Era Two - The Gurus - Armand V. Feigenbaum

Armand Feigenbaum probably stands as the least Armand Feigenbaum probably stands as the least appreciated quality guru. He does not get the great appreciated quality guru. He does not get the great attention that the others (Shewhart, Deming, Juran, attention that the others (Shewhart, Deming, Juran, Ishikawa, etc.) get. But, he is special. He contributed Ishikawa, etc.) get. But, he is special. He contributed the concept of Total Quality Control in his book of the the concept of Total Quality Control in his book of the same name. Feigenbaum also believed that quality same name. Feigenbaum also believed that quality was a way of operating or a way of life, thus the term was a way of operating or a way of life, thus the term "Total Quality”"Total Quality” But, he contributed more than terminology...he But, he contributed more than terminology...he added his beliefs of how quality proceeds. His added his beliefs of how quality proceeds. His believes that there are three elements to quality: believes that there are three elements to quality:

Feigenbaum’s Definition of QualityFeigenbaum’s Definition of Quality

Product and service quality can be defined as: Product and service quality can be defined as: The total composite product and service The total composite product and service characteristics of marketing, engineering, characteristics of marketing, engineering, manufacturing, and maintenance through which manufacturing, and maintenance through which the product and service in use will meet the the product and service in use will meet the expectations of the customer - expectations of the customer - A. V. A. V. FeigenbaumFeigenbaum

Feigenbaum’s Definition of QualityFeigenbaum’s Definition of Quality

The word 'control' in quality control The word 'control' in quality control represents a management tool with 4 represents a management tool with 4 steps: steps: Setting quality standards Setting quality standards Appraising conformance to these Appraising conformance to these standards standards Acting when standards are exceeded Acting when standards are exceeded Planning for improvements in the Planning for improvements in the standards.standards.

Feigenbaum’s Definition of QualityFeigenbaum’s Definition of Quality

These controls or jobs of quality control These controls or jobs of quality control can be classified as: can be classified as: New-design control New-design control Incoming material control Incoming material control Product control Product control Special process studies.Special process studies.

Feigenbaum’s Definition of QualityFeigenbaum’s Definition of Quality

Quality Leadership Quality Leadership ...the management in a company must ...the management in a company must always be striving for quality. They must put always be striving for quality. They must put items in place that allow them to measure items in place that allow them to measure quality, control quality and improve quality. quality, control quality and improve quality. There must be constant feedback and There must be constant feedback and oversight of the organization to assure that oversight of the organization to assure that quality continues.quality continues.

Feigenbaum today

The new 40th Anniversary edition of Dr A V Feigenbaum's book, The new 40th Anniversary edition of Dr A V Feigenbaum's book, TotalQuality Control, now further defines TQC for the 1990s in the form of TotalQuality Control, now further defines TQC for the 1990s in the form of ten crucial benchmarks for total quality success. These are that: ten crucial benchmarks for total quality success. These are that: Quality is a company-wide process. Quality is a company-wide process. Quality is what the customer says it is. Quality is what the customer says it is. Quality and cost are a sum, not a difference. Quality and cost are a sum, not a difference. Quality requires both individual and team zealotry. Quality requires both individual and team zealotry. Quality is a way of managing. Quality is a way of managing. Quality and innovation are mutually dependent. Quality and innovation are mutually dependent. Quality is an ethic. Quality is an ethic. Quality requires continuous improvement. Quality requires continuous improvement. Quality is the most cost-effective, least capital-intensive route to productivity. Quality is the most cost-effective, least capital-intensive route to productivity. Quality is implemented with a total system connected with customers and Quality is implemented with a total system connected with customers and suppliers.suppliers.

