Download - c4871Quality Gurus
-
8/3/2019 c4871Quality Gurus
1/32
Quality Gurus
-
8/3/2019 c4871Quality Gurus
2/32
21/9/2012
PLAN
CHECK
DOACT
TheDeming Cycle or PDCACycle
(Originally developed by Walter She wart)
Plan a change to the process. Predict
theeffect this change will have and plan
how theeffects will bemeasured
Implement the change
on a small scale and
measure theeffects
Adopt the change as a
permanent modification
to the process, or
abandon it.
Study the results to
learn what effect the
changehad, ifany.
-
8/3/2019 c4871Quality Gurus
3/32
31/9/2012
Improve Quality
Productivity improves
Provide jobs and
more jobs
DemingsChain Reaction
Cost decreases because
ofless rework, fewer
mistakes, fewer delays,snags, better use of
machine time and
materialsStay in business
Capture themarket with
better quality and lower price
-
8/3/2019 c4871Quality Gurus
4/32
41/9/2012
Demings 14 Points for Managers
1. Create constancy of purpose toward product
quality to achieve organizational goals.
2. Refuse to allow commonly accepted levels of
poor quality.
3. Stop depending on inspection to achieve
quality.
-
8/3/2019 c4871Quality Gurus
5/32
51/9/2012
Demings 14 Points for Managers
4. Use fewer suppliers, selected based on
quality and dependability instead of price.
5. Install programs for continuous improvement
of costs, quality, service, and productivity.
6. Train all employees on quality concepts.
-
8/3/2019 c4871Quality Gurus
6/32
61/9/2012
Demings 14 Points for Managers
7. Focus on supervision on helping people to do
a better job.
8. Eliminate fear, create trust, and encourage
two-way communications between workers
& managers.
9. Eliminate barriers between departments and
encourage joint problem solving.
-
8/3/2019 c4871Quality Gurus
7/32
71/9/2012
Demings 14 Points for Managers
10 Eliminate the use of numerical goals and
slogans to make workers work hard.
11 Use statistical methods for continuous
improvement of quality and productivity of
numerical quota.
12 Remove barriers to pride of workmanship.
-
8/3/2019 c4871Quality Gurus
8/32
81/9/2012
Demings 14 Points for Managers
13. Encourage education and self improvement
for everyone.
14. Define clearly managements permanent
commitment to quality and productivity.
-
8/3/2019 c4871Quality Gurus
9/32
91/9/2012
Philip B Crosbys Concept
1. Quality definition :- Conformance to
requirement
2. System of quality is prevention, not
appraisal.
3. Performance standard is Zero defect.
4. Measurement is price of conformance.
-
8/3/2019 c4871Quality Gurus
10/32
101/9/2012
Crosbys 14 Steps for Quality Improvement
1. Ensure that the management is committed to
improve quality.
2. Appoint an inter department management
level quality improvement team to direct the
effort.
3. Measure the quality status ( errors, rework).
-
8/3/2019 c4871Quality Gurus
11/32
111/9/2012
Crosbys 14 Steps for Quality Improvement
4. Evaluate the cost of quality.
5. Ensure that all personnel have quality
awareness in regard to costs, benofots etc.
Communicate quality aspects regularly.
6. Take ongoing corrective actions.
-
8/3/2019 c4871Quality Gurus
12/32
121/9/2012
Crosbys 14 Steps for Quality Improvement
7. Plan for zero defect.
8. Starting with management, provide training
to all employees.
9. Hold a Zero day to kick off quality
program.
10. Set goals for improvement.
-
8/3/2019 c4871Quality Gurus
13/32
131/9/2012
Crosbys 14 Steps for Quality Improvement
11. Remove causes of errors.
12. Award employees for goal achievement and quality
improvement.
13. Establish a quality council composed of a team.
Chair person. And quality professionals to direct
the quality improvement efforts.
14. Repeat the process at the beginning at step 1 & do it
all over again.
-
8/3/2019 c4871Quality Gurus
14/32
141/9/2012
Juran Quality Trilogy
1. Quality planning.
2. Quality control.
3. Quality improvement.
-
8/3/2019 c4871Quality Gurus
15/32
151/9/2012
1. Quality Planning
Identify the customers.
Determine the customers needs.
Develop product features.
Establish quality goals.
Develop a process. Prove process capability.
-
8/3/2019 c4871Quality Gurus
16/32
161/9/2012
2. Quality Control
Choose what to control.
Choose units of measurement.
Establish standards of performance.
Measure actual performance.
Interpret the difference (actual versus
standards). Take action on the difference.
-
8/3/2019 c4871Quality Gurus
17/32
171/9/2012
3. Quality Improvement
Identify specific projects for improvement.
Organize to guide the projects.
Organize for diagnosis - for discovery of
causes.
Provide remedies.
Provide for control to hold gains.
