbMNg\tpøas;bþÚreq<aHeTArk
kareFVI[plitplRbesIreLIgCaRbcaM.
Gnuvtþn_TsSnviC¢afµI
GñkRKb;RKgfñak;x<s;nigRKb;KñaRtÚveronn
UvTsSnviC¢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
Management of Technology/Group30/Promotion 19
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National University of Management
Year IV, Semester I
edayeRbIviFIsa®sþsßiti
.
PsþútagsßititRmÚv[mansRmab;Rkumh‘un nig
GñkpÁt;pÁg;.
4. Qb;GnuvtþkareRCIserIsGñkpÁt;pÁg;Ep¥keTA
elIéfø GgÁPaBRtÚvQb;GnuvtþkaredjéføTab
BIeRBaHéføTab
BMumann½y
eLIyRbsinebIKµanKuNPaB
.
RtÚvmanGñkpÁt;pÁg;EtmYyKt;
ehIybegáItTMnak;TMngry³eBlEvg Rbkbeday
PaBesµaHRtg;
nigTukcitþ
.
dUecñHeKnwgpþl;nUvplitplnigesvakmµkan;Et
RbesIreLIg .
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
improvement)
Management of Technology/Group30/Promotion 19
Page 13 of 48
National University of Management
Year IV, Semester I
lubbM)at;Baküesøak kardas;etOn nigeKal
edAsRmab;kmµkr.
11. lubbM)at;cMnYnkRmit
nigkarRKb;RKgtameKalbMNg
karykcitþTukdak;eTAelIcMnYnkRmitCRmuj
nigelIkTwk
citþmnusS[eq<aHeTArkbrimaNCaCagKuNPa
B.
12.
lubbM)at;]bsKÁEdlbøn;nUvemaTnPaBénbMNi
nrbs;mnusS ]bsKÁcm,gcMeBaHemaTnPaBén
bMNin
KWRbB½n§én
karvaytémøkargarEp¥keTAelIeKaledAcMnYnk
Rmit niglkçN³mYycMnYneTot .
13. CMrujkarsikSa
nigkarGPivDÆn_xøÜnsRmab;niyaCitmñak;²
14cMnucrbs; Deming nig ebskkmµrbs;GgÁPaB
KYreFVICamUldæanénkmµviFIsikSa
.
RKb;²KñaKYrRtÚvbNþúHbNþaleLIgvijenAeBlt
RmÚvkarrbs;GgÁPaBpøas;bþÚr
edIm,I
eqøIytbnwgbmøas;bþÚrbriyakas.
14. begáIeLIgnUvrcnasm<½n§
enAkñúgGñkRKb;RKgfñak;x<s;Edlsgát;eTAelI
13cMnucxagelI GñkRKb;RKgRtÚvTTYlyknUv
karTTYlxusRtÚvsRmab;
kareFVI[dMeNIrkarRbesIreLIgKµanTIbBa©ab;
.
RtÚvbegáItrcnasm<½n§Rkumh‘unedIm,IGnu
vtþn_TsSnviC¢aenH
.
GñkRKb;RKgRtÚvebþCJacitþ/
cUlrYmenAkñúgkarGnuvtþn_TsSnviC¢afµIen
H.
•
Deming’s Seven Deadly Diseases
Management of Technology/Group30/Promotion 19
Page 14 of 48
National University of Management
1.
2.
3.
4.
5.
6.
7.
Year IV, Semester I
karxVHnUveKalbMNgPaB\tpøas;bþÚr
Rkumh‘unEdlBMumaneKalbMNg\tpøas;bþÚrB
MumanEpnkarry³eBlEvgsRmab;
bnþenAkñúgGaCIvkmµ .
karsgát;F¶n;elIR)ak;cMeNjry³eBlxøI
.
karRkeLkemIleTAelIkar
begáInR)ak;cMeNjRbcaMRtImas
eFVI[Gnþ
raydl;KuNPaBnigplitPaB.
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; .
clPaBénGñkRKb;RKg
GñkRKb;RKgEdlpøas;bþÚrkargarjwkjab;
minEdleCOeTAelIRkumh‘unEdleKeFVIkar[ nig
minEdlenAyUredIm,IedIrtambmøas;bþÚrry³eBl
EvgEdlRtÚvkarcaM)ac;sRmab;KuNPaB
nigplitPaBeLIy .
karerobcMRkumh‘unEp¥kEteTAelIB½t’manCa
tYelxEdlemIleXIj
.