Feigenbaum Medal

As a “National Award”, the Feigenbaum Medal was created and is As a “National Award”, the Feigenbaum Medal was created and is administered by the American Society for Quality Awards Board and Board administered by the American Society for Quality Awards Board and Board of Directors.of Directors.The awards recognize individuals for superior achievements in the The awards recognize individuals for superior achievements in the development, promotion, and communication of quality information and development, promotion, and communication of quality information and technology. technology. Awards and medals are named after people who have made outstanding Awards and medals are named after people who have made outstanding achievements in the field of quality. The Feigenbaum Medal was named achievements in the field of quality. The Feigenbaum Medal was named after Dr. A.V. Feigenbaum, a distinguished pioneer in the development and after Dr. A.V. Feigenbaum, a distinguished pioneer in the development and application of a systems approach to Quality, and promoter of the Quality application of a systems approach to Quality, and promoter of the Quality Ethic.Ethic.These awards are presented at ASQ's Annual Quality Congress in the These awards are presented at ASQ's Annual Quality Congress in the spring of each year.spring of each year.

Conclusion

Feigenbaum.Feigenbaum.RecipientsRecipients – Anyone under 35 years who has – Anyone under 35 years who has demonstrated a positive record of leadership and demonstrated a positive record of leadership and accomplishment in Quality Assurance, and promotes a accomplishment in Quality Assurance, and promotes a Quality Ethic.Quality Ethic.ProcessProcess – Applicants can enter submissions until – Applicants can enter submissions until November 1, 2003. After that date, applicants will be November 1, 2003. After that date, applicants will be qualified, short-listed, and evaluated until a nominee is qualified, short-listed, and evaluated until a nominee is determined by the Feigenbaum Medal Committee. The determined by the Feigenbaum Medal Committee. The nominee will be forwarded to the ASQ Awards Board for nominee will be forwarded to the ASQ Awards Board for approval.approval.BenefitsBenefits – Individuals, Sections, Regions, and Divisions – Individuals, Sections, Regions, and Divisions will benefit from this activity as awareness, interest, and will benefit from this activity as awareness, interest, and involvement is promoted.involvement is promoted.

Kaizen

Kai Zen

To modify or to change Think about making good or better

Kaizen

Make things easier by studying them and improve through the elimination of wasteor

Continuous Improvements

Kaizen Contents

•Meaning of Kaizen•Implementation & Strategy•Continuous Improvements•Tools of Kaizen

PDCA - Storyboards Analysis & Mapping

5S Standards

7 Wastes Visual Management

5 Whys 7 old and new tools

Improving Forever

Flow Kaizen

•Value Stream Improvement•Instigating & Improving Flow•Responsibility for senior management

Process Kaizen

•Elimination of waste

•Reducing Process Times

•Responsibility for operational staff

Implementing•Everyone has a role to play, and roles are implemented bottom up•A good Kaizen Champion is nominated.

Top

Management Allocate resources, establish strategy & organisational structures.

Middle

Management Implement Kaizen, monitor performance and ensure sufficient education for staff.

Supervisors Apply Kaizen, maintain the rate of suggestions & ensure communications at the workplace

Work Force Make suggestions, use the tools, learn new techniques & generally participate.

Why Kaizen

Continual Performance Improvement•Data Driven Methodology to Magnify Impact of Process Improvement•Apply Control Techniques to Eliminate Erosion of Improvements

Sav

ing

s

Time

Sav

ing

s

Time

CPI ProjectsImproves long term

Kaizen•Small teams use Incremental Improvements with their own ideas•Use those most closely related to the process

Sav

ing

s

Time

Kaizen

(Some) Tools of KaizenPDCA or Story Boards Sequence of activities that show/discover what is

going on.

5S Set the scene for Continuous Improvements, de-clutter the work place & raise morale

7 Wastes Distinct classifications of waste found on the shop floor or office.

7 Old &

New Quality tools Numerical and text based descriptions of quality control issues

5 Whys Root cause problem solving

Value Stream

Mapping Determine value adding activities from non-value adding ones

Workstation

improvement Educate staff to allow them to improve their own areas

Success

Stories Celebrate the success of your teams

Different Between KAZIAN And INNOVATION

Deming Cycle•Plan, Do Check, Act – Original Deming cycle, a reciprocal

loop of action•Design, Measure, Analyse, Improve, Control – 6 sigma

analysis technique

•Define, Measure, Analyse, Design, Verify – alternative 6 sigma analysis technique if the above was

insufficient or for a new process.

•6 sigma is an enforced breakthrough kaizen (kaikayu?) to specifically target the waste of defects.

