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Quality

Philosophies/Approaches

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Major contributers

Walter Shewhart

Edwards Deming

Joseph Juran

Philip Crosby

Armand Feigenbaum

Kaoru Ishikawa

Genichi Tagushi

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Shewhart

His work, Economic Control of Quality of Manufactured Product,

published in 1931, is regarded as a complete and thorough

exposition of the basic principles of quality control.

Shewhart wrote Statistical Method from the Viewpoint of Quality

Control in 1939 and gained recognition in the statistical

community. In addition, he published numerous articles in

professional journals, and many of his writings were held

internally at Bell Laboratories. One of these was the historic

memorandum of May 16, 1924, in which he proposed the

control chart.

Shewhart was concerned that statistical theory serve the needs of industry.

Plan-Do-Check-Act approach (PDCA originaly, and widely adopted)

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Deming

Deming’s Cycle PDCA/PDSA (adaption from Shewhart’s)

Plan,

Do,

Check, (Study)

Act,

(and Analyse how the marketplace receives the

product)

Deming’s Fourteen Points

Deming’s Seven Deadly Diseases

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PDCA-Cycle

Plan to improve your operations first by finding out what things are goingwrong (that is identify the problems faced), and come up with ideas forsolving these problems.

Do changes designed to solve the problems on a small or experimental scalefirst. This minimizes disruption to routine activity while testing whether thechanges will work or not.

Check whether the small scale or experimental changes are achieving thedesired result or not. Also, continuously Check nominated key activities(regardless of any experimentation going on) to ensure that you know whatthe quality of the output is at all times to identify any new 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 your activity. Also Act toinvolve other persons (other departments, suppliers, or customers) affectedby the changes and whose cooperation you need to implement them on alarger scale, or those who may simply benefit from what you have learned(you may, of course, already have involved these people in the Do or trialstage).

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PDCA cycle

.

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Juran

Three Basic Steps to Progress

Ten Steps to Quality Improvement

The Pareto Principle (80/20 rule) (application of…)

Juran’s Trilogy (Quality Planning, Quality Control, Quality Improvement),

and

The Concept of Quality Circles

Use of Statistical Process Control (SPC)

Quality is not free; law of diminishing returns (quality will

‘optimize’).

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Juran’s use of the Pareto Principle

According to this principle, organizations should concentrate

their energy on eliminating the vital few sources that cause the

majority of problems ("vital few and trivial many“). This principle

is sometimes called the 80/20 rule: 80% of the problems comes

from 20% of the sources.

Juran applied this idea to management advising us to

concentrate on the vital few sources of problems and not be

distracted by those of lesser importance.

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Juran’s trilogy

Quality Planning - To determine customer needs and develop processes

and products required to meet and exceed those of the customer needs.

The processes are called Design for Six Sigma or Concurrent Engineering.

Quality Control - The purposes of quality control is to ensure the process

is running in optimal effectiveness, or to ensure that any level of chronic

waste inherent in the process does not get worst.

Quality Improvement should be ongoing and continual

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Crosby

Four Absolutes:

Quality as conformance to requirements.

Quality is measured by nonconformance, not indexes.

Zero Defects (management leading to...)

Prevention instead of ‘statisticaly acceptable level of quality’ (inspection).

Quality vaccine (determination, education, implementation)

Quality improvement is a process (permanent and lasting), not a program.

Fourteen Steps to Quality Improvement

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Feigenbaum

Pioneer of the concept of “Total Quality Control" (TQC).

’’Total Quality Control is an effective system for integrating the

quality development, quality maintenance, and quality

improvement efforts of the various groups in an organization so

as to enable production and service at the most economical

levels which allow full customer satisfaction.’’

Recognized as an innovator in the area of quality cost

management. His work ’’Total Quality Control: Principles,

Practice and Administration” was the first text to characterize

quality costs as the costs of prevention, appraisal, and

internal and external failure.

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Ishikawa

‘Quality and customer satisfaction are the same’.

Quality is a broad concept that goes beyond just product quality

to also include quality of people, processes, and every other

aspect of the organization.

Ishikawa model (also known as Cause-and-Efect diagram, or

Fishbone diagram).

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Taguchi

Taguchi methods involve the efficient use of (fractional) design of experiments (DoE) for:

Identifying the major contributors to variation (parameter design).

Setting tolerances based on inherent statistical variation (tolerance design).

Designing robust products and processes (best combination of both): consistency

of product characteristics produced by the process.

This should meet (or exceed) customer’s requirements.

Taguchi´s definition of quality stressed the losses associated with a product: "quality is the

loss a product causes to society after being shipped, other than losses caused by its

intrinsic functions." Losses "should be restricted to two categories: (1) loss caused by

variability of function, and (2) loss caused by harmful side effects." A product or service has

good quality if it "performs its intended functions without variability, and causes little loss

through harmful side effects, including the cost of using it.“

Taguchi’s Quality Loss Function – translation of a deviation of a product from its targetinto a financial measure (detail in QualityTools)

Other relevant contributers

Shigeo Shingo

Poka-Yoke (mistake-proofing)

SMED (single-minute exange die)

Involvement with the TPS

Taiichi Ohno

Toyota Production Systems (TPS)

Kanban

(Development of Taylor´s ideias) Just-in-time

...

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Recent approaches to TQ

Other Quality Management Systems

In the recent years (late 20th century), the quality movement has

matured. New quality systems have evolved beyond the foundations

laid by Deming, Juran,…,and the early Japanese practitioners of

quality (see Nancy Tague). Some examples of this maturation

include:

ISO (e.g., series 9000, 14000,…)

BNQP/MBNQA

Six-Sigma

ISO

ISO (International Organization for Standardization) is the world’s

largest developer of voluntary International Standards.

International Standards give state of the art specifications for products,

services and good practice, helping to make industry more efficient and

effective. Developed through global consensus, they help to break

down barriers to international trade.

(Source: ISO.ORG)

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Baldridge

Beginning in 1995, the Malcolm Baldrige National Quality Award

(MBNQA) added a business results criterion to its measures of

applicant success. The MNQBA has added education and

healthcare to its original categories: manufacturing, small

business and service. Now renamed to BNQP (Baldrige

National Quality Prize - USA).

The Criteria work as an integrated framework for managing an

organization. They are simply a set of questions focusing on critical

aspects of management that contribute to performance excellence:

Leadership, Strategic planning, Customer focus

Measurement, analysis, and knowledge management

Workforce focus

Operations focus

Results

(source: www.nist.gov)

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Six-Sigma, QFD

Six Sigma, a methodology developed by Motorola to improve its

business processes by minimizing defects, evolved into an

organizational approach that achieved breakthroughs – and

significant bottom-line results. (Motorola received a Baldrige

Award in 1988). Six-Sigma quality approach/practices used

worldwide.

Quality Function Deployment (QFD) was developed by Yoji

Akao as a process for focusing on customer wants or needs in

the design or redesign of a product or service.

Note:

The overlapping of the different approaches/general models

References

The Certified Manager of Quality Handbook-Westcott (Ch. 12)

Quality Mgt-Goetsch/Davies (Ch. 1)

Juran´s Quality Handbook-Juran/De Feo

www.iso.org

www.nist.gov

Other:

www.eoq.org

www.efqm.org

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