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Unit ii

The document provides an overview of several quality management gurus and their philosophies: - W. Edwards Deming emphasized reducing variation and introduced the PDCA cycle for continuous improvement. Joseph Juran developed the concept of company-wide quality management and the quality trilogy of planning, control, and improvement. Philip Crosby defined quality as conforming to requirements and advocated the concepts of zero defects. - Other influencers discussed include Shigeo Shingo who developed mistake-proofing (poka-yoke), Kaoru Ishikawa who introduced cause-and-effect diagrams and Pareto charts, and Taiichi Ohno who established the Toyota Production System and identified seven forms of waste. The document examines each

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UNIT II PRINCIPLES AND PHILOSOPHIES OF QUALITY MANAGEMENT  Overview of the contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques – introduction, loss function, parameter and tolerance design, signal to noise ratio. Concepts of Quality circle, Japanese 5S principles and 8D methodology. 12/8/2015 1 P.SUDHA,DOMS,TQM
QUALITY: DEFINITIONS AND SOME KEY GURUS 12/8/2015 2 P.SUDHA,DOMS,TQM
QUALITY GURUS • W Edwards Deming • Joseph Juran • Philip Crosby • Shigeo Shingo • Kaoru Ishikawa • Yoshio Kondo • Taiichi Ohno • Genichi Taguchi • Walter A.Shewhart 12/8/2015 3 P.SUDHA,DOMS,TQM
12/8/2015 4 P.SUDHA,DOMS,TQM
W EDWARDS DEMING (1900-1993) THE KEY TO QUALITY: REDUCING VARIATION  Electrical Engineering, University of Wyoming, 1921  PhD, Yale University  Western Electric Hawthorne, Chicago  US census statistician, 1939/40  Teaching Shewhart methods, 1942  invited to Japan after the war ....  Quality, Productivity and Competitive Position, 1982  Out of the Crisis, 1986/88  British Deming Association, Salisbury 12/8/2015 5 P.SUDHA,DOMS,TQM
W EDWARDS DEMING  regarded by the Japanese as the chief architect of their industrial success  “all processes are vulnerable to loss of quality through variation: if levels of variation are managed, they can be decreased and quality raised”  quality is about people, not products 12/8/2015 6 P.SUDHA,DOMS,TQM Deming philosophy synopsis
W EDWARDS DEMING  Core element is the “management circle” • planning • do/implementation • check/study • action • PDCA (or PDSA) cycle  Continuous improvement (Kaizen) • teamwork and competence in problem solving 12/8/2015 7 P.SUDHA,DOMS,TQM
PDCA (PLAN–DO–CHECK–ACT OR PLAN–DO–CHECK–ADJUST) / PDSA (PLAN – DO – STUDY-ACT )IS AN ITERATIVE FOUR-STEP MANAGEMENT METHOD USED IN BUSINESS FOR THE CONTROL AND CONTINUOUS IMPROVEMENT OF PROCESSES AND PRODUCTS. IT IS ALSO KNOWN AS THE DEMING CIRCLE/CYCLE/WHEEL, SHEWHART CYCLE, CONTROL CIRCLE/CYCLE, OR PLAN–DO–STUDY/CHECK–ACT (PDSA/PDCA). 12/8/2015 8 P.SUDHA,DOMS,TQM
DEMING 14 POINTS ON ROUTE TO QUALITY 1. Create constancy of purpose towards improvement of product and service 2. Adopt the new philosophy 3. Cease dependence on inspection to achieve quality 4. End the practice of awarding business on the basis of price tag 5. Improve constantly and forever the system of production and service 6. Institute training on the job 7. Institute leadership 8. Drive out fear 9. Break down barriers between department 10. Eliminate slogans, exhortations, and targets for the work force 11. Eliminate work standards on the factory floor 12. Remove barriers to pride of workmanship 13. Institute a vigorous program of education and self improvement 14. Accomplishment transformation 12/8/2015 9 P.SUDHA,DOMS,TQM
12/8/2015 10 P.SUDHA,DOMS,TQM
JOSEPH JURAN (1904-2008) COMPANY WIDE QUALITY CANNOT BE DELEGATED • Western Electric manufacturing, 1920s • AT&T manufacturing • Quality Control Handbook, 1951 • Management of Quality courses • Juran on Planning for Quality, 1988 • died aged 103 of natural causes 12/8/2015 11 P.SUDHA,DOMS,TQM
JOSEPH JURAN  structure CWQM concept: Company-Wide Quality Management  essential for senior managers to • involve themselves • define the goals • assign responsibilities • measure progress 12/8/2015 12 P.SUDHA,DOMS,TQM
JOSEPH JURAN  empowerment of the workforce  quality linked to human relations and teamwork  key elements • identifying customers and their needs • creating measurements of quality • planning processes to meet quality goals • continuous improvements 12/8/2015 13 P.SUDHA,DOMS,TQM
JURAN TRILOGY  Juran was one of the first to think about the cost of poor quality. This was illustrated by his "Juran trilogy", an approach to cross-functional management, which is composed of three managerial processes: quality planning, quality control and quality improvement. Without change, there will be a constant waste, during change there will be increased costs, but after the improvement, margins will be higher and the increased costs get recouped. 12/8/2015 14 P.SUDHA,DOMS,TQM
JURAN’S QUALITY TRILOGY 1.Quality planning a) Identify the customers b) Determine the customers needs c) Develop product features d) Establish quality goods e) Develop a process f) Prove process capability 2. Quality control 3. Quality improvement 12/8/2015 15 P.SUDHA,DOMS,TQM
12/8/2015 16 P.SUDHA,DOMS,TQM
