Quality People: Quality People: a brief overview of..a brief overview of..

Edward Deming

Joseph M. Juran

Philip Crosby

Edward DemingEdward Deming

Summary of 14 points of

Total Quality Management from “Out of the Crisis”

http://www.well.com/user/vamead/demingdist.html

http://caes.mit.edu/deming/14-points.html

"It is not enough to just do your best or work hard. You must know what to work on."- W. Edwards Deming

Edward DemingEdward Deming

MS in physics and mathematics Doctorate in physics Moved towards statistics US Census bureau 1940 Started private practice in 1946 emphasizing

statistical sampling and quality control Influential work in Japan heralded their

economic rise in the automotive industry

Edward Deming

Clarify your ConceptClarify your Concept

Define your mission/GoalAim for constant improvement in the

services offered to your clients

Edward Deming

TQM points summary

Realize your ConceptRealize your Concept

Have a long term, not short term profit orientation Find, understand, and root out the 4 detriments:

fear, jealously, anger, revenge Eliminate practices that undermine workers’

self/mutual respect and motivation– Maintain or enhance the self esteem of other

Foster all chances for pride in workmanship and sharing in the improvement process

Edward Deming

TQM points summary

System and Process ManagementSystem and Process Management

85/15 rule (Theory of Profound knowledge)

– 85% of a worker’s effectiveness is determined by the system he works in, only 15% by his own skill

When you understand the importance of quality and timeliness of inputs from suppliers, you’ll stop buying on low-bid

Monitor outputs throughout i.e. prevention over inspection

Edward Deming

TQM points summary

Constant LearningConstant Learning

Before hiring: rigorous pre-screening Before working: rigorous pre-work

trainingRetrain on the jobManagement must constantly learn from

entire team, clients, and competitors

Edward Deming

TQM points summary

Team and LeadersTeam and Leaders

All levels of the organization must be involved with full commitment at the top

Eliminate performance ratingsEmphasize stability and constancy of effortInvolve the whole team in major decisionsInvolve clients, suppliers, and staff for

feedback loops

Edward Deming

TQM points summary

Reap the RewardsReap the Rewards

Spread Profits/rewards to team members

Empower people to take chargeEncourage pride in deliverery of the

productSpread what you have learned

Edward Deming

TQM points summary

Joseph M. JuranJoseph M. Juran

“Quality Control Handbook”

Quality Trilogy:

Planning, Improvement, Control

http://www.juran.com/

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HistoryHistory

1926, a pioneer at Bell Laboratories

– Statistical inspection department was one of the first of its kind

1937 chief of Western Electric’s Industrial Engineering office– Focused on methods of quality

improvement

Joseph Juran

Six Sigma BreakthroughSix Sigma Breakthrough

Created at Motorola in the 80’s to achieve breakthrough results based on fundamentals of Juran

Six Sigma capability means 12 standard deviations of process output between the upper and lower specification limits

Therefore, no more than 3.4 parts per million fall outside of the specification limit

Joseph Juran

Six Sigma PhilosophySix Sigma Philosophy

A methodology to drive out wasteImprove quality, cost and time

performance of any businessAchieved through a series of successful

projectsGreen belt, black belt, and master black

belt levels

Joseph Juran

Quality PlanningQuality Planning

Identify who are the customersDetermine the needs of the customersTranslate those needs into our languageDevelop a product that can respond to

those needsOptimize the product features so as to

meet our needs and customer needs

Joseph Juran

Quality Trilogy

Quality ImprovementQuality Improvement

Develop a process which is able to produce the product

Optimize the process

Joseph Juran

Quality Trilogy

Quality ControlQuality Control

Prove that the process can produce the product under operating conditions with minimal inspection

Transfer the process to operations

Joseph Juran

Quality Trilogy

Philip CrosbyPhilip Crosby

The Cost of Poor Quality

HistoryHistory

Experience from the assembly lineFocused on zero defectsMany years of experience with Martin-

Marietta and 14 years as vice-president if ITT

Philip Crosby

4 Absolutes of Quality Management4 Absolutes of Quality Management

Quality is defined as conformance to requirements, not as goodness or elegance

The system for causing quality is prevention, not appraisal

Performance standard must be zero defect, not “close enough”

The measurement of quality is the price of non-conformance

Philip Crosby

Another worth noting: TaguchiAnother worth noting: Taguchi

First person to equate quality with cost Focus on loss of quality rather than quality

itself– Costs of reworking, scrapping, maintenance costs,

downtime, warranty claims, etc.

Optimize process and product prior to production vs. emphasizing the achievement of quality through inspection– Use prototyping to optimize

Genichi Taguchi http://www.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000111.html

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