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Quality Principles and
PhilosophiesImran Hussain
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Dr. W. E. Deming
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Deming’s Background
Main architect for introducing Total Quality into
Japan
Born 1900
Graduated in Electrical Engineering
PhD in mathematical physics
Became statistician for US govt. Sent by US govt. to Japan after WWII to advise
on Japanese census.
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Deming’s Philosophy
Quality is about people, not products
Suggested quality concept for designing product
Management need to understand nature of variation and how to interpret statistical data
Promoted importance of leadership
85% of production faults responsibility ofmanagement, not workers
Enumerated a 14-point management philosophy
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Product Development Cycle
1. Design the product.
2. Make it.
3. Try to sell it.4. Do consumer research and test the product‟s
uses.
5. Redesign – start the cycle all over again.
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Achieving Quality
Companies should direct efforts towards:
Innovation of products
Innovation of processes
Improvement of existing products
Improvement of existing processes
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Quality
Costs
Prices
Productivity
Market Share
Stay in business
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Attributes of a Leader
Coaches – not judges
Strives to understand variation and its causes
Strives to remove obstacles within theorganization
Responds to all customer forces
Adopts consistency of purpose Places and emphasis on improving processes
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Attributes of a Leader
Recognizes that people are not „assets‟; they are„jewels‟
Strives to recognize those who need help and
the gives help Creates and atmosphere of trust
Knows the work he supervises
Does not place an over-reliance on figures Encourages education and continuous
improvement of each person
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Deming’s 14-point Management
Philosophy
1. Create constancy of purpose for continual
improvement of products
Create constancy of purpose for improvement of
systems, products and services, with the aim to
become excellent, satisfy customers, and provide
jobs. Reduced defects and cost of development.
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Deming’s 14-point Management
Philosophy
2. Adopt a commitment to seek continual
improvements Constantly and forever improve the system
development processes, to improve quality andproductivity, and thus constantly decrease the time and
cost of systems. Improving quality is not a one time
effort.
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Deming’s 14-point Management
Philosophy
3. Switch from defect detection to defect
prevention Cease dependencies on mass inspection (especially
testing) to achieve quality. Reduce the need forinspection on a mass basis by building quality into the
system in the first place. Inspection is not the answer. It
is too late and unreliable – it does not produce quality.
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Deming’s 14-point Management
Philosophy
4. In dealing with suppliers one should end the
practice of awarding business on price. Move
towards quality of product, reliability of
delivery and willingness to cooperate andimprove. Build partnerships. Minimize total cost. Move towards a single supplier for
any one item or service, making them a partner in along-term relationship of loyalty and trust.
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Deming’s 14-point Management
Philosophy
5. Improvement is not confined to products and
their direct processes but to all supporting
services and activities All functions in an organization need to become quality
conscious to deliver a quality product.
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Deming’s 14-point Management
Philosophy
6. Train a modern way. Institute training on the job. Everyone must be trained,
as knowledge is essential for improvement.
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Deming’s 14-point Management
Philosophy
7. Supervision must change from chasing, to
coaching and support. Institute leadership. It is a manger‟s job to help their
people and their systems do a better job.
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Deming’s 14-point Management
Philosophy
8. Drive out fear and encourage two-way
communication. Drive out fear, so that everyone may work effectively.
Management should be held responsible for the faultsof the organization and environment.
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Deming’s 14-point Management
Philosophy
9. Remove barriers between departments Break down barriers between areas. People must work
as a team. They must foresee and prevent problems
during systems development and use.
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Deming’s 14-point Management
Philosophy
10. Do not have unrealistic targets Set realistic targets. Do not place people under
unnecessary pressure by asking them to do things which
are not achievable. Eliminate slogans, exhortations, andtargets that ask for zero defects, and new levels of
productivity. Slogans do not build quality systems.
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Deming’s 14-point Management
Philosophy
11. Eliminate quotas and numerical targets Eliminate numerical quotas and goals. Substitute it with
leadership. Quotas and goals (such as schedule) address
numbers - not quality and methods.
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Deming’s 14-point Management
Philosophy
12. Remove barriers that prevent employees
having pride in the work that they perform Remove barriers to pride of workmanship. The
responsibility of project managers must change fromschedules to quality.
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Deming’s 14-point Management
Philosophy
14. Publish top management‟s permanent
commitment to continuous improvement of
quality and productivity
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Juran
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Juran’s 10-point Program
1. Identify customers
2. Determine customer needs
3. Translate
4.
Establishment units of measurement5. Establish measurements
6. Develop product
7. Optimize product design
8. Develop process9. Optimize process capability
10. Transfer
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Ishikawa
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Ishikawa’s Philosophy
Quality Control Circles (QCC)
A quality control circle consists of a small group of
employees who do similar work and arrange to meet
regularly to identify and analyze work-relatedproblems, to brainstorm and to recommend and
implement solutions.
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Quality Control Circles
Select problem
State and re-state problems
Collect facts Brainstorm
Build on each other ideas
Choose course of action Presentation
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Genichi Taguchi
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Taguchi’s Philosophy
Defines quality in terms of loss
“the loss a product causes to society after beingshipped, other than losses caused by its intrinsicfunction”
He defines a loss function as a measure of the cost ofquality
He also developed a method for determining the
optimum value of process variables which willminimize the variation in a process while keeping meanon target