B½t’manCatYelxsMxan;²PaKeRcInminRtÚv)a
ndwg b¤ minGacdwg)an .
cMNayeTAelIEpñkevC¢sa®sþeRcInhYsehtu .
sRmab;Rkumh‘unmYycMnYn
cMNayenHCacMNayd¾eRcInbMputmYy .
cMNayeRcInhYsehtueTAelIesvakmµc,ab;
EdlbeBaäHedayemFavI
EdleFVIkaredIm,IkéRm .
Joseph M. Juran
 Juran’s Contribution
Management of Technology/Group30/Promotion 19
Page 15 of 48
National University of Management




Year IV, Semester I
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.
2.
3.
begáIteLIgnUvrcnasm<½n
sRmab;kareFVI[RbesIreLIgCaRbcaM.
begáItkmµviFIbNþúHbNþald¾TUlMTUlay .
begáItkarebþCJacitþ nigPaBCaGñkdwknaM
enAelIEpñkénGñkRKb;RKgfñak;x<s; .
Ten Steps to Quality Improvement
begáIt[mankaryl;dwgGMBItRmÚvkar
nigkalanuvtþPaB sRmab;kareFVI[RbesIreLIg .
2. kMNt;eKalbMNgsRmab;kareFVI[RbesIreLIg
3. erobcMedIm,IeqøIytbeKalbMNgEdl)ankMNt;
4. pþl;karbNþúHbNþal
5. Gnuvtþn_KeRmagedayeq<aHeTArkkaredaHR
saybBaða
6. raykarN_karrIkceRmIn
7. TTYlsÁal;
8. bgðajlT§pl
9. rkSalT§pl
10. rkSakarrIkceRmIn
edayeFVI[karRbesIreLIgcUleTAkñúgRbB½n§r
bs;Rkumh‘un
1.
The Pareto Principle
CYnkaleKehAfa 80/bBaða 80% bNþalmkBI
mUlehtu
20%.GgÁPaBRtÚvykcitþTukdak;eTAelIkarlubbM)at; vital
few
sources
EdleFVI[ekItbBaðaPaKeRcIn.RbB½n§EdlGñkRKb;
RKgRtÜtRta
KWCaRbB½n§EdlbBaðaPaKeRcInekIteLIg .
The Juan’s Trilogy
Management of Technology/Group30/Promotion 19
Page 16 of 48
National University of Management
•
•
•
Year IV, Semester I
kareFVIEpnkarKuNPaB
³
kareFVIEpnkarKuNPaBTak;TgCamYykar
begáItplitpl RbB½n§ nig dMeNIrkarEdlRtÚv
karcaM)ac;edIm,IbMeBj
b¤bMeBjelIskarrMBwgTukrbs;GtifiCn .
karRtÜtBintüKuNPaB
³
karRtÜtBinitüKuNPaBTak;TgCamYykarvay
témøkarsMEdgskmµPaBKuNPaBBitR)akdeRbo
b eFobkarsMEdg skmµPaBCamYyeKalbMNg
eFVIskmµPaBelIPaBxusKña
rvagkarsMEdgskmµPaB nigeKalbMNg.
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 Management
1.
2.
3.
4.
KuNPaB mann½yfaGnueLamtambTdæan/
minEmnPaBl¥eT.
RbB½n§ sRmab;karseRmcnUvKuNPaB
KWkarkarBar/ minEmnkarvay témøeT.
sþg;darénkarvaytémøKuNPaBKW zero defects
minEmn close enough eT.
rgVas;énKuNPaBKWcMNayeTAelIPaBminGn
ueLam.
Crosby’s Quality Vaccine
Management of Technology/Group30/Promotion 19
Page 17 of 48
National University of Management
1.
2.
3.
Year IV, Semester I
karebþCJacitþ³
GñkRKb;RKgfñak;x<s;RtÚvykcitþTukdak;xøa
MgeTAelI kareFVI[KuNPaBRbesIreLIg.
karsikSa³
RKb;Kña²RtÚvyl;dwgnUvmUldæanRKwHénka
rRKb;RKgKuNPaBEdlGacseRmc)anEttamry³k
arsikSab:ueNÑaH.
karGnuvtþ³ smaCikmñak;²énRkumRKb;RKg
RtÚvyl;dwgnUvdMeNIrénkarGnuvtþ .
