development of quality management 14-11

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PRESENTATION ON :

Development of quality management

- Edward Deming.- Joseph Juran.- Philip B Crosby.- Feignbaum.



K ey Contributors to QualityManagement Table 9.2

Contribut

or

Deming

Juran

Feignbaum

Crosby

Ishikawa

Taguchi

Key

Contributions

14 points; special & common causes of variationQuality is fitness-for-use; quality trilogy, Pareto Prin

Quality is a total field; the customer

defines quality

Quality is free; zero defects

Cause-and-effect diagram; quality circles-

Taguchi loss function

Shewhart ³Father of statistical quality control´

Control charts; variance reduction



DR. W. EDWARDS DEMING

Dr. W. Edward Deming also known as one of the quality

guru advocated a statistical analysis of the manufacturing

process and emphasized cooperation of workers andmanagement to achieve high-quality products.

Deming's quality methods centered on systematically tallying

product defects, analyzing their causes, correcting the causes,

and recording the effects of the corrections on subsequent

product quality as defects were prevented.



DEMING'S FOURTEEN

POINTS1. Learn and adopt the new philosophy of quality.

2. Create a plan; publish the aims and purposes of the organization.

3. Understand the purpose of inspection; stop depending on inspection.

4. Stop awarding business based on price alone.

5. Improve the system constantly.6. Institute training.

7. Adopt and institute leadership.

8. Drive out fear, create trust, and create a climate for innovation.

9. Break down the barrier between staff areas, Optimize the efforts of teams, groups and staff areas.

10. Eliminate exhortations, and targets for the work force; providemethods of achievement.

11. Eliminate numerical quotas for the work force.

12. Remove barriers that rob people of pride of workmanship.

13. Encourage education and self improvement for everyone.

14. Take action to accomplish the transformation, make it everyone's job.



THE DEMING CYCLE

This approach is a cyclic process for planning andtesting improvement activities prior to full-scale

implementation and/or prior to formalizing theimprovement.

test it on a small scale prior to full implementation tovalidate its benefit.

It is often referred to as `the Shewhart Cycle, It was taken up and promoted very effectively fromthe 1950s on by Deming consequently known bymany as `the Deming Wheel'.



Plan a change or test (P).

Do it (D). Carry out thechange or test, preferably on

a small scale. Check it (C). Observe the

effects of the change or test.Study it (S).

Act on what was learned (A). Repeat Step 1, with new

knowledge.

Repeat Step 2, and onward.

Continuously evaluate andim rove.



From problem-faced to

problem-solved The PDCA Cycle is a checklist of the four stages which you must

go through to get from `problem-faced' to `problem solved'.

Use the PDCA Cycle to coordinate your continuous improvement efforts.

It both emphasizes and demonstrates that improvement programs must start with careful planning, must result in

effective action, and must move on again to careful planning ina continuous cycle.



Plan-Do-Check-Act

Plan to improve your operations first by finding out what things aregoing wrong (that is identify the problems faced), and come up withideas for solving these problems.

Do changes designed to solve the problems on a small or experimentalscale first. This minimises disruption to routine activity while testing

whether the changes will work or not. Check whether the small scale or experimental changes are achieving

the desired result or not. Also, continuously Check nominated keyactivities (regardless of any experimentation going on) to ensure that you know what the quality of the output is at all times to identify anynew problems when they crop up.

Act to implement changes on a larger scale if the experiment is

successful.This means making the changes a routine part of youractivity. Also Act to involve other persons (other departments,

suppliers, or customers) affected by the changes and whosecooperation you need to implement them on a larger scale, or thosewho may simply benefit from what you have learned (you may, of course, already have involved these people in the Do or trial stage).

Y ou have now completed the cycle to arrive at `problem solved'. Goback to the Plan stage to identify the next `problem faced'.



If the experiment was not successful, skip the Act stage and goback to the Plan stage to come up with some new ideas forsolving the problem and go through the cycle again.

Plan-Do-Check-Act describes the overall stages of improvement activity, but how is each stage carried out? This is where otherspecific quality management, or continuous improvement, toolsand techniques come into play.

