Quality Management Gurus

OutlineWe have eight Gurus :1. Deming2. Juran3. Crosby4. Feigenbaum5. Ishikawa6. Garvin7. Shingo8. Taguchii_ Despite there are eight gurus in assessing total quality

management , but there are differences in their opinions

Who is guru?“A Guru is a spiritual guide who is considered to have

attained complete insight.“www.wikipedia.com

“A guru, by definition, is a good person, a wise personand teacher. A quality guru should be all of these, plushave a concept and approach to quality within businessthat has made a major and lasting impact. “

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Three groups of gurus

Who was W. Edwards Deming

• Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. He passed on in 1993.

• His expertise was used during World War II to assist the United States in its effort to improve the quality of war materials

Who was W. Edwards Deming

- He got his PHD in the states in physics and math's- Get his first employment chance in an electricity

company in Chicago- He taught physics , mathematics , statistics and quality

in Japan .

* Deming is best known for his management philosophy , establishing quality , productivity and competitive position .

Deming

• Deming focus on 5 ideas :1. Statistical process controlling (SPC)2. Deming philosophy3. Deming 14 points4. Deming Cycle (for continuous improvements)5. Seven deadly diseases of quality

Deming1. Statistical process controlling: it’s a process which

aims at achieving good quality during manufacture through prevention rather than detection .

* It is concerned with controlling the process (machine) which make the product through inspecting the machine rather than the product itself.

• For example why the salesman can’t sell the same amount every month ?

• SPC will answer this question by discovering and analyzing these items :-

Deming1. Common causes : which inherent to the process as

Machine fails2. Special causes : Not inherent to the process and

should be defined such as poor performance 3. Natural Variation: producing certain amount of

defects4. Significantly different variation: Discovering

exactly where it is by management.Note. Deming said :*80% depends on management*20% depends on employee

Deming2. Deming Philosophy : The quality and the productivity

increases when the process fluctuation Decreases

Deming

** Deming 14 points , I will mention some:1. Create constancy of purpose to improve product and

service. 2. The new age of quality requires a commitment

continuously to improve .3. Constantly improve , Use the PDCA cycle4. Don’t have silly slogans that mean nothing5. Supervision must change from chasing to coaching

and support6. Remove Barriers that prevent employees having pride

in their work , Barriers such as time pressure and focus on profit rather than quality

Demings cycle

Deming's Seven Deadly Diseases

*The amount of severe criticism of western management and organizational practices

1. Lack of constancy of purpose

2. Emphasis on short-term profits : we should focus on the whole financial period rather than focus at the end

3. Too much staff mobility : it occurs when managers cant define the actual problems and not learning from them

Deming's Seven Deadly Diseases

4. Over dependence on figures : particularly financial which can be messaged to look great in the short term while long term suffers

Note :It’s a wrong way to focus on short term results , rather

than coaching and helping employees on a long term

Who was Joseph Juran?

_ Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices. Joseph Juran’s belief that “quality does not happen by accident” gave rise to the quality trilogy.

Joseph Juran

Juran Ideas are :

1. Quality definition2. Breakthrough concept3. Internal customer4. Quality Trilogy5. Pareto analysis6. Cost of quality7. Quality council

Joseph Juran

1. Quality definition : ( Fitness of purpose)

The statement is not that much easy , as it requires asking many questions like :

• What is the real purpose ?• Are customer internal or external users ?• Who are the possible customers ?

Joseph Juran

2. Breakthrough : sequences of process improvements , which take two journeys

• journey from symptom to cause • journey from cause to remedy

3. Internal customers : quality is associated with customer satisfaction and dissatisfaction

• Satisfaction : occurs when the product has superior performance and features

• Dissatisfaction : when we have defects and deficiencies

Joseph Juran

Customer satisfaction has two dimensions:• Internal : Building the product and the service correctly• External : matching customer requirements and meet

their expectations

4. Quality council : A group of experts who are responsible for supervising in the application of quality

*Juran Big (Q) : quality doesn’t the concern of the production or the total quality within the organization , but it extends to link between organization departments, operations and services .

Joseph Juran5. Juran quality cost : *Appraisal Costs: Costs of activities designed to ensure quality or

uncover defects (inspection)* Prevention Costs :All TQ training, TQ planning to prevent

defects from occurring

*Failure Costs - costs incurred by defective parts/products or faulty services.