Fourteen Steps to Quality Improvement
eFVI[R)akdfaGñkRKb;RKgmankarebþCJacitþ
cMeBaHKuNPaBenAkñúgry³eBlEvg.
2. begáItRkumKuNPaBcMruHEpñk.
3. kMNt;kEnøg EdlbBaðabc©úb,nñ
nigskþanuBlekIteLIg.
4. RbmaNkarcMNayeTAelIKuNPaB.
5. begáInkaryl;dwgelIKuNPaB
nigkarebþCJacitþpÞal;rbs;nieyaCitTaMgGs;.
6. eFVIskmµPaBCabnÞan;
edIm,IEktRmÚvbBaðaEdl)ankMNt;.
7. begáItkmµviFI a zero defects.
8. bNþúHbNþal supervisor
edIm,IGnuvtþn_karTTYlxusRtÚvrbs;eK
enAkñúgkmµviFIKuNPaB.
9. begáIt Zero Defects Day edIm,IeFVI[R)akdfa
nieyaCitTaMgGs; dwgfeKmanTisedAfµI .
10. CMrujbuKÁl nigRkum
edIm,IbegáIteKalbMNgénkareFVI[RbesIreLIgT
aMgbuKÁlnigRkum .
11. CMrujnieyaCit
[R)ab;GñkRKb;RKgGMBI]bsKÁEdleKCYb
enAkñúgkar
RbwgERbgedIm,IeqøIytbeKalbMNgKuNPaB.
12. TTYlsÁal;nieyaCitEdlcUlrYm.
1.
Management of Technology/Group30/Promotion 19
Page 18 of 48
National University of Management
Year IV, Semester I
begáItRkumRbwkSaEpñkKuNPaB
edIm,ICMrujkarR)aRs½yTak;TgCaRbcaM.
14. eFVIGVI²mþgeTot
edIm,IbgðajkareFVI[KuNPaBRbesIreLIg
KWCadMeNIrKµanTIbBa©b;.
13.
Armand V. Feigenbaum
Feigenbaum’s Contributions
Three Steps to Quality
1.
2.
3.
PaBCaGñkdwknaMKuNPaB³karsgát;F¶n;eTA
elIkarRKb;RKgCaRbcaMEp¥kelImUldæanénk
areFVIEpnkard¾l¥CaCagmanRbtikmµeTAnw
gbraC½y
.
GñkRKb;RKgRtÚvEtykcitþTukdak;CaRbcaM
nigdwknaMkarRbwgERbgKuNPaB .
bec©kviTüaKuNPaBTMenIb
³
EpñkKuNPaBEbbburaN
minGacedaHRsay80eTA90PaKryénbBaðaKu
NPaB
.
kargarenH
tRmÚv[mansmahrNkmµénbuKÁlikkariyal½y
visVkr nig kmµkreragcRk EdlCaGñkvaytémø
nig
Gnuvtþn_CaRbcaMnUvbec©keTsfµI²
edIm,IbMeBjtRmÚvkarGtifiCn.
karebþCJacitþrbs;GgÁPaB
³
karbNþúHbNþalCaRbcaM nigkarelIkTwkcitþ
kMlaMgBlkmµTaMgGs;rYmTaMgsmah
rNkmµénKuNPaBeTAkñúgkareFVIEpnkarGaC
Ivkmµ bgðajnUvsar³sMxan;énKuNPaB nig
pþl;nUvmeFüa)aysRmab;
karbBa©ÚlKuNPaBeTAkñúgTidæPaBTaMgG
s;énskmµPaBrbs;Rkumh‘un .
Kaoru Ishikawa
1.
2.
KuNPaBcab;epþImCamYykarsikSa
nigbBa©b;CamYykarsikSa .
CMhandMbUgenAkñúgKuNPaB
KWRtÚvdwgtRmÚvkarGtifiCn .
Management of Technology/Group30/Promotion 19
Page 19 of 48
National University of Management
Year IV, Semester I
sPaBl¥Nas; énkarRtÜtBinitüKuNPaB
ekIteLIgenAeBl inspection Elgmansar³sMxan; .
