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Transcript of quality gurus
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Modern History of Quality Management• Frederick W. Taylor wrote Principles of Scientific Management in 1911.
• Walter A. Shewhart used statistics in quality control and inspection, and showed that productivity improves when variation is reduced (1924); wrote Economic Control of Manufactured Product in 1931.
• W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to Japan in 1950;
• In 1960, Dr. K. Ishikawa formalized “quality circles” - the use of small groups to eliminate variation and improve processes.
• In the late ‘70’s and early ‘80’s:– Deming returned from Japan to write Out of the Crisis,
and began his famous 4-day seminars in the United States– Phil Crosby wrote Quality is Free– NBC ran “If Japan can do it, why can’t we?” – Motorola began 6 Sigma
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Quality Management Gurus
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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 person
and teacher. A quality guru should be all of these, plus
have a concept and approach to quality within business
that has made a major and lasting impact. “
www.businessball.com
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W. Edwards Deming and his philosophy
• W. Edwards Deming is best known for his management philosophy establishing quality, productivity, and competitive position.
• The most important Deming works are: Dr Shewhart cycle development, or Deming cycle,The Fourteen Points, The Seven Deadly Diseases.
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Deming’s 14 Points
1. Create a plan: publish the aims and purposes of the organization.
2. Learn and Adopt a new philosophy of quality.
3. understand the purpose of inspection, stop depending on inspection.
4. Do not award business on price alone
5. Improve the system constantly.
6. Institute modern methods of training
7. Institute modern methods of supervision of workers
8. Drive out fear, Create trust and create a climate for innovation
9 Optimize the efforts of teams, groups and staff areas.
10. Eliminate exhortations, and targets for the work force, provide methods for improvement
11. Eliminate numerical quotas for the workforce
12. Remove barriers preventing pride of workmanship
13. Encourage education and self improvement for everyone.
14. Make action to accomplish the transformation, make it everyones’s job
History of Quality Management
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Demings cycle
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Kaoru Ishikawa and his philosophy
• Kaoru Ishikawa made many contributions to quality, the most noteworthy being his total quality viewpoint, company wide quality control, his emphasis on the human side of quality, the Ishikawa diagram and the assembly and use of the “seven basic tools of quality”.
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Ishikawa diagram
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Seven basic tools of quality by Ishikawa
• Pareto analysis
• Cause and effect diagrams
• Stratification
• Check sheets
• Histograms • Scatter charts
• Process control
charts
• which are the big problems?
• what causes the problems?• how is the data made up?• how often it occurs or is
done?• what do overall variations
look like?• what are the relationships
between factors?• which variations to control
and how?
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Key Elements of his philosophy• Quality begins with education and end with education• First step in quality is to know the requirements of customers• Inspection is important• Remove root cause , not symptoms• Quality control is the responsibility o f all workers • Put quality first and set your sights on long term profits• Market is the entrance and exit of quality• Identify tools for analysis and problem solving
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According to Dr. Joseph M. Juran (1991):
“On the assembly line at the Ford Motor Company in 1923, most of the workers producing Model T’s were immigrants and could not speak English. Many were also illiterate. Workers learned their trade by modeling the actions of other workers. They were unable to plan, problem-solve, and make decisions. As a result, the Taylor scientific school of management flourished, and MBAs and industrial engineers were invented to do this work. Today, however, the workforce is educated. Workers know what is needed to improve their jobs, and companies that do not tap into this significant source of knowledge will truly be at a competitive disadvantage.”
History of Total Quality
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Juran’s Ten steps to Quality improvement
• Build awareness of opportunities.• Set goals• Organize to reach goals• Provide training• Carry out projects to solve problems• Report progress• Give Recognition• Communicate results• Keep score• Maintain momentum by making annual improvement part of the systems
and process of the company
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FEIGANBAUM
Three steps to QualityQuality LeadershipModern quality technologyOrganizational commitment
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According to Phil Crosby, Quality is . . .