PHILIP CROSBY (1926-2001) CONFORMANCE TO REQUIREMENTS  degree from the Ohio College of Podiatric Medicine  QM at ITT (International Telephone & Telegraph,U.S), then corporate VP  he developed the Zero Defects concept  1979: Quality is Free  Philip Crosby Associates Inc.  1984: Quality without Tears “Do It Right First Time” “Zero Defects” 12/8/2015 17 P.SUDHA,DOMS,TQM
PHILIP CROSBY FOUR ABSOLUTES OF QUALITY MANAGEMENT  quality is defined as conformance to requirements, not as goodness or elegance  the system for creating quality is prevention, not appraisal  the performance standard must be Zero defects, not that’s close enough  the measurement of quality is the Price of Nonconformance, not indices 12/8/2015 18 P.SUDHA,DOMS,TQM
THREE ABSOLUTES OF QUALITY MANAGEMENT (CROSBY, 1979) Cost of Quality classified as:  Prevention costs  Appraisal costs  Failure costs 12/8/2015 19 P.SUDHA,DOMS,TQM
COST OF QUALITY: PREVENTION COSTS  design reviews  product qualification  drawing checking  engineering quality orientation  supplier evaluations  supplier quality seminars  specification review  process capability studies  tool control  operation training  quality orientation  acceptance planning  zero defects programme  Quality Audits  preventative maintenance 12/8/2015 20 P.SUDHA,DOMS,TQM
COST OF QUALITY: APPRAISAL COSTS • prototype inspection and test • production specification conformance analysis • supplier surveillance • receiving inspection and test • product acceptance • process control acceptance • packaging inspection • status measurement and reporting 12/8/2015 21 P.SUDHA,DOMS,TQM
COST OF QUALITY: FAILURE COSTS  consumer affairs  redesign  engineering change order  purchasing change order  corrective action costs  rework  scrap  warranty  service after service  product liability 12/8/2015 22 P.SUDHA,DOMS,TQM
SHIGEO SHINGO 12/8/2015 23 P.SUDHA,DOMS,TQM
SHIGEO SHINGO (1909-1990) POKA-YOKE: MISTAKE-PROOFING  1930: ME degree from Yamanashi Tech  Taipei Railway Factory, Taiwan  consultant with Japan Management  1955: training at Toyota Motor Company  1959: Institute of Management Improvement  1961-64: concept of Poka-Yoke 12/8/2015 24 P.SUDHA,DOMS,TQM
SHIGEO SHINGO  Poka-Yoke: mistake-proofing • identify errors before they become defects • stop the process whenever a defect occurs, define the source and prevent recurrence  1967: source inspection + improved PY • prevented the worker from making errors so that defects could not occur • Zero Quality Control 12/8/2015 25 P.SUDHA,DOMS,TQM
12/8/2015 26 P.SUDHA,DOMS,TQM
KAORU ISHIKAWA (1915-1989) PARETO AND CAUSE-AND-EFFECT DIAGRAMS  1939: engineering. graduate (Tokyo University)  1947: Assistant Professor  1955-60: Company-wide QC movement  1960: Professor (Tokyo University) 12/8/2015 27 P.SUDHA,DOMS,TQM
KAORU ISHIKAWA “quality does not only mean the quality of the product, but also of after sales service, quality of management, the company itself and human life” 12/8/2015 28 P.SUDHA,DOMS,TQM
KAORU ISHIKAWA • product quality is improved and becomes uniform. Defects are reduced • reliability of goods is improved • cost is reduced • quantity of production is increased, rational production schedules are possible • wasteful work and rework are reduced • technique is established and improved • inspection and testing costs are reduced 12/8/2015 29 P.SUDHA,DOMS,TQM
KAORU ISHIKAWA • rational contracts between vendor/vendee • sales market is enlarged • better relationships between departments • false data and reports are reduced • freer, more democratic discussions • smoother operation of meetings • more rational repairs and installation • improved human relations 12/8/2015 30 P.SUDHA,DOMS,TQM
YOSHIO KONDO 12/8/2015 31 P.SUDHA,DOMS,TQM
YOSHIO KONDO (B.1924) MOTIVATION OF EMPLOYEES IS IMPORTANT  1945: graduated from Kyoto University  1961: doctorate in engineering & Prof  1987 Emeritus Professor  1989: Human Motivation - a key factor for management  1993: Companywide Quality Control  leadership is central to implementation of TQM 12/8/2015 32 P.SUDHA,DOMS,TQM
YOSHIO KONDO  Human work should include: • creativity  the joy of thinking • physical activity  the joy of working with sweat on the forehead • sociality  the joy of sharing pleasure and pain with colleagues 12/8/2015 33 P.SUDHA,DOMS,TQM
YOSHIO KONDO  Four points of action to support motivation • when giving work instruction, clarify the true aims of the work • see that people have a strong sense of responsibility towards their work • give time for the creation of ideas • nurture ideas and bring them to fruition 12/8/2015 34 P.SUDHA,DOMS,TQM
YOSHIO KONDO  Leaders must have • a dream (vision and shared goals) • strength of will and tenacity of purpose • ability to win the support of followers • ability to do more than their followers, without interfering when they can do it alone • successes • ability to give the right advice 12/8/2015 35 P.SUDHA,DOMS,TQM
TAIICHI OHNO (1912-1990) 12/8/2015 36 P.SUDHA,DOMS,TQM
TAIICHI OHNO (1912-1990)  graduated with mech eng degree from Nogoya  worked for the Toyoda Weaving Company  1939: Toyota Motor as machine shop manager  1988: Workplace Management ~ just-in-time and Toyota Production System (later known as Lean Manufacturing).  regarded as the father of Just-In-Time (JIT) at Toyota. 12/8/2015 37 P.SUDHA,DOMS,TQM
