Post on 21-Mar-2017
Quality Gurus
Armand Feigenbaum
Feigenbaum believed that … responsibility for quality must rest with the persons
who do the work (quality at the source) quality should be company‐wide, not confined to the
quality control departments
Feigenbaum’s believed that … control must start with identification of customer
quality requirements and end only when the product has been placed in the hands of a customer who remains satisfied
quality of products and services
Markets, Money, Management, Men,
Motivation, Materials,
Machines and Mechanization,
Modern information methods and
Mounting product requirements
Influences
Feigenbaum’s 3 – Step PhilosophySTEP 1 Quality LeadershipManagement should take the lead in enforcing quality efforts. It should be based on sound planning.
Feigenbaum’s 3 – Step PhilosophySTEP 2 Management Quality TechnologyThe traditional quality programs should be replaced by the latest quality technology for satisfying the customers in future.
Feigenbaum’s 3 – Step PhilosophySTEP 3 Organizational CommitmentMotivation and continuous training of the total work force tells about the organizational commitment towards the improvement of the quality of the product and the services.
Bill smith
Best known for …
Six Sigma
management driven, scientific methodology for product and process improvement in financial performance and Customer satisfaction
increase in performance and decrease in process variation lead to defect reduction and improvement in profits, employee morale and quality of product
David garvin
Best known for …
Genichi Taguchi
The Quality Loss Function (QLF)1. We cannot reduce cost without affecting quality.2. We can improve quality without increasing cost.3. We can reduce cost by improving quality.4. We can reduce cost by reducing variation. When
we do so, performance and quality will automatically improve.
Taguchi’s Methods
1. System Design Stage – customer and marketing knowledge
2. Parameter Stage - how the product should perform against defined parameters
3. Tolerance design stage - finding the balance between manufacturing cost and loss
Gopal K Kanji
The Academician
academic publications with the first journal in TQM created an environment for research on TQM
100 Methods for TQM
conceptual framework of using TQM methods help employees understand the use of TQM tools as
requirement of achieving organization's goals provide educators and practitioners with a
comprehensive use of TQM methods
Joseph Juran
Juran believed that…
quality does not happen by accident; it must be planned
quality control should be conducted as an integral part of management control
Juran believed that…
majority of quality problems are the fault of poor management, not poor workmanship, and that long‐term training to improve quality should start at the top with senior management
Quality Trilogy
Kaoru Ishikawa
Fishbone Diagram (cause and effect)
Examples of Fishbone Diagram
Quality Circle
Masaaki Imai
Kaizen Principles (practice of continuous improvement)
Good processes bring good results Go see for yourself to grasp the current situation Speak with data, manage by facts Take action to contain and correct root causes of
problems Work as a team Kaizen is everybody’s business
Kaizen Umbrella
Philip Crosby
Quality is ….
Quality Is Free. Doing it right the first time (DIRFT) Zero defect
4 Absolutes of Quality
1. The definition of quality is conformance to requirements (not as goodness)
2. The system of quality is prevention (not appraisal)3. The performance standard is zero defects (not
“that’s close enough”)4. The measurement of quality is the price of
nonconformance (not indexes)
Shigeo Shingo
Poka - Yoke
stopping processes as soon as a defect occurs, identifying the defect source and preventing it from happening again
Just in Time
supplying the customer with what they want, exactly when they want it
minimize inventories by only producing what is required, when it is required reducing costs and waste throughout the production process
SMED (single minute exchange of die) quick changeovers between products -
simplifying materials, machinery, processes and skills, changeover times could be reduced from hours to minutes
Quick changeovers meant products could be produced in small batches or even single units, with minimal disruption
W. Edwards Deming
The Deming Circle (control and continuous improvement of processes and product)
14 points for management
provide a framework to developing knowledge in the workplace and can be used to guide long term business plans and aims
Philosophical code for management
WALTER SHEWHART
Believed that …
importance of adapting management processes to create profitable situations for both businesses and consumers, promoting the utilization of control charts
lack of information greatly hampered the efforts of control and management processes in a production environment
Eugene grant
STATISTICAL QUALITY CONTROL used in training programs to improve quality and
production in World War II industrial plants used to analyze the quality problems and solve
them use of statistical methods in the monitoring and
maintaining of the quality of products and services
Benefits of Statistical Quality Control It provides a means of detecting error at
inspection. It leads to more uniform quality of
production. It improves the relationship with the
customer. It reduces inspection costs. It reduces the number of rejects and saves
the cost of material.
Benefits of Statistical Quality Control It provides a basis for attainable specifications. It points out the bottlenecks and trouble spots. It provides a means of determining the capability of
the manufacturing process. It promotes the understanding and appreciation of
quality control.
ASSIGNMENT
Create a fake facebook profile for Crosby, Juran, and Demings.
Same outputs means ZERO (and I mean it) Download from http://
www.educatorstechnology.com/2013/03/3-awesome-facebook-templates-for-your.html and choose no. 2