tqm adl-16-m
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1Quality
Quality
Quality – You know it when you see it
Fit for purposeMeets the customer’s requirements
Delighting the customer
OBJECTIVE
understand the meaning of quality
appreciate what quality costs are and the role of concepts in improving quality
understand the key elements of the total quality management (TQM) model
The Various Definitions of Quality
o Quality is important for at least two reasons– It effects all the other dime nsions of performance.– It contributes to increased profitability.
o There are five basic approaches to defining quality– Manufacturing based Error free and to specification .– User-based Products which are fit for purpose.– Product-based Possession of desirable attributes.– Value-based Related to the value of the product.– Transcendent Synonymous with innate excellence
o Quality could also be defined as “consistent conformance to customers’ expectations”.o Quality can only be designed and then built in. This requires the commitment of operational staff, and
that requires the commitment of all management.
2Quality
Quality Characteristics of Goods and Services
o Functionality Does the job for which it is intended.
o Durability Useful life of the product.
o Recovery Ease and efficiency of correction and resolution.
o Appearance Aesthetic appeal, look, feel, sound and smell.
o Contact Appropriate person to person contacts and interactions.
o Reliability Consistent performance over time
3Quality
Quality of Design and Conformance
Marketing Customer
People and SkillsEquipmentMaterialsMethods
Quality
Quality of design
Specification
Standard ofconformance
Innovation
4Quality
Quality CostsI n
crea
sin
g q
ual
i ty
cost
s
Increasing ability to meet customer requirements
Failure costs
Appraisal costs
Prevention costs
o Quality Related Costs– INTERNAL – wasted time –
rework – scrap – repair – bad feelings
– EXTERNAL – Customer complaints – claims – lost orders – lost goodwill
o Appraisal– Inspection – measurement –
testing - checking
o Prevention– Training – Process control –
systems / process design – product design – problem solving
5Quality
The Leaders (The Gurus)
W Edwards Deming Problem solving, management issues,14 points.Joseph Juran Quality must be planned and be an integral part of management control.Armand Feigenbaum Originator of Total Quality ControlKaoru Ishikawa Simplification and spread of statistical tools.Shigeo Shingo Minimum Prototyping, SMED, TPS Taiichi Ohno Vice President Toyota, TPS.
Juran - Quality Planning Road Map
1. Identify who the customers are.
2. Determine customers’ needs.
3. Translate those needs into our language.
4. Develop a product that responds to those needs.
5. Optimise those products so that they meet our needs as well as customer needs.
6. Develop a process which is able to produce the product.
7. Optimise the process.
8. Prove that the process can produce the product under operating conditions.
9. Transfer the process to operations.
6Quality
Deming - 14 Points
1. Create constancy of purpose. 2. Adopt a new philosophy. 3. Cease dependence on inspection. 4. End awarding business on price. 5. Improve constantly. 6. Institute training. 7. Institute leadership. 8. Drive out fear. 9. Break down barriers between departments.10. Eliminate slogans and numerical targets.11. Eliminate quotas, work standards and MbO.12. Remove barriers that rob people of their right to pride of workmanship.13. Institute an education and self improvement program.14. Put everyone in the company to work to accomplish the transformation.
P
D
C
A
The PDCA Cycle
The basis forcontinuous
improvement
“Improvement of quality transfers wasteof man hours and of machine time into the manufacture of good product andbetter service. The result is a chain reaction - lower costs, better competitive position, happier people at work, jobs and more jobs.”
Out of the Crisis W. E. Deming. 1982
7Quality
Feigenbaum - Total Quality Control
is a company wide process.
is what the customer says it is.
and cost are a sum not a difference.
requires individual and team zealotry.
is a way of managing.
and innovation are mutually dependent.
is an ethic.
requires continual improvement.
is the most cost effective and least
capital intensive route to productivity.
is implemented with a total system connected to customers and suppliers
QUALITY
‘The agreed company-wide and plant wide operating work structure, documented in effective, integrated technical and managerial procedures, for guiding the co-ordinated actions of the people, the machines and the information of the company and plant in the best and most practical ways to assure customer quality satisfaction and economical costs of quality.’
Feigenbaum A. V., Total Quality Control. 1985
8Quality
The 7 (old) Tools of Quality - Quality Circles
Pareto Charts
Cause and Effect Diagrams
Flow Charts
Check Sheets
Scatter Diagrams
Histograms
Shewart’s Control Charts (Statistical Process Control)
ParetoCause and Effect
SPC
Histograms
Check sheets
X
X
XX
X
XX
X
X
X X
X
XX
XX
X
XX
X
X
X
Scatter diagrams
Flow charts
No
Yes
Shigeo Shingo - Taiichi Ohno - Kaoru Ishikawa
The Seven (old) Tools of Quality Management
Quality Circles
The Toyota Production System
Single Minute Exchange of Dies (SMED)
Poke Yoke (error proofing)
Quality Function Deployment
9Quality
So far then, it appears to be better ............
o to produce with people than without.
o to use all of the person.
o to build slack into the system.
o to exert local control over work and for local workers to exert it, in effect
for control to move down.
o if system dictated activities are not overt.
o to move to village production units or communities of producers.
o to remember that the person, is as critical as the process, is as critical
as the product.