OHNO: SEVEN FORMS OF WASTE  overproduction  waiting  transportation  motion  inventory  defects  overprocessing 12/8/2015 38 P.SUDHA,DOMS,TQM
ARMAND V. FEIGENBAUM 12/8/2015 39 P.SUDHA,DOMS,TQM
ARMAND V. FEIGENBAUM  Feigenbaum received a bachelor's degree from Union College, his master's degree from the MIT Sloan School of Management, and his Ph.D. in Economics from MIT. He was Director of Manufacturing Operations at General Electric (1958–1968), and is now President and CEO of General Systems Company of Pittsfield, Massachusetts, an engineering firm that designs and installs operational systems. Feigenbaum wrote several books and served as President of the American Society for Quality (1961–1963). 12/8/2015 40 P.SUDHA,DOMS,TQM
His contributions to the quality body of knowledge include:  "Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction."  The concept of a "hidden" plant—the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory.  Accountability for quality  The concept of quality costs 12/8/2015 41 P.SUDHA,DOMS,TQM
12/8/2015 42 P.SUDHA,DOMS,TQM
WALTER A. SHEWHART  Walter Andrew Shewhart (pronounced like "shoe- heart", March 18, 1891 – March 11, 1967) was an American physicist, engineer and statistician, father of statistical quality control and also related to the Shewhart cycle(PDCA/PDSA).  Born in New Canton, Illinois to Anton and Esta Barney Shewhart, he attended the University of Illinois before being awarded his doctorate in physics from the University of California, Berkeley in 1917 12/8/2015 43 P.SUDHA,DOMS,TQM
GENICHI TAGUCHI 12/8/2015 44 P.SUDHA,DOMS,TQM
GENICHI TAGUCHI  Genichi Taguchi (January 1, 1924 – June 2, 2012) was an engineer and statistician.  From the 1950s onwards, Taguchi developed a methodology for applying statistics to improve the quality of manufactured goods.  Taguchi methods have been controversial among some conventional Western statisticians, but others have accepted many of the concepts introduced by him as valid extensions to the body of knowledge. 12/8/2015 45 P.SUDHA,DOMS,TQM
GENICHI TAGUCHI CONTRIBUTIONS / METHODS  Taguchi loss function, used to measure financial loss to society resulting from poor quality;  The philosophy of off-line quality control, designing products and processes so that they are insensitive ("robust") to parameters outside the design engineer's control; and  Innovations in the statistical design of experiments, notably the use of an outer array for factors that are uncontrollable in real life, but are systematically varied in the experiment. 12/8/2015 46 P.SUDHA,DOMS,TQM
TQM GURUS GURUS BOOK CONTRIBUTION TO TQM PROFESSION Walter A. Shewhart Economic Control of Quality of Manufactured Product, 1931 Basic principles of quality control, PDSA cycle for learning and improvement Western Electric and Bell Telephone Laboratories and both divisions of AT&T W. Edwards Deming Out of the Crisis and Quality, productivity and Competitive Position 14 points to improve quality. Productivity and competitive position. He provided the foundation for the Japanese Quality miracle and resurgence as an economic power. Best known quality expert in the world He taught Statistical process control and quality to the leading CEOs of Japan Joseph M. Juran Juran’s Quality Control Handbook, 1951 (First Edition) Project improvements based on return investment to achieve breakthrough results. Juran’s trilogy for managing quality – interrelated processes of planning, control and improvement Western Electric. He taught Quality management in Japan (1954) 12/8/201547P.SUDHA,DOMS,TQM
TQM GURUS CONTD., GURUS BOOK CONTRIBUTION TO TQM PROFESSION Armand V. Feigenbaum Total Quality Control, 1951 Total quality control – to achieve productivity, market penetration and competitive advantage. Genuine management involvement, employee involvement, first line supervision leadership and company wide quality control Kaoru Ishikawa SPC texts in English and Japan Cause and Effect diagram called “Ishikawa Diagram”. Phillip B. Crosby Quality is Free, 1979 (translated into 15 languages). Quality without Tears, 1984 “doing it right the first time” 1) Quality is conformance to requirements 2) prevention of nonconformance is the objective not appraisal, 3) the performance standard is zero defects not “that’s close enough,” and 4) the measurement of quality is the cost of nonconformance Genichi Taguchi Loss function concept - cost, target, and variation into one metric. Signal to noise ratio. Robust design of parameters and tolerances 12/8/201548P.SUDHA,DOMS,TQM
Taguchi's rule for manufacturing  Taguchi realized that the best opportunity to eliminate variation is during the design of a product and its manufacturing process. Consequently, he developed a strategy for quality engineering that can be used in both contexts. The process has three stages:  System design  Parameter (measure) design  Tolerance design 12/8/2015 49 P.SUDHA,DOMS,TQM
