PHILOSOPHIES OF TMQ
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This document discusses several influential leaders in the quality revolution: - W. Edwards Deming focused on continual quality improvement through reducing uncertainty and variability, driven by top management leadership. His 14 Points emphasize statistical process control and eliminating fear in the workplace. - Joseph Juran proposed a quality trilogy of quality planning, improvement, and control. He defined quality simply as "fitness for use." - Philip Crosby advocated that quality is free through preventing defects and emphasized conformance to requirements and zero defects. - Armand Feigenbaum promoted a three step approach to quality involving quality leadership, modern technology, and organizational commitment through training.
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This document summarizes the contributions of several quality gurus: W. Edwards Deming, Joseph Juran, Philip B. Crosby, Tom Peters, and Kaoru Ishikawa. It describes their backgrounds and highlights some of their most important contributions to total quality management (TQM). Deming is known for his 14 points and system of profound knowledge. Juran developed the concepts of strategic quality management and quality planning. Crosby introduced the concepts of quality is free and zero defects. Peters emphasized customer orientation, leadership, and quality attributes. Ishikawa is renowned for developing quality circles.
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Joseph Juran was a quality expert known for his work on quality management and quality control. Some of his major contributions include:
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- Publishing the "Quality Control Handbook" in 1951 which was influential in the development of quality management approaches.
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Joseph Juran was a quality expert known for his work on quality management and quality control. Some of his major contributions include:
- Developing the concept of the "Pareto principle" which states that 80% of problems come from 20% of causes.
- Publishing the "Quality Control Handbook" in 1951 which was influential in the development of quality management approaches.
- Providing seminars on quality to Japanese executives in 1954 which helped spur quality improvements in Japanese industry.
- Publishing "Managerial Breakthrough" in 1964 which outlined principles of quality planning and quality improvement.
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2. The quality gurus had a significant impact on
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Slide presentation opm
The document summarizes the philosophies and contributions of several quality management gurus:
- William Edwards Deming emphasized continuous process improvement to reduce costs and increase quality. He developed the Deming Chain Reaction and 14 Points for quality management.
- Joseph Juran developed the Juran Trilogy for quality planning, control, and improvement. He sought to improve quality through strategic business planning.
- Philip Crosby defined quality as conformance to requirements. His concepts included "quality is free" and establishing a goal of "zero defects." He developed the 14 steps for quality improvement.
- Kaoru Ishikawa contributed the "Seven Tools of Quality" and emphasized that quality begins and ends with education.
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This document provides an overview of Total Quality Management (TQM) concepts from several quality experts. It defines TQM as a comprehensive, organization-wide effort to improve quality through management of quality in all processes, functions, products and services. Key aspects discussed include Deming's 14 points of management, Juran's quality trilogy, Crosby's zero defects program, Shewhart's contributions to statistical process control, and the emphasis on continuous improvement, customer focus, employee empowerment and team-based approaches.
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This document discusses the philosophies and beliefs of quality pioneers Walter Shewhart, W. Edwards Deming, and Joseph M. Juran. It provides biographical details and outlines their key contributions to developing concepts of statistical process control and quality management. Deming and Juran helped revive post-war Japanese industry and advocated for a preventative approach focusing on systems and continuous improvement over mass inspection. Both played major roles in establishing quality principles still used today.
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1. The document summarizes the contributions of 8 quality gurus to Total Quality Management (TQM): W. Edwards Deming, Joseph M. Juran, Philip Crosby, Genichi Taguchi, Kaoru Ishikawa, H. James Harrington, Yoshio Kondo, and Dr. Shigeo Shingo. It discusses each of their major contributions, including Deming's 14 points, Juran's quality trilogy, Crosby's four absolutes of quality management, and tools/methods developed by the others like Ishikawa's fishbone diagram, Taguchi's loss function, and Shingo's zero quality control concepts.
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W. Edwards Deming was an American statistician and business consultant considered the father of the modern quality movement. He received engineering and statistics degrees from the University of Wyoming and Yale University. After World War II, Deming worked in Japan where he was influenced by their focus on statistical process control and total quality management. In 1982, Deming published "Out of Crisis" which outlined 14 points for effective quality management. Deming believed quality depended on management and people, not just products, and was a dynamic concept that changed with customer needs.