4. lubbM)at;mUlehtub¤sKul/
minEmneraKsBaØaeLIy .
5. karRtÜtBinitüKuNPaB
KWCakarTTYlxusRtÚvénkmµkrTaMgGs;
nigEpñkTaMgGs; .
6. kMuRcLMmeFüa)ayCamYyeKaledA .
7. dak;KuNPaBmunGVI²TaMgGs;
nigsMLwgeTArkR)ak;cMeNjry³eBlEvg .
8. m:arXItFIg KWCapøÚvcUl nigecjénKuNPaB .
9. GñkRKb;RKgfñak;x<s; minRtÚvbgðajkMhwg
enAeBlB½t’manBit RtÚv)an
bgðajedayGñkenAeRkambgÁab; .
10. bBaðaenAkñúgRkumh‘un 95%
GacRtÚv)anedaHRsayeday]bkrN_ samBaØ
sRmab;karviPaK nigkaredaH RsaybBaða .
3.
11.
Tinñn½yEdlBMumanB½t’manbERmbRmÜlKW
CaTinñn½yxus .
Genichi Taguchi
Quality Loss Function
kMNt;nUvcMNayTaMgGs;EdlTak;TgCamYyKuN
PaBGn;
nigbgðajfa
cMNayTaMgenHekIneLIgdUcemþcenAeBlKuN
PaBplitplXøatBIGVIEdlGtifiCncg;)an
.
cMNayTaMgenH
rYmmanminRtwmEtkarmineBjcitþrbs;GtifiCn
b:ueNÑaHeT b:uEnþ EfmTaMgcMNayelIkarFana
nig esvakmµ cMNayeTAelIkarBinitüplitpl karCYsCul
Management of Technology/Group30/Promotion 19
Page 20 of 48
National University of Management
nigxUc
nigcMNay
RtÚveKBiBN’naCacMNaycMeBaHsgÁm .
Year IV, Semester I
EdlGac
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.
3.
4.
cUrBnül; Juran’s Quality Trilogy.
etIkareRbI Pareto chart sRmab;bBaðaNamYy
maneKalbMNgGVI?
cUrsegçbviPaKTansMxan;én Crosby, Feigenbaum, Ishikawa,
nig Taguchi cMeBaHeKalKMnitKuN PaBTMenIb.
Management of Technology/Group30/Promotion 19
Page 21 of 48
National University of Management
Year IV, Semester I
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;TMngrvagKuNPaBnigkarRbkYtRbECg
mandUcteTA³enAkñúgTIpSarsaklTMenIb/KuN
PaBKWCaKnøwHénkarRbkYtRbECg
sBVéf¶enH
karRbkYtRbECg)anpøas;BIkRmitenAkñúgRsuk
/
tMbn;b¤Cati
eTAkRmitGnþrCati
EdlmansPaBkan;Et
xøaMgkøaeLIg²BImYyéf¶eTAmYyéf¶.
manEtRkumh‘unEdlGacplitplitplEdlmanKuNPa
BlMdab;BiPBelakeT
eTIbGacRbkYtRbECgenAkñúgkRmit
Gnþr
Cati)an .
vamansar³sMxan;xøaMgNas;sRmab;Rkumh‘un
enAkñúgRbeTsmYy
edIm,IGacRbkYtRbECgCalkçN³sakl
.
enAeBleK
minGac
kargarRtÚv)at;bg;
ehIyKuNPaBénCIvitenAkñúgRbeTsenaHFøak;
cuHeTAtamenaHEdr .
etIKuNPaBCYy[GgÁPaBRbkYtRbECgdUcemþ
c?
Costs of Poor Quality


etIeKRtÚvcMNayluyeTAKuNPaB?
etIeKKYrkat;bnßyKuNPaB
edIm,I[RsbCamYybBaðaEpñkhirBaØvtßú?
]TahrN_³
Rkumh‘unBIr
ABC
nig
Rkumh‘unTaMgBIrRbkYt
RbECgenAkñúgTIpSarsakledIm,Irs;ran .
