quality engineering - quality motivation and tqm

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    MOTIVATION FOR QUALITY

    "There are no bad sailors, only bad officers."

    Earl Mountbatten of Burma

    TAYLOR'S APPROACH TO MASS

    PRODUCTION

    Development of concepts and methods for measuringwork and analyzing jobs into simple task elements

    Recognition of the need to match worker's abilities to jobsthrough selection and training

    The concept that incentives will be most

    effective if dependent on goodperformance and provided soon

    after work has been completed

    Recognition of the need for goals

    to be specific and clearly understoodby all involved in their attainment

    INDIFFERENCE THEORY (THEORY X)

    Labour is a commodity which can be purchased asneeded like materials.

    Work in inherently distasteful to most people and

    will be avoided if possible; what people do at work isless important than what they get paid for doing.

    Workers can be influenced to perform in thedesired manner with monitory incentives for

    meeting standards and with penalties for failure.

    Fewer workers want or can handle work whichrequires creativity, self direction or self control.

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    CRAFTSMANSHIP THEORY(THEORY Y)

    Workers are viewed as the most important asset to theorganization:

    The work itself is viewed as a potential source of satisfaction

    to workers if it provides opportunities for successfulaccomplishments.

    Most workers are viewed as able and willing toexercise self control and self direction.

    Workers are assumed to have an internal drive

    for accomplishment and derive satisfactionfrom producing results of craftlike quality.

    The organization, however, gives workersmeaningless, monotonous jobs which stifletheir natural drive.

    CRAFTSMANSHIP THEORY

    (THEORY Y)

    Workers become frustrated because they cannot

    attain the satisfaction they want from the jobManagements job is to create the conditions under

    which workers can contribute meaningfully to thework and exercise self control.

    Indifference Theory Craftsmanship Theory

    Use of piecework and Emphasis on day-work

    bonus payments

    Dependence on Reliance placed on

    inspection for control production personnel

    of quality

    Dependence on Operators and setters

    inspection for accept responsibility

    setting of machines for their machines

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    Indifference Theory Craftsmanship Theory

    Inspection records used Inspection used to

    for determination or assist operators and

    bonus payment for general control

    Emphasis on financial Establishing causes ofpenalties for poor work failure and attempting

    to remedy

    Poor relationships Co-operation between

    between operators and operators and inspectorsinspectors

    Indifference Theory Craftsmanship Theory

    Criticism of defective Constructive criticism

    work aimed at operators aimed at reasons

    Operators disinterested Operators have genuine

    in work and tend to interest in the qualitymislead inspectors of their products

    Operators not expected Operators positively

    to contribute to ideas to encouraged to contributeimproving products ideas for improving

    processes and products

    The indifference theory shows workers attitude depends

    heavily on

    Use of financial incentives,

    Control by other people,

    Extensive use of narrow specialists.

    Results in low morale, boredom and indifference.Most unlikely to encourage a constructive attitude.

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    A company whose management philosophy demonstrates a belief

    of its workforce will discover the workers will display:

    u Better self control,

    u Greater pride in their work

    u More self confidenceu Loyalty to the company and its customersu High productivity

    u High levels of skillu Responsibility

    u Good Motivationu More involvement in their job

    u Better quality products

    Decision

    Plan

    Execute

    Check

    Taylors Concept

    management

    responsible for

    all decisions

    and problem

    solving

    employee

    merely

    carry out

    instructions

    Decision

    Plan

    Execute

    Check

    Scientific Management

    large part ofcontrol developed

    from manager to

    specialist

    employee

    merely

    carry out

    instructions

    Specialist

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    Instructions Plan

    ExecuteCheck

    The Craftmanship Method

    management

    provides all

    resources

    and training

    employee controls activities

    Motivation -Hygiene Factors

    Herzberg

    Hygiene Factors Motivational Factors

    Policies and Administration Achievement

    Supervision RecognitionSalary Work Itself

    Interpersonal Relations ResponsibilityWorking Conditions Advancement

    QUALITY CIRCLES

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    BACKGROUND

    Quality circles are quality improvement studygroups. A circle is composed of workers (usually nomore than 10) and their supervisor who functionsas a leader.

    The emergence of quality circles was a naturalconsequence of a top down process of statisticaland quality management education

    that began with senior management

    and worked its way down the

    organisational pyramid to the

    engineers, supervisors and shop

    floor foreman.