 System design This is design at the conceptual level, involving creativity and innovation.  Parameter design Once the concept is established, the nominal values of the various dimensions and design parameters need to be set, the detail design phase of conventional engineering. Taguchi's radical insight was that the exact choice of values required is under-specified by the performance requirements of the system. In many circumstances, this allows the parameters to be chosen so as to minimize the effects on performance arising from variation in manufacture, environment and cumulative damage. This is sometimes called robustification.  Robust parameter designs consider controllable and uncontrollable noise variables; they seek to exploit relationships and optimize settings that minimize the effects of the noise variables.  Tolerance design With a successfully completed parameter design, and an understanding of the effect that the various parameters have on performance, resources can be focused on reducing and controlling variation in the critical few dimensions (see Pareto principle). 12/8/2015 50 P.SUDHA,DOMS,TQM
QUALITY CIRCLE A quality circle is a volunteer group composed of workers (or even students), usually under the leadership of their supervisor (or an elected team leader), who are trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When matured, true quality circles become self-managing, having gained the confidence of management. 12/8/2015 51 P.SUDHA,DOMS,TQM
DEFINITION  Quality circles are an alternative to the rigid concept of division of labor, where workers operate in a more narrow scope and compartmentalized functions. Typical topics are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes. The term quality circles derives from the concept of PDCA (Plan, Do, Check, Act) circles developed by Dr. W. Edwards Deming. 12/8/2015 52 P.SUDHA,DOMS,TQM
5S (METHODOLOGY)  5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work 12/8/2015 53 P.SUDHA,DOMS,TQM
THE 5 S'S THERE ARE FIVE PRIMARY 5S PHASES: SORTING, SET IN ORDER, SYSTEMATIC CLEANING, STANDARDIZING, AND SUSTAINING. SORTING ELIMINATE ALL UNNECESSARY TOOLS, PARTS. GO THROUGH ALL TOOLS, MATERIALS, AND SO FORTH IN THE PLANT AND WORK AREA. KEEP ONLY ESSENTIAL ITEMS AND ELIMINATE WHAT IS NOT REQUIRED, PRIORITIZING THINGS PER REQUIREMENTS AND KEEPING THEM IN EASILY-ACCESSIBLE PLACES. EVERYTHING ELSE IS STORED OR DISCARDED. STRAIGHTENING OR SETTING IN ORDER TO FLOW ARRANGE THE WORK, WORKERS, EQUIPMENT, PARTS, AND INSTRUCTIONS IN SUCH A WAY THAT THE WORK FLOWS FREE OF WASTE THROUGH THE VALUE ADDED TASKS WITH A DIVISION OF LABOUR NECESSARY TO MEET DEMAND. THIS IS BY FAR THE MOST MISUNDERSTOOD AND INCORRECTLY APPLIED S AND HAS BEEN RESPONSIBLE FOR MANY LEAN TRANSFORMATIONS FAILING TO PRODUCE THE BENEFITS EXPECTED. WHEN APPLIED CORRECTLY WITH FLOW ESTABLISHED THIS STEP ELIMINATES THE MAJORITY OF THE NON-VALUE-ADDED TIME AND ALLOWS THE REST OF THE ZERO DEFECT PHILOSOPHY TO BE ENABLED. PUT SIMPLY UNTIL YOU HAVE AN ORDERLY FLOW YOU CANNOT HAVE AN ORDERLY FLOW OF PROBLEMS TO SOLVE AND THE NOTION OF ZERO DEFECTS IS IMPOSSIBLE. 12/8/2015 54 P.SUDHA,DOMS,TQM
 Systematic Cleaning (Shine) Standardized cleaning-point at a 5S organized plant Clean the workspace and all equipment, and keep it clean, tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This step ensures that the workstation is ready for the next user and that order is sustained.  Standardise Ensure uniform procedures and setups throughout the operation to promote interchangeability.  Service (Sustain) Ensure disciplined adherence to rules and procedures to prevent backsliding. 12/8/2015 55 P.SUDHA,DOMS,TQM
8D METHODOLOGY  D0: Plan: Plan for solving the problem and determine the prerequisites.  D1: Use a Team: Establish a team of people with product/process knowledge. D2: Define and describe the Problem: Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) for the problem.  D3: Develop Interim Containment Plan; Implement and verify Interim Actions: Define and implement containment actions to isolate the problem from any customer.  D4: Determine, Identify, and Verify Root Causes and Escape Points: Identify all applicable causes that could explain why the problem has occurred. Also identify why the problem has not been noticed at the time it occurred. All causes shall be verified or proved, not determined by fuzzy brainstorming. One can use five whys or Ishikawa diagrams to map causes against the effect or problem identified. 12/8/2015 56 P.SUDHA,DOMS,TQM
 D5: Choose and Verify Permanent Corrections (PCs) for Problem/Non Conformity: Through pre- production programs quantitatively confirm that the selected correction will resolve the problem for the customer. (Verify the correction will actually solve the problem)  D6: Implement and Validate Corrective Actions: Define and Implement the best corrective actions.  D7: Take Preventive Measures: Modify the management systems, operation systems, practices, and procedures to prevent recurrence of this and all similar problems.  D8: Congratulate Your Team: Recognize the collective efforts of the team. The team needs to be formally thanked by the organization. 12/8/2015 57 P.SUDHA,DOMS,TQM
12/8/2015 58 P.SUDHA,DOMS,TQM
UNIT II COMPLETED 12/8/2015 59 P.SUDHA,DOMS,TQM

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Unit ii

  • 1.
