4650 Spring/ chapt. 3 Philosophies and Frameworks.
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Transcript of 4650 Spring/ chapt. 3 Philosophies and Frameworks.
4650 Spring/ 4650 Spring/ chapt. 3 chapt. 3
4650 Spring/ 4650 Spring/ chapt. 3 chapt. 3
Philosophies and Philosophies and FrameworksFrameworks
Leaders in the Quality Revolution
• W. Edwards Deming• Joseph M. Juran• Philip B. Crosby• Armand V. Feigenbaum• Kaoru Ishikawa• Genichi Taguchi
Who’s Who?
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Deming ____
Juran ____
Crosby ____
Deming Chain ReactionImprove quality
Costs decrease
Productivity improves
Increase market share with better quality and lower prices
Stay in business
Provide jobs and more jobs
Deming’s System of Profound Knowledge
• Appreciation for a system• Understanding variation• Theory of knowledge• Psychology
Systems
• Most organizational processes are cross-functional
• Parts of a system must work together
• Every system must have a purpose• Management must optimize the
system as a whole
Variation• Many sources of uncontrollable
variation exist in any process• Excessive variation results in
product failures, unhappy customers, and unnecessary costs
• Statistical methods can be used to identify and quantify variation to help understand it and lead to improvements
Theory of Knowledge• Knowledge is not possible without
theory• Experience alone does not establish
a theory, it only describes• Theory shows cause-and-effect
relationships that can be used for prediction
Psychology• People are motivated
intrinsically and extrinsically• Fear is demotivating • Managers should develop
pride and joy in work
Deming’s 14 Points (Abridged) (1 of 2)
1. Create and publish a company mission statement and commit to it.2. Learn the new philosophy.3. Understand the purpose of inspection.4. End business practices driven by price alone.5. Constantly improve system of production and service.6. Institute training.7. Teach and institute leadership.8. Drive out fear and create trust.
Deming’s 14 Points (2 of 2)
9. Optimize team and individual efforts.10. Eliminate exhortations for work force.11. Eliminate numerical quotas and M.B.O. Focus on improvement.12. Remove barriers that rob people of pride of workmanship.13. Encourage education and self-improvement.14. Take action to accomplish the transformation.
www.deming.org
Juran’s Quality Trilogy
• Quality planning• Quality control• Quality improvement
www.juran.com
Phillip B. Crosby
Quality is free . . . :“Quality is free. It’s not a gift, but it is free. What costs money are the unquality things -- all the actions that involve not doing jobs right the first time.”
Philip B. CrosbyAbsolutes of Quality Management:• Quality means conformance to
requirements• Problems are functional in nature• There is no optimum level of defects• Cost of quality is the only useful
measurement• Zero defects is the only performance
standardwww.philipcrosby.com
A.V. Feigenbaum• Three Steps to Quality
– Quality Leadership, with a strong focus on planning
– Modern Quality Technology, involving the entire work force
– Organizational Commitment, supported by continuous training and motivation
Kaoru Ishikawa• Instrumental in developing
Japanese quality strategy• Influenced participative
approaches involving all workers• Advocated the use of simple
visual tools and statistical techniques
Genichi Taguchi• Pioneered a new perspective on
quality based on the economic value of being on target and reducing variation and dispelling the traditional view of conformance to specifications:
No Loss LossLoss
Tolerance
0.500 0.5200.480
Deming Prize• Instituted 1951 by Union of Japanese
Scientists and Engineers (JUSE)• Several categories including prizes for
individuals, factories, small companies, and Deming application prize
• American company winners include: Florida Power & Light, and
AT&T Power Systems Division
Malcolm Baldrige National Quality Award
• Help improve quality in U.S. companies
• Recognize achievements of excellent firms and provide examples to others
• Establish criteria for evaluating quality efforts
• Provide guidance for other U.S. companies
Malcolm Baldrige, former U.S. Secretary
of Commerce
Criteria for Performance Excellence
• Leadership• Strategic Planning • Customer and Market Focus • Information and Analysis• Human Resource Focus • Process Management• Business Results
Baldrige Award trophy
The Baldrige Framework –A Systems Perspective
4Information and Analysis
5Human
Resource Focus
3Customer &
Market Focus
7Business Results
7Business Results
2Strategic Planning
1Leadership
6Process
Management
Organizational Profile:
Environment, Relationships, and Challenges
Receive Applications
Judges Select for Consensus Review?
Judges Select forSite Visit Review?
Stage 1Independent Review
Stage 2Consensus Review
Stage 3Site Visit Review
Stage 4Judges Recommend Award
Recipients to NIST Director/DOC
Feedback report to applicant
Feedback report to applicant
Feedback report to applicant
No
No
Baldrige Award Evaluation Process
The Baldrige Award Scoring System
•Three evaluation dimensions - Approach, Deployment, and Results
•Scoring is linked to the importance to the applicant’s business
•Scoring guidelines (Table 3.5)
Feedback Report
• Strengths - approaches or results that demonstrate effective response to the Criteria
• Opportunities for improvement - how the applicant can better address the purposes of the Criteria, or issues that require clarification
Self Assessment and the Self Assessment and the Baldrige Baldrige
National Quality ProgramNational Quality Program
Self Assessment and the Self Assessment and the Baldrige Baldrige
National Quality ProgramNational Quality Program
A primary goal of the Program is to encourage many organizations to improve on their own by equipping them with a standard template for measuring their performance and their progress toward performance excellence.
Boeing Airlift & Tanker Programs – 1998 winner
Quality Awards Around the World
Programs in place
No programs
ISO 9000:2000• Quality system standards adopted by
International Organization for Standardization in 1987; revised in 1994 and 2000
• Technical specifications and criteria to be used as rules, guidelines, or definitions of characteristics to ensure that materials, products, processes, and services are fit for their purpose.
Objectives of ISO Standards (1 of 2)
• Achieve, maintain, and continuously improve product quality
• Improve quality of operations to continually meet customers’ and stakeholders’ needs
• Provide confidence to internal management and other employees that quality requirements are being fulfilled
Objectives of ISO Standards (2 of 2)
• Provide confidence to customers and other stakeholders that quality requirements are being achieved
• Provide confidence that quality system requirements are fulfilled
Structure of ISO 9000 Standards
• 21 elements organized into four major sections:– Management Responsibility– Resource Management– Product Realization– Measurement, Analysis, and Iimprovement
See Table 3.7
ISO 9000:2000 Quality Management Principles1. Customer Focus2. Leadership3. Involvement of People4. Process Approach5. System Approach to Management6. Continual Improvement7. Factual Approach to Decision Making8. Mutually Beneficial Supplier Relationships