The diagram below lists the tools and techniques which can beused to complete each stage of the PDCA Cycle.

This classification of tools into sections of the PDCA Cycle is not meant to be strictly applied, but it is a useful prompt to helpyou choose what to do at each critical stage of yourimprovement efforts.



PDCA - The Deming Cycle This cycle of "Plan - Do - Check - Act" is also known

as the Control Circle, or PDCA. K aoru Ishikawa has expanded Deming's four steps

into six: Determine goals and targets. Determine methods of reaching goals. Engage in education and training. Implement work. Check the effects of implementation. Take appropriate action.



Joseph JuranJoseph Juran"Father" of Quality



About J.M.JURAN December, 1904 - 1924 - He received a B.S. (electrical engineering) and started workingin the Inspection Department of Hawthorne Works in Chicago.

In 1954, the Union of Japanese Scientists and Engineers andK eidanren invited Juran to Japan to deliver a series of lectures.

He led Japan's remarkable ascent from its pre-world war II position asa producer of poor quality of manufactured goods to its current reputationas a world paragon of manufacturing quality.

Emperor Hirohito awarded him Japan's highest award that can begiven to a non-Japanese, the Order of the Sacred Treasure. It wasbestowed in recognition of his contribution to "the development of qualitycontrol in Japan and the facilitation of U.S. and Japanese friendship."



Quality Defined According to J. M. Juran:

1. Quality consists of those product features whichmeet the needs of customers and thereby provideproduct satisfaction

2. Quality consists of freedom from deficiencies

ANSI/ASQC Standard A3-1987 says The totality of features and characteristics of a product or servicethat bear on its ability to satisfy stated or impliedneeds.



Quality as fitness for use.

Quality function. Quality Trilogy.

Jurans ten steps for qualityimprovement.



The Spiral of progress in quality depicts a

typical progression of activities



The Quality Function

Product quality is resultant of the work of alldepartments around the Spiral

Each department has a quality-oriented activity tocarry out along with its main function

Juran calls these activities, departmental andcompanywide, which collectively result in product quality as quality function.

The quality function is the entire collection of activities through which we achieve fitness for use,no matter where these activities are performed.



Jurans Quality Trilogy. Quality Planning/

Quality Control. Quality Improvement.



The Quality Trilogy

1. Quality Planning: Developing the product andprocesses required to meet customers needs.

1. Determine who are the customers2. Determine the needs of the customers

3. Develop product features which respond tocustomers needs

4. Develop processes which are able to producethose product features.

5. Transfer the resulting plans to the operatingforces



2. Quality Control: Based on the feedback loop.Operating forces use it as an aid to meet the product and process goals.

1. Evaluate actual operating performance

2. Compare actual performance to goals

3. Act on the difference

3. Quality Improvement: To attain level of performance which are unprecedented



The Juran TrilogyIt shows that the three processes of the quality trilogy are interrelated.



Chronic & Spordic. Chronic waste due to quality deficiencies.

Quality control is required to stop to get the

things worsen.

Spordiac Spike due to sudden someunplanned even such as m/c breakdown,

power failure. Quality control team needs to take corrective

action to keep the quality at Chronic stage.



In most of the companies :1. Numerous operating processes are deficient.

Each is an opportunity for quality improvement through the project by project approach

2. The approach to quality planning is alsodeficient.

To improve quality planning:1. A revision in priorities so that the planner are

given enough time and resources to do a morethorough job of quality planning

2. A more structured approach to quality planning3. A broader data base for quality planners, derived

from feedback from problems encountered andsolved during the control process, and especially

during the improvement process



Fitness for UseProduct Features and Quality Characteristics

Technological Psychological

Time-oriented

Contractual

Ethical



Jurans Ten Steps to Quality

Improvement.1. Build awareness of both the need for improvement and

opportunities for improvement.2. Set goals for improvement.3.

Organize to meet the goals that have been set.4. Provide training.5. Implement projects aimed at solving problems.6. Report Progress.7. Give Recognition.8. Communicate results.9. K eep Score.10. Maintain momentum by building improvement into the

companys regular systems.



