man 416 - chapter 2 philosophers)
TRANSCRIPT
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
1/39
1
PHILOSOPHERS or GURUS
OF TQM
W.E. DEMING
J. JURAN P. CROSBY
A. FEIGENBAUM
K. ISHIKAWA G. TAGUCHI
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
2/39
2
The initial success of the qualitymovement in Japan has been
attributed to two stages:
1. W. Edward Deming
2. Joseph Juran
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
3/39
3
W. EDWARDS DEMING
Deming met Shewhart in 1927
Deming learned the basic concepts of
Statistical Quality Control.
Deming encouraged the Japanese to adopt asystematic approach to problem solving-
Deming Cycle
Deming cycle- Plan-Do-Check-Act Cycle However Deming referred to it as
Shewhart Cycle.
Check was changed with study
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
4/39
4
Continued with Deming.
His greatest contribution to the Japanese is themessage regarding a typical business system:
The consumers are the most important part
of a production line
Meeting and exceeding the customers
requirements is the task that evryone within
an organisation needs to accomplish
The management system has to enableeveryone to be responsible for the quality of
his output to his internal customers
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
5/39
5
Continued with Deming.
Demings thinking can be expressed asManagement by Positive Co-operation.
He talks about a new climate which
consists of three elements:1. Joy in work
2. Innovation
3. Co-operation He referred to new climate as WIN-WIN
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
6/39
6
Demings 14 Ponts Deming produced his 14 points for
management, in order to help people
understand and implement the necessary
transformation.
They are applied to both small and large
organisations, and to service industries aswell as to manufacturing.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
7/39
7
Demings 14 Points continued...
1. Create consistency of purpose towards the improvement ofproducts and service.
2. Learn the new philosophy.
3. Cease dependence on inspection of the product to achieve
quality. But require statistical evidence of process controlalong with incoming critical parts.
4. Buy materials only if the supplier has a quality process.
End the practice of awarding business on the basis of the
price tag alone.
5. Use statistical methods to find troublespots and constantly
improve the system.
6. Institute modern aids to training on the job.
7. Institute modern methods of supervision.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
8/39
8
Demings 14 Points continued...
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate numerical goals.
11. Review work standards to account for quality.
12. Remove barriers that rob people of their pride of
workmanship.
13. Institute a vigorous program for training people in new
skills.
14. Create a structure in top management that will push the
above 13 points everyday.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
9/39
9
Demings Three Broad Philosophical
Categories
1. Constancy of Purpose
2. Continual Improvement
3. Co-operation between functions
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
10/39
10
1. Consistency of Purpose
Management must not keep changing theirapproaches
Companies must build a long-term relationship
with suppliers.
Japanese built a relationship with suppliers- a
close knit organisation: Keiretsu.
Being committed to these suppliers develops a
cooperative relationship. These suupliers will help the buying company to
reduce costs by suggesting different parts of
alternative design.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
11/39
11
2. Continual Improvement
Several of the 14 points adress this issue.
Managers should learn the new philosophy means
they should learn to continually improve and not
accept the existing error rates. He proposes to determin existing causes using
statistical methods.
Education enables workers to monitor their work
and when defects are found, to determine thecauses.
Deming characterised these causes as common
and special causes.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
12/39
12
Common Causes: are evident in many operations
throughout the factory. They are a result of poor
product design, machines not capable ofperforming the work assigned etc. These causes
can be best fixed by management.
Special Causes: are specific to a situation.Typically
special causes are within control of the worker ordepartment and can be corrected without
management assistance.
3.Cooperation between Functions
Items 8 and 9 are directed to these. The first step is
to ensure that each peson knows what job they are
required to do.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
13/39
13
Demings Additional Theme- Profound
Knowledge
An appreciation for a system, the theory of variations, theory ofknowledge, psychology.
Four elements had to be learned for a complete knowledge:
1. By system: the collection of functions that worked together to
further the aims of the organisation.
2. Variation: refers to an understanding of statistical theory, bywhich he meant understanding the difference between common
and special causes and knowing how to distinguish them.
3. Theory of Knowledge:people need to understand the theory
before something can be copied. Managers must learn what
makes quality programs work before they initiated them in their
organisation.
4. Psychology: managers should learn psychology to understand
the basic motivations of people. This would give them the tools
needed to motivate employees and enable to enjoy their work.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
14/39
14
JOSEPH JURAN Juran expressed his approach to quality in
the form of Quality Trilogy.