    UNIT II PRINCIPLES ANDPHILOSOPHIES OF QUALITY MANAGEMENT  Overview of the contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques – introduction, loss function, parameter and tolerance design, signal to noise ratio. Concepts of Quality circle, Japanese 5S principles and 8D methodology. 12/8/2015 1 P.SUDHA,DOMS,TQM
  • 2.
    QUALITY: DEFINITIONS ANDSOME KEY GURUS 12/8/2015 2 P.SUDHA,DOMS,TQM
  • 3.
    QUALITY GURUS • WEdwards Deming • Joseph Juran • Philip Crosby • Shigeo Shingo • Kaoru Ishikawa • Yoshio Kondo • Taiichi Ohno • Genichi Taguchi • Walter A.Shewhart 12/8/2015 3 P.SUDHA,DOMS,TQM
  • 4.
  • 5.
    W EDWARDS DEMING(1900-1993) THE KEY TO QUALITY: REDUCING VARIATION  Electrical Engineering, University of Wyoming, 1921  PhD, Yale University  Western Electric Hawthorne, Chicago  US census statistician, 1939/40  Teaching Shewhart methods, 1942  invited to Japan after the war ....  Quality, Productivity and Competitive Position, 1982  Out of the Crisis, 1986/88  British Deming Association, Salisbury 12/8/2015 5 P.SUDHA,DOMS,TQM
  • 6.
    W EDWARDS DEMING regarded by the Japanese as the chief architect of their industrial success  “all processes are vulnerable to loss of quality through variation: if levels of variation are managed, they can be decreased and quality raised”  quality is about people, not products 12/8/2015 6 P.SUDHA,DOMS,TQM Deming philosophy synopsis
  • 7.
    W EDWARDS DEMING Core element is the “management circle” • planning • do/implementation • check/study • action • PDCA (or PDSA) cycle  Continuous improvement (Kaizen) • teamwork and competence in problem solving 12/8/2015 7 P.SUDHA,DOMS,TQM
  • 8.
    PDCA (PLAN–DO–CHECK–ACT ORPLAN–DO–CHECK–ADJUST) / PDSA (PLAN – DO – STUDY-ACT )IS AN ITERATIVE FOUR-STEP MANAGEMENT METHOD USED IN BUSINESS FOR THE CONTROL AND CONTINUOUS IMPROVEMENT OF PROCESSES AND PRODUCTS. IT IS ALSO KNOWN AS THE DEMING CIRCLE/CYCLE/WHEEL, SHEWHART CYCLE, CONTROL CIRCLE/CYCLE, OR PLAN–DO–STUDY/CHECK–ACT (PDSA/PDCA). 12/8/2015 8 P.SUDHA,DOMS,TQM
  • 9.
    DEMING 14 POINTSON ROUTE TO QUALITY 1. Create constancy of purpose towards improvement of product and service 2. Adopt the new philosophy 3. Cease dependence on inspection to achieve quality 4. End the practice of awarding business on the basis of price tag 5. Improve constantly and forever the system of production and service 6. Institute training on the job 7. Institute leadership 8. Drive out fear 9. Break down barriers between department 10. Eliminate slogans, exhortations, and targets for the work force 11. Eliminate work standards on the factory floor 12. Remove barriers to pride of workmanship 13. Institute a vigorous program of education and self improvement 14. Accomplishment transformation 12/8/2015 9 P.SUDHA,DOMS,TQM
  • 10.
  • 11.
    JOSEPH JURAN (1904-2008) COMPANYWIDE QUALITY CANNOT BE DELEGATED • Western Electric manufacturing, 1920s • AT&T manufacturing • Quality Control Handbook, 1951 • Management of Quality courses • Juran on Planning for Quality, 1988 • died aged 103 of natural causes 12/8/2015 11 P.SUDHA,DOMS,TQM
  • 12.
    JOSEPH JURAN  structureCWQM concept: Company-Wide Quality Management  essential for senior managers to • involve themselves • define the goals • assign responsibilities • measure progress 12/8/2015 12 P.SUDHA,DOMS,TQM
  • 13.
    JOSEPH JURAN  empowermentof the workforce  quality linked to human relations and teamwork  key elements • identifying customers and their needs • creating measurements of quality • planning processes to meet quality goals • continuous improvements 12/8/2015 13 P.SUDHA,DOMS,TQM
  • 14.
    JURAN TRILOGY  Juranwas one of the first to think about the cost of poor quality. This was illustrated by his "Juran trilogy", an approach to cross-functional management, which is composed of three managerial processes: quality planning, quality control and quality improvement. Without change, there will be a constant waste, during change there will be increased costs, but after the improvement, margins will be higher and the increased costs get recouped. 12/8/2015 14 P.SUDHA,DOMS,TQM
  • 15.
    JURAN’S QUALITY TRILOGY 1.Qualityplanning a) Identify the customers b) Determine the customers needs c) Develop product features d) Establish quality goods e) Develop a process f) Prove process capability 2. Quality control 3. Quality improvement 12/8/2015 15 P.SUDHA,DOMS,TQM
  • 16.