Parameters of Fitness for Use Availability Extent to which the user can secure

the service when he or she wants it.

Reliability Probability of a product performingwithout failure a specified function under givenconditions for a specified period of time

Maintainability Ease with which maintenancecan be conducted

1. Preventive or scheduled maintenance(Serviceability)

2. Unscheduled maintenance (restoring in case of failures) (Reparability)



Measures of maintainability

Mean time to repair

Probability of restoring service in the time periodsatisfied

Mean time for scheduled maintenance

Producibility (or Manufacturability) Extent to whichthe product design can be readily produced with thefacilities and processes available to the operating forces.



AT&T: Continuous

improvement practices



CONTRIBUTION OF PHILIP B. CROSBY

19TH JAN ¶ 007.



Philip B. "Phil" Crosby, was a businessman and author who contributed

to management theory and quality management practices.

"Father of the Quality Revolution"

(June 18, 1926²August 18, 2001)

Crosby by profession was an engineer,

began his career as a junior technician

became Director of Quality

Corporate Vice President of ITT

Corporation.

Started the management consultingcompany Philip Crosby Association, Inc(in1979)

BRIEF HISTORY



DEFINITION

QUALITY To Crosby; means Conformance to requirements.

� He also stated that ³ Quality is free ´ ± First Quality products &substandard products.

� Management must measure quality by continually tracking the cost of

doing things wrong.



3. FOUR ABSOLUT ES OF QUALIT Y

�

Quality is conformance to the requirements

� The system of quality is prevention

� The performance standard is Zero Defects ( Do it right thefirst time )

� The measurement of quality is the price of nonconformanceAs quality increases, cost decreases--thus, ´quality doesn't cost µ.

´ Quality is free, but it is not a gift ́

APPROACH



APPROACH

Do It Right the First Time

Any product that falls within its design specifications is a qualityproduct.

Crosby addresses there is a need to change management'sperception and attitudes about quality.

Zero Defects and Zero Defects Day

It does not mean that the product has to be perfect.

It does mean that every individual in the organization is committedto meet the requirement the first time, every time, and that not meeting the requirement is not acceptable.



Prevention Process Crosby's approach addresses prevention rather than inspection andcorrection of errors. Prevention involves thinking, planning, and analyzing processes to

anticipate where errors could occur. Taking action to keep them away from occurring

5. Quality Vaccine Sees problems as bacteria of nonconformance that must be

vaccinated with antibodies to prevent problems (Crosby, 1984). He has formulated a quality vaccine that consists of threedistinct management actions--determination, education, andimplementation. Top management is responsible for continually administering the

vaccine.

APPROACH



1. Make it clear that Management has a long term commitment to quality- committed to a formalized quality policy.

2. Form a cross- departmental quality teams.

Form a management level quality improvement team (QIT) withresponsibility for quality Improvement process planning andadministration.

3. Determine where current and potential quality problems exist.4. Evaluate the cost of quality and explain its use as a management tool

to measure waste.5. Increase the quality awareness and personal commitment/concern forquality amongst all employees.

6. . Take immediate action to correct the problems identified(Take correctiveactions, using established formal systems to remove the root cause of

problems.)

Crosbys 14 Steps To Quality Improvement.



7. Establish a zero defects committee and program.

8. Train supervisors to carry out their responsibility in quality program/9. Hold a Zero Defects Day to ensure that all employees are aware there

is a new direction.

10.Encourage individuals and teams to establish both personal and teamimprovement goals.

11.Encourage employees to communicate to management any obstaclesthey face in attaining their improvement goals.

12.Give formal recognition to all participants.

13.Implement quality councils to promote continual communication.14.Repeat everything to illustrate that quality improvement is neverending process.

Crosbys 14 Steps To Quality Improvement- Continue..



FIVE MATURING STAGES through which qualitymanagement evolves.

1. Uncertainty

2. Awakening

3. Enlightenment

4. Wisdom

5. Certainty

development of quality management 14-11

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