total quality management - uniwersytetradom.pl · total quality management karel de...
TRANSCRIPT
TOTAL QUALITY MANAGEMENT
Karel de Grote-Hogeschool Antwerpen
Ing. Emiel Billiet & Ing. Erwin Smet Co-ordinator Total Quality Management
Faculty of Industrial Sciences and Technology
Part 1: Introduction in Total Quality Management • Quality • Kaizen • Deming Cycle • Problem Solving Model • Problem Definition
Part 2: Creativity • Definition • 37 ways ... to innovate • Measuring Creativity • Restraints • Lateral Thinking
Part 3: Some Quality Management Tools
• Brainstroming • Ishikawa Diagram
Part 4: Workshop
Content
“Quality is how far a product satisfies the demands of the customer in particular and of the society in general.” how far to measure, to compare product services, software, hardware,
processed materials (ISO 9000:2005)
demands specifications, directives, etc. customer organization or person who will decide society legislator, consumer organizations, etc.
“Quality: degree to which a set of inherent characteristics fulfils requirements.” (ISO 9000:2005)
Quality: definition(s)
Process-based quality management system
(ISO 9000:2005)
“KAIZEN means ongoing improvement involving everyone - top management, managers, and workers.” (Masaaki Imai)
KAI = CHANGE ZEN = GOOD KAIZEN= CONTINUOUS IMPROVEMENT
KAIZEN = small steps
KAIZEN
PLAN: Develop a plan for improvement DO: Execute that plan CHECK: Check (“study”) results and look to expectations ACT: Make sure that the problem can’t occur again by defining or adapting standards
Deming Cycle
Definition of the problem
Problem analysis
Search for causes
Development of a remedy
Establishing a plan for
implementation
Execute that plan
Check whether the suggested
improvement has been realized
Make or adjust a standard to assure
that the problem can’t arise again
PLAN
DO
CHECK
ACT
Problem Solving Model
PPD items:
• Process week-end traffic
• Parameter number of dead young people
• Direction reduction by 30%
Example: Reduce the number of dead young people in week-end accidents by 30%
Problem Definition
9
= attitude, way of living, …
never being satisfied … be open to alternative approaches be open to ideas of others never consider ideas as worthless
Creativity
10
= “a mental and social process involving the generation of new ideas or concepts, or new associations of the creative
mind between existing ideas or concepts,
creativity is fueled by the process of either conscious or unconscious insight.”
Creativity
11
break through of patterns, habit
and certainty
Creativity
12
37 ways … to innovate
a “checklist”
inspiration sources for product ideas or product development.
based on successful innovations, important trends, principles or evolutions.
useful in individual or group brainstorms
browse systematic or let you inspire at random
www.newshoestoday.com
Starting conditions:
• everybody knows the rules
• appoint a facilitator (coordinator)
• appoint a recorder
• participants should be complementary rather
than supplementary
• lay-out of the meeting room: participants facing
a whiteboard, flipchart, … (= the problem) not
one another
BRAINSTORMING
Goal: creatively generating lots of
new ideas in a short period
HACKETT, D. & MARTIN, C.L., FACILITATION SKILLS FOR TEAM LEADERS,
Menlo Park, 1993, p. 31
Rules:
• the group has 6 to 12 participants, equal in status
• every participant in turn gives one idea
• every idea is exposed (blackboard, slide, paperflap, etc.)
• do not criticize (no matter how foolish an idea may seem)
• quantity rather than quality
• find other ideas through association, combination,
mutation, …
• continue until everyone has emptied his brain
HACKETT, D
. &
MARTIN
, C.L
.,
FACIL
ITATIO
N S
KIL
LS F
OR T
EAM
LEAD
ERS,
M
enlo
Park
, 1993, p.
67
BRAINSTORMING
Ishikawa Diagram
in other words:
to order,
to group,
to look for relations,
to remove,
etc.
Cause-Effect Diagram, Fishbone diagram
Goal: identifying and structuring the causes of a
given effect
BRASSARD
, M
., T
he m
em
ory
Jogger
Plu
s+
Featu
ring t
he
Seven M
anagem
ent
and P
lannin
g T
ools
, Bosto
n,
1989
Steps:
• define the problem (“effect”)
• make a list of causes (brainstorming)
• define some categories (primary cause area’s)
Four or Six Ms’
• assign the different causes to the categories
Ishikawa Diagram
(EVANS, J. & LINDSAY, W., The management and control of quality, s.l., s.d., p. 262.)
19
Definition of the problem
Problem analysis
Search for causes
Development of a remedy
Establishing a plan for implementation
Execute that plan
Check whether the suggested improvement has been realized
Make or adjust a standard to assure that the problem can’t arise again
PLAN
DO
CHECK
ACT
Creativity
20
Creativity quotient? Torrance Test of Creative Thinking (1974):
fluency
flexibility
originality
elaboration
Measuring Creativity
21
Lateral thinking
“The natural search for alternatives takes place when the obvious approach is seen to be inadequate, or when there is no obvious
approach. The lateral search for alternatives takes place even when there is an obvious approach which seems highly satisfactory.”
E. De Bono
22
= method of thinking by changing concepts and perception
only using traditional step-by-step logic
recognize dominant ideas that polarize
perception of a problem
search for different ways of looking at things,
relaxation of rigid control of thinking
use of chance to encourage other ideas
Lateral thinking