7 Wastes

Muda Map

Importance – Performance Opinion Survey•Ask a group the importance of each waste within a cell or line (35 points between the 7 wastes), sum the results and plot them

Over Production

Waiting

Transport

Inappropriate Processing

Unnecessary

Inventory

Unnecessary Motions

Defects

5S 5S

Every tool, bin, pallet should have a place.

Shadow boards, tape and paint

Sustain

Standar-dise

Shine

Set in Order

Sort

Ensuring that the gains are held and continue to be made. Removal of friction and waste

The methods used to maintain the gains, not only standard ops, best current practice and actively using ISO are applicable

Ensuring everything in the factory stays clean

Both prevention & cleaning routines apply

Removal of all items that are not needed within the scope of current production.

E-bay is your friend

See the accompanying handout

7 “New” Quality Control Tools

Affinity Diagram

Interrelationship Diagraph

Tree Diagram

Prioritisation Grid

Matrix Diagram Process DecisionProgram Chart

Activity Network Diagram

5 Whys•Ask why five times so that the underlying cause can be identified

•Don’t accept excuses for why things can’t be done.

•Importantly blame is not assigned, problems are found and solutions implemented.

5 Whys•Ask why five times so that the underlying cause can be identified

•Don’t accept excuses for why things can’t be done.

•Importantly blame is not assigned, problems are found and solutions implemented.

Value Stream Mapping

Identify and eliminate as much non-value adding activity as possible

Value AddingActivities that from the viewpoint of the final customer make the product or service more valuable.

Non-Value AddingActivities that from the viewpoint of the final customer

add no value even under present circumstances.

Necessary Non-Value AddingActivities that from the viewpoint of the final customer

add no value but are necessary under present circumstances.

Workstation

•improvements•Utilises the Kaizen waste checklist•It can be difficult for different shifts to agree on same workstations•Standards are important as is a shift handover

Success Stories

through Success Stories

•Record conditions, before and after the improvement•Show who (or which team) made the suggestion and implemented the improvement•What gains occurred•Have them prominently located

Staff should write their own successes as well as the new standards. They can be formatted, typed etc later on, but not changed.

Process Improvement

Before After

Kaizen & Innovation  KAIZEN Innovation

1. Effect Long-term and long-lasting but undramatic

Short-term but dramatic

2. Pace Small steps Big steps

3.Timeframe Continuous and incremental Intermittent and non-incremental

4. Change Gradual and constant Abrupt and volatile

5.Involvement Everybody Select few “champions”

6. Approach Collectivism, group efforts, systems approach

Rugged individualism, individual ideas and efforts

7. Mode Maintenance and improvement Scrap and rebuild

8. Spark Conventional know-how and state of the art

Technological break-throughs, new inventions, new theories

9. Practical requirements

Requires little investment but great effort to maintain it

Requires large investment but little effort to maintain it

10. Effort orientation

People Technology

11. Evaluation criteria

Process and efforts for better results

Results for profits

12. Advantage

Works well in slow-growth economy Better suited to fast-growth economy

Kaizen & Innovation

INNOVATION KAIZEN

CreativityIndividualismSpecialist-orientedAttention to great leapsTechnology-orientedInformation: closed, proprietaryFunctional (specialist) orientationSeek new technologyLine + staffLimited feedback

AdaptabilityTeamwork (systems approach)Generalist-orientedAttention to detailspeople-oriented

Information: open, sharedCross-functional orientationBuild on existing technologyCross-functional organizationComprehensive feedback

Shigeo ShingoShigeo Shingo

Shingo was born in Saga City, Japan in 1909, and graduated in Mechanical Engineering from Yamanashi Technical College in 1930, whereupon he was employed by the Taipei Railway Factory in Taiwan.

Dr. Shingo Shigeo's teachings

The greatest impact of Dr. Shingo The greatest impact of Dr. Shingo Shigeo's teachings can be classified Shigeo's teachings can be classified into the three concepts listed as into the three concepts listed as follows:follows:Zero Quality Control.Zero Quality Control.Just In Time (JIT).Just In Time (JIT).Single Minute Exchange of Dies Single Minute Exchange of Dies (SMED).(SMED).