-
8/3/2019 c4871Quality Gurus
18/32
181/9/2012
Genichi Taguchi
Japanese engineering specialist and a qualityconsultant.
A leading exponent of statistical methods.
Consulted leading companies such as Fordand IBM.
-
8/3/2019 c4871Quality Gurus
19/32
191/9/2012
Genichi Taguchis Philosophy
Contends that constant adjustment of productionmachines to achieve consistent product quality is noteffective.
Statistical process control techniques cantcompensate for poor quality of design.
Instead, products should be designed so that they arerobust enough to function satisfactorily despite
variations on the product line or in the field. Improved quality of a product or process represents
lower loss to society.
-
8/3/2019 c4871Quality Gurus
20/32
201/9/2012
Taguchis Steps
4. Identify the control factors.
5. Design the matrix, experiment and define the data
analysis procedure.
6. Conduct the matrix experiment.
7. Analyze the data, determine the optimum levels for
the control factors, and predict the performance.8. Conduct the verification experiment and plan future
actions.
-
8/3/2019 c4871Quality Gurus
21/32
211/9/2012
Armand V Feigenbaum
Concept of Total Quality Control.
Product quality is more important than the
production rate.
Responsibility for quality rests with the
persons who are directly related. Even workers
are given the authority to stop productionwhenever quality problems occur.
-
8/3/2019 c4871Quality Gurus
22/32
221/9/2012
Kaoru Ishikawa
Credited with concept of Quality Circles.
A quality circle (QC) is a small group of employees (
not more than 9 ), who volunteer to meet regularly toundertake work related projects designed to advancethe company, improve working conditions, tooldesign, safety, maintenance etc.
Use of fish bone diagram to trace back customercomplaints about quality problems.
-
8/3/2019 c4871Quality Gurus
23/32
231/9/2012
Quality Gurus Compared
1. Definition
Crosby Deming Juran
Conformance to
requirement.
A predictable
degree ofuniformity and
dependability at
affordable cost to
suit the market.
Fitness for use.
-
8/3/2019 c4871Quality Gurus
24/32
241/9/2012
Quality Gurus Compared
2. Degree of Senior Managements
ResponsibilityCrosby Deming Juran
Responsible for
quality.
Responsible for
over 90% ofquality problems.
Less than 20% of
quality problemsare due to
workers.
-
8/3/2019 c4871Quality Gurus
25/32
251/9/2012
Quality Gurus Compared
3. Performance Standard
Crosby Deming Juran
Zero defects. Quality has many
scales, usestatistics to
measure
performance in
all areas, criticalof zero defects.
Avoid campaign
to do perfectwork.
-
8/3/2019 c4871Quality Gurus
26/32
261/9/2012
Quality Gurus Compared
4. General Approach
Crosby Deming Juran
Prevention, not
inspection.
Reduce
variability bycontinuous
improvement,
stop mass
inspection.
General
managementapproach to
quality, especially
to human
elements.
-
8/3/2019 c4871Quality Gurus
27/32
271/9/2012
Quality Gurus Compared
5. Structure
Crosby Deming Juran
14 steps for
qualityimprovement.
14 points for
management.
Juran quality
trilogy for qualityplanning, control,
improvement.
-
8/3/2019 c4871Quality Gurus
28/32
281/9/2012
Quality Gurus Compared
6. SPC
Crosby Deming Juran
Rejects
statisticallyacceptable levels
of quality.
Statistical
methods ofquality control
must be used.
Recommended
SPC, but warnsthat it can lead to
tool driven
approach.
-
8/3/2019 c4871Quality Gurus
29/32
291/9/2012
Quality Gurus Compared
7. Improvement Basis
Crosby Deming Juran
A process, not
a program; setimprovement
goals.
Must be
continuous toreduce variations,
eliminate goals
that are without
methods.
Project-by-
project teamapproach, set
attainable goals.
-
8/3/2019 c4871Quality Gurus
30/32
301/9/2012
Quality Gurus Compared
8. Team Work
Crosby Deming Juran
By quality
improvementteams & quality
councils.
Employs
participation indecision making,
break down
barriers between
departments.
By team and
quality circleapproach.
-
8/3/2019 c4871Quality Gurus
31/32
311/9/2012
Quality Gurus Compared
9. Costs of Quality
Crosby Deming Juran
Cost of
nonconformanceQuality is free.
No optimum
cost. Continuousimprovement of
cost is possible.
Quality is not
free. There is anoptimum cost.
-
8/3/2019 c4871Quality Gurus
32/32
321/9/2012
Quality Gurus Compared
10. Purchasing & Goods Received
Crosby Deming Juran
Supplier is
extension ofbusiness. Most
faults are due to
purchases.
Inspection is too
late, it allowsdefects to enter
system.
Statistical
evidence andcontrol charts are
required.
Problems are
complex. Carryout formal
surveys.