Chapter

Chapter 24
24

Quality
Quality and
and Quantity
Quantity Control
Control

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
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 Helps assure that actual
Control
operational results conform
with desired or anticipated
results.

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by Zane Quible Pearson Prentice Hall
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 Steps
Steps in
in the
the Process
Process of
of Control
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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
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 Objectives
Objectives ofof Control
Control
(1
(1 of
of 2)
2)
1. To increase the operating efficiency of the organi-
zation.
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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
4 Upper Saddle River, NJ 07458
 Objectives
Objectives ofof Control
Control
(2
(2 of
of 2)
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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
5 Upper Saddle River, NJ 07458
 Advantages
Advantages of
of Control
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
6 Upper Saddle River, NJ 07458
 Elements
Elements of
of Control
Control

Factors to control
Identification of anticipated results
Measurement devices
Application of corrective measure

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
7 Upper Saddle River, NJ 07458
 Factors to Control

Factors should be significant.

Important documents are often considered.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
8 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
9 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
10 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
11 Upper Saddle River, NJ 07458
 Quality
Quality Control
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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
12 Upper Saddle River, NJ 07458
 Quality
Quality Control
Control Techniques
Techniques

Total Inspection
Spot Checking
Statistical Quality Control
Zero Defects

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
13 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
14 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
15 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
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
16 Upper Saddle River, NJ 07458
 Statistical Quality Control
(2 of 3)

Normal
Normal Distribution
Distribution

A certain percentage of errors are normal and are

due to chance.
Those that exceed the number due to chance are of
concern.
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by Zane Quible Pearson Prentice Hall
17 Upper Saddle River, NJ 07458
 Statistical Quality Control
(3 of 3)

Control
Control Limits
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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
18 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
19 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
20 Upper Saddle River, NJ 07458
 Total Quality Management (TQM)
(2 of 2)

Components
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
21 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
22 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
23 Upper Saddle River, NJ 07458
 Quantity
Quantity Control
Control

Uses standards that are based on data

collected through work measurement.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
24 Upper Saddle River, NJ 07458
 Techniques
Techniques Used
Used to
to Control
Control Fluctuations
Fluctuations in
in
Amount
Amount of
of Work
Work to
to be
be Done
Done (Too
(Too Much
Much Work)
Work)
Employee Overtime
Temporary Help
Part-Time Help
Floating Work Unit
Cycle Billing

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
25 Upper Saddle River, NJ 07458
 Techniques
Techniques Used
Used to
to Control
Control Fluctuations
Fluctuations in
in
Amount
Amount of
of Work
Work to
to be
be Done
Done (Too
(Too Little
Little Work)
Work)

Time Off
Work Backlog
Maintenance Projects

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
26 Upper Saddle River, NJ 07458
 Short-Interval
Short-Interval Scheduling
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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
27 Upper Saddle River, NJ 07458
 Assumption on which short-interval
scheduling is based:

When
When employees
employees areare trying
trying to
to attain
attain
production
production goals,
goals, they
they improve
improve their
their
chances
chances of
of being
being successful
successful by by using
using
short-range
short-range rather
rather than
than long-range
long-range
production
production goals.
goals.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
28 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
29 Upper Saddle River, NJ 07458
 Work Scheduling

Is used to help assure the successful

completion of a given project.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
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 Scheduling
Scheduling Devices
Devices

Schedule Log
Work Chart
Work Schedule Calendar
Gantt Chart

Program Review Evaluation Technique

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
31 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
32 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
33 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
34 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
35 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
36 Upper Saddle River, NJ 07458