Poka-yokeIn terms of quality, Shingo's paramount In terms of quality, Shingo's paramount contribution was his development in the contribution was his development in the 1960s of poka-yoke and source inspection 1960s of poka-yoke and source inspection systems systems The basic idea is to stop the process The basic idea is to stop the process whenever a defect occurs, define the cause whenever a defect occurs, define the cause and prevent the recurring source of the and prevent the recurring source of the defect. defect. Shingo distinguishes between 'mistakes' Shingo distinguishes between 'mistakes' (which are inevitable) and 'defects' (which (which are inevitable) and 'defects' (which result when a mistake reaches a result when a mistake reaches a customer.). The aim of customer.). The aim of pokayoke pokayoke is to is to design devices which prevent mistakes design devices which prevent mistakes becoming defectsbecoming defects

Poka-yoke

ControlControl WarningWarning

1)Contact1)Contact Parking height bars Staff mirrors Parking height bars Staff mirrors

Armrests on seats Shop Armrests on seats Shop entrance entrance bell bell

2)Fixed2)Fixed French fry scoop French fry scoop Trays with Trays with

ValueValue Pre-closed medication indentations Pre-closed medication indentations

3)Motion3)Motion Air1ine lavatory Spellcheckers Air1ine lavatory Spellcheckers

StepStep StepStep Beepers on Beepers on

ATMs ATMs

According to Shingo there are three types of failsafe devices: 'Contact', 'fixed value', and 'motion step'. This means that there are six categories, as shown in the figure with service examples.

Zero Quality Control

Poka-Yoke Techniques to Correct Poka-Yoke Techniques to Correct Defects + Source Inspection to Defects + Source Inspection to Prevent DefectsPrevent Defects = Zero Quality Control= Zero Quality ControlThis famous equation is the essence This famous equation is the essence of Zero Quality Control Concepts of Zero Quality Control Concepts formulated by Dr. Shigeo Shingo. formulated by Dr. Shigeo Shingo.

Zero Quality Control (ZQC)

Dr. Shigeo Shingo's Zero Quality Control Dr. Shigeo Shingo's Zero Quality Control (ZQC) techniques make use of the following (ZQC) techniques make use of the following engineering principles:engineering principles:100 percent inspections done at the source 100 percent inspections done at the source instead of sampling inspectionsinstead of sampling inspectionsImmediate feedback from successive quality Immediate feedback from successive quality checks and self checkschecks and self checksPoka-yoke designed manufacturing devicesPoka-yoke designed manufacturing devicesThe Zero Quality Control concepts are based The Zero Quality Control concepts are based on a theoretically ideal scenario. on a theoretically ideal scenario.

JITin part due to the contribution of Dr. Shingo in part due to the contribution of Dr. Shingo Shigeo and Mr. Taichii Ohno of Toyota Motor Co. Shigeo and Mr. Taichii Ohno of Toyota Motor Co. from 1949 to 1975.from 1949 to 1975.JIT can be defined as:JIT can be defined as:

""A philosophy of manufacturing based on planned A philosophy of manufacturing based on planned elimination of all waste and continuous elimination of all waste and continuous improvement of productivity. It encompasses the improvement of productivity. It encompasses the successful execution of all manufacturing activities successful execution of all manufacturing activities required to produce a final product, from design required to produce a final product, from design engineering to delivery and including all stages of engineering to delivery and including all stages of conversion from raw material onward. The primary conversion from raw material onward. The primary elements include having only the required elements include having only the required inventory when needed; to improve quality to zero inventory when needed; to improve quality to zero defects; to reduce lead time by reducing setup defects; to reduce lead time by reducing setup times, queue lengths and lot sizes; to times, queue lengths and lot sizes; to incrementally revise the operations themselves; incrementally revise the operations themselves; and to accomplish these things at minimum cost."and to accomplish these things at minimum cost."

objective in implementing JIT to a production facility

Waste from over productionWaste from over productionExcess TransportationExcess TransportationExcess InventoryExcess InventoryWaiting TimeWaiting TimeProcessing WasteProcessing WasteWasted MotionWasted MotionWaste from Production DefectsWaste from Production Defects

Just-In-Time (JIT) Example

ScrapScrap

Work in process inventory levelWork in process inventory level(hides problems)(hides problems)

Unreliable Unreliable VendorsVendors

Capacity Capacity ImbalancesImbalances

Just-In-Time (JIT) Example

ScrapScrap

Reducing inventory revealsReducing inventory revealsproblems so they can be solved.problems so they can be solved.