Management of Technology/Group30/Promotion 19
XYZ
Page 22 of 48
National University of Management


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




Year IV, Semester I
errors,
scrap
and
rework.
edaymineFVI[b:HBal;eTAdl;KuNPaB .
etIRkumh‘unNamYynwgrs;ranenAkñúgry³eBlEv
g?
cMNayeTAelIKuNPaBGn;manRbEhlBI 15% eTA
30% éncMNaysrubrbs;Rkumh‘un .
karkat;bnßycMNayEdlTak;TgCamYyKuNPaBG
n;RtÚvEteFVIcaM)ac;sRmab;Rkumh‘unEdlRbk
YtRbECgenAkñúgTIpSarsakl
ktþaEdlRtÚvBicarNarenAeBlkMNt;cMNayeTAel
IKuNPaBGn;³
Impact of Competitiveness on Quality of Life



smßPaBrbs;CatimYyedIm,IRbkYtRbECgenAkñ
úgTIpSarsaklman\T§iBledaypÞal;eTAelIKuNPa
BénCIviténRbCaBlrdærbs;xøÜn.
smßPaBedIm,IRbkYtRbECgBwgEp¥keTAelIsm
ßPaBedIm,IeFVIkargar)anRbesIrenAkñúgkarpli
tTMnij.
edIm,IeFVIkargar)anRbesIrenAkñúgkarplitTMni
j/
RbeTsCati
nig
Management of Technology/Group30/Promotion 19
Page 23 of 48
National University of Management

Year IV, Semester I
GgÁPaBRtÚvykcitþTukdak;eTAelI policies, systems nig
resources
enAkñúg
coordinated
way
edIm,IeFVI[RbesIreLIgCaRbcaM .
bNþaRbeTs]sSahkmµCaeRcIn)anP¢ab;vaeTA
nwgkarsikSaesdækic©
nigeKalneya)ayTIpSarBlkmµ
edIm,ICMrujkar
RbkYtRbECg.
Factors Inhibiting Competitiveness

Business and Government

Family

Education
Factors Inhibiting Competitiveness
Business/Government-Related Factors




sgát;F¶n;eTAelIR)ak;cMeNjry³eBxøI.
cMNayeRcIhYsehtueTAelIEpñkevC¢sa®sþ.
cMNayeRcIhYsehtueTAelIesvakmµEpñkc,ab;.
edIm,IlubbM)at;]bsKÁTaMgenH/
vaTamTa[
business
nig
government
eFVIkarCamYyKñaedIm,IbegáItnUveKal
neya)ay
Edlkat;bnßycMNay\tRbeyaCn_eTAdl;kRmitTab
bMput.
Family-Related Factors
• RKÜsarKWCaPñak;garGPivDÆn_FnFanmnusS
d¾sMxan;bMputrbs; RbeTsCati.
• RKÜsaredIrtYnaTIsMxan;enAkñúgkarsikSaCam
Uldæanrbs;kUnekµg .
RbeTsEdlmantémøRKÜsarxøaMgRtÚv)aneKem
IleXIjfa karGb;rM kUnrbs;eKmanPaBRbesIr
dUecñHbegáItnUvmnusSEdlmancMeNHdwg
nigPaBv½yqøat .
• KuNPaBénRbB½n§sikSarbs;RbeTs
KWCaktþasMxan;énKuNPaB kmøaMgBlkmµ .
Management of Technology/Group30/Promotion 19
Page 24 of 48
National University of Management
Year IV, Semester I
• RbB½n§énkarsikSamanKuNPaBx<s;KWCaFatu
d¾sMxan;énsmßPaBrbs;CatiedIm,IRbkYtRbEC
gsakl .
Human Resources and Competitiveness
• FnFanmantémøbMputsRmab;CMrujkarRbkYtRb
ECg[xøaMgkøabMputKWFnFanmnusS.
• RbeTsGaløWmg; nigCb:un
KWCa]TahrN_RbesIrbMputénkareRbI
R)as;FnFanmnusSd¾manRbsiT§PaB.
Strategies for human resources competitiveness in Japan and Germany
Review Questions
1.
2.
3.
4.
5.
6.
