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Just-in-Time Production with Total Quality Control
Products, Processes and Performance
   v The resulting outputs are products, which may be physical goods, services        performed or both.
   v Products differ in attributes that customers value such as product cost, quality,       variety and delivery response time.(Product Attributes)
   v Inputs depends highly on corresponding process attributes such as processing cost,        quality, flexibility and flow time. (Process Attributes)
   v Job shops--- produce high-variety/ low-volume customized products.
   v Flow shop--- produce low-variety /high-volume standardized products.

The Process View of an Organization

Some Generic Business Process

A Process as a Network of Activities

Performance
   v External meausers as customer satisfaction; however, we also need
      internal measuers, which not only affect customer satisfaction but
      which the process manager can also control
   v Depends on the economic environment of the process.
   v Consists of three elements; output market (demened & prices), Input
      market (supply & costs), Resource market (availability & costs of
      resources )

Wal-Mart Strategy and Operations Structure

The Product-Process Matrix

Total Quality Control(TQC)

v Zero defects, Perfection

Total Quality Control: Concepts and Categories
TQC Category                                        TQC Concept
1.Organization                                       Production responsibility
2.Goals                                                 Habit of improvement Perfection
                                                            Process control
                                                            Easy-to-see quality
                                                            Insistence on compliance
3.Basic principles                                    Line stop
                                                            100 percent check,
                                                            Correcting one’s own errors
                                                            Project-by-project improvement
                                                            QC as facilitator
                                                            Small lot sizes
4.Faciliting concepts                                 Housekeeping
                                                             Less-than-ful-capacity scheduling
                                                             Daily machine checking
                                                             Exposure of problems
                                                             Foolproof devices
5.Techniques and aids                              N=2
                                                              Analysis tools
                                                              QC Circles

Fishbone Diagram (Japan Industria Standard)

Total Quality Management


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