An attitude:- Zero Defects- Continuous Improvement
A measurement:- Price of Conformance, plus- Price of Nonconformance (defects)
History of Total Quality
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Steps for quality improvement• Management commitment• Quality measurement are established for every activity• Cost of quality is estimated to identify areas of improvement• Quality awareness is raised among all employees• Corrective action is taken• Zero defects is planned• Supervisor training in quality improvement• Goal setting for individuals• Remove errors by having employees inform management of problems• Recognition for those who reach quality goals• Do it all over again
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CONWAY
Six tools for Quality improvement• Human relation skills• Statistical survey• Simple statistical techniques – charts and
diagrams• Statistical process control• Imaging concept in problem solving• Industrial engineering
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Taguchi
• Seven points of Taguchi• Product quality is measured by total loss to society created by that
product• Continuous Qlty Improvement and cost reduction is necessary to survive
in world competition• Quality improvement requires std nominal values• Qlty loss is proportional to the square of deviation of performance from
the nominal value• Product and process design has an imp impact on products quality• Reduce performance variation• Use statistical designed experiment to reduce errors
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From Motivation through fear and loyalty
To Motivation through shared vision
Attitude: “It’s their problem” Ownership of every problem affecting the customer
Attitude: “the way we’ve always done it”
Continuous improvement
Decisions based on assumptions/ judgment calls
Decisions based on data and facts
Everything begins and ends with management
Everything begins and ends with customers
Crisis management and recovery Doing it right the first time
Choosing participative OR scientific management
Choosing scientific AND participative management
TQ: Transforming an Organization
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Continuous Process Improvement
• Process refers to business and production activities of an organisation
• Business processes-Manufacturing,Design, Sales,Purchase,Stores etc.are areas where non-conformance can be reduced and processes improved
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Continuous Process Improvement
•
INPUTMaterialsMoneyData,etc.
PROCESSPeopleEquipmentMethodEnvironmentMaterialsProcedures
OUTPUTInformationDataProductService,etc.
CONDITIONS
O/P
FEEDBACK
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Five ways to Improve a Process
• Reduce resources• Reduce errors• Meet or exceed expectations of
internal/external customers• Make the process safer• Make the process more satisfying to the
person doing it.
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Continuous Process Improvement
• Juran’s Trilogy• Shewhart’s Plan-Do-Study-Act cycle• Kaizen- making small incremental
improvements to the individual and the organisation. (Pgs. 140-160,Besterfield)
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Juran’s Trilogy
• Three components - PLANNING,CONTROL AND IMPROVEMENT
• Based on financial processes ,such as budgeting(planning), expense measurement(control), and cost reduction (improvement)
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Quality planning
Cost of poor quality
Operation region
Original zone of Quality control
New zone of quality control
Quality Control- during Operations
0
0
20
40
Time
Sporadic spike
Chronic waste Opportunity for improvement. Quality improvement
Lessons learned
The Juran Trilogy Diagram
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Four Improvement Strategies
• Repair• Refinement• Renovation• Re-invention
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Five types of Problems
• Compliance• Unstructured• Efficiency• Process Design• Product Design
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THE PDSA cycle
PlanPlan
DoStudy
Act Plan
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PDSA cycle- seven steps or phases
• Identify the opportunity• Analyze the current process• Develop the optimal solution(s)• Implement changes• Study the results• Standardise the solution• Plan for the future.
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Continuous Process Improvement cycle
Phase I Identify the Opportunity
Phase 2
Analyze the process
Phase 3
Develop the optimal solution(s)
Phase 4 ImplementationPhae 5 Study the results
Phase 7
Plan for the future
Phase 6
Standardise the solution
Act Plan
DoStudy
Phase I Identify the Opportunity
Phase 2
Analyze the process
Phase 3
Develop the optimal solution(s)
Phase 4 ImplementationPhae 5 Study the results
Phase 7
Plan for the future
Phase 6
Standardise the solution