Chapt 24
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Chapter 24
Quality and Quantity Control
Administrative Office Management, 8/e by Zane Quible
1
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Helps assure that actual operational results conform with desired or anticipated results.
Control
Administrative Office Management, 8/e by Zane Quible
2
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Steps in the Process of Control 1. Define the parameters of the work being subjected to the control process. 2. Determine actual results. 3. Evaluate actual results. 4. Compare actual results with expected results. 5. Apply corrective measures when needed.
Administrative Office Management, 8/e by Zane Quible
3
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Objectives of Control (1 of 2) 1. To increase the operating efficiency of the organization. 2. To assess the degree to which anticipated results and actual results conform. 3. To coordinate the various elements of a program or a task.
Administrative Office Management, 8/e by Zane Quible
4
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Objectives of Control (2 of 2) 4. To increase the likelihood that the organization’s objectives will be achieved. 5. To assist the office employees in performing their jobs more efficiently. 6. To maximize the organization’s profits by decreasing the amount of work that has to be redone and by reducing the misuse of supplies and materials. Administrative Office Management, 8/e by Zane Quible
5
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Advantages of Control 1. It helps maximize the profits of the organization. 2. It helps employees improve their productivity because they are aware of quantity and quality output requirements. 3. It provides a yardstick by which an organization can measure its operating efficiency. 4. It identifies the areas in which actual and anticipated results do not coincide, which facilitates the modification of various work processes. 5. It helps in the meeting of scheduled deadlines. Administrative Office Management, 8/e by Zane Quible
6
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Elements of Control Factors to control Identification of anticipated results Measurement devices Application of corrective measure
Administrative Office Management, 8/e by Zane Quible
7
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Factors to Control
Factors should be significant. Important documents are often considered.
Administrative Office Management, 8/e by Zane Quible
8
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Identification of Anticipated Results
Unless anticipated results are clearly identified, trying to compare actual results and anticipated results is impossible. Employees must be informed about the anticipated results.
Administrative Office Management, 8/e by Zane Quible
9
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Measurement Devices Actual results have to be measured before actual and anticipated results can be compared. Measurement may involve determining quantity output, using performance standards, for example. Some programs, such as TQM, use specialized measurement processes.
Administrative Office Management, 8/e by Zane Quible
10
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Application of Corrective Measures Corrective measures must be taken when actual results are less than anticipated results. Type of corrective measures to be taken varies from situation to situation.
Administrative Office Management, 8/e by Zane Quible
11
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quality Control Is used to help organizations improve their operating efficiency when employees fail to produce error-free work. Without quality control measures, errors are likely to go unnoticed.
Administrative Office Management, 8/e by Zane Quible
12
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quality Control Techniques Total Inspection Spot Checking Statistical Quality Control Zero Defects
Administrative Office Management, 8/e by Zane Quible
13
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Total Inspection
This technique involves a complete and total inspection of each unit of work produced by each employee. This is done to determine whether minimum quality standards have been attained. Some types of office work, such as proofreading, require total inspection. Administrative Office Management, 8/e by Zane Quible
14
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Spot Checking
This technique involves a periodic inspection of an employee’s work. Its desirability is frequently challenged because it does not use a statistical process to determine how much, who, and when the checks are to be made.
Administrative Office Management, 8/e by Zane Quible
15
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Statistical Quality Control (1 of 3) Uses several statistical elements that make its use more desirable than other techniques. Sampling Is used to determine what percentage of the total output has to be examined to be relatively certain that total output is as error-free as the sample. Statistical tables are used to determine proper sample size. Administrative Office Management, 8/e by Zane Quible
16
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Statistical Quality Control (2 of 3)
Normal Distribution A certain percentage of errors are normal and are due to chance. Those that exceed the number due to chance are of concern. Administrative Office Management, 8/e by Zane Quible
17
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Statistical Quality Control (3 of 3) Control Limits Cause of errors that exceed the control limits must be determined. Those that fall within the control limits are due to normal distribution.
