Session 6 Deming
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Transcript of Session 6 Deming
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TOTALQUALITY
MANAGEMENT
SESSION 6
By: ZAHID HUSSAINM Phil: Total Quality Management
B. Sc Engineering (Chemical)Quality Trainer
Lead Auditor 5-SIRCA Lead Auditor ISO-9001-2000
IRCA Lead Auditor ISO-14000-2004
IRCA Lead Auditor OHSAS 18000-2007
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Dr. Edward W. Deming(Management Philosophy
and Systems) (1900-1993)The Statistician USA
Dr. Joseph M. Juran(Quality Trilogy)
(1904-2008 -103years age)- USA-
industrial engineer
Mr. Philip CrosbyZero defects and Cost of
quality) (1926 -2001)Age 75) USA.
Dr. Kaoru Ishikawa
Simple tools, QCC, Company-wide quality) (1915-1989)
Age-74, Japan,
Mechanical Engineer
Dr. Genichi Taguchi
(Loss Function), 1924- 198965 years, Japan, Textile
Engineer
Leaders in Quality RevolutionDr Walter A Shewhart(Statistical Process Control)
(1891-1967- 76 years age)PhD in Physics USA
Dr. FeigenbaumPhD Economics (First linesupervision leadership, Company
wide quality control, (1944 -1993) Age 49) USA.
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Dr. Edward Deming(Management Philosophy and systems)
Prophet of the Quality (According to Japanese)
Non Faulty System Continual Improvement (PDCA Cycle)
System of Profound Knowledge(How complex organizations work, Long-term improvements in quality and efficiency)
Appreciation for a system Understanding Variation Theory of Knowledge( ideas to improve products or processes based on current knowledge and theories.
theories can be wrong so we must actively check to find out if they are correct.PDCA)
Knowledge of Psychology( Study of the human mind, including how people act and interact in different situations )
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Three Levels of Quality
Organizational Level
Meeting external customer requirements
Process Level Linking external & internal customerrequirements
Performer Level
Meeting internal customer requirements
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Deming Chain Reaction
Improve Quality
Cost Decrease
Productivity Improves
Increase Market Share withBetter and Lower Price
Stay in Business
Provide jobs and more jobs
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DEMING: 14 Points1. MANAGEMENT COMMITMENT:Create constancy of purpose towards
improvement of product and service, with the aim to becomecompetitive, stay in business, and to provide jobs.
Constancy of purpose means:innovate -- spend resources for long term planning vs. quick profitsInvest in research and educationNo innovation without research, and no research without training & educationContinuous improvement of the right products (and/or the right type of
service) in the right marketInvest in maintenance -- malfunctions in machinery, process, and tools
introduce defects
only top management can establish the constancy of purposeMake policy ,establish a set of core values ,adopt and publish the missionLeadership, fire prevention vs. fire fighting, do long term planning
where do we want to be in certain future period from now? by which
method? And provide a road map for the organization to follow
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DEMING: 14 Points2. LEARN THE NEW PHILOSOPHY:Adopt the new philosophy. We are in a new
economic age. Western management must awaken to the challenge, mustlearn their responsibilities, and take on leadership for change.
Customer-centric , Looks after the need of the customers,
Don't accept poor quality, poor workmanship,
Negativism is unacceptable,
Set a pattern of continuing improvement
Use measurement, recognize the economic loss for any deviation from target value
Customers don't often complain, they just switchManagement must face the challenge, must learn their responsibilities, and
give the leadership for change
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DEMING: 14 Points3. UNDERSTAND INSPECTION:Cease (Stop) dependence on inspection
to achieve quality. Eliminate the need for inspection on a mass basis bycreating quality into the product in the first place.
inspection is used because experience has indicated a high error rate forthe underlying processes. If the error rate is reduced sufficiently, it
will no longer be necessary to inspect every action.Unfortunately, when error rates increases, trained workersand management is to spend more time checking for errorsinstead of attempting to improve the underlying processes:
4. END PRICE TAG DECISIONS:End the practice of awarding business
on the basis of price tag. Instead minimize total cost. Move towards a singlesupplier for any one item, on a long term relationship of loyalty and trust.
5. IMPROVE CONSTANTLY: Improve constantly and forever thesystem of production and service, to improve quality and productivity,and thus constantly decrease costs.
6. IMPROVE JOB SKILLS: Institute training on the job. (Training manuals and
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DEMING: 14 Points7. INSTITUTE LEADERSHIP:The aim of supervision should be to help people and
machines and gadgets to do a better job. Supervision of management is in need ofoverhaul as well as supervision of production workers.
strategic vision, a leader to accomplish transformation in the organization. Hepossesses knowledge, personality, and persuasive power, a coach who removesobstacles, Leaders must know the work that they supervise, "Follow me" shouldhelp people, machines and gadgets to do a better job, provide training or
instruction; never stop learning not afraid of the responsibility, listen and learnwithout passing judgment Engages in informal, unplanned conversation with everyteam member at least once a year to listen and understand their aims, hopes, andfears
Supervisor Says. ---"keep quiet" about problems.Managers resolve conflict either through coercion or compromise.Leader gets conflict out into the open so that differences can be addressed
and win-win solutions can be pursued in place of win-lose decisions.
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DEMING: 14 Points8. DRIVE OUT FEAR: Drive out fear, so that everyone may work effectively for
the companyFear will cause people to play defense. Fear will inhibit them from sharing withmanagement a real view and will make them unwilling to risk new ideas.
Continuous improvement need accurate data, If afraid workers will see thebad consequences of providing accurate data,
9. OPTIMIZE TEAM EFFORTS: Break down barriers between departments.People in research, design, sales, and production must work as a team, toforesee (predict) problems of production and in use that may be encounteredwith the product or service.
10. ELIMINATE SLOGANS:Deming attacks, without naming it, Crosby'sZero Defects Program.--system causes errors not workers
Eliminate slogans, exhortations, and targets for the work force that ask for zerodefects and new levels of productivity. - true change requires deepmanagement commitment, not superficial slogans [let people create theirown slogans, if they want them]
- slogans are no substitute for training or knowledge
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DEMING: 14 Points11. EMLIMINATES NUMERICAL QUOTAS & GOALS (Controversial)
quotas take accountability of numbers, not quality or methods -- theresponsibility ofsupervisors must be changed from sheer numbers toquality, quotas, such as "measured day work" or "rates" can cause highcost of quality. Quality is compromised to meet quota, the result is loss,
dissatisfaction, and turnover.12 REMOVE BARRIERS TO PRIDE IN WORKMANSHIP:
a). Remove barriers that rob the hourly worker of his right to joy ofworkmanship. The responsibility of supervisors must bechanged from sheer numbers to quality.
b). Remove barriers that rob people in management and inengineering of their right to joy of workmanship. This means
abolishment of the annual merit rating13. INSTITUTE EDUCATION: Institute a vigorous (forceful) program
of education and self-improvement.14. TAKE ACTION: Put everybody in the company to work to
accomplish the transformation. The transformation is everybody's
job.
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DEMING: 7 Deadly Diseases
Lack of constancy of purpose
Emphasis on short term profit
Evaluation by performance rating, Meritrating, or annual performance review
Mobility of Management
Running a company only on visible data
Excessive Medical Cost
Excessive Cost of Warranty
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QUESTIONS