  • 17.
    PHILIP CROSBY (1926-2001) CONFORMANCETO REQUIREMENTS  degree from the Ohio College of Podiatric Medicine  QM at ITT (International Telephone & Telegraph,U.S), then corporate VP  he developed the Zero Defects concept  1979: Quality is Free  Philip Crosby Associates Inc.  1984: Quality without Tears “Do It Right First Time” “Zero Defects” 12/8/2015 17 P.SUDHA,DOMS,TQM
  • 18.
    PHILIP CROSBY FOUR ABSOLUTESOF QUALITY MANAGEMENT  quality is defined as conformance to requirements, not as goodness or elegance  the system for creating quality is prevention, not appraisal  the performance standard must be Zero defects, not that’s close enough  the measurement of quality is the Price of Nonconformance, not indices 12/8/2015 18 P.SUDHA,DOMS,TQM
  • 19.
    THREE ABSOLUTES OFQUALITY MANAGEMENT (CROSBY, 1979) Cost of Quality classified as:  Prevention costs  Appraisal costs  Failure costs 12/8/2015 19 P.SUDHA,DOMS,TQM
  • 20.
    COST OF QUALITY:PREVENTION COSTS  design reviews  product qualification  drawing checking  engineering quality orientation  supplier evaluations  supplier quality seminars  specification review  process capability studies  tool control  operation training  quality orientation  acceptance planning  zero defects programme  Quality Audits  preventative maintenance 12/8/2015 20 P.SUDHA,DOMS,TQM
  • 21.
    COST OF QUALITY:APPRAISAL COSTS • prototype inspection and test • production specification conformance analysis • supplier surveillance • receiving inspection and test • product acceptance • process control acceptance • packaging inspection • status measurement and reporting 12/8/2015 21 P.SUDHA,DOMS,TQM
  • 22.
    COST OF QUALITY:FAILURE COSTS  consumer affairs  redesign  engineering change order  purchasing change order  corrective action costs  rework  scrap  warranty  service after service  product liability 12/8/2015 22 P.SUDHA,DOMS,TQM
  • 23.
  • 24.
    SHIGEO SHINGO (1909-1990) POKA-YOKE:MISTAKE-PROOFING  1930: ME degree from Yamanashi Tech  Taipei Railway Factory, Taiwan  consultant with Japan Management  1955: training at Toyota Motor Company  1959: Institute of Management Improvement  1961-64: concept of Poka-Yoke 12/8/2015 24 P.SUDHA,DOMS,TQM
  • 25.
    SHIGEO SHINGO  Poka-Yoke:mistake-proofing • identify errors before they become defects • stop the process whenever a defect occurs, define the source and prevent recurrence  1967: source inspection + improved PY • prevented the worker from making errors so that defects could not occur • Zero Quality Control 12/8/2015 25 P.SUDHA,DOMS,TQM
  • 26.
  • 27.
    KAORU ISHIKAWA (1915-1989) PARETOAND CAUSE-AND-EFFECT DIAGRAMS  1939: engineering. graduate (Tokyo University)  1947: Assistant Professor  1955-60: Company-wide QC movement  1960: Professor (Tokyo University) 12/8/2015 27 P.SUDHA,DOMS,TQM
  • 28.
    KAORU ISHIKAWA “quality doesnot only mean the quality of the product, but also of after sales service, quality of management, the company itself and human life” 12/8/2015 28 P.SUDHA,DOMS,TQM
  • 29.
    KAORU ISHIKAWA • productquality is improved and becomes uniform. Defects are reduced • reliability of goods is improved • cost is reduced • quantity of production is increased, rational production schedules are possible • wasteful work and rework are reduced • technique is established and improved • inspection and testing costs are reduced 12/8/2015 29 P.SUDHA,DOMS,TQM
  • 30.
    KAORU ISHIKAWA • rationalcontracts between vendor/vendee • sales market is enlarged • better relationships between departments • false data and reports are reduced • freer, more democratic discussions • smoother operation of meetings • more rational repairs and installation • improved human relations 12/8/2015 30 P.SUDHA,DOMS,TQM
  • 31.
  • 32.
    YOSHIO KONDO (B.1924) MOTIVATIONOF EMPLOYEES IS IMPORTANT  1945: graduated from Kyoto University  1961: doctorate in engineering & Prof  1987 Emeritus Professor  1989: Human Motivation - a key factor for management  1993: Companywide Quality Control  leadership is central to implementation of TQM 12/8/2015 32 P.SUDHA,DOMS,TQM
  • 33.
    YOSHIO KONDO  Humanwork should include: • creativity  the joy of thinking • physical activity  the joy of working with sweat on the forehead • sociality  the joy of sharing pleasure and pain with colleagues 12/8/2015 33 P.SUDHA,DOMS,TQM
  • 34.
    YOSHIO KONDO  Fourpoints of action to support motivation • when giving work instruction, clarify the true aims of the work • see that people have a strong sense of responsibility towards their work • give time for the creation of ideas • nurture ideas and bring them to fruition 12/8/2015 34 P.SUDHA,DOMS,TQM
  • 35.
    YOSHIO KONDO  Leadersmust have • a dream (vision and shared goals) • strength of will and tenacity of purpose • ability to win the support of followers • ability to do more than their followers, without interfering when they can do it alone • successes • ability to give the right advice 12/8/2015 35 P.SUDHA,DOMS,TQM
  • 36.