Administrative Office Management, 8/e by Zane Quible
18
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Zero Defects
Is based on the assumption that if employees do their work correctly the first time, then errors will take care of themselves. It also involves motivating employees to do their work correctly the first time.
Administrative Office Management, 8/e by Zane Quible
19
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Total Quality Management (TQM) (1 of 2) Is a widely encompassing program. Is concerned with the quality of an organization’s products and/or services as well as the delivery of those goods/services to the customer.
Administrative Office Management, 8/e by Zane Quible
20
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Total Quality Management (TQM) (2 of 2)
Components 1. Customer satisfaction. 2. Accurate statistical measurement. 3. Ongoing improvement of products and/or services. 4. New employee relations. Administrative Office Management, 8/e by Zane Quible
21
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Six Sigma Program (1 of 2) Allows no more than 3.4 defects per million units produced, which is the equivalent of six standard deviations. Organizations that use it generally require their suppliers to use it as well. Programs require employee “buy-in” for the concept to work well. Administrative Office Management, 8/e by Zane Quible
22
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Six Sigma Program (2 of 2) Ongoing employee commitment and teamwork are critical. Program installation begins with identifying area(s) that will be subject to the program. When more defects than 3.4 per million units produced are found, then the causes of the problems are identified and corrected. Administrative Office Management, 8/e by Zane Quible
23
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quantity Control Uses standards that are based on data collected through work measurement.
Administrative Office Management, 8/e by Zane Quible
24
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Techniques Used to Control Fluctuations in Amount of Work to be Done (Too Much Work) Employee Overtime Temporary Help Part-Time Help Floating Work Unit Cycle Billing
Administrative Office Management, 8/e by Zane Quible
25
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Techniques Used to Control Fluctuations in Amount of Work to be Done (Too Little Work) Time Off Work Backlog Maintenance Projects
Administrative Office Management, 8/e by Zane Quible
26
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Short-Interval Scheduling This technique helps assure the completion of a given amount of work in a given amount of time. It provides the mechanism for determining whether or not the work is completed according to schedule.
Administrative Office Management, 8/e by Zane Quible
27
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Assumption on which short-interval scheduling is based: When employees are trying to attain production goals, they improve their chances of being successful by using short-range rather than long-range production goals.
Administrative Office Management, 8/e by Zane Quible
28
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Short-Interval Scheduling Procedures
1. Employee is given a short-time production goal. 2. Employee determines production level. 3. If employee is short meeting goal, he/she attempts to make up shortage during the workday that remains. Administrative Office Management, 8/e by Zane Quible
29
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Work Scheduling
Is used to help assure the successful completion of a given project.
Administrative Office Management, 8/e by Zane Quible
30
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Scheduling Devices Schedule Log Work Chart Work Schedule Calendar Gantt Chart Program Review Evaluation Technique Administrative Office Management, 8/e by Zane Quible
31
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Schedule Log
Identifies who is to complete each element of a project, the expected completion date, and whether or not the element got completed.
Administrative Office Management, 8/e by Zane Quible
32
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Work Chart Supervisor works backward from expected completion date to determine the date by which each element of the project must be begun for the project to be completed on time.
Administrative Office Management, 8/e by Zane Quible
33
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Work Schedule Calendar Identifies the projects that are to be started each day as well as the person who is responsible for the project.
Administrative Office Management, 8/e by Zane Quible
34
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Gantt Chart Is generally used for more complex projects than the other charts discussed this far. Identifies the projects that must be completed on a given day.
Administrative Office Management, 8/e by Zane Quible
35
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Program Evaluation Review Technique (PERT)
Was originally developed for the Polaris missile program. Identifies a project’s critical path, which is comprised of the components that must be completed for the project to be completed on time. Noncritical subprojects can be completed any time during the duration of the project. Administrative Office Management, 8/e by Zane Quible
36
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quality and Quantity Control
Administrative Office Management, 8/e by Zane Quible
1
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Helps assure that actual operational results conform with desired or anticipated results.