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Deming, Juran, Crosby, Peters, and Ishikawa are identified as the top five most influential quality gurus. Deming introduced the 14 points for quality management and emphasized a systems approach. Juran made significant contributions including the quality trilogy and Pareto principle. Crosby defined quality management absolutes like zero defects. Peters focused on customer orientation and attributes of quality revolution. Ishikawa developed the cause-and-effect diagram and emphasized internal customers and total quality control.
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The document discusses the quality philosophies of Deming, Juran, and Crosby. Deming emphasized continuous process improvement and reducing variation through his 14 points for quality transformation and PDCA cycle. Juran focused on quality planning, control, and improvement through the quality trilogy. Crosby defined quality as conformance to requirements and advocated for zero defects through his five absolutes of quality management.
Mdule 1 ii- qualitygurus
There are eight quality management gurus discussed in the document: W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Armand Vallin Feigenbaum, Kaoru Ishikawa, David A. Garvin, Shigeo Shingo, and Genichi Taguchi. Each guru made important contributions to total quality management. Deming focused on statistical process control and continuous improvement. Juran emphasized quality planning, control, and improvement. Crosby defined quality as conformance to requirements and introduced the concept of quality costs. Feigenbaum defined total quality management. Ishikawa developed quality control tools like cause-and-effect diagrams. Shingo invented just-in-time manufacturing
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Philip Crosby was an American businessman and author recognized as an influential quality management expert. He is known for developing concepts like "zero defects," which advocated doing things right the first time to reduce costs. Crosby also outlined four principles of quality management and a 14-step process for quality improvement. Both Taguchi and Crosby made significant contributions to the fields of quality engineering and management.
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Joseph Moses Juran was an American engineer and management consultant considered the father of quality control. He made significant contributions over his 70-year career, developing theories around quality management and total quality management. Some of his most important works included establishing the quality trilogy of quality planning, quality improvement, and quality control. He also authored several influential books and taught quality control concepts around the world, helping to transform approaches to quality management.
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Edwards deming (quality guru)
Dr. W. Edwards Deming was an American statistician and consultant who developed theories of quality management that came to be known as Total Quality Management (TQM). He taught Japanese businesses about statistical process control after WWII, helping them achieve major quality improvements. Deming's 14 Points outline his philosophy that quality should be the responsibility of management and continuous improvement is needed. His emphasis on customer focus, defect prevention, and teamwork revolutionized business practices and had a major impact on industries worldwide.
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The document provides a history of quality gurus and awards from 1901 to 2015. It summarizes key events and contributions including: Sir John Wolfe-Barry establishing standardization of iron and steel sections in 1901; Frederick W. Taylor publishing "The Principles of Scientific Management" in 1911; the formation of the American Society for Quality Control in 1946; Dr. Edward Deming helping Japanese industries after World War II in 1947; the establishment of the Deming Prize in 1951; and the introduction of Six Sigma at Motorola in 1986. It also profiles Malcolm Baldrige and William Edwards Deming, and outlines Deming's System of Profound Knowledge and his famous 14 Principles.
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This document provides an introduction to the work and teachings of W. Edwards Deming, a statistician and quality management consultant. It summarizes key quotes and concepts from Deming, including his System of Profound Knowledge (SOPK), the famous Plan-Do-Check-Act cycle, and his famous "14 Points" and "7 Deadly Diseases" of management. The document also describes a variant of the "Red Bead Experiment" activity used to demonstrate Deming's teachings in practice.
Gurus1 (2)
This document outlines eight quality management gurus: Deming, Juran, Crosby, Feigenbaum, Ishikawa, Garvin, Shingo, and Taguchi. It provides details on their philosophies and contributions to quality management, including Deming's 14 points, the PDCA cycle, and his seven deadly diseases. It also summarizes Joseph Juran's quality trilogy and Pareto analysis, as well as Philip Crosby's four absolutes and the costs of non-conformance. The document highlights Armand Feigenbaum's concept of total quality control and accountability for quality throughout an organization.
