Toplam kalite yönetimi ve müşteri memnuniyeti
Başlık çevirisi mevcut değil.
- Tez No: 55642
- Danışmanlar: DOÇ.DR. MEHMET TANYAŞ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1996
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 140
Özet
ÖZET Kalite, en kısa ve bilinen tanımıyla kullanıma uygunluktur (Juran). Toplam Kalite Yönetimi, geleneksel yönetim uygulamalarını yeniden yapılandırarak kaliteyi geliştirmeyi, maliyeti düşürmeyi ve müşteri tatminini hedefleyen bir yönetim yaklaşımıdır. TKY sisteminin birincil amacı müşteri tatminidir ve müşteri tatmini, müşterinin beklentileri ve gereksinimlerini karşılamakla sağlanır. Stratejik planlama için müşteri memnuniyeti araştırmaları ile müşteri beklentileri ve gereksinimleri belirlenmelidir. Hatta pazarda lider olabilmek için firmanın bir adım önde olup, müşterinin gelecekteki beklenti ve ihtiyaçlarını öngörmesi/ belirlemesi gereklidir. Yeni ürün tasarımı veya mevcut ürünün geliştirilmesinde, müşteri beklenti ve ihtiyaçlarının öncelikli olarak değerlendirmede ve tasarım prosesine dahil etmede başarılı sonuçlar getiren bir teknik olarak“Kalite Fonksiyon Açınımı”dikkat çekmektedir. IX
Özet (Çeviri)
SUMMARY TOTAL QUALITY MANAGEMENT AND CUSTOMER SATISFACTION Quality was defined as“fitness for use”(Juran),“conformance to requirements”(P.B. Crosby) in 1980s. Feigenbaum described quality in a different way in 1990:“Quality is the total composite product and service characteristics of marketing, engineering, manufacturing and maintenance through which the product and services in use will meet the expectations of the customer.”Total Quality Management (TQM) is an approach to management which seeks to improve quality, reduce costs and increase customer satisfaction by restructuring traditional management practices. Classical management aims to create standards, and control production according to these standards. Total Quality Management's goal is continuous improvement based on standards. The main differences between classical management and TQM approaches are listed below:. Classical management creates quality based on inspection, while TQM creates quality based on prevention.. Classical management supports production within specification limits, while TQM tries production to be right on the target.. Classical management finds solutions to problems that occur. TQM tries to foresee possible problems and stop them before they occur.. Priorities are determined according to hierarchy in classical management practices. However TQM has priorities determined according to customer satisfaction.. According to classical management approach, quality assurance is within Quality Control Department's responsibility. TQM approach assigns That responsibility to every member of the organization, as well as the management.. Product design is within Research and Development Department's responsibility according to classical management approach. However XTQM insists on everyone from production and sales departments to join to design process. Common points for different Total Quality Management applications are: * To be able to exist, companies must be aware of the importance of customer satisfaction and quality activities must be based on customer satisfaction. * Top level managers must be leaders to include“quality”to company's management philosophy. * Top level managers must create company culture which helps everyone in the organization to participate in quality improvement activities. * Education at every level within the organization has extreme importance. * To succeed, TQM system must be built upon a healthy data accessing and evaluating system. * Suppliers must take part in quality management process. Customer satisfaction is critical in all TQM approaches. For strategic planning, customer satisfaction must be measured via surveys which are designed for this purpose. Furthermore, to be the leader in marketplace, a corporation should go beyond that and foresee -even establish- the future expectations of its customers.“Quality Function Deployment”is an outstanding way of including customer expectations to the design/ improvement procedure. To be able to satisfy customers, all relations between customer satisfaction and internal processes must be clarified throughout the company. Only by that way an improvement in internal process measurements affects customers' satisfaction in the same positive way. Quality Function Deployment, first applied in Kobe Plant of Mitsubishi in 1972, is a methodology developed in Japan. According to Feigenbaum, Quality Function Deployment is“a quality system including organizational and operational procedures which are necessary for production and XImarketing of a product that is produced according to the required quality standards”. Quality Function Deployment (QFD) is very complex and detailed. There are different QFD methodologies some of which based on more than 80 matrices. But these different methodologies have only one matrix in common: That is the simplest form of the combined-matrix widely known as“House of Quality”. The main items stated in“The House of Quality”are listed below: ? Customers' expectations: What the market demands is to be determined via market researches, and evaluation of current data. In addition, forecasts are to be made for the future expectations of customers or the market. After making a list of customers' current