  • 37.
    TAIICHI OHNO (1912-1990) graduated with mech eng degree from Nogoya  worked for the Toyoda Weaving Company  1939: Toyota Motor as machine shop manager  1988: Workplace Management ~ just-in-time and Toyota Production System (later known as Lean Manufacturing).  regarded as the father of Just-In-Time (JIT) at Toyota. 12/8/2015 37 P.SUDHA,DOMS,TQM
  • 38.
    OHNO: SEVEN FORMSOF WASTE  overproduction  waiting  transportation  motion  inventory  defects  overprocessing 12/8/2015 38 P.SUDHA,DOMS,TQM
  • 39.
  • 40.
    ARMAND V. FEIGENBAUM Feigenbaum received a bachelor's degree from Union College, his master's degree from the MIT Sloan School of Management, and his Ph.D. in Economics from MIT. He was Director of Manufacturing Operations at General Electric (1958–1968), and is now President and CEO of General Systems Company of Pittsfield, Massachusetts, an engineering firm that designs and installs operational systems. Feigenbaum wrote several books and served as President of the American Society for Quality (1961–1963). 12/8/2015 40 P.SUDHA,DOMS,TQM
  • 41.
    His contributions tothe quality body of knowledge include:  "Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction."  The concept of a "hidden" plant—the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory.  Accountability for quality  The concept of quality costs 12/8/2015 41 P.SUDHA,DOMS,TQM
  • 42.
  • 43.
    WALTER A. SHEWHART Walter Andrew Shewhart (pronounced like "shoe- heart", March 18, 1891 – March 11, 1967) was an American physicist, engineer and statistician, father of statistical quality control and also related to the Shewhart cycle(PDCA/PDSA).  Born in New Canton, Illinois to Anton and Esta Barney Shewhart, he attended the University of Illinois before being awarded his doctorate in physics from the University of California, Berkeley in 1917 12/8/2015 43 P.SUDHA,DOMS,TQM
  • 44.
  • 45.
    GENICHI TAGUCHI  GenichiTaguchi (January 1, 1924 – June 2, 2012) was an engineer and statistician.  From the 1950s onwards, Taguchi developed a methodology for applying statistics to improve the quality of manufactured goods.  Taguchi methods have been controversial among some conventional Western statisticians, but others have accepted many of the concepts introduced by him as valid extensions to the body of knowledge. 12/8/2015 45 P.SUDHA,DOMS,TQM
  • 46.
    GENICHI TAGUCHI CONTRIBUTIONS/ METHODS  Taguchi loss function, used to measure financial loss to society resulting from poor quality;  The philosophy of off-line quality control, designing products and processes so that they are insensitive ("robust") to parameters outside the design engineer's control; and  Innovations in the statistical design of experiments, notably the use of an outer array for factors that are uncontrollable in real life, but are systematically varied in the experiment. 12/8/2015 46 P.SUDHA,DOMS,TQM
  • 47.
    TQM GURUS GURUS BOOKCONTRIBUTION TO TQM PROFESSION Walter A. Shewhart Economic Control of Quality of Manufactured Product, 1931 Basic principles of quality control, PDSA cycle for learning and improvement Western Electric and Bell Telephone Laboratories and both divisions of AT&T W. Edwards Deming Out of the Crisis and Quality, productivity and Competitive Position 14 points to improve quality. Productivity and competitive position. He provided the foundation for the Japanese Quality miracle and resurgence as an economic power. Best known quality expert in the world He taught Statistical process control and quality to the leading CEOs of Japan Joseph M. Juran Juran’s Quality Control Handbook, 1951 (First Edition) Project improvements based on return investment to achieve breakthrough results. Juran’s trilogy for managing quality – interrelated processes of planning, control and improvement Western Electric. He taught Quality management in Japan (1954) 12/8/201547P.SUDHA,DOMS,TQM
  • 48.
    TQM GURUS CONTD., GURUSBOOK CONTRIBUTION TO TQM PROFESSION Armand V. Feigenbaum Total Quality Control, 1951 Total quality control – to achieve productivity, market penetration and competitive advantage. Genuine management involvement, employee involvement, first line supervision leadership and company wide quality control Kaoru Ishikawa SPC texts in English and Japan Cause and Effect diagram called “Ishikawa Diagram”. Phillip B. Crosby Quality is Free, 1979 (translated into 15 languages). Quality without Tears, 1984 “doing it right the first time” 1) Quality is conformance to requirements 2) prevention of nonconformance is the objective not appraisal, 3) the performance standard is zero defects not “that’s close enough,” and 4) the measurement of quality is the cost of nonconformance Genichi Taguchi Loss function concept - cost, target, and variation into one metric. Signal to noise ratio. Robust design of parameters and tolerances 12/8/201548P.SUDHA,DOMS,TQM
  • 49.
    Taguchi's rule formanufacturing  Taguchi realized that the best opportunity to eliminate variation is during the design of a product and its manufacturing process. Consequently, he developed a strategy for quality engineering that can be used in both contexts. The process has three stages:  System design  Parameter (measure) design  Tolerance design 12/8/2015 49 P.SUDHA,DOMS,TQM
  • 50.
