3 tqm guru

Who are the Quality Gurus?Who are the Quality Gurus?Who are the Quality Gurus?Who are the Quality Gurus?

http://www.training-management.info/tqm.htm

http://www.training-management.info/tqm.htm

Dr. Edward W. Deming Dr. Edward W. Deming (management philosophy and systems) (management philosophy and systems)

Dr. W. Edwards Deming: (1900-1993) is Dr. W. Edwards Deming: (1900-1993) is considered as the Father of Modern Qualityconsidered as the Father of Modern Quality

““To achieve the highest level of performance To achieve the highest level of performance requires more than a good philosophy – the requires more than a good philosophy – the organization must change its behavior and organization must change its behavior and adopt new ways of doing business.”adopt new ways of doing business.”

http://bp1.blogger.com/_m1aw61bTb94/Rjyys6vc9eI/AAAAAAAAAY0/nHlB_U1s0Xg/s1600-h/deming6.jpg

His Management by Positive Co-operation talks about the His Management by Positive Co-operation talks about the New Climate (organizational culture) which consists of New Climate (organizational culture) which consists of three elements. three elements. Joy in Work, Innovation, and Co-operation. Joy in Work, Innovation, and Co-operation.

Introduced the systematic approach to problem solving, Introduced the systematic approach to problem solving, the Plan-Do-Check-Act (PDCA)the Plan-Do-Check-Act (PDCA)

Deming's approach were amply summed up in his famous Deming's approach were amply summed up in his famous 14 Points. 14 Points.

Dr. Edward W. Deming Dr. Edward W. Deming (management philosophy and systems) (management philosophy and systems)

http://bp1.blogger.com/_m1aw61bTb94/Rjyys6vc9eI/AAAAAAAAAY0/nHlB_U1s0Xg/s1600-h/deming6.jpg

http://www.1000advices.com/guru/quality_tqm_14points_deming.html



DEMING'S SEVEN DEADLY DISEASESDEMING'S SEVEN DEADLY DISEASES

Deming believed that traditional management Deming believed that traditional management practices, such as the following Seven Deadly practices, such as the following Seven Deadly Diseases, significantly contributed to the Diseases, significantly contributed to the American quality crisis.American quality crisis.


1. Lack of constancy of purpose to plan 1. Lack of constancy of purpose to plan and deliver products and services that will and deliver products and services that will help a company survive in the long term. help a company survive in the long term.

2. Emphasis on short-term 2. Emphasis on short-term profits caused by short-profits caused by short-term thinking (which is term thinking (which is just the opposite of just the opposite of constancy of purpose), constancy of purpose), fear of takeovers, worry fear of takeovers, worry about quarterly dividends, about quarterly dividends, and other types of reactive and other types of reactive management. management.



3. Performance appraisals (i.e., annual reviews, 3. Performance appraisals (i.e., annual reviews, merit ratings) that promote fear and stimulate merit ratings) that promote fear and stimulate unnecessary competition among employees. unnecessary competition among employees.


4. Mobility of management (i.e., job 4. Mobility of management (i.e., job hopping), which promotes short-term hopping), which promotes short-term thinking. thinking.


5. Management by use of visible 5. Management by use of visible figures without concern about figures without concern about other data, such as the effect of other data, such as the effect of happy and unhappy customers happy and unhappy customers on sales, and the increase in on sales, and the increase in overall quality and productivity overall quality and productivity that comes from quality that comes from quality improvement upstream. improvement upstream.


6. Excessive medical costs, which now have 6. Excessive medical costs, which now have been acknowledged as excessive by federal and been acknowledged as excessive by federal and state governments, as well as industries state governments, as well as industries themselves. themselves.


7. Excessive costs of liability further increased by 7. Excessive costs of liability further increased by lawyers working on contingency fees. lawyers working on contingency fees.

Dr. Joseph M. Juran Dr. Joseph M. Juran (quality trilogy)(quality trilogy)

Dr. Joseph M. Juran Dr. Joseph M. Juran (quality trilogy)(quality trilogy)

Juran developed his TQM philosophy around his "quality trilogy“Juran developed his TQM philosophy around his "quality trilogy“ Quality planning: the process for preparing to meet the quality Quality planning: the process for preparing to meet the quality goalsgoals Quality control: the process for meeting quality goals through Quality control: the process for meeting quality goals through operations operations

Quality improvement: the process for break through levels of Quality improvement: the process for break through levels of performance performance

http://www.hkbu.edu.hk/~samho/tqm/tqmex/juran.htm

The above illustrates how Juran's Trilogy drives control of The above illustrates how Juran's Trilogy drives control of processes, reduced QC costs, reduced operating costs, processes, reduced QC costs, reduced operating costs, and the cyclical nature of the approach. and the cyclical nature of the approach.