Quality presentation
W. Edwards Deming was a pioneer in quality management who developed the concept of common and special causes of failure. He established 14 points for quality improvement and identified 7 "deadly diseases" that hinder quality. Joseph Juran focused on fitness for use and strategic quality management. He developed an 80/20 rule and a quality planning process. Philip Crosby emphasized the idea that quality is free and developed a 14-step quality improvement program centered around zero defects. Tom Peters stressed hands-on leadership and customer focus. Kaoru Ishikawa pioneered quality circles in Japan as a means of team-based quality improvement.
Tqm introduction
Total Quality Management (TQM) is an integrated approach to improving quality at all levels of an organization. It involves putting customers first, making continuous improvements, aiming for zero defects, training employees, and involving all departments. TQM focuses on preventing defects through quality planning and inspection, rather than just finding defects after production. The costs of quality include prevention costs to avoid defects, appraisal costs to inspect for defects, and failure costs when defects occur internally or externally with customers. Earlier detection of defects results in lower costs to fix.
Presentation on Deming Philosophy
A presentation on Deming Philosophy by a group of students of Shyamoli Textile Engineering College Affiliated by Dhaka University.
Demings
This document provides an overview of Dr. W. Edwards Deming's quality management philosophy and its application to an IT department. It discusses Deming's biography and work helping Japanese businesses after World War II. It outlines Deming's system of profound knowledge and his famous 14 principles for management, which focus on continuous improvement, eliminating fear in the workplace, and management's commitment to quality. The document also covers Deming's views on the "seven deadly diseases" that can hamper organizations and how his philosophy can be implemented within an IT department to achieve quality.
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The document discusses the evolution of quality management from the 1920s to the 1980s. It began with inspecting products to meet specifications in the 1920s. Walter Shewhart developed statistical analysis and quality control charts in the 1930s. During WWII, statistical sampling and quality control charts were used to monitor production. In the 1950s-60s, quality began to encompass the entire organization, not just production. North America and Western Europe faced competition from Japan in the 1970s-80s due to Japan's ability to produce high-quality, low-cost goods.
Juran
Joseph Juran was an American engineer and management consultant. He was born in 1904 and studied electric engineering. In 1951, he published the Quality Control Handbook and pioneered the concepts of quality planning, quality control, and quality improvement, known as the Juran Trilogy. The Juran Trilogy established processes for meeting customer needs, reducing defects, and continuously improving quality. Key aspects of Juran's approach included applying the Pareto principle to focus on the most impactful quality issues and establishing quality councils to set targets and improve processes. Juran's work transformed quality management practices globally.
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Quality management gurus research by Behzaad Bahreyni
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The document summarizes the philosophies and contributions of several quality management gurus:
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- Joseph Juran developed the Juran Trilogy for quality planning, control, and improvement. He sought to improve quality through strategic business planning.
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The document discusses various philosophies and frameworks related to quality management. It introduces influential quality leaders like Deming, Juran, Crosby, and Ishikawa and summarizes their key contributions. These include Deming's system of profound knowledge, Juran's trilogy of quality planning, control, and improvement, and Crosby's view that quality should be defined as conformance to requirements. The document also discusses frameworks and standards like the Baldrige criteria, ISO 9000, and Six Sigma.
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Total Quality Management is a comprehensive, organization-wide effort to improve quality. It focuses on customer satisfaction by preventing defects and reducing variation. Key elements of TQM include leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into day-to-day operations through communication, teamwork, training, and statistical process control.
Ch 2 philosophies and frameworks (1)
This document discusses several influential thinkers in quality management including W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Armand V. Feigenbaum, Kaoru Ishikawa, and Genichi Taguchi. It provides overviews of their philosophies and frameworks, including Deming's system of profound knowledge, Juran's quality trilogy, and Crosby's view that quality should be defined as conformance to requirements. The document also discusses the Malcolm Baldrige National Quality Award and its criteria for performance excellence across leadership, strategic planning, customer focus, measurement and analysis, and business results.
Unit i tqm 2 marks
This document defines key concepts related to Total Quality Management (TQM). It defines quality according to different perspectives, lists the dimensions of manufacturing and service quality, and defines TQM. It also outlines the six basic concepts required for a successful TQM program, and tabulates the tangible and intangible benefits of TQM. Additionally, it provides the principles of TQM, obstacles to implementation, the need for quality, pillars of TQM, and differences between traditional and TQM culture. Key terms like quality circles, cause and effect diagram, zero defects, and quality loss function are also defined.
