topic two - tq pioneers new
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TOPIC 2TOTAL QUALITY
PIONEERS
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Leaders in the Quality Revolution /
Quality Gurus
1. Edward W. Deming
2. Joseph Juran
3. Philip B. Crosby
4. A. V. Feigenbaum
5. Kaoru Ishikawa6. Genichi Taguchi
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W. Edwards Deming
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The Deming philosophy focuses oncontinual improvements in product andservice quality by reducing uncertainty andvariability in design, manufacturing, and
service processes, driven by the leadership
of top management.
Quality management and improvement areresponsibility of all the firms employees.
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Improve quality
Costs decrease
Productivity improves
Increase market share with better qualityand lower prices
Stay in business
Provide jobs and more jobs
Deming Chain Reaction
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Demings System of Profound
Knowledge Appreciation for a system
Understanding variation
Theory of knowledge
Psychology
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Systems
Most organizational processes arecross-functional
Parts of a system must work together
Every system must have a purpose
Management must optimize the system
as a whole
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Variation
Many sources of uncontrollable variationexist in any process
Excessive variation results in productfailures, unhappy customers, andunnecessary costs
Statistical methods can be used to identifyand quantify variation to help understand itand lead to improvements
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Theory of Knowledge
Knowledge is not possible without theory
Experience alone does not establish a
theory, it only describes Theory shows cause-and-effect
relationships that can be used for
prediction
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Psychology
People are motivated intrinsically andextrinsically; intrinsic motivation is themost powerful
Fear is de-motivating
Managers should develop pride and joy inwork
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Demings 14 Points
1. Create and publish a company mission statementand commit to it.
2. Learn the new philosophy.
3. Understand the purpose of inspection.4. End business practices driven by price alone.
5. Constantly improve system of production andservice.
6. Institute training.
7. Teach and institute leadership.
8. Drive out fear and create trust.
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9. Optimize team and individual efforts.
10. Eliminate exhortations for work force.
11. Eliminate numerical quotas and M.B.O.- Focus on improvement.
12. Remove barriers that rob people of pride ofworkmanship.
13. Encourage education and self-improvement.
14. Take action to accomplish the transformation.
Demings 14 Points (Cont)
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Lack of constancy of purpose.
Emphasis on short-term profits.
Evaluation of performance, merit rating orannual review.
Mobility of management (job hopping).
Use of only visible figures.
Demings Deadly Diseases
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Joseph M. Juran
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Juran proposed a simple definition of quality:fitness for use.
Fitness for use --- 5 major dimensions; quality ofdesign, quality of conformance, availability, safetyand field use.
Quality should be viewed from both external andinternal perspectives
Quality is related to:- product performance that results in customer
satisfaction- freedom from product deficiencies, which
avoids customer dissatisfaction.
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Jurans Quality Trilogy
Quality planning
- A process that identifies the customers, their
requirements, the products and services withthe correct attributes and then facilitates thetransfer of this knowledge to the producingarm of the organization.
www.juran.com
http://www.juran.com/main.html -
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Jurans Quality Trilogy (Cont)
www.juran.com
Quality control
- The activity of meeting quality goals duringoperations.
Quality improvement
- A process in which the sustaining mechanism isput in place so that the quality can be achieved in
a continuous basis.
http://www.juran.com/main.html -
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Philip B. Crosby
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Quality is free . . .
Quality is free. Its not a gift, but it is free.What costs money are the unquality things ---all the actions that involve not doing jobs right
the first time.
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Absolutes of Quality Management:
- Quality means conformance torequirements
- Problems are functional in nature
- There is no optimum level of defects
- Cost of quality is the only usefulmeasurement
- Zero defects is the only performancestandard
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Quality Vaccine / Basic Elements ofImprovement:
- The ingredients of vaccine --- integrity,policies, system, communications andoperations.
Strategy to administer the vaccine continually:
- Determination- Education
- Implementation
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A.V. Feigenbaum
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Three Steps to Quality:
- Quality Leadership, with a strong focus onplanning.
- Modern Quality Technology, involving the
entire work force.- Organizational Commitment, supported by
continuous training and motivation.
Hidden factory --- the part of plant capacitywasted due to quality.
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Kaoru Ishikawa
Instrumental in developing Japanese qualitystrategy
Influenced participative approaches involving
all workers Advocated the use of simple visual tools and
statistical techniques
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Cause and Effect Diagram
A simple graphical method for presenting a chain ofcauses and effects and for sorting out causes andorganizing relationships between variables.
Enables a team to focus on the content of aproblem, not on the history of the problem ordiffering personal interests of team members
Creates a snapshot of collective knowledge andconsensus of a team; builds support for solutions
Focuses the team on causes, not symptoms
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EffectCause
Cause
Cause
Cause
Cause
Cause
Environment
Main Cause Main Cause
Main CauseMain Cause
Cause and Effect Diagram (Cont)
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Genichi Taguchi
Pioneered a new perspective on quality based
on the economic value of being on target andreducing variation and dispelling the traditionalview of conformance to specifications:
No Loss LossLoss
Tolerance
0.500 0.5200.480
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Loss Function- Quality of a product is the loss imparted to
society from the time the product is shipped ---losses cover consumers dissatisfaction,
warranty costs, loss of reputation and loss ofmarket share
Off-line Quality Control
- Optimizing production process and productparameters to minimize item-to-item variationsin the product and its performance --- productdesign
Two Related Areas in Quality:
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Three Stages of Quality Designing
System design --- basic configuration of the system isdeveloped.
Parameter design --- standards are being determinedby conforming the factors (i.e. the product andprocess parameters) optimum level of acceptanceagainst disturbance.
Tolerance design --- use if the system is unsatisfactory-- improving performance by tightening the tolerance.
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HOMEWORK
Find additional info on :
Crosbys 14-step to quality improvement Key elements of Ishikawas philosophy
Feigenbaums 10 benchmarks for Total
Quality success. The Juran method.
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