http://www.6sigmatech.com/images/trilogy.jpg

Quality Planning

Establish quality goalsIdentify the customersDetermine the customers' needsDevelop product features which respond to the customers' needsDevelop processes that are able to produce the product featuresEstablish quality controlsTransfer the plans to the operating forces

Quality Improvement

Prove the needEstablish the infrastructureIdentify the improvement projectsEstablish project teamsProvide the teams with resources, training, and motivation to: -- Diagnose the causes-- Stimulate remedies Establish controls to hold the gains

Quality Control

Evaluate actual performanceCompare actual performance to quality goalsAct on the difference

Juran's company-wide strategic 'Quality Planning Road Map'Juran's company-wide strategic 'Quality Planning Road Map'

http://www.business.ualberta.ca/yreshef/orga432/jurancustomers.htm

Dr. Philip Crosby (zero defects and cost of quality)

Presented his "Presented his "4 Absolutes Of Quality" 4 Absolutes Of Quality" as the foundation of his approachas the foundation of his approach Quality as conformance to requirements, not just as goodness or Quality as conformance to requirements, not just as goodness or eleganceeleganceQuality is achieved through prevention not appraisal Quality is achieved through prevention not appraisal The quality performance standard is "zero defects”The quality performance standard is "zero defects”Quality is measured by the price of non-conformance Quality is measured by the price of non-conformance

Prescribed quality teams consisting of department headsPrescribed quality teams consisting of department headsAdopts a human resources approach similar to Deming, in that worker Adopts a human resources approach similar to Deming, in that worker input is valued & encouraged as central to quality improvement programinput is valued & encouraged as central to quality improvement program

““Quality is Free". Quality is Free".

Best known in relations to the concepts of Best known in relations to the concepts of Do It Right First timeDo It Right First time andand Zero Defects. Zero Defects.

““QualityQuality is free. It’s not a gift, but it is free. is free. It’s not a gift, but it is free.

What costs money are the un-quality things-all the actions What costs money are the un-quality things-all the actions that involve not doing jobs right the first time”that involve not doing jobs right the first time”

If you do things right the first time, you will not spend If you do things right the first time, you will not spend money fixing them or doing them all over again. money fixing them or doing them all over again.

Crosby claimed that all quality improvement pay for Crosby claimed that all quality improvement pay for themselves i.e. that quality is free themselves i.e. that quality is free

Philip CrosbyPhilip Crosby((Zero Defect, Right the First Time Zero Defect, Right the First Time

Quality is FreeQuality is Free))



famous for founding the 'zero defects' concept , his famous for founding the 'zero defects' concept , his first mark in the field of quality first mark in the field of quality

His first book “ Quality is Free” has been credited with His first book “ Quality is Free” has been credited with the beginning of Quality revolution in the United States the beginning of Quality revolution in the United States and Europeand Europe





Fredrick Fredrick Winslow Taylor Taylor Fredrick Fredrick Winslow Taylor Taylor

Father of scientific management, a Father of scientific management, a revolutionary movement that proposed revolutionary movement that proposed the reduction of waste through careful the reduction of waste through careful study of workstudy of work

Taylor’s core values were the rule of Taylor’s core values were the rule of reason: reason: improve qualityimprove quality, lower costs, , lower costs, higher wages, higher wages, higher output, higher output, labor labor management cooperation, management cooperation, experimentation, experimentation, clear goals clear goals and and tasks, feedback, training, mutual help tasks, feedback, training, mutual help and and support, support, stress reduction stress reduction and and careful selection and development of careful selection and development of peoplepeople


The The first to present a systematic first to present a systematic study of interactions among job study of interactions among job requirements, tools, methods requirements, tools, methods and human skills, and human skills, to fit people to to fit people to jobs both psychologically and jobs both psychologically and physically and to let data and physically and to let data and facts do the talking rather than facts do the talking rather than prejudice or opinions.prejudice or opinions.


Walter Shewhart Walter Shewhart Walter Shewhart Walter Shewhart

Brought together the disciplines of statistics , Brought together the disciplines of statistics , engineering and economics to become the engineering and economics to become the Father of modern quality controlFather of modern quality control

Developed the control chart, a simple but Developed the control chart, a simple but highly effective tool to reduce variation in highly effective tool to reduce variation in the manufacturing processthe manufacturing process

He stressed that bringing a production process into a state of statistical control where there is only change –cause variation and keeping it in control was necessary to predict future output and to manage process economically ( i.e., use of statistical probability)

His work was the forerunner of the Six Sigma approach

Walter Shewhart Walter Shewhart Walter Shewhart Walter Shewhart

Dr. Kaoru Ishikawa Dr. Kaoru Ishikawa (simple tools, QCC, company-wide quality)(simple tools, QCC, company-wide quality)


a Japanese quality control statisticiana Japanese quality control statisticianRegarded as “the father of the quality circle approach” which Regarded as “the father of the quality circle approach” which involved “building shop floor teams”.involved “building shop floor teams”.