Mgt15ppt
This document provides an introduction to quality and performance excellence. It defines quality using terms like fitness for use, meeting customer expectations, and conformance to specifications. It discusses the importance of quality and provides a history of quality assurance. Key thinkers in the quality movement like Deming, Juran, and Crosby are introduced along with their philosophies and principles. The document outlines principles of total quality like customer focus, process orientation, continuous improvement, and leadership.
Tqm
The document discusses Total Quality Management (TQM). It defines TQM as a long-term strategy that aims for customer satisfaction, employee satisfaction, and quality improvement at all stages. TQM provides for continuous improvement through systematic and consistent involvement of all employees and departments. The key aspects of TQM include management commitment, meeting customer needs, preventing defects, employee training, and continuous measurement and improvement of quality.
TQM unit 1 - INTRODUCTION
Basic concepts, need, barrier, principles, Deming, Juran, Crosby contributions, quality council and statements
TQM UNIT I.pdf
The document provides definitions and concepts related to total quality management from various quality experts like Deming, Juran, Crosby and ISO standards. It discusses key TQM principles like management commitment, customer focus, continuous improvement. It also summarizes Deming's 14 points and PDCA cycle. Barriers to and benefits of implementing TQM are highlighted.
Tqm review-lecture-2010
Quality management concepts include defining quality as customer satisfaction and fitness for use. Total quality management (TQM) is an organization-wide effort to improve quality. Key elements of TQM are leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management tools like statistical process control.
Ch07
This document discusses quality management and operations. It begins with an overview of topics like the nature of quality, traditional versus modern quality management, quality recognition programs, and quality management in services. It then defines quality as meeting customer expectations and discusses dimensions and determinants of quality like design, production processes, conformance, and culture. Costs of quality like scrap, rework, and defective products are also reviewed. The document outlines traditional quality inspection and modern quality management approaches. It profiles influential quality gurus like Deming, Crosby, Feigenbaum, Ishikawa, Juran, and Taguchi and their contributions. Total quality management programs at companies are summarized. The document closes with discussions of just-in-time manufacturing
Tqm review-lecture-2010
This document discusses key concepts in quality management. It defines quality as meeting customer satisfaction through both product features and freedom from deficiencies. Total quality management (TQM) is described as an organization-wide effort to improve quality. Several quality gurus who contributed to the field are discussed, including Deming, Juran, and Crosby. The summary emphasizes the importance of continuous improvement, customer focus, and preventing defects to reduce costs.
Total quality management (TQM)
This document provides an overview of Total Quality Management (TQM) concepts and principles as outlined by several quality gurus. It discusses the key dimensions of product and service quality. It profiles several influential quality gurus including Deming, Juran, Crosby and their major contributions to TQM thinking. Deming emphasized the Deming cycle, his 14 points for management and the seven deadly diseases. Juran developed the quality trilogy of planning, control and improvement. Crosby proposed the six C's for quality education and the four absolutes of quality.
Lean Six Sigma- Internal Training Slides-1.pptx
1) The document describes an internal Lean Six Sigma Green Belt training course covering topics like the need for change, problem solving methodologies, and the evolution of Lean Six Sigma.
2) It discusses key figures in quality improvement like Deming, Juran, Ishikawa, Shingo, Crosby, and Baldrige and the philosophies and contributions they made to topics like statistical process control, the PDCA cycle, the seven basic quality tools, poka yoke, SMED, JIT production, and the Malcolm Baldrige criteria.
3) The training aims to help participants understand which problem solving methodology to apply based on the problem characteristics and select the appropriate tools to analyze and improve processes.
Quality Management
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
TQM PPT.ppt
Quality management involves defining quality, understanding customers and products, and implementing total quality management. Quality is defined as meeting customer requirements through both product design and conformance to specifications. Total quality management is an organization-wide effort to improve quality through elements like leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management techniques like statistical process control.