Control
Administrative Office Management, 8/e by Zane Quible
2
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Steps in the Process of Control 1. Define the parameters of the work being subjected to the control process. 2. Determine actual results. 3. Evaluate actual results. 4. Compare actual results with expected results. 5. Apply corrective measures when needed.
Administrative Office Management, 8/e by Zane Quible
3
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Objectives of Control (1 of 2) 1. To increase the operating efficiency of the organization. 2. To assess the degree to which anticipated results and actual results conform. 3. To coordinate the various elements of a program or a task.
Administrative Office Management, 8/e by Zane Quible
4
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Objectives of Control (2 of 2) 4. To increase the likelihood that the organization’s objectives will be achieved. 5. To assist the office employees in performing their jobs more efficiently. 6. To maximize the organization’s profits by decreasing the amount of work that has to be redone and by reducing the misuse of supplies and materials. Administrative Office Management, 8/e by Zane Quible
5
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Advantages of Control 1. It helps maximize the profits of the organization. 2. It helps employees improve their productivity because they are aware of quantity and quality output requirements. 3. It provides a yardstick by which an organization can measure its operating efficiency. 4. It identifies the areas in which actual and anticipated results do not coincide, which facilitates the modification of various work processes. 5. It helps in the meeting of scheduled deadlines. Administrative Office Management, 8/e by Zane Quible
6
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Elements of Control Factors to control Identification of anticipated results Measurement devices Application of corrective measure
Administrative Office Management, 8/e by Zane Quible
7
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Factors to Control
Factors should be significant. Important documents are often considered.
Administrative Office Management, 8/e by Zane Quible
8
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Identification of Anticipated Results
Unless anticipated results are clearly identified, trying to compare actual results and anticipated results is impossible. Employees must be informed about the anticipated results.
Administrative Office Management, 8/e by Zane Quible
9
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Measurement Devices Actual results have to be measured before actual and anticipated results can be compared. Measurement may involve determining quantity output, using performance standards, for example. Some programs, such as TQM, use specialized measurement processes.
Administrative Office Management, 8/e by Zane Quible
10
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Application of Corrective Measures Corrective measures must be taken when actual results are less than anticipated results. Type of corrective measures to be taken varies from situation to situation.
Administrative Office Management, 8/e by Zane Quible
11
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quality Control Is used to help organizations improve their operating efficiency when employees fail to produce error-free work. Without quality control measures, errors are likely to go unnoticed.
Administrative Office Management, 8/e by Zane Quible
12
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quality Control Techniques Total Inspection Spot Checking Statistical Quality Control Zero Defects
Administrative Office Management, 8/e by Zane Quible
13
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Total Inspection
This technique involves a complete and total inspection of each unit of work produced by each employee. This is done to determine whether minimum quality standards have been attained. Some types of office work, such as proofreading, require total inspection. Administrative Office Management, 8/e by Zane Quible
14
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Spot Checking
This technique involves a periodic inspection of an employee’s work. Its desirability is frequently challenged because it does not use a statistical process to determine how much, who, and when the checks are to be made.
Administrative Office Management, 8/e by Zane Quible
15
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Statistical Quality Control (1 of 3) Uses several statistical elements that make its use more desirable than other techniques. Sampling Is used to determine what percentage of the total output has to be examined to be relatively certain that total output is as error-free as the sample. Statistical tables are used to determine proper sample size. Administrative Office Management, 8/e by Zane Quible
16
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Statistical Quality Control (2 of 3)
Normal Distribution A certain percentage of errors are normal and are due to chance. Those that exceed the number due to chance are of concern. Administrative Office Management, 8/e by Zane Quible
17
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Statistical Quality Control (3 of 3) Control Limits Cause of errors that exceed the control limits must be determined. Those that fall within the control limits are due to normal distribution.
