the pioneers of tqm and their philosophies

The Pioneers of TQM and The Pioneers of TQM and their Philosophiestheir Philosophies

Name: VINEET KOHLI

Roll No: 0921001479

Subject :IMT -55

Concept of QualityConcept of Quality

Quality means conformance to specifications.

Quality is determined by what a customer wants and willing to pay for.

Quality means consistently producing products and services that give customers their money’s worth.

Concepts of Quality

Evolution of TQMEvolution of TQM

Quality Control:The approach of quality management that was product oriented and focused on correction of defects.

Quality Assurance:It focused on process control which is meant for online correction and prevention of defects.

TQM:It is a continuous improvement approach involving Customers,people,Process and leadership.

TQMTQM

A people focused management system that aims to integrate all activities,functions and processes within an organization for achieving continuous improvement in quality,cost,value and delivery of goods and services for continual customer satisfaction.

Four pillars of TQM are Customers,People,Process and Leadership

TQM-Objective

The objective of TQM is to ‘do the right things,right the first time every time.’

TQM is concerned with continuous improvement in all work,from high level strategic planning and decision making,to detailed execution of work elements on the shop floor.

TQM Model

Principles of TQMPrinciples of TQM

Quality can and must be managedEveryone has a customer and a supplierProcesses,not people are the problemEvery employee is responsible for qualityProblem must be prevented,not just fixedQuality must be measuredQuality improvements must be continuous

Principles of TQM(contd.)Principles of TQM(contd.)

The quality standard is defect free.Goals are based on requirements, not

negotiated.Talk Life cycle costs,not front end costs.Management must be involved and must

lead.Plan and organize for quality improvement.

Quality mastersQuality masters

Deming -known for statistical process control Juran -known for ‘Juran Trilogy” Crosby -known for four absolutes of quality Feignbaum - known for concept of TQM Ishikawa -known for QCC and Ishikawa diagram Taguchi -known for Taguchi loss Function Shigeo Shingo- known for JIT and Poka Yoke Masaaki Imai -known for Kaizen .

Philosophy of DemingPhilosophy of Deming

Deming emphasized the need for measurements and statistical analysis of data for determining the variations,and controlling the sources of errors.

His overall approach focused on improvement of processes and systems,rather than workers,in the cause and control of process variations.

PDCA Model

Deming’s 14 pointsDeming’s 14 points

1.Create consistency of purpose with plan 2.Adopt the new philosophy of quality 3.Stop the practice of mass inspection 4.Identify problems and work continuously for

improving the system 5.Change the focus from quantity to quality 6.Stop asking for productivity improvement without identifying and providing methods to achieve them without any risk of quality

Deming’s 14 points(contd.)Deming’s 14 points(contd.)

7.Adopt the method of training on the job. 8.End the practice of choosing suppliers based

purely on price. 9.Eliminate work standards that prescribe

numerical quotas. 10. Drive out fear from the mind of the people 11.Remove barriers to pride of workmanship. 12. Break down the barriers between departments.

Deming’s 14 points(contd.)Deming’s 14 points(contd.)

13.Institute vigorous education and training14.Create an appropriate management

structure for implementation and follow up of foregoing points for quality management in the organization.

Philososphy of JuranPhilososphy of Juran

Juran emphasized the need for planning,control and improvement of quality by management actions and problem solving techniques.

Unlike Deming,he focused on top-down approach to quality management and technical methods to solve problems rather than emphasizing on workers’ pride,motivation and satisfaction.

Jurans’s “Quality Trilogy”

Quality Planning:A process of pre-setting the quality goals and working out the preparations for meeting these goals.

Quality Control:The process for ensuring that quality goals are being achieved during the operations.

Quality Improvement:This is the process of solving the problems and for breaking through to higher levels of quality for superior performance.

Juran’s 10 pointsJuran’s 10 points

1.Build awareness of opportunities to improve.

2.Set goals for improvement.3.Organize to reach goals.4.Carry out improvement projects to solve

problems. 5.Provide training to people.

Juran’s 10 pointsJuran’s 10 points

6.Give recognition to quality7.Measure and report progress8Communicate results9.Keep the score10.Maintain momentum

Philosophy of CrosbyPhilosophy of Crosby

Crosby contributed by popularizing the concept of aiming for “zero-defect” as a standard for quality improvement and by advocating the system of managing quality by prevention of defects rather than inspection,detection and correction.

Crosby stresses on motivation and planning,and did not overemphasize on statistical techniques or problem-solving tools like Deming or Juran.

Crosby:Four absolutes for qualityCrosby:Four absolutes for quality

1.Quality is conformance to requirements, not ‘goodness’.

2.The system of achieving quality is prevention,and not appraisal.

3.The performance standard is “Zero-Defect”, not a subjective “close enough”

4.The measurement of quality is the price of non-conformance,and not indexes.

Crosby’s 14 pointsCrosby’s 14 points

1.Commitment of top management to quality.

2.Team approach to quality management3.Measurement of quality to identify the

areas for improvements4.System for measuring cost of quality5.Initiating corrective actions


6.Promoting quality awareness in the company

7.Planning “Zero-defect” programme8. Setting goals for improvement by

individuals and groups in the organization9.Organizing supervisory training for

employees


10.Promoting work systems for performing error free work.

11.Observe a “Zero-defect” day to stress upon the required quality standards.

12.Recognize those who meet their quality goals. 13. Constitute “Quality Councils” of quality

professionals to share experiences,problems and solutions.

14.”Do it all over again” for further improvement.