Unreliable Unreliable VendorsVendors

Capacity Capacity ImbalancesImbalances

SMEDSMEDShingo's two observations formed the Shingo's two observations formed the foundation of a procedure for reducing setup foundation of a procedure for reducing setup times that he called single-minute exchange times that he called single-minute exchange of dies (SMED )of dies (SMED )SMED uses the following four-step SMED uses the following four-step procedure:procedure:1. 1. Observe and Analyze How the Setup Observe and Analyze How the Setup Is Is Currently performedCurrently performed 2. 2. Separate Internal from External Setup Separate Internal from External Setup Activities.Activities. 3. 3. Convert Internal Convert Internal to to External Setup External Setup ActivitiesActivities 4. 4. Simplify and Streamline ActivitiesSimplify and Streamline Activities

Shingo On SPC:““statistics is no more than qualified guess statistics is no more than qualified guess work.”work.”““...control charts only help maintain the ...control charts only help maintain the accepted defect rate -- they cannot reduce accepted defect rate -- they cannot reduce defects to zero. defects to zero. ““It took 26 years for me to free myself It took 26 years for me to free myself completely from the spell of inductive completely from the spell of inductive statistics.”statistics.”a look at SQC methods as they are a look at SQC methods as they are actually applied shows that feedback and actually applied shows that feedback and corrective action ... are too slow to be fully corrective action ... are too slow to be fully effective.”effective.”

Dr Kauru Ishikawa

Professor Ishikawa was born in 1915 and graduated in 1939 Professor Ishikawa was born in 1915 and graduated in 1939 from the Engineering Department of Tokyo University from the Engineering Department of Tokyo University having majored in applied chemistry. In 1947 he was made having majored in applied chemistry. In 1947 he was made an Assistant Professor at the University. He obtained his an Assistant Professor at the University. He obtained his Doctorate of Engineering and was promoted to Professor in Doctorate of Engineering and was promoted to Professor in 1960. He has been awarded the Deming Prize and the Nihon 1960. He has been awarded the Deming Prize and the Nihon Keizai Press Prize, the Industrial Standardization Prize for Keizai Press Prize, the Industrial Standardization Prize for his writings on Quality Control, and the Grant Award in 1971 his writings on Quality Control, and the Grant Award in 1971 from the American Society for Quality Control for his from the American Society for Quality Control for his education program on Quality Control. Widely regarded as education program on Quality Control. Widely regarded as the father and pioneer of the "Quality circles" in Japan in the the father and pioneer of the "Quality circles" in Japan in the 60's, was the leading Japanese contributor to quality 60's, was the leading Japanese contributor to quality management.management.

Ishikawa was member of the Union of Japanese Scientists Ishikawa was member of the Union of Japanese Scientists

and Engineers and Engineers ..

His notion of company-wide quality control called for His notion of company-wide quality control called for

continued customer service.continued customer service.

Fishbone (Cause and Effect or Ishikawa) Diagrams

Named after Kaoru IshikawaNamed after Kaoru Ishikawa–Japanese Quality pioneerJapanese Quality pioneer

Resembles skeleton of a fishResembles skeleton of a fish

Focus on causes rather than symptoms of Focus on causes rather than symptoms of a problema problem

Emphasizes group communication and Emphasizes group communication and brainstorming brainstorming

Stimulates discussionStimulates discussion

Fishbone (Cause and Effect or Ishikawa) Diagrams (2 of 4)

Leads to increased understanding of Leads to increased understanding of complex problemscomplex problems

Visual and presentational toolVisual and presentational tool

One of Seven basic tools of Japanese One of Seven basic tools of Japanese QualityQuality

