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