and/or future expectations, analysts determine the priority among the listed items based on the same data. These expectations are listed in the“EXPECTATIONS”section of The House of Quality, along with the relative importance of each item. ? Technical specifications and engineering characteristics: Customers' expectations are mostly in non-countable, descriptive terms. Engineering characteristics are numerical, measurable aspects of service or product. Therefore; determining engineering characteristics of the product, which covers -or are related to - customer requirements most, is the most important phase of The House of Quality approach, because that means going through qualitative to quantitative. ? Correlations between product features: Before any enhancement on product specifications, it should be known which of the specifications will be affected; and to what extent each specification will be affected. The roof of The House of Quality is the section which the correlation between technical specifications are pointed in. There is a convention for filling in the roof: Correlations are classified in 4 groups and a distinct symbol is issued for each one. - Very poor correlation - Poor correlation - Positive synergy - Very powerful positive synergy XII? Relations between customers' expectations and technical specifications: For each one of product's technical specifications, relations between these specifications and customers' expectations are to be determined, prior to any enhancement on product specifications. These relations are classified in a similar way to“correlation between product or service specifications”. ? Target values for technical specifications : Unit of measures for each one of engineering characteristics are given in The House of Quality in a separate row, where columns are used for engineering characteristics. Below that row, the values for each specification are printed, together with the values for the same specifications of similar products or services of rival companies in the same market. By using this section on The House of Quality, it is possible to measure the current production quality, with that of rivals. ? A graphical comparison: A graphical comparison is to be made by using the same data given in“Target Values”section. In this section, to what extent the company and its rivals meet customers' requirements are determined in a 1..5 scale, 5 being best. ? Target values and target costs for new design: A target value for each engineering characteristic is to be determined. The newly designed product is examined in this section, in terms of costs, risks, technical difficulties, and the relative importance. By interpreting this section; upper level managers have guidance about managing the resources. Quality Function Deployment system can be divided in to 4 phases: Organization, definition.development, application. Organization of Quality Function Deployment During that phase, the limits of the project is to be determined. Quality Function Deployment could be as detailed to last of few months, as it could be limited to setting a few design and development targets, which would probably last no longer than a few weeks. That phase could be ended after the preparation of the most well-known table of Quality Function Deployment methodology ; the house of Quality or lots of table could be necessary to come to a conclusion. Therefore that is a very XIIIimportant step and the limits of the project must be determined in a detailed way. Budget reserved for Quality Function Deployment project, estimated time schedule, the team that will work for that project, who will use the results of the project are the topics to be determined during this phase. Definition of the Project During that second phase; the product, which is subjected to the project, is described in different ways.. Customers' Demands: Customer is the end-user or next worker on the production line. Customers' demands are what these people need or want to get from that product.. Quality Characteristics: These are the specifications of the product, which the manufacturer tries to keep under control for the sake of meeting customer demands, or reaching a certain standard.. Functions: These are the functions of the product, some of which are only known by the manufacturer and not by the customer.. Mechanisms and Parts: These are sub-elements which come together to form the final product, and are examined by Quality Function Deployment as the very first level details.. New Technologies: New materials, technological improvements, and ideas take place below that topic.. Product / Part Defect Modes: It is the research to be made to examine how defects occur. Development: Possible development areas are to be determined during that stage. An evaluation system which consists of many matrices is used. These matrices are not the same in all Quality Function Deployment Methodologies. Application: Product planning is one of the main concerns of this stage. After market needs are determined by Sales Organization and rival products are tested by Engineering Department, the possibilities that will be offered by a new-developed or an innovated product in the current and alternative markets are examined. Customers' demands are prioritized and rival products are tested according to these demands. XIV
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