Use in Organizations

Can be used to improve any Can be used to improve any product, process, or serviceproduct, process, or service

–Any area of the company that is Any area of the company that is experiencing a problemexperiencing a problem–Isolates all relevant causesIsolates all relevant causes

Helps bring a problem into light Helps bring a problem into light –Group discussion and brainstormingGroup discussion and brainstorming–Finds reasons for quality variations, and the Finds reasons for quality variations, and the relationships between themrelationships between them

Creating Fishbone Diagrams (1 of 4)

•As a group:As a group:

1. Establish problem (effect)1. Establish problem (effect)-state in clear terms-state in clear terms

-agreed upon by entire -agreed upon by entire groupgroup

2. Problem becomes the 2. Problem becomes the “head” “head” of the fishof the fish

-draw line to head -draw line to head (“backbone”)(“backbone”)3.3. Decide major causes of the problemDecide major causes of the problem- by brainstorming- by brainstorming- if the effect or problem is part of a process the - if the effect or problem is part of a process the major steps in the process can be usedmajor steps in the process can be used

4. Connect major causes to backbone of 4. Connect major causes to backbone of the fish with slanting arrowsthe fish with slanting arrows

Creating a Fishbone Diagram

5.Brainstorm secondary causes for each 5.Brainstorm secondary causes for each of the major causesof the major causes

6. Connect these secondary causes to 6. Connect these secondary causes to their respective major causestheir respective major causes7. Repeat steps 5 & 6 for sub-7. Repeat steps 5 & 6 for sub- causes causes dividing with dividing with increased specificity increased specificity

- usually four or five levels- usually four or five levels

Creating a Fishbone Diagram

8. Analyze and evaluate causes 8. Analyze and evaluate causes and and sub-causessub-causes

-may require the use of statistical, -may require the use of statistical, analytical, and graphical toolsanalytical, and graphical tools

9. Decide and take action9. Decide and take action

Example Example

Steps 3 & 4:Steps 3 & 4:

Poor Service

Responsiveness

Reliability

Appearance

Attention

Poor Service

Example Example

Steps 1 & 2:Steps 1 & 2:

Poor Service(“Backbone”)

(“Head”)

Poor Service

Example Example

Steps 5, 6, & 7:Steps 5, 6, & 7:

Poor Service

ResponsivenessAppearance

Attention Reliability

Time

Courtesy

PersonnelFacility

Equipment

One on one service

Dependability

Accuracy

Example Example (4 of 4)(4 of 4)

Steps 8 & 9:Steps 8 & 9:–– Use tools to analyze and evaluate causesUse tools to analyze and evaluate causes

Pareto diagrams, charts and graphsPareto diagrams, charts and graphs

Statistical analysis for causes in processesStatistical analysis for causes in processes

–– Decide and take actionDecide and take actionUse fishbone diagram, analysis and evaluations to Use fishbone diagram, analysis and evaluations to find causes that can be fixedfind causes that can be fixed

Take action to eliminate and fix problem causesTake action to eliminate and fix problem causes

Dr.Kano•Investigating the characteristics of customer requirements.

•“voice-of- the-customer” visits.•ask customers to rank-order the requirement.

Dr. Kano has suggested a method known as “Kano Model”Invisible ideas about quality can be made visible.For some customer requirements, customer satisfaction

is proportional to how fully functional the product isSome customer requirements are not one-dimensional Customer requirements can be classified by questionnaire.

How do you feel if that feature is present in the product?

How do you feel if that feature is not present in the product?

Dr.Kanoanswer in one of five different ways. the product feature (how good gas mileage is, in

this example) can be classified into one of six categories:Customer requirement is:

  A: Attractive 0: One-dimensionalM: Must-be Q: Questionable resultR: Reverse I: Indifferent

The result of the tallying of all customers questionnaires is a matrix

Improving performance is must to give customer satisfaction. Having insight into which customer requirements fall into which quality dimensions can improve focusing “on the vital few.”

 

  If the gas mileage is good, how do you feel?   

1. I like it that way. 2. It must be that way. 3. I am neutral. 4. I can live with it that way. 5. I dislike it that way.