Administrative Office Management, 8/e by Zane Quible
18
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Zero Defects
Is based on the assumption that if employees do their work correctly the first time, then errors will take care of themselves. It also involves motivating employees to do their work correctly the first time.
Administrative Office Management, 8/e by Zane Quible
19
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Total Quality Management (TQM) (1 of 2) Is a widely encompassing program. Is concerned with the quality of an organization’s products and/or services as well as the delivery of those goods/services to the customer.
Administrative Office Management, 8/e by Zane Quible
20
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Total Quality Management (TQM) (2 of 2)
Components 1. Customer satisfaction. 2. Accurate statistical measurement. 3. Ongoing improvement of products and/or services. 4. New employee relations. Administrative Office Management, 8/e by Zane Quible
21
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Six Sigma Program (1 of 2) Allows no more than 3.4 defects per million units produced, which is the equivalent of six standard deviations. Organizations that use it generally require their suppliers to use it as well. Programs require employee “buy-in” for the concept to work well. Administrative Office Management, 8/e by Zane Quible
22
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Six Sigma Program (2 of 2) Ongoing employee commitment and teamwork are critical. Program installation begins with identifying area(s) that will be subject to the program. When more defects than 3.4 per million units produced are found, then the causes of the problems are identified and corrected. Administrative Office Management, 8/e by Zane Quible
23
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quantity Control Uses standards that are based on data collected through work measurement.
Administrative Office Management, 8/e by Zane Quible
24
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Techniques Used to Control Fluctuations in Amount of Work to be Done (Too Much Work) Employee Overtime Temporary Help Part-Time Help Floating Work Unit Cycle Billing
Administrative Office Management, 8/e by Zane Quible
25
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Techniques Used to Control Fluctuations in Amount of Work to be Done (Too Little Work) Time Off Work Backlog Maintenance Projects
Administrative Office Management, 8/e by Zane Quible
26
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Short-Interval Scheduling This technique helps assure the completion of a given amount of work in a given amount of time. It provides the mechanism for determining whether or not the work is completed according to schedule.
Administrative Office Management, 8/e by Zane Quible
27
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Assumption on which short-interval scheduling is based: When employees are trying to attain production goals, they improve their chances of being successful by using short-range rather than long-range production goals.
Administrative Office Management, 8/e by Zane Quible
28
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Short-Interval Scheduling Procedures
1. Employee is given a short-time production goal. 2. Employee determines production level. 3. If employee is short meeting goal, he/she attempts to make up shortage during the workday that remains. Administrative Office Management, 8/e by Zane Quible
29
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Work Scheduling
Is used to help assure the successful completion of a given project.
Administrative Office Management, 8/e by Zane Quible
30
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Scheduling Devices Schedule Log Work Chart Work Schedule Calendar Gantt Chart Program Review Evaluation Technique Administrative Office Management, 8/e by Zane Quible
31
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Schedule Log
Identifies who is to complete each element of a project, the expected completion date, and whether or not the element got completed.
Administrative Office Management, 8/e by Zane Quible
32
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Work Chart Supervisor works backward from expected completion date to determine the date by which each element of the project must be begun for the project to be completed on time.
Administrative Office Management, 8/e by Zane Quible
33
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Work Schedule Calendar Identifies the projects that are to be started each day as well as the person who is responsible for the project.
Administrative Office Management, 8/e by Zane Quible
34
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Gantt Chart Is generally used for more complex projects than the other charts discussed this far. Identifies the projects that must be completed on a given day.
Administrative Office Management, 8/e by Zane Quible
35
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Program Evaluation Review Technique (PERT)
Was originally developed for the Polaris missile program. Identifies a project’s critical path, which is comprised of the components that must be completed for the project to be completed on time. Noncritical subprojects can be completed any time during the duration of the project. Administrative Office Management, 8/e by Zane Quible
36
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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