    Quality circles where formalised in Japan,

    by Kaoru Ishikawa, in 1960.

    A typical Japanese quality control circle consists of a firstline supervisor and a small group of operators who meetvoluntarily to help solve quality related problems in theirdepartment.

    The initial success of Quality Circles has been documented bynumerous examples of quality improvements brought byemployees identifying specific quality problems, proposingfeasible solutions, and with the concurrence of managementimplementing the most feasible solution proposed by thegroup.

    Quality Circles were introduced into the

    Aerospace industry in the USA in 1975,

    and at the Rolls Royce Aero Engine

    Plant at Derby, UK in 1978.

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    For quality circles to be truly successful, it is now evident th atmanagement at every level must be genuine proponents ofMcGregor's Theory Y, believing that their workers have avaluable potential for contributing to the well being of theenterprise.

    When fully involved with their views sought and listened to atevery stage, workers may come to see Quality Circles as a trulybottom-up change agent.

    workers management

    OBJECTIVES

    To build a strong workshop

    To establish a state of control. To enhance morale

    Human relations To improve work methods To encourage voluntarism

    To encourage works to think well and use

    wisdom To broaden the way of thinking To improve the income of the employees

    To improve quality assurance To allow specialists to devote their time to

    proper jobs

    SETTING UP QUALITY CIRCLES

    Establish a Steering Committee

    Appoint a Facilitator

    Appointment of Circle Leaders

    Training of Circle Leaders

    Selection of the Circle Members

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    QUALITY CIRCLE OPERATIONS

    The three basic functions of a Quality Circle are:

    to identify,

    analyse

    and solvequality problems.

    QUALITY

    STANDARD TECHNIQUES

    Brainstorming Cause and Effect Analysis

    Data Gathering Pareto Analysis

    Presentation Techniques Group Leadership and Motivation

    Statistical Quality Control Problem Solving Techniques

    SOLVING PROBLEMS

    The scope of the circle may be expanded to include topics

    such as cost reduction, safety, absenteeism, delivery, facilityplanning, jigs and tools and production control.

    Circles have spread from shop floor to the warehouse, fromthe plant to the office and from the

    manufacturing to the service sector.

    A coalition of two or more circles in aninternal supplier-customer relationship

    may form a joint circle.

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    You WillVolunteer

    Failure of Quality Circles

    FAILURE OF QUALITY CIRCLES

    uOrganisational Culture

    uEconomic Conditions

    uCooperation

    uLack of Time

    uTurnover, Promotions, Transfers and Retirement

    uNon-Observance of Quality Circle

    Principlesu Inadequate Resourcing

    uDisillusionment

    u Formation of Elite Groups

    SUMMARY

    Paying attention to job satisfaction, improvement inteamwork, higher morale and motivation soon have theeffect of improving productivity in the long run.

    The Quality Circle

    concepts and philosophyare intrinsically sound formodern organisations and

    the problem seems to bemore on how to implement

    successfully.

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    TOTAL QUALITY MANAGEMENT

    commitment team work tools

    TOTAL QUALITY

    TQM IS PEOPLE DRIVEN

    Quality System(ISO 9000)

    Management

    Commitment

    Tools(SPC etc)

    Teamwork

    THE TQM MODEL

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    You cant carryon trying to do

    everything onyour own weneed teamwork

    TEAMWORK

    The use of the team approach provides:

    A greater variety of problems may be tackled, which arebeyond the capability of any one individual, or even one

    department

    The problem is exposed to a greater diversityof knowledge, skill and experience

    The approach is more satisfying to team members andboosts morale

    The problems which cross departmental of functional

    boundaries can be dealt with easily

    The recommendations are more likely to be

    implemented than individual suggestions

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    Several f acets of TQM are summari sed below:

    u recognising customers and discovering their needs;

    u setting standards which are consistent with

    customers requirements;

    u controlling process and improving their capability;

    u establishing systems for quality;

    u management's responsibility for setting quality

    policy, providing motivation through leadership,

    and equipping people to achieve quality;

    u empowerment of people at all levels in the

    organisation to act for quality improvement.