These three aspects of company-wide
strategic quality planning are further broken
down in Jurans Quality Planning Road
Map, into following key elements:
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
15/39
15
J. Juran Continued...
1. Quality Planning
Identify who are the customers
Determine the needs of those customers
Translate those needs into our language
Develop a product that can respond to those needs.
Optimise the product features so as to meet our
needs and customer needs.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
16/39
16
J. Juran Continued...
2. Quality Control
Develop a process which is able to produce the
product.
Optimise the process.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
17/39
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
18/39
18
Jurans Quality TrilogyThe relationship among the three processes is shown in the
quality trilogy. At the beginning is Quality Planning. When the product
and the process design is completed, the operations
become responsible.
The errors made during the initial planning result in ahigher cost which Juran labled chronic waste.
At the beginning the process stays within the control
limits.
Occasionally, a spike, which meant as Demings specialcauses, occurs and is addressed and brought under control.
At some point management recognises the cost of the
chronic waste.
Finally, a new quality control zone is then established.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
19/39
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
20/39
20
J. Juran Continued...
In Jurans view, TQM involves several steps:1. A quality planning council consisting of senior managers
establish policies, set quality goals, provide the resources
to carry out the plans, and change the performance review
system to include attainment of the quality goals.
2. The goals should not be based on historical performance.
Instead, external customers goals should be based on
benchmarks. Internal customers goals should be aimed at
getting rid of waste.
3. The organisation infrastructure may need to be altered to
meet the organisations quality goals.
4. Resources need to be made available to carry out the
plans. In this regard, one obvious area is training.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
21/39
21
PHILIP CROSBY
Crosbys name is best known in relations to the concept
Do It Right The First Time and Zero Defects.
He defines quality as; Assurance to the requirements
which the company itself has established for its products
based directly on its customers needs.
He does not believe that workers should take the prime
responsibility for the poor quality; the reality, he says is
that you have to get the management straight.
Zero defects means that the companys objective is
doing things right first time.
This will not prevent people from making mistakes, but
will encourage everyone to improve continuously.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
22/39
22
Crosby continued... The ultimate goal is to train all the staff and
give them the tools for quality imprvement,
to apply the basic precept of prevention
management in every area.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
23/39
23
Crosbys View of QualityFour Absolutes of Quality Management:
1. Quality means conformance to requirements.
Requirements needed to be clearly specified so
that everyone knew what was expected of them.
2. Quality comes from prevention. And prevention
was a result of training, discipline, example,
leadership and more.
3. Quality performance standard is zero defects.Errors should not be tolerated.
4. Quality measurement is the price of
nonconformnace.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
24/39
2
4
Corsbys 14 Steps to Improvement
1. Make it clear that management is committed to quality.2. Form quality improvement teams with representatives form
each department.
3. Determine where current and potential quality problems
lie.4. Evaluate the cost of quality and explain its use as a
management tool.
5. Raise the quality awareness and personal concern of all
employees.6. Take actions to correct problems identified through
previous steps.
7. Establish a committee for the zero defects programme.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
25/39
25
Corsbys 14 Steps to Improvement
continued...
8. Train supervisors to actively carry out their part of the
quality improvement programme.
9. Hold a zero defects day to let all employees realize that
there has ben a change.
10. Encourage individuals to establish improvement goals forthemselves and their groups.
11. Encourage employees to communicate to management the
obstacles they face in attaining their improvement goals.
12. Recognize and appreciate those who participate.13. Establish quality councils to communicate on a regular
basis.
14. Do it all over again to emphasize that the quality
improvement programme never ends.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
26/39
26
Quality Management Maturity
Grid (Exhibit. 2.6) In the first stage: management fails to see quality
as a tool; problems are handled by firefighting
and are rarley resolved; there are no organizedquality improvement activities.
By the last stage, the company is convinced that
quality is essential to the companys success;
problems are generally prevented; and qualityimprovement activities are regular and continuing.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
27/39
27
A. FEIGENBAUM
Feigenbaum defines quality as an
excellent-driven rather than a defect-
driven concept.
In his view quality is defined by the
customer, and in this regard he is similar to
Juran.
In order to persuade management to adopt a
quality strategy, he also used the cost-of-
quality approach.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
28/39
28
Feigenbaum continued...
Feigenbaums 19 steps to quality improvementemphasize an integrated systematic approach to
improving quality that is driven by top management.