10Quality
o Who are my immediate customers?
o What are their true requirements?
o How do or can I find out what their requirements are?
o How can I measure my ability to meet their requirements?
o Do I have the necessary capability to meet the requirements? (If not what must change?)
o Do I continually meet the requirements? (If not what prevents this?)
o How do I monitor changes in requirements?
o Who are my immediate suppliers?
o What are my true requirements? (Also. What are their requirements)
o How do I communicate my requirements?
o Can my suppliers measure and meet my requirements?
o How do I inform them of changes in my requirements?
Customers and Suppliers
Customers can be free!or have a degree of constraint placed upon them
11Quality
Expectations (again!)
1. What does my customer expect of me ?
2. What do I expect from my customer ?
One supplierThree customers
Twelve expectations
Wherever possiblemake expectations explicit.
Machin J L J., 1980. Expectations Approach. Improving Managerial Communication and Performance. McGraw Hill.
1
2
2
2
4
4
4
11
3
3
3
3. What do I think my customer expects of me?
4. What does my customer think my expectations are?
12Quality
Total Quality Management Model
Process
Teams
ToolsSystems
Culture Communication
Commitment
upplierustomerCS
Oakland JS., 1994. Total Quality Management, Butterworth and Heinemann.
13Quality
“Quality and the Chain Reaction”
o What is the central principal of the TQM approach to quality improvement?
o How does the supplier/customer quality chain help us improve quality ?
o What would you see as being the biggest implementation problem that would need to be overcome in order to adopt TQM?
14Quality
The Standards. Quality as Conformance – Documented Systems
Write down what you do
Justify what you do
Do what is written
Record what you did
Review what you did
Revise what you will do
Correctiveloop
o A fully documented quality system will ensure that two major requirements are met:
– CUSTOMER'S REQUIREMENTS For confidence in the ability of the supplier to deliver consistently desired product or service
– ORGANISATION'S REQUIREMENTS Internal and external quality at optimal cost
– EFFICIENT UTILISATION of RESOURCES
• Material• Technology• People
In other words – we are setting conformance standards against which we can be measured and against which, we can measure others.
15Quality
Adair’s philosophy of working
To develop an environment that will capitalise on all resources to make continuous improvements
Task
Team Individual
ResponsibilityRecognition
DisciplineTrainingCooperation
ObjectiveResults
J. Adair. The Action Centred Leader (1973)
16Quality
Independence to interdependence through teamwork
Independence
Exchange of basic information
& ideas
Interdependence
Freecommunication
Trust
Little sharingof ideas
& information
This develops intoexchange of feeling and
sharing data
The turning pointfor the team
approachthe elimination of fear
A progressivedevelopment whichaccelerates rapidly
following establishmentof trust
Critical for continuingimproving & realproblem solving
TEAMWORK
INDIVIDUALS
www.dti.gov.uk/quality/people
17Quality
A Structure for Managing Quality
Chief Executive
Quality Council
Process Quality TeamsTQM Steering Committees
Quality improvement teamsor quality circles
Broad employee involvement
TQM Implementation
Training for Quality
Teamwork for Quality
Control for Quality
Capability for Quality
System for Quality
Design for Quality
Planning for Quality
Cost of Quality
Measurement of Quality
Policy on Quality
Commitment to Quality
Understanding of Quality
SUPPORT
Oakland JS., 1994. Total Quality Management.
18Quality
Business Excellence Model - EFQM
LEADERSHIP (10%)
PEOPLE MANAGEMENT (9%) PLANNING (8%) RESOURCES (9%)
PROCESSES (14%)
PEOPLE SATISFACTION (9%)
CUSTOMER SATISFACTION (20%)
COMMUNITY SATISFACTION (6%)
UNIT RESULTS (15%)
RESULTS
ENABLERS
19Quality
Leadership : how our business leaders behave in support of excellence
Policy and Strategy : how we produce plans and make them happen
People: how we recruit, train, develop and involve people
Partnership & resources : how we manage and use our resources
Processes: processes are a clear and understood way in which we do things in our business
Customer results: are we meeting our customers’ needs? Are they satisfied?
People results: are we satisfied employees?
Society results: are we meeting the needs of the community? Are they satisfied?
Performance indicators: are we meeting our targets?
Business Excellence Model - EFQM (2)
20Quality
Quality Systems and Must …
o There must be agreed requirements, for both internal and external customers.
o Customers’ requirements must be met first time every time.
o Failure must be recognised and recovered from.o There must be a focus on the prevention of problems, rather than an
acceptance (and pride) in being able to fire fight.
o Quality improvement can only result from planned management action
o Every process (and activity) must be identified and ‘must’ add value.
o Everybody must be involved, from all levels and across all activities.
o There must be an emphasis on measurement to help to assess and to meet
requirements and objectives.
o A culture of continuous improvement must be established
o An emphasis must be placed on promoting activity.
(Adapted from Flood 1993)
21Quality
We Covered
o The meaning of quality
o Definitions of quality
o A very brief look at the costs of quality
o The Gurus: – Deming, Juran, Feigenbaum, Ishikawa, Oakland
o Customer Supplier chains
o Expectations
o Models for implementation
o Documented systems – Conformance (very, very briefly)
o The EFQM model (very, very briefly)
o The steps to implementation
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