Zero-Defect

Philososphy of FeignbaumPhilososphy of Feignbaum

Feignbaum consolidated the pioneering works and thoughts,and evolved the concept of ”total quality control” by aiming at customer satisfaction as a means for success in an organization.

Philosophy of FeignbaumPhilosophy of Feignbaum

He put forward his concept of Total quality Control in the early 1960’s and developed the principle that quality is everyone’s job in the organization.

Unlike Deming and Juran, Feignbaum recommended the need for systems for integrating efforts to develop,maintain and improve quality by various groups in the company.


Like Juran ,he also emphasized planning quality in order to build it into the process at early stages of production as a key to successful quality management.


Complete satisfaction can only be achieved by offering essentially perfect goods and services whose quality is determined by the customers.

Quality would be the epicenter of competitive advantage.

Quality reduction failure is the way for accelerated growth in earnings and profit.

Philososphy of FeignbaumPhilososphy of Feignbaum

Employee involvement and teamwork should be encouraged for quality improvement.

Effective supplier partnership is essential for creating a seamless value chain among customers ,producers and suppliers.

TQM Model

Philosophy of IshikawaPhilosophy of Ishikawa

Ishikawa was the pioneer in popularizing company-wide quality control by introducing group activities in managing the quality ,which was later called Quality Control Circle where workers play a greater role than the quality specialists or supervisors.

Philosophy of Ishikawa

Quality Circle was defined as: a small group of working people who,under the leadership of their own foreman or supervisor,are trained to identify,analyze and solve quality related problems on a voluntary basis and present their solutions to their managers.

Philosophy of IshikawaPhilosophy of Ishikawa

Ishikawa also came up with the famous contribution of Ishikawa diagram also known as Cause and Effect diagram.

He also introduced the concept that the next process is your customer.

Ishikawa Cause-Effect diagram

Philosophy of TaguchiPhilosophy of Taguchi Taguchi was the first one to challenge the concept

that if manufacturers or process operators can keep the dimension between the defined limits(e.g upper and lower specifications),then the component is okay and quality –related costs are zero.

He showed that quality costs follow a quadratic function which increase as variability increases from the target dimension, irrespective of process parameters

Philosophy of TaguchiPhilosophy of TaguchiTaguchi’s theorem came to be known as

Taguchi’s Quality Loss Function(QLF) analysis.

Taguchi’s quality loss function is a graph in which the lowest point represents the minimum loss to the customers i.e. society.

Any deviation either way causes the cost axis to rise, i.e. larger variation cost to customer goes up.

Taguchi Loss Function

Philosophy of TaguchiPhilosophy of Taguchi

Taguchi defined quality as “the loss a product causes to the society after being shipped, other than any losses caused by intrinsic functions.

He suggested that QLF should be used during the early stages of design so that changes can be made as early as possible to reduce costs due to poor quality.

Philosophy of TaguchiPhilosophy of Taguchi

Taguchi’s philosophy is based on the premise that cost can be reduced by reducing variability and that quality automatically improves due to reduced variations.

Taguchi’s philosophy closely followed the principles of Deming and Juran.

Philosophy of Shiego ShingoPhilosophy of Shiego Shingo

Shiego Shingo is famous for Just-in-Time manufacturing.

Shingo introduced the revolutionary concept of managing production by “pull” process that ensures the right part at the right time, at the right place i.e just in time. This is known as Kanban in Japan or JIT in general

JIT Concept

JIT can also be defined as an operations management philosophy.Its dual objectives are,

To reduce wasteTo increase productivityJIT is also known as lean production or

stockless production.

JIT model

JIT improves profit and return on investment by reducing inventory levels,reducing variability,improving product quality,reducing production and delivery lead times and reducing other costs such as those associated with machine setup and equipment breakdown.

JIT concept

JIT is a method of producing what is needed when needed and no more.

It is based on two tenets:Elimination of waste and respect for

humans.It is applied to repetitive manufacturing

processes in which the same products and components are produced over and over again.

JIT Model


His other evolutionary concept is Poka-Yoke (mistake proofing) which focuses on:-

1. Prediction or recognition that a defect is about to occur, and then providing signals or warning.

2.Detection or recognition that a defect has occurred and the stopping the process so that no further defect can be produced.


Poka Yoke is a simple mistake proofing in manufacturing by using automatic or manual signals or methods to help avoid human errors and loss of value.

Poka Yoke techniques are often very simple like flashing of a light signal when the automatic or manual sensor detects the signal of malfunctioning or generation of defects.

Philosophy of Masaaki ImaiPhilosophy of Masaaki Imai

Masaki Imai is the father of Kaizen-the continuous improvement the technique practiced by the Japanese.

He emphasized the participation of people associated with the job or process for successful Kaizen application and called for Kaizen teams in the organization.

Philososphy of Masaaki Imai

Imai defined 5 elements of Kaizen team.They are :-

Personal disciplineImproved moraleParticipation in suggestion for improvementWorking through quality CircleTeamwork

Philosophy of Masaaki Imai

Kaizen is not a process that looks at radical measures to create drastic changes and immediate improvement ;it is a process of continuous long term approach to improvements with the help of people involved with the jobs.

Accordingly,he further developed the philosophy of Kaizen –gemba for a complete solution of manufacturing problems combining Kaizen, Gemba, Muda and JIT.

Bibliography

Total quality management—IMT CDLProduction and operation management-IMT

CDLhttp://csqa.infoOnline tutorials.Various websites.

Thank You

the pioneers of tqm and their philosophies

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