His legacy is more directly linked to hands on, practical His legacy is more directly linked to hands on, practical techniques and promoted many of the tools and techniques and promoted many of the tools and techniques of measurement, analysis and problem solving techniques of measurement, analysis and problem solving commonly used as part of the TQM armory. These commonly used as part of the TQM armory. These include: include: Pareto analysis Pareto analysis Fishbone diagram (otherwise known as an Ishikawa Fishbone diagram (otherwise known as an Ishikawa diagram) diagram) Stratification Stratification Histograms Histograms Control Charts Control Charts Scatter diagrams Scatter diagrams



Ishikawa’s 11 Points1.Quality begins with education & ends with education

2.The first step in quality is to know the needs of the customers



Ishikawa’s 11 Points:

3.The ideal state of quality control in when inspection is no longer necessary

4.Remove the root causes not the symptoms

4.Quality control is the responsibility of all workers & all divisions



6. Do not confuse the means with the objectives

7. Put quality first and set your sight on long term objectives

8Marketing is the entrance and exit of quality




9.Top management must not show anger when facts are presented to subordinates

10. 95% of the problems in a company can be solved by seven tools of quality control

11. Data without dispersion information are false data




Dr. Shigeo Shingo (1960) Dr. Shigeo Shingo (1960) (Fool-proofing)(Fool-proofing)

Introduced the concept of Introduced the concept of Poka-yoke Poka-yoke “ “mistake proofing” mistake proofing” or “or “fail-safing”fail-safing”

Developed “Source inspection system “ or Just In Time Developed “Source inspection system “ or Just In Time (JIT) production(JIT) production

http://www.mangurus.com/sections/gurus/?article_id=noriaki_kano

A key part of source inspection A key part of source inspection is employed as an active part of is employed as an active part of production to identify errors production to identify errors before they become defects. before they become defects.

Error detection either stops Error detection either stops production until the error is production until the error is corrected, or it carries corrected, or it carries adjustment to prevent the error adjustment to prevent the error from becoming a defect. from becoming a defect.

This occurs at every stage of This occurs at every stage of the process by monitoring the process by monitoring potential error sources. potential error sources.

JIT production systemJIT production system “ “ Lean Production”Lean Production”

http://www.thefabricator.com/ShopStrategies/ShopStrategies_Article.cfm?ID=605

http://www.cbpa.ewu.edu/~pnemetzmills/OMch11/OMFAC.html

Waste in OperationsWaste in Operations

Watching a machineWatching a machine runrun Waiting for parts Waiting for parts Counting parts Counting parts Over productionOver production Moving parts over Moving parts over long distancelong distance Storing inventoryStoring inventory Looking for toolLooking for tool Machine breakdownsMachine breakdowns Rework Rework

http://www.1000ventures.com/business_guide/cs_efficiency_canon_ps.html

Dr. Yoshio Kondo Dr. Yoshio Kondo (four steps for making creative and(four steps for making creative and

quality work)quality work)

Emphasizes the interrelationship between quality andEmphasizes the interrelationship between quality and people. people. Sees humanity as the essence of motivation. Sees humanity as the essence of motivation. Endorses that human work should always include theEndorses that human work should always include the following three components: following three components:

•Creativity -- the joy of thinking Creativity -- the joy of thinking •Physical activity -- the joy of working with sweat on the Physical activity -- the joy of working with sweat on the forehead forehead •Sociality -- the joy of sharing pleasure and pain with Sociality -- the joy of sharing pleasure and pain with colleagues colleagues

Book on Human Motivation - A Key Book on Human Motivation - A Key Factor for Management (Kondo, Factor for Management (Kondo,

1989)1989)1.1.When giving work instruction, When giving work instruction, clarify the true aims of the work.clarify the true aims of the work.

2. See that people have a strong 2. See that people have a strong sense of responsibility sense of responsibility towards their work.towards their work.

3. 3. Give time for the creation of Give time for the creation of ideas.ideas.

4. Nurture ideas and bring them 4. Nurture ideas and bring them to fruition.to fruition.

http://www.ideasandtraining.com/Motivation-Training.html

3 tqm guru

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