*Internal Failure Costs : Costs incurred to fix problems that are detected before the product/service is delivered to the customer.

*External Failure Costs : All costs incurred to fix problems that are detected after the product/service is delivered to the customer.

Joseph Juran

* Juran three role models : He assumed that every process has an internal customer and supplier which linked to each other through a process to reach the optimum quality .

6. Juran Pareto analysis : A universal problem solving methodology in which we list the key problems into a table and ranking them from the highest to the lowest and trying to solve the deficiencies

Joseph Juran

7. Quality Trilogy :Quality planning : *determine the organization internal

and external customers * determine customer needs , requirements and expectations * design the product to achieve customer satisfaction * prepare a design to achieve a good quality

Quality controlling : *determine variation and make decisions * measure performance and results

*compare the results with the stated objectives .Quality improvements : * define quality goals * train the

workers * develop a problem solving statement

Who is Philip Crosby?

* Known as The Fun Uncle of the Quality Revolution

*Where Phil Crosby excellence was in finding a terminology for quality that mere mortals could understand. (Dr. Deming and Dr. Juran were the great brains of the quality revolution)

*He popularized the idea of the "cost of poor quality", that is, figuring out how much it really costs to do things badly

Crosby

• Mr. Crosby defined quality as a conformity to certain specifications.

Crosby four absolutes are :1. The definition of quality is conformance to

requirements, it is not appropriate to say good or bad quality as quality cant be measured but conformance can be

2. The system of the quality is prevention : make a prevention strategy and it should be supported by SPC in order to understand the process and discover the default before occurring

Crosby3. The performance is zero defects: make the requirement

right from the first time , and make the quality accepted by a number of standard items .

4. The measurements of quality is the price of NON-conformance : because cost quality is the prime motivation for management .

_CROSBY quality costs : * Price of NON conformance :(all the costs involved in

not getting the product or a service right .* Price of conformance : costs for doing things right

CrosbyCrosby has 14 points like Deming , like :- Management commitment- Building awareness- Educating employees- Quality councils And others but the main difference between Deming and

crosby is that :**Deming focus on quality management .**Crosby focus on action plan and implementation

process .

Armand Vallin Feigenbaum

Armand Vallin Feigenbaum

(born 1922) is an American quality control expert and businessman. Feigenbaum concept's of Total Quality Control , known today as total quality management , combines management methods and economic theory with organizational principles.

Armand Vallin Feigenbaum

he does not get the great attention that the others (Deming, Juran, Ishikawa, etc.) get. But, he is special.. Feigenbaum also believed that quality was a way of operating or a way of life, thus the term "Total Quality."

and believes that quality has become the single most important force leading to organizational success and growth.

Feigenbaum defined total Quality control as 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

Armand Vallin Feigenbaum

Armand is also know for his concept of the "hidden" plant the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory

Armand Vallin Feigenbaum

Armand Vallin Feigenbaum

Accountability for quality: Because quality is everybody's job, it may become nobody's job—the idea that quality must be actively managed and have visibility at the highest levels of management

Feigenbaum believes that there are three elements to quality:

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

Feigenbaum believes that there are three elements to quality:

* Modern Quality Technology the quality function cannot achieve quality without the

help of others. Everyone must be trained and led to quality.

* Organizational Commitment everyone in the organization must believe in quality.

David A. Garvin

David A. Garvin is the Professor of Business Administration at the Harvard Business School.

"If quality is to be managed, it must first

be understood."

So he studied one industry which was active in both the United States and Japan -- the room air conditioning industry -- analyzing the products to determine which plants in which country were turning out the highest quality. Then he analyzed every step of the manufacturing process, to find the differences that made the difference.

His findings were often surprising. Some things that everyone thought guaranteed higher quality (such as exhaustive testing) did not, while some things rarely mentioned in the literature (such as the way the factory dealt with layoffs and seniority, and the length of production runs) made a big difference.

David Garvin identified his “eight dimensions of quality” which he maintained covered the meaning of quality to managers, operators and customers

The eight dimensions of quality

The eight dimensions of quality

Performance: Main operating characteristics such as power, sound, speed etc.

Features: The extras that supplement the main characteristics

Reliability: How often it breaks down Conformance: How close it is to the

design specification or service to the customers experience.

The eight dimensions of quality

Durability: Length of life, toughness in use, service frequency etc.

Serviceability: Ease, cost and friendliness of service.

