Zero defects
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The document discusses the concept of achieving zero defects in manufacturing. It explains that Philip Crosby advocated for a zero defects performance standard rather than Acceptable Quality Level (AQL), as AQL provides no motivation for continuous improvement. Achieving zero defects requires clear vision and mission, a quality management system, proper work organization, strong customer-supplier relationships, and employee commitment. The most important requirement is the willpower and commitment of all employees to practice quality. Quality fundamentally depends on upholding important values like commitment to practicing quality.
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zero defect
This document discusses the concept of zero defects in manufacturing. It begins with an introduction to zero defects as a stretch goal to have no defects rather than just reducing defects over time. It then discusses some examples of companies that have achieved low defect rates. Several tools for achieving zero defects are mentioned, including mistake-proofing, statistical process control, design of experiments, and poka-yoke systems. The document argues that achieving very high quality levels like 99.99% defect-free can provide significant financial benefits in terms of reduced rework costs and increased profitability and competitiveness. It concludes that a zero defects approach adds value for customers and the business.
[Partial Preview:] Introduction to Quality
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement.
Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
LEARNING OBJECTIVES
1. Gain knowledge on the key concepts, philosophies and principles of Quality
2. Understand the Total Quality frameworks, methods and tools
3. Identify the challenges and best practices of Total Quality
CONTENTS
1. Key Concepts of Quality
2. Quality Philosophies and Principles
3. Quality Frameworks and Models
4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
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The document discusses the concept of "cost of quality", which refers to the costs associated with defects and poor quality rather than just the costs of creating a quality product. It provides examples of costs increasing due to work being redone, such as reworking a manufactured item. There are generally four categories of quality costs: external failure costs from defects found after delivery to customers, internal failure costs from pre-delivery defects, inspection costs to determine conformance to requirements, and prevention costs to avoid poor quality.
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zero defect
This document discusses the concept of zero defects in manufacturing. It begins with an introduction to zero defects as a stretch goal to have no defects rather than just reducing defects over time. It then discusses some examples of companies that have achieved low defect rates. Several tools for achieving zero defects are mentioned, including mistake-proofing, statistical process control, design of experiments, and poka-yoke systems. The document argues that achieving very high quality levels like 99.99% defect-free can provide significant financial benefits in terms of reduced rework costs and increased profitability and competitiveness. It concludes that a zero defects approach adds value for customers and the business.
[Partial Preview:] Introduction to Quality
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
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Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
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2. Quality Philosophies and Principles
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4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
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POKA-YOKE - A Lean Strategy to Mistake Proofing
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
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The document discusses Philip Crosby's 14 steps for total quality management. Crosby believed that quality should be defined as conforming to requirements and that prevention is better than inspection. His 14 steps include committing management, measuring current quality, determining the cost of quality issues, training supervisors, setting goals, and recognizing employee participation. The steps are an iterative process meant to continuously improve quality.
World class management
This document provides an overview of quality management and what it takes to achieve world-class status. It defines quality as meeting or exceeding customer expectations. Modern quality management involves adopting total quality management (TQM) programs that focus on continuous improvement, employee empowerment, and designing quality into products and processes. World-class companies implement extensive TQM programs to consistently deliver best-in-class quality and satisfy customers.
TQM (Total Quality Management)
Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.
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.
Lesson3
This document discusses several quality philosophies and techniques:
- Deming and Juran philosophies emphasize continual improvement, reducing waste, and meeting customer needs. Juran focused on quality planning, control, and improvement.
- The Crosby philosophy defined quality as "conformance to requirements" and emphasized prevention and zero defects. His absolutes of quality management include defining quality, using a prevention system, having a performance standard of zero defects, and measuring quality through non-conformance costs.
- Acceptance sampling techniques inspect samples from a production lot statistically to determine if the full lot meets standards and should be accepted or rejected. Single, double, and multiple sampling plans vary in the number of samples inspected to make
Quality improves productivity
This document discusses quality and quality assurance. It begins by defining quality as the degree of excellence of something, and notes that quality includes being "fit for purpose" and "right first time". It then outlines how quality improves productivity by reducing defects and delays, lowering costs. Quality assurance ensures these principles of quality by preventing mistakes and fulfilling requirements. The document concludes by presenting a quality mission statement focusing on continuous improvement, teamwork, open communication, accessible information, process-focused approach, and viewing experiences as learning opportunities rather than failures.
LESSONS
This document provides an overview of key principles and philosophies related to Total Quality Management (TQM). It discusses contributions from quality gurus such as Deming, Juran, Crosby, Shewhart, and Feigenbaum. Some of the key principles covered include leadership, customer satisfaction, satisfying internal and external customers/suppliers, employee involvement, and continuous improvement. The document also discusses historical perspectives on quality management and differences between conventional quality management and TQM.
Chapter 11_ The role of quality in performance management.pdf
This document discusses quality management and performance. It defines key terms like quality management, quality control, quality assurance and total quality management. It describes approaches like Six Sigma, Japanese practices of kaizen costing and target costing, just-in-time and total quality management. Quality certification standards like ISO 9000 are explained. The importance of quality costs and continuous improvement are discussed. Specific techniques like kaizen and total quality management are described along with examples of successes and failures in their implementation.
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Introduction to quality and total quality management1
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Chapter 11_ The role of quality in performance management.pdf
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Zero defects
- 2. designed to promote a disposition toward perfection in performance among employees, with a system of rewards for excellence. Zero defects is a standard
- 3. Performance standard should be zero defect and not Acceptable Quality Level (AQL) Philip Crosby’s 3rd absolute of quality management is: “The performance standard must be zero defects, not that close enough”
- 4. Crosby rightly criticizes this approach. If we adopt AQL: • there is no motivation for the supplier to bring the defects down • quality will never improve • continuous improvement is impossible
- 5. is a popular term amongst inspectors of manufactured products or materials. In simple terms, assume that AQL is specified as 1 per cent. In these case then if a lot contains less than 1% defects, the customer will accept the entire lot of items. If the defects are more than 1%, then the entire lot will be rejected and returned to the supplier.
- 7. Achieving Zero Defect is certainly possible. In a simple way it requires managing the organization with: clear vision mission quality management system proper system for organizing work operations perfect customer-supplier relationship a good harmony in the organization
- 9. The most important requirement for achieving zero defects: -The will power of all the employees in the organization - every employee should be committed - it is important that the work is divided - properly organized - proper system for checking is in place
- 11. Athreya confirms, “Quality is even more fundamentally dependent on values. Quality therefore depends on the importance the employee attaches for practicing it”.
- 12. Athreya further elaborates that: Behavioral science recognizing that it is necessary not only to teach the head with knowledge and skills; and the heart with attitudinal motivation; but also the soul, with values, beliefs and commitments. Therefore, values, belief and commitment are required for zero defects to happen.