     System design Thisis design at the conceptual level, involving creativity and innovation.  Parameter design Once the concept is established, the nominal values of the various dimensions and design parameters need to be set, the detail design phase of conventional engineering. Taguchi's radical insight was that the exact choice of values required is under-specified by the performance requirements of the system. In many circumstances, this allows the parameters to be chosen so as to minimize the effects on performance arising from variation in manufacture, environment and cumulative damage. This is sometimes called robustification.  Robust parameter designs consider controllable and uncontrollable noise variables; they seek to exploit relationships and optimize settings that minimize the effects of the noise variables.  Tolerance design With a successfully completed parameter design, and an understanding of the effect that the various parameters have on performance, resources can be focused on reducing and controlling variation in the critical few dimensions (see Pareto principle). 12/8/2015 50 P.SUDHA,DOMS,TQM
  • 51.
    QUALITY CIRCLE A qualitycircle is a volunteer group composed of workers (or even students), usually under the leadership of their supervisor (or an elected team leader), who are trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When matured, true quality circles become self-managing, having gained the confidence of management. 12/8/2015 51 P.SUDHA,DOMS,TQM
  • 52.
    DEFINITION  Quality circlesare an alternative to the rigid concept of division of labor, where workers operate in a more narrow scope and compartmentalized functions. Typical topics are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes. The term quality circles derives from the concept of PDCA (Plan, Do, Check, Act) circles developed by Dr. W. Edwards Deming. 12/8/2015 52 P.SUDHA,DOMS,TQM
  • 53.
    5S (METHODOLOGY)  5Sis the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work 12/8/2015 53 P.SUDHA,DOMS,TQM
  • 54.
    THE 5 S'S THEREARE FIVE PRIMARY 5S PHASES: SORTING, SET IN ORDER, SYSTEMATIC CLEANING, STANDARDIZING, AND SUSTAINING. SORTING ELIMINATE ALL UNNECESSARY TOOLS, PARTS. GO THROUGH ALL TOOLS, MATERIALS, AND SO FORTH IN THE PLANT AND WORK AREA. KEEP ONLY ESSENTIAL ITEMS AND ELIMINATE WHAT IS NOT REQUIRED, PRIORITIZING THINGS PER REQUIREMENTS AND KEEPING THEM IN EASILY-ACCESSIBLE PLACES. EVERYTHING ELSE IS STORED OR DISCARDED. STRAIGHTENING OR SETTING IN ORDER TO FLOW ARRANGE THE WORK, WORKERS, EQUIPMENT, PARTS, AND INSTRUCTIONS IN SUCH A WAY THAT THE WORK FLOWS FREE OF WASTE THROUGH THE VALUE ADDED TASKS WITH A DIVISION OF LABOUR NECESSARY TO MEET DEMAND. THIS IS BY FAR THE MOST MISUNDERSTOOD AND INCORRECTLY APPLIED S AND HAS BEEN RESPONSIBLE FOR MANY LEAN TRANSFORMATIONS FAILING TO PRODUCE THE BENEFITS EXPECTED. WHEN APPLIED CORRECTLY WITH FLOW ESTABLISHED THIS STEP ELIMINATES THE MAJORITY OF THE NON-VALUE-ADDED TIME AND ALLOWS THE REST OF THE ZERO DEFECT PHILOSOPHY TO BE ENABLED. PUT SIMPLY UNTIL YOU HAVE AN ORDERLY FLOW YOU CANNOT HAVE AN ORDERLY FLOW OF PROBLEMS TO SOLVE AND THE NOTION OF ZERO DEFECTS IS IMPOSSIBLE. 12/8/2015 54 P.SUDHA,DOMS,TQM
  • 55.
     Systematic Cleaning(Shine) Standardized cleaning-point at a 5S organized plant Clean the workspace and all equipment, and keep it clean, tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This step ensures that the workstation is ready for the next user and that order is sustained.  Standardise Ensure uniform procedures and setups throughout the operation to promote interchangeability.  Service (Sustain) Ensure disciplined adherence to rules and procedures to prevent backsliding. 12/8/2015 55 P.SUDHA,DOMS,TQM
  • 56.
    8D METHODOLOGY  D0:Plan: Plan for solving the problem and determine the prerequisites.  D1: Use a Team: Establish a team of people with product/process knowledge. D2: Define and describe the Problem: Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) for the problem.  D3: Develop Interim Containment Plan; Implement and verify Interim Actions: Define and implement containment actions to isolate the problem from any customer.  D4: Determine, Identify, and Verify Root Causes and Escape Points: Identify all applicable causes that could explain why the problem has occurred. Also identify why the problem has not been noticed at the time it occurred. All causes shall be verified or proved, not determined by fuzzy brainstorming. One can use five whys or Ishikawa diagrams to map causes against the effect or problem identified. 12/8/2015 56 P.SUDHA,DOMS,TQM
  • 57.
     D5: Chooseand Verify Permanent Corrections (PCs) for Problem/Non Conformity: Through pre- production programs quantitatively confirm that the selected correction will resolve the problem for the customer. (Verify the correction will actually solve the problem)  D6: Implement and Validate Corrective Actions: Define and Implement the best corrective actions.  D7: Take Preventive Measures: Modify the management systems, operation systems, practices, and procedures to prevent recurrence of this and all similar problems.  D8: Congratulate Your Team: Recognize the collective efforts of the team. The team needs to be formally thanked by the organization. 12/8/2015 57 P.SUDHA,DOMS,TQM
  • 58.
  • 59.