Aesthetics: Appearance and impression. Perceived quality: The feel, finish and

manner in which the customer is dealt with.

Kaoru Ishikawa

Kaoru Ishikawa

Kaoru Ishikawa was a Japanese professor and influential quality management innovator best known in north America for the Ishikawa or cause and effect diagram (also known as fishbone diagram) that are used in the analysis of industrial process.

Quality Contributions User Friendly Quality Control Fishbone Cause and Effect Diagram -

Ishikawa diagram Implementation of Quality Circles Emphasized the 'Internal Customer' Shared Vision

Quality Contributions

cont. he was known for the use of the “seven basic tools of quality”:

• Pareto analysis: which are the big problems?• Cause and effect diagrams: what causes the problems?• Stratification: how is the data made up?• Check sheets: how often it occurs or is done?• Histograms: what do overall variations look like?• Scatter charts: what are the relationships between

factors?• Process control charts: which variations to control and

how?

Ishikawa diagramThe Ishikawa diagram (or fishbone diagram or also cause-

and-effect diagram) are diagrams, that shows the causes of a certain event. A common use of the Ishikawa diagram is in product design. Also it reveals key relationships among various variables,

Categories of causes The 6 M's

Machine, Method, Materials, Maintenance, Man and Mother Nature (Environment) (recommended for the manufacturing industry.

The 8 P's Price, Promotion, People, Processes, Place/Plant,

Policies, Procedures, and Product (or Service) (recommended for the administration and service industries).

The 4 S's Surroundings, Suppliers, Systems, Skills (recommended

for the service industry(

Shigeo Shingo

Shigeo Shingo

Shigeo Shingo, born in Saga City, Japan, was a Japanese industrial engineer who distinguished himself as one of the world’s leading experts on manufacturing practices and The Toyota Production System. Shingo is known far more in the West than in Japan.

1) The single minute exchange of die (SMED) system, in which set up times are reduced from hours to minutes, and

2) The Poka-Yoke (mistake proofing) system. In Poka Yoke, defects are examined, the production system stopped and immediate feedback given so that the root causes of the problem may be identified and prevented from occurring again.

Shigeo Shingo is strongly associated with Just-in-Time manufacturing, and was the inventor of :

Shigeo Shingo

He distinguished between “errors”, which are inevitable, and “defects”, which result when an error reaches a customer, and the aim of Poka-Yoke is to stop errors becoming defects. Defects arise because errors are made and there is a cause and effect relationship between the two.

Poke-yoke

Zero quality control is the ideal production system and this requires both Poka-Yoke and source inspections.

Gen'ichi Taguchi

Gen'ichi Taguchi

Gen'ichi Taguchi is an engineer and statistician. Taguchi developed a methodology for applying statistics to improve the quality of manufactured goods. Taguchi methods have been controversial among some conventional Western statisticians, but others have accepted many of the concepts introduced by him as valid extensions to the body of knowledge.

“Taguchi methodology” is fundamentally a prototyping method that enables the designer to identify the optimal settings to produce a robust product that can survive manufacturing time after time, piece after piece, and provide what the customer wants. Today, companies see a close link between Taguchi methods, which can be viewed along a continuum, and quality function deployment (QFD).

Taguchi methodology

Taguchi contributions:Taguchi has made a very influential contribution to

industrial statistics. The key elements of his quality philosophy are:

Taguchi loss function: used to measure financial loss to society resulting from poor quality;

The philosophy of off-line quality control: designing products and processes so that they are insensitive to parameters outside the design engineer's control; and

Innovations in the statistical design of experiments: notably the use of an outer array for factors that are uncontrollable in real life, but are systematically varied in the experiment

Off-line quality control

Taguchi realized that the best opportunity to eliminate variation is during the design of a product and its manufacturing process and it consists of 3 stages:

System design; Parameter design; and Tolerance design

System design This is design at the conceptual level, involving

creativity and innovation.

Parameter design Once the concept is established, the nominal

values of the various dimensions and design parameters need to be set. Taguchi's radical insight was that the exact choice of values required is under-specified by the performance requirements of the system. This allows the parameters to be chosen so as to minimize the effects on performance arising from variation in manufacture, environment and cumulative damage. This is sometimes called robustification.

Tolerance design With a successfully completed parameter

design, and an understanding of the effect that the various parameters have on performance, resources can be focused on reducing and controlling variation in the critical few dimensions

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