This approach requires that management have an
understanding of what quality means and the benefitsto be obtained as it relates to the companys
profitability.
Feigenbaum believed that the jobs of the quality
inspectors should be redefined and that they should actas internal consultants promoting new methods and
techniques.
The organisations focus should be on improving
quality as defined by the customer.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
29/39
29
Feigenbaum continued...
Feigenbaums ideas include elements of the ideasdescribed by Deming, Juran and Crosby.
He argues that quality be part of the employee
culture as an ethic that supports the constant
improvement of performance. However, more than any of the others Feigenbaum
adopts a user-based approach to quality.
If you want to find out about your quality, go out
and ask your customer.
The methods he developed were based primarily
on statistics.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
30/39
30
K. ISHIKAWA
Ishikawas First Concept:
Ishikawa believed that all the divisions and
all employees in the organisation should be
involved in studying and promoting qualitycontrol by learning statistical tools.
One of these tools was created by him; the
cause-and-effect diagram, also known asIshikawa diagram.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
31/39
31
Ishikawa continued...
Ishikawas Second Concept:
The customer is primarily defining quality.
He defined the customer as the next person
in the line, the person who gets your work,
or anybody who relies on you.
The customer is not only the person who
paid for the final product, but also included
co-workers.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
32/39
32
Ishikawa continued...
Ishikawas Third Concept: Quality Control circles, which invloves
putting workers into teams to solve quality
problems.
Other than technical contributions to quality,
Ishikawa is associated with the Company-wide
Quality Control (CWQC).
He sees the CWQC as implying that quality doesnot only mean the quality of product, but also of
after sales service, quality of management, the
company itself and the human life.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
33/39
33
Ishikawa continued... The outcomes of such an approach are;
1. Product quality is improved and becomes uniform. Defects
are reduced.
2. Reliability of goods is improved.
3. Cost is reduced.
4. Quantity of prodcution is increased, and it becomes
possible to make rational production schedules.
5. Wasteful work and rework are reduced.
6. Technique is established and improved.
7. Expenses for inspection and testing are reduced.
8. Contracts between vendor and vendee are rationalised.
9. The sales market is enlarged.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
34/39
34
Ishikawa continued...
10. Better relationships are established between department.
11. False data and reports are reduced.
12. Discussions are carried out more friendly and
democratically.
13. Meetings are operated more smoothly.
14. Repairs and installation of equipment and facilities are
done more rationally.
15. Human relations are improved.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
35/39
35
G. TAGUCHI
His prime focus was in making statisticspractical.
Taguchi viewed quality as an issue for the
entire company and focused on the use ofstatistical methods to improve quality,
particularly in the area of product design.
Two of his concepts are significant:
The loss function
Design Characteristics and noise
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
36/39
36
Taguchi continued...
The Loss Function:
This attempts to provide a formal process for
computing the cost of deviation from the target value.
The cost measured in this case is a social cost.
Social cost: if a part is made and it meets the targetdimensions exactly, the cost is very low. This is
because people buying the product will be happy that
the product is precisely as specified.
However, if the dimension of a part deviates from thetarget, some people become unhappy.
As the deviation increases, more people become
unhappy and the social cost increases- Taguchi terms
this social cost the loss.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
37/39
37
Taguchi continued...
TheD
esign Characteristics and Noise: This is related to the design of products.
He postulated two causes for variations in
products: design charac. And noise.
Online activities such as statistical control charts
to check for defects control only some of this
noise.
The more significant causes of noise are outernoise and inner noise.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
38/39
38
Taguchi continued...
Outer Noise. Is the result of variations in the
operating environment and human errors and these
are generally factors that cannot be controlled.Inner Noise: Is the variation due to controllable
factors such as deterioration. Both kinds of noise
are more significantly impacted by off-line
activities.
-
8/8/2019 MAN 416 - Chapter 2 Philosophers)
39/39
39
Taguchi continued...Inner Noise Off-line Activities:
A. System Design: involves designing a product to satisfy the
customers requirements. Besides functionality, Taguchi
suggested additional criteria. He used QFD to establish the
cutomers requirements and convert them to design
characteristics.B. Parameter Design:invloves identifying key process
variables that affect variation and then establishing levels
for these parameters that will minimise the variation.
C. Tolerance Design: identifies the components that
contribute most to variations in the final product and then
sets appropriate tolerances for these components. The
object is to identify the most significant components and
tighten tolerances only for those instead of all components.