Post on 07-Apr-2018
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Quality Gurus
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A physicist at Bell Telephone Laboratories
(in New Jersey) recognizes that variation in
manufactured products, though inevitable,could be monitored and controlled using
statistical procedures.
1924: Walter Andrew Shewart
develops Control Charts
- Introduces the concept of control charts in a
technical memorandum.
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Sampling at random from a larger batch/lot
Accept or reject based on sample
Does not determine quality of sample
Concept used in World War II to test bullets
Placed inspection operations on a scientific basis in terms
of controllable risks
1928: H.F. Dodge & H.G. Romig develop
Acceptance Sampling Methodology
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W.Edwards Deming invites Shewart to present
seminars at U.S. Dept. ofAgriculture Graduate
School.
Popularizes Shewarts discoveries.
Becomes a leading pioneer in Quality Control.
1938: W.Edwards Deming formulates
14 Principles of Management
Majority of quality control techniques were used in chemical
industry only.
1942: Deming taught statistical theory to engineers who
manufactured wartime products.
1946: Deming leads the formation of American Society for
Quality Control.
Deming becomes a professor of statistics at NYU.
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After the war, US managers failed to recognize the value of
statistical quality control.
Why? Because they were doing okay!
Not many other competitors.
Quantity more important than quality.
1938: W.Edwards Deming formulates
14 Principles of Management (contd.)
Late 40s Early 50s: Deming is recruited by Japan to help
rebuild their industry.
Included engineersAND managers in lectures.
Develops 14 points for management
(Continuous improvement, teamwork, proper training)
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Deming
Deming originated PDCA cycle. He came out with the newclimate ( organizational culture ) which primarily consists of
joy in work, innovation and cooperation.
He referred to this new climate as Win - Win as opposed to Iwin : You Lose.
He also defined 14 universal points for effective qualitymanagement
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Demings 14 points
1. Create consistency of purpose with a plan.
2. Adapt the new philosophy of quality.
3. Cease dependence on mass inspection.
4. End the practice of choosing suppliers solely on price.
5. Identify problems and work continuously to improve
the system.
6. Adopt modern methods of training on the job
7. Change the focus from production numbers ( quantity
) to quality
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Demings 14 points
8. Drive out fear
9. Break down barriers between departments
10. Stop requesting improved quality without providingmethods to achieve it.
11. Eliminate work standards that prescribe numerical
quotas
12. Remove barriers to pride of workmanship
13. Institute vigorous education and training
14. Create structure in top management that will
emphasize the preceding thirteen points every day.
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PLAN
D0
CHECK
ACT
PDCA cycle
The PDCA cycle is
also known as theDeming cycle
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1950s and 60s: Japan is using quality control techniques
for Process troubleshooting
New process development
Product design
Product evaluation
1980s to present US manufacturers take notice
of QUALITY approaches and techniques
1970s and 80s: Japan established itself asgenerating QUALITY products.
American automobile industry losing HUGE market
shares during this period.
US is becoming competitive again.
Later On..
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Other Gurus
Dr. Genichi Taguchi Poor quality is due to lack of consistency.
Experimental Designs
Dr. Kaoru IshikawaQuality improvement can always go one step furtherSeven Quality Improvement Tools
Cause and Effect Diagram (Fishbone Diagram)
Dr. Joseph JuranManagement controllable defects account for over 80% of the totalquality problems .
Worked for Shewart, wrote the Quality Handbook
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Juran
Juran developed the idea of Quality
trilogy: Quality planning, Quality
improvement and Quality control. He
concentrates not only on the end
customer, but identifies other external
and internal customers. According to
him, Quality is Fitness of use.He also
specified 10 steps to quality
improvement.
Improvement
Planning
Control
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Jurans 10 steps to quality
1. Build awareness of opportunities to improve.
2. Set goals for improvement.
3. Organize to reach goals.
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum.
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Crosby
Crosby is known for his concepts of Do it
right first time and zero defects. Hedefines quality as conformance to
requirements which the company itself has
established for its products based directly
on customer needs. He emphasizesprevention management in every area. He
gave his own 14 points for quality
management which were different from the
14 points of Deming. 0Defects
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Crosbys 14 points
1. Management commitment.
2. Quality improvement team.
3. Quality measurement.
4. Cost of Quality.
5. Quality awareness.6. Corrective action.
7. Zero defects planning.
8. Supervisor training.
9. Zero defects day.
10. Goal setting.
11. Error cause removal
12. Recognition.
13. Quality Counsels.
14. Do it all over again.
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Genichi Taguchi
Genichi Taguchi has developed methods for on-line & off-
line quality control which formed the basis of his approach
towards total quality assurance. His methods are primarily
used by designers & engineers to optimize settings so that the
products are robust. These methods are intended as problem
solving tools in the early stages of product development
cycle. His broad tenets are given on the following slides.
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1. Minimize loss to the
society
The aim of a good design is to minimize loss to
the customer and the society .
Sources of loss : Product life , wear and tear, set up
time etc.
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A good design is the optimal trade off between cost and
performance and must aim at simplicity . It is easier to
make complicated designs , but it takes a genius to simplifythe design. Costs are reduced as a result of :
Fast assembly & production
Robustness
fewer suppliers & less administration.
II. Robust & simple design
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III. Reduce Signal to noise ratio
A good design should aim at reducing Signal to
noise ratio.
Televisions emit both signal and noise. The signal
consists of sound and picture. It is the desired part of
transmission . The noise is the unwanted part of
transmission.
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Taguchi - Quality imperatives
Quality losses result from product failure after sale. Product
robustness is more a function of product design than on-line
control, however stringent the manufacturing processes.
Robust products deliver a strong signal regardless of external
noise and with a minimum of internal noise. Any
strengthening of design, that is, any market increase in the
signal-to-noise ratios of component parts, will simultaneously
improve the robustness of the product as a whole.
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Taguchi - Quality imperatives
Before product go on to manufacturing, tolerances are set.
Overall quality loss then increases by the square of deviation
from the target value, that is, by the quadratic formula L = DC,where the constant C, is determined by the cost of the counter-
measure that might be employed in the factory. This is the
quality loss function.
Virtually nothing gained in shipping a product that just barely
satisfies the corporate standard over a product that just fails. Geton target, dont just try to stay in spec.
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Taguchi - Quality imperatives
Work relentlessly to achieve designs that can be produced
consistently: demand consistency from the factory. Catastrophic
stack-up is more likely from scattered deviation withinspecifications than from consistent deviation outside. Where
deviation from target is consistent, adjustment to the target is
possible.
A concerned effort to reduce product failure in the field will
simultaneously reduce the number of defectives in the factory.Strive to reduce variances in the components of the product and
variances will be reduced in the production system as a whole.
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Taguchi - Quality imperatives
Competing proposals for capital equipment or competing
proposals for on-line interventions may be compared by
adding the cost of each proposal to average quality loss, that
is, the deviations expected from it.