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Chapter 6 tqm high performance workforce management
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This document discusses various quality improvement processes and frameworks. It covers total quality management (TQM), process management frameworks, quality control cycles like Deming and Ishikawa cycles, benchmarking, and Six Sigma. The key steps in quality improvement processes are to design work processes, implement process control, and continuously improve processes using methodologies like PDCA (plan-do-check-act) cycle and benchmarking against best practices. The document also categorizes business processes into value creation and support processes and outlines frameworks for planning, controlling, and improving end-to-end business processes.
002b. tourism system
This document outlines the key elements of a tourism system based on three models: Leiper's model identifies three elements - the generating region, transit region, and destination region. Mill and Morrison's model focuses on the market, travel, destination, and marketing. Gunn's model emphasizes the supply and demand dimensions, identifying tourists as the demand side and facilities, attractions, and land uses as the supply side. It also discusses five basic travel motivations (physiological, cultural, social, spiritual, fantasy) and the three main supply side components: resources, government, and the tourism industry.
002a. evolution of tourism planning
Tourism planning became important in Malaysia due to the negative impacts of traditional tourism development, which focused on economic contributions without consideration for socio-cultural and environmental consequences. The rapid growth of tourism and lack of a single responsible agency led to unplanned, ad hoc responses to tourism's impacts. While planning cannot solve all problems, it can minimize negative effects, maximize economic returns, and encourage positive community support. Tourism planning in Malaysia follows a complex, three-tier system at the federal, state, and local levels, with the federal government having the highest authority. The planning process generally uses both top-down and bottom-up approaches but is predominantly top-down, with local communities consulted but not directly involved in decision making.
002a. evolution of tourism planning(1)
Tourism planning became important in Malaysia due to the negative impacts of traditional tourism development focused on economics, such as socio-cultural and environmental impacts. Tourism planning aims to minimize potential negative impacts, maximize economic returns, and encourage positive community response. The Malaysian planning system is complex with three tiers - federal, state, and local. Federal plans guide state and local plans. State governments implement projects while local communities provide input, though decision-making is predominantly top-down rather than bottom-up.
001. introduction to destination planning
This document outlines a lecture on basic approaches in tourism planning. It begins by defining planning as a process of organizing the future to achieve objectives, with elements of predictability. Major types of planning practiced today are then discussed, including economic development, physical land use, infrastructure, social facility, park and recreation, and corporate planning. Previously, emphasis was placed on rigid master plans, but contemporary approaches advocate for flexibility and incremental planning with continuous monitoring. The general approach now integrates all development aspects and involves the community in planning and decision making. The basic planning process includes study preparation, determining goals and objectives, surveys, analysis, plan formulation, recommendations, implementation, and monitoring.
Ch03 total quality management
This document discusses the concepts of Total Quality Management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and involving all employees. The key aspects of TQM include leadership commitment, meeting customer expectations, employee involvement, continuous process improvement, supplier partnerships, and performance measurement. TQM requires cultural changes like preventing issues rather than just detecting them. It also emphasizes long-term decision making and life-cycle costs over short-term gains and price. Proper implementation of TQM begins with top management commitment and establishing a quality council to develop strategies and monitor progress.
Chapter 3 and 4 tqm (2) (2)
The document defines key aspects of workforce management including workforce engagement, effective communication between employees and management, and providing appropriate compensation and incentives. It also discusses developing skills and leadership capabilities, fostering innovation, empowering employees, and using teams effectively to achieve goals and improve quality, costs, and processes. The primary goals are to create high performance workplaces through trust, cooperation, accountability and developing individuals' unique talents.
Chapter 3 and 4 part2 (2)
Process management involves planning activities to achieve high performance and identify opportunities to improve quality, operations, and customer satisfaction. There are three main types of processes: value creation processes that design and manufacture goods and services; production/delivery processes like teaching, R&D, and supply chain management; and support processes such as finance, facilities, and administration. Effective process management requires processes be repeatable, measurable, and have activities to design, control, and continuously improve them through techniques like poka yoke, benchmarking, reengineering, and Deming's cycle.
INTRODUCTION OF TOTAL QUALITY MANAGEMENT
This document discusses Total Quality Management (TQM) and its key aspects. It covers:
1) Four stages in the history and evolution of quality management - from quality inspections in the 1910s to quality management becoming a discipline in the 1980s.