    WILLIAM EDWARDS DEMING

    (1900 - 1994)

    WILLIAM EDWARDS DEMING

    uAmerican Statistician who worked with ShewartuContributed to the American war effort by teaching

    statistics and quality control techniques

    u1947 sent to Japan (by the American Government) tohelp in the reconstruction of industry

    u1950 invited back to Japan

    u1960 Japanese create Deming Award

    for quality in his honour

    u1980 Discovered in the USA

    (through a TV documentary)

    u 1980 -1994 Total Quality Guru

    giving seminars internationally

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    Management by

    PositiveCooperation

    not

    Management

    by Conflict

    The workers work in the system;

    the managers job is to work on the

    system and improve it with the

    workers help

    Towards the end of his life Deming was

    emphasising three particular themes:

    Joy in Work

    Innovation -

    not just improvement

    Win - win

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    1. Constancy of Purpose

    2. The New Philosophy3. Cease Dependence on Inspection

    4. End lowest Tender Contracts

    5 . Improve Every Process

    6. Insti tute Training On The Job

    7. Institute Leadership

    8. Drive Out Fear

    9 . Break Down Barriers

    10. Eliminate Exhortations

    11. Eliminate Targets

    12. Permit Pride of Workmanship

    13. Encourage Education

    14. Top Management's Commitment

    DEMING'S FOURTEEN POINTS

    3. CEASE DEPENDENCEON INSPECTION

    uEliminate the need for mass inspection as away to achieve quality by building qualityinto the product in the first place.

    uRequire statistical evidence of built in qualityin both manufacturing and purchasingfunctions.

    4. END LOWEST TENDER

    CONTRACTSuEnd the practice of awarding business solely on the

    basis of price tag.

    uInstead, require meaningful measures of quality alongwith price.

    uReduce the number of suppliers for the same item byeliminating those that do not qualify with statisticalevidence of quality.

    uMove towards a single supplier for any one item, on along-term relationship of loyalty and trust.

    uThe aim is to minimize total cost.

    uPurchasing managers have a new job, and must learnit !

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    Who would buy a tyre for his car at the lowestprice ?

    The overriding requirement for a single supplieris his burning desire and ability to work withyou on a long term basis

    4. END LOWEST TENDER

    CONTRACTS

    5. IMPROVE EVERYPROCESS

    uImprove constantly and forever every process,production and service.

    uSearch continually for problems in order toimprove every activity in the company, toimprove quality and productivity and thusconstantly decrease costs.

    uIt is management's job to work continually onthe system (design, incoming material,maintenance,improvements of machines,supervision retraining).

    10. ELIMINATE EXHORTATIONS

    uEliminate the use of slogans, posters andexhortations for the workforce,

    demanding zero defects and new levels ofproductivity without providing methods.

    uSuch exhortations only create adversarialrelationships; the bulk of the causes of

    low quality and low productivity belong to thesystem and thus lie beyond the power of

    the workforce.

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    Remove barriers that rob hourly workers, andpeople in management, of their right to pride ofworkmanship.This implies, amongst other things, abolition ofthe annual merit rating (appraisal of

    performance) and of management by objective.

    Again, the responsibility of managers,supervisors, foremen must be changed fromsheer numbers to quality.

    12. PERMIT PRIDE OF

    WORKMANSHIP

    What do you have without pride ofworkmanship?

    Just a job, to get money.

    There's not much joy in that people get rewarded

    for conforming.

    No wonder we are on the decline.

    12. PERMIT PRIDE OF

    WORKMANSHIP

    uPeople are unable to contribute what theywould like to contribute to their jobs; theyhave to concentrate on getting a good rating

    people f ind out what is important for merit,and do it.

    uWho can blame them?

    uThe aim is to get a good rating, to please theboss stay in line; don't miss a raise people getrewarded for conforming, no wonder we areon the decline

    12. PERMIT PRIDE OF

    WORKMANSHIP

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    Institute a vigorous programme of education,and encourage self improvement for everyone.

    What an organization needs is not just goodpeople; it needs people that are improving witheducation.

    Advances in competitive position will have theirroots in knowledge.