7.
cUrBnül;TMnak;TMngrvagKuNPaB
nigkarRbkYtRbECg.
cUrBnül;cMNayeTAelIKuNPaBGn;
Gacb:HBal;dl;karRbkYt RbECgdUcemþc.
etIsmßPaBrbs;CatimYyedIm,IRbkYtRbECg
man\T§iBleTAelI
KuNPaBénCIvitrbs;RbCaBlrdærbs;xøÜndUem
þc?
cUrBiB½N’na business/government factors GacraraMgkar
RbkYtRbECgdUcemþc.
cUrBiB½N’na family-related factors
GacraraMgkarRbkYtRbECg dUcemþc.
cUrBiB½N’na education-related factors
GacraraMgkarRbkYt RbECgdUcemþc.
cUrerobrab; nigBnül;edaysegçb basic philosophical
constructs
Management of Technology/Group30/Promotion 19
Page 25 of 48
National University of Management
Year IV, Semester I
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
Management of Technology/Group30/Promotion 19
Page 26 of 48
National University of Management
Year IV, Semester I
Customer Satisfaction
•
•
•
•
•
•
RTBüsm,tþisMxan;bMputrbs;GgÁPaBKWGtifiCn
rbs;eK .
eCaKC½yrbs;GgÁPaBBwgEp¥keTAelIcMnYnGt
ifiCnEdleKman 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 .
Management of Technology/Group30/Promotion 19
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National University of Management
•
•
Year IV, Semester I
nieyaCitmñak;²RtÚvyl;dwgBIrebobeFVIkargarrb
s;eKedIm,IeFIV[ GtifiCnxageRkAeBjcitþTaMgRs
ug .
dMeNIrkareFVIkargarRtÚvEteFVI[RbesIreLIgCa
RbcaMedIm,IEfrkSa
Gtifinbc©úb,nñ
nigbegáItGtifiCnfµI .
Internal Customer
•
•
•
GtifiCnxagkñúgKWCanieyaCitEdlkargarrbs;eKB
wgEp¥kelI nieyaCitEdleFVIkargarmunKat;.
eKalbMNgénkmµkrmñak;²
KWeFVI[R)akdfaKuNPaBeqøIytbeTA
nwgkarrMBwgTukénkmµkrbnÞab;.
enAeBlvaekIteLIgTUTaMgEpñkplitkmµ
karlk;
nigRckEbgEck
enaHkarbMeBjtRmÚvkarGtiCnxageRkARtÚv)an
Fana.
Traditional View of Suppliers and Customers
Customer Perception of Quality
• American Society for Quality
(ASQ)
)aneFVIkarsÞg;mtieTAelIsBaØakçn§GñkeR
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National University of Management
Year IV, Semester I
bIR)as;cugeRkayGMBIktþasMxan;²
EdlCH\T§iBldl;karTij³
(1) Performance
(2) Feature
(3) Service
(4) Warranty
(5) Price
(6) Reputation
CYy[GgÁPaB³
rkeXIjkarbMeBjtRmÚvkarrbs;GtifiCn.
rkeXIjGaTiPaBeFobénKuNPaB.
eRbobeFobdMeNIrkarplitplCamYyKUrRbkYtRb
ECg.
kMNt;tRmÚvkarGtifiCn.
kMNt;»kassRmab;kareFVI[RbesIreLIg.
Feedback
•
•
•
•
•
Comment Card
•
eKalbMNgrbs; card
enHKWedIm,IRbmUlB½t’mansamBaز dUcCa
eQµaH Gasydæan Gayu muxrbr
nigGVIEdlman\T§iBleTAelIkar
eFVIesckþIseRmccitþTijtbs;GtifiCn.
Customer Questionnaire
•
enAkñúgTRmg;én questionnaire
GtifiCnRtÚv)aneKsaksYr
edIm,I[eqøIysMnYrEdlTak;TgeTAnwgKuNPaBpl
itpl b¤ esvakmµ.
Focus Group
• Focus group
KWCaviFIsa®sþénkarRsavRCavedIm,Irk[eXIj
nUvGVIEdlGtifiCnkMBugKit.
Toll-Free Telephone Numbers
•
KWCaviFIsa®sþedIm,ITTYlkartva:rbs;GtifiCnd¾
manRbsiT§PaB.
Customer Visits
•
•
GgÁPaBGactamdannUvkarsMEdgskmµrbs;plitpl.