2) The three levels at which quality is addressed in organizations - the organizational, process, and performer levels.
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PHILOSOPHIES OF TMQ
- 1. L/O/G/O 1 Chapter 2 Philosophies and Frameworks of Quality By NIK ROZILAINI WAN MOHAMED MELAKA
- 2. Description of the contents Description of the contents Description of the contents Q Famous Leaders in the Quality Revolution W. Edwards Deming Joseph M. Juran Philip B. Crosby Armand V. Feigenbaum Genichi Taguchi
- 3. Deming Chain Reaction Level 1 Level 2 Level 3 Level 4 Level 5 Improve quality Costs decrease Productivity improves Increase market share with better quality and lower prices Provide jobs and more jobs
- 4. Deming’s focus on 4 areas Psychology Theory of knowledge Appreciation for a system knowledge variations Deming Philopsophy
- 5. 5 Key Idea The Deming philosophy focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management.
- 6. Systems • Most organizational processes are cross-functional • Parts of a system must work together • Every system must have a purpose • Management must optimize the system as a whole 6
- 7. 7 Key Idea The aim of any system should be for all stakeholders—stockholders, employees, customers, community, and the environment—to benefit over the long term.
- 8. Variation • Many sources of uncontrollable variation exist in any process • Excessive variation results in product failures, unhappy customers, and unnecessary costs • Statistical methods can be used to identify and quantify variation to help understand it and lead to improvements 8
- 9. Theory of Knowledge • Knowledge is not possible without theory • Experience alone does not establish a theory, it only describes • Theory shows cause-and-effect relationships that can be used for prediction 9
- 10. Psychology • People are motivated intrinsically and extrinsically; intrinsic motivation is the most powerful • Fear is demotivating • Managers should develop pride and joy in work 10
- 11. Deming’s 14 Points (Abridged) (1 of 2) 1. Create and publish a company mission statement and commit to it. 2. Learn the new philosophy. 3. Understand the purpose of inspection. 4. End business practices driven by price alone. 5. Constantly improve system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear and create trust. 11
- 12. 12 Deming’s 14 Points (2 of 2) 9. Optimize team and individual efforts. 10. Eliminate exhortations for work force. 11. Eliminate numerical quotas and M.B.O. Focus on improvement. 12. Remove barriers that rob people of pride of workmanship. 13. Encourage education and self- improvement. 14. Take action to accomplish the transformation. www.deming.org
- 13. Juran’s Quality Trilogy Quality planning Quality ImprovementQuality Control
- 14. 14 Key Idea Juran proposed a simple definition of quality: “fitness for use.” This definition of quality suggests that it should be viewed from both external and internal perspectives; that is, quality is related to “(1) product performance that results in customer satisfaction; (2) freedom from product deficiencies, which avoids customer dissatisfaction.”
- 15. Phillip B. Crosby “Quality is free . . . ... It’s not a gift, but it is free. What costs money are the unquality things -- all the actions that involve not doing jobs right the first time.” 15
- 16. Crosby Philosophy Absolutes of Quality Management: • Quality means conformance to requirements • Problems are functional in nature • There is no optimum level of defects • Cost of quality is the only useful measurement • Zero defects is the only performance standard www.philipcrosby.com 16
- 17. A.V. Feigenbaum • Three Steps to Quality –Quality Leadership, with a strong focus on planning –Modern Quality Technology, involving the entire work force –Organizational Commitment, supported by continuous training and motivation 17
- 18. Kaoru Ishikawa • Instrumental in developing Japanese quality strategy • Influenced participative approaches involving all workers • Advocated the use of simple visual tools and statistical techniques 18
- 19. Genichi Taguchi • Pioneered a new perspective on quality based on the economic value of being on target and reducing variation and dispelling the traditional view of conformance to specifications: No Loss LossLoss Tolerance 0.500 0.5200.480 19
- 20. Malcolm Baldrige National Quality Award • Help improve quality in U.S. companies • Recognize achievements of excellent firms and provide examples to others • Establish criteria for evaluating quality efforts • Provide guidance for other American companies Malcolm Baldrige, former U.S. Secretary of Commerce 20