 If the gas mileage is poor, how do you feel?  

1. I like it that way. 2. It must be that way. 3. I am neutral. 4. I can live with it that way. 5. I dislike it that way.

Dysfunctional form of the question

Functional form of Question

Dr.Kano

Customer requirements for an automobile

retractable radio antenna

rear window wiper

electronic door locker

gas mileage

warranty period

turning radius

brakes

windshield

engine cooling system

Dr.Kano

Customer Satisfaction

Customer Dissatisfaction

TREESTRUCTURE

Product dysfunctional

Product fullyfunctional

Dr.Kano

 

  If the gas mileage is good, how do you feel?   

1. I like it that way. 2. It must be that way. 3. I am neutral. 4. I can live with it that way. 5. I dislike it that way.

 If the gas mileage is poor, how do you feel?  

1. I like it that way. 2. It must be that way. 3. I am neutral. 4. I can live with it that way. 5. I dislike it that way.

Functional form of the question

Dysfunctional form of the question

Example of different answers given by customers

Customer   Dysfunctional  

Requirements

1. 2. 3. 4. 5.

likeMust-

beNeutral live

withDislik

e

  1. Like 0 A A A 0

 2. Must-be

R I I I M

Func3. Neutral

R I I I M

tional4. Live with

R I I I M

 5. Dislike

R R R R 0

Dr.Kano

C.R. A M 0 R Q I TotalGrad

e

1. 1 1 21       23 0

2.   22     1   23 M

3. 13   5     5 23 A

... 6 1 4 1   11 23 I

... 1 9 6 1   6 23 M

... 7   2 3 1 10 23 I

Dr. TaguchiGenichi Taguchi, a Japanese engineer, realized the importance of cost associated with poor quality and its impact on corporate profitability + losses (due to poor quality) to the society. His principle states that for each deviation there is an incremental economic loss of geometric proportion. The cumulative effect of the functional variations of various products can be very great, although these products may just deviate only a little from the target value of a measurable quality characteristic. Taguchi developed a mathematical model in which loss is a quadratic function of the deviation of the quality of interest from its target value-QUALITY LOSS FUNCTn

Dr. Taguchi

m

Loss L(y)

y

L(y) = k (y - m)2 ,

where

y = actual measurement

m = target value

L = Loss, a function of y

k = constant

QUALITY LOSS FUNCTION

Fre

qu

ency

Target UpperLower

Target-oriented quality yields more product in the "best" category

Distribution of Specifications for Products Produced

Conformance-oriented quality keeps products within 3 standard deviations

Lo

ss

High Loss

Low Loss

Unacceptable

Poor

Fair

Good

Best

Quality Loss Function

Target Specification Example

A study found U.S. consumers preferred Sony TV’s made in Japan to those made in the U.S. Both factories used the same designs & specifications. The difference in quality goals made the difference in consumer preferences.

Freq.

XTarget USLLSL

Japanese factory (Target-oriented)

U.S. factory (Conformance-oriented)

Dr. Taguchi

X

X

XX

XXXX

Less AccurateLess variable

More AccurateMore variable

Taguchi philosophy, the definition of quality is changed from “achieving conformance to specifications” to “minimizing the variability while achieving the target.”

Dr. TaguchiIf these variations are to be minimized then one has to resort to the Design of Experiments (DOE)Design of Experiments (DOE) in order to identify the factors which are responsible for the variation, to find the relative impact of the factors on the variability and hence to suitably select a combination of input parameters to achieve the result.

DOE is a structured method and is not a hit-or-miss experimentation where input parameters are adjusted randomly hoping to achieve process improvement.

Taguchi method uses the orthogonal array in order to express the relationship among the factors under investigation.

Dr. TaguchiNow, some of the factors may be uncontrollable e.g. Weather but we need that the product performs consistently . This is called “product robustness.” or Robust Design.

Dr. Taguchi

© 1984-1994 T/Maker Co.

© 1995 Corel Corp.

• Ability to produce products uniformly regardless of manufacturing conditions

• Put robustness in House of Quality matrices besides functionality

Quality Robustness