GñkRKb;RKgfñak;x<s;RtÚvcUlrYmenAkñúgskm
µPaBenH ehIyminRtÚv
RbKl;va[eTAnrNamñak;eToteLIy. k¾b:uEnþ
Cakarl¥RtÚvnaMCamYy
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National University of Management
Year IV, Semester I
nUvbuKÁlikEpñkRbtibtþikaredIm,I[eKemIleXIjCa
mun 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
II. On-Time Delivery
III. Service
IV. Overall
Signed
Title
Grade
Comment
Grade
Comment
Grade
Comment
Grade
Comment
Date
Organization
Employees
•
•
nieyaCitGacpþl;KMnitGMBIplit
b¤esvakmµenAkñúgGgÁPaB.
RkuménnieyaCitGacbMpusKMnitGMBIdMeNaH
RsayénbBaðaEdl GtifiCn)ankMNt;.
Customer Retention
•
•
•
karbMeBjtRmÚvkarGtifiCnminRKb;RKan;eLIy.
GgÁPaBKYreTA hYsBIkareBjcitþGtifiCn
edaypþl;GtßRbeyaCn_RbesIrbMputdl;
GtifiCnedIm,I[eKmanPaBesµaHRtg;nwgRkumh‘
un.
karEfrkSaGtifiCnCMrujkareBjcitþGtifiCneTAdl;k
RmitbnÞab;
edaykMNt;GVIEdlBitCamansar³sMxan;cMeBaH
GtifiCn.
karEfrkSanieyaCitman\T§iBly:agxøaMgeTAelIka
rEfrkSaGtifiCn.
meFüa)aymYyEdlGgÁPaBGacRKb;RKgkarEfrk
SaGtifiCnKWRtÚv
ykcitþTukdak;[)anxøaMgcMeBaHnieyaCitbc©úb
,nñ nignieyaCitEdl Rkumh‘unnwgRtÚvCYl.
Review Questions
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National University of Management
1.
2.
3.
4.
Year IV, Semester I
cUrBnül;GMBIsar³sMxan;rbs;GtifiCnenAkñúgbri
yakasKuNPaB srub.
cUr[niymn½yGtifiCn GtifiCnxagkñúg
nigGtifCnxageRkA.
cUrerobrab;nwgBnül;ktþasMxan;TaMgR)aMmY
yEdlCH\T§iBldl;kar Tijrbs;GñkeRbIR)as;.
etIviFIsa®sþsMxan;²edIm,IRbmUlB½t’manGMBI
GtifiCnmanGVIxøH?
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.
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• 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
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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 team
subordinates 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 concerning the
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 Progress
o Insufficient training
o Incompatible reward and compensation
o First-line supervisor resistance
o Lack of planning
o Lack of management support
o Lack of union support
o Project scope too large
o Project objectives are not significant
o No clear measure of success
o No time to do improvement work
o Team is too large
o Trapped in groupthink
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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 dissatisfies and motivators.
4. List five common barriers to team progress.
5. Why do team work?
6. Evaluate an organization’s high performance work systems.
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.
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National University of Management
Year IV, Semester I
 T
he
diamon
d
shapes
in the
flowcha
rt
represe
nt
decisio
n points
in the
process.
 R
ectangu
lar
shapes



2.
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.
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.
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3. Histograms
 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
4. Pareto Analysis
 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 total cases
(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.
 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.
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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 correctable causes of variation.
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7. Cause-and-Effect Diagrams
 A cause-and-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 an Ishikawa diagram, after
the 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.
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National University of Management
Year IV, Semester I
The Use of Graphical Tools
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National University of Management
Year IV, Semester I
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
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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-charts)
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 (Length, size, weight, height, time, velocity)
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 p-chart to
monitor the production process and main high quality. Western beliefs that approximately 99.74 percent
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National University of Management
Year IV, Semester I
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
1
2
3
4
5
6
7
8
9
10
# Defects
6
0
4
10
6
4
12
10
8
10
Management of Technology/Group30/Promotion 19
Sample
11
12
13
14
15
16
17
18
19
20
# Defects
12
10
14
8
6
16
12
14
20
18
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National University of Management
Year IV, Semester I
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 20room 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
2
3
4
5
6
7
8
9
10
12
8
16
14
10
11
9
14
13
15
11
12
13
14
15
12
10
14
17
15
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National University of Management
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Year IV, Semester I
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National University of Management
Year IV, Semester I
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
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National University of Management
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Year IV, Semester I
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National University of Management
Management of Technology/Group30/Promotion 19
Year IV, Semester I
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National University of Management
Year IV, Semester I
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!
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