    13. ENCOURAGE EDUCATION

    We're not here to learn skills;

    We're here for education

    You can install a piece of equipment - but you

    cannot install knowledge

    What is needed is a profound knowledge

    13. ENCOURAGE EDUCATION

    u Understanding Variation - identification of special

    causes and common causes of variation

    u Scientific approach to quality - using statistical tools etc

    u Use of Joiner triangle - model for TQM

    u Plan-Do-Check-Act cycle - feedback system basis of

    many quality assurance programmes eg ISO 9000

    u Focus on people as the most important part of the

    system

    u 14 Points for Management

    u Management Commitment

    u Education, Commitment and Obsession

    u Joy in Work

    DEMING'S CONTRIBUTION TO

    QUALITY

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    THEMALCOLMBALDRIGE

    AWARD

    Manufactur ing Small Business Service

    1988 Motorola, Inc.

    Westinghouse Comm.Nuclear Fuel Div.

    1989 Milliken & Co. Globe Metallurgical

    Xerox Business Productsand Systems

    1990 Cadi llac Motor Car Co. Wal lace Co., Inc. Federal Express

    IBM Rochester

    1991 Solectron Corp. Marlow IndustriesZytec Corp.

    1992 AT&T Network Systems AT&T Universal Card Granite Rock

    Transrnission Systems Servic esBusiness Uni t The Ritz-Carlton Hotel

    Texas Instruments, Inc.,

    Defense Systems &Electronics Group

    1993 Eastman Chemical Co. Arnes Rubber Co.1994 Wainwright Industries AT&T Comm.Serv

    GTE Directories

    BALDRIDGE AWARD WINNERS

    THE BALDRIGE AWARDThe Baldrige Award has three central purposes:

    1. to promote awareness and understanding ofthe importance of quality improvement to thenation's economy;

    2. to recognize companies for outstandingquality management and achievement; and

    3. to share information on successful qualitystrategies.

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    The Award Program is a public-private partnership .A crucial part of this partnership is the wil lingness ofthe Award winners to share information on theirsuccessful quality strategies with other U.S.organizations.

    THE BALDRIGE AWARD

    For purposes of the Award Program, a "successfulquality strategy" has three principal features:

    1. integration with business strategy;

    2. active organizational learning processes tyingtogether all corporate requirements and responsibilities -- customer, employee, supplier, productivity, etc; and

    3. multidimensional results that contribute to overallbusiness improvement and competitiveness.

    THE BALDRIGE AWARD

    An applicant for the Baldrige Award is required tosubmit a report summarizing its practices and results,responding to requirements in the examination items.Award applications are reviewed in a four-stage

    process by a private sector , volunteer Board ofExaminers.

    The first stage consists of multiple, independent,detailed review by at least five Examiners.

    THE BALDRIGE AWARD

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    uThe top applications are forwarded to the second(consensus) stage to refine the first -stage evaluations.

    uIn the third stage, top contenders are site visited (2 to 5days each) by teams of 6 to 8 Examiners.

    uA Panel of nine Judges reviews the site visit reports andrecommends Award recipients.

    uAll applicants receive comprehensive feedback reports.

    uFinal contenders for the Award each receive about 500hours of review.

    THE BALDRIGE AWARD

    The criteria for the Baldrige Award comprise 28

    examination i tems distri buted among seven categori es,

    as fol lows:

    1. Leadership;2. Information and Analysis;

    3. Strategic Quality Planning;4. Human Resource Development and Management;5. Management of Process Quality;6. Quality and Operational Results; and7. Customer Focus and Satisfaction.

    THE BALDRIGE AWARD

    BALDRIDGE AWARD CRITERIA

    FRAMEWORK

    Dynamic Relationships

    SystemThe system comprises the set of well defined and well

    designed processes for meeting the companys customer

    and performance requirements.

    Measures of Pr ogressMeasures of progress provide a results-orientated basis

    for channeling actions to delivering ever-improving

    customer value and company performance.

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    BALDRIDGE AWARD CRITERIA

    FRAMEWORK

    Dynamic Relationships

    DriverSenior executive leadership sets directions, creates

    values, goals and systems, and guides the pursuit of

    customer value and company performance improvement

    Goal

    The basic aims of the system are the delivery of ever

    improving value to customers and success in the market

    place.

    Human ResourceDevelopment &

    Management

    BALDRIDGE AWARD CRITERIA FRAMEWORK

    Dynamic Relationships

    Driver

    SystemGoal

    Measuresof Progress

    Process

    Management

    StrategicPlanning

    Information &

    Analysis

    Leadership

    Customer

    Focus &Satisfaction

    Business

    Results

    The Baldrige model serves as a verybroad structural guide for quality

    transformations, and the assessmentcategories serve as a basis to

    evaluate the progress ofimplementation in any organization.

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