Quality Management 2014 QUALITY GURUS CONT. MOHAMMAD Z. AL-FARRAN

Quality Management 2014

QUALITY GURUSCONT.

MOHAMMAD Z. AL-FARRAN

Quality Gurus

1

•Philip B. Crosby

2

•W. Edwards Deming

3

•Armand V. Feigenbaum

4

•Kaoru Ishikawa

5

•Joseph M. Juran

6

•John S. Oakland

7

•Shigeo Shingo

8

•Genichi Taguchi

Joseph M. Juran

Juran’s philosophy is perhaps best summed as

“Quality does not happen by accident; it has to be planned.”

Juran’s definition of quality is

“Fitness for use or purpose.”

Joseph M. Juran

Operational framework of three quality processes

1. Quality planning

2. Quality control

3. Quality improvement

Joseph M. Juran

1. Quality planning

S 1

•Establish the project.

S 2

•Identify the customers.

S 3

•Identify the needs of those customers.

S 4

•Analyze and prioritize customer needs.

S 5

•Develop a product that can respond to customer needs.

S 6

•Optimize the product features

Joseph M. Juran

1. Quality planning

S 7

•Identify process and goals.

S 8

•Develop a process that is able to produce the product.

S 9

•Optimize the process features and goals.

S 10

•Process can produce product under operating conditions.

S 11

•Identify control needs.

S 12

•Transfer the process to operations.

Joseph M. Juran

Determining how best to meet project goals under normal operating conditions

2. Quality control

Units of measurement

Standards of performance

Degrees of conformance

Performance

measures

Joseph M. Juran

2. Quality control

Joseph M. Juran

This process is concerned with breaking through to a new level of performance

3. Quality improvement

Joseph M. Juran

3. Quality improvement

S 1

•Prove the need for quality improvement.

S 2

•Identify project.

S 3

•Set goals for continuous improvement.

S 4

•Build a team to achieve goals.

S 5

•Train team members.

S 6

•Diagnose the causes.

Joseph M. Juran

3. Quality improvement

S 7

•Prepare report.

S 8

•Formulate theories.

S 9

•Provide remedial action.

S 10

•Prove that the remedies are effective.

S 11

•Deal with resistance to change.

S 12

•Incorporate improvement into the company’s systems.

John S. Oakland

Absolute importance to the pursuit of quality as the cornerstone of organizational success

“Quality starts at the top” with quality parameters inherent in every organizational decision

John S. Oakland

Ten points for senior management

John S. Oakland

Ten points for senior management

John S. Oakland

Total Quality Management Model

Shigeo Shingo

Embraced the “scientific management ideas” originated by Fredrick Taylor in the early part of the 20th century.

Statistical methods detect error too late in the manufacturing process.

Preventative measures aimed at eliminating error sources.

Shigeo Shingo

His approach emphasizes zero defects through good engineering and process investigation and rectification.

Shingo is also associated with the Poka-Yoke system to achieve zero defects.

Poka-Yoke: Checklists which prevents errors or gives rapid feedback.

Genichi Taguchi

Founding ideas of quality

Statistical method to identify and eradicate quality problems.

Designing products and processes to build in quality right from the outset.

Genichi Taguchi Taguchi’s prime concern is with

customer satisfaction and with the potential for “loss of reputation and goodwill” associated with failure to meet customer expectation

He saw that loss not only occurred when a product was outside its specification but also when it varied from its target value.

Genichi Taguchi

Tagouchi’s concept of product developmenthas three stages:

1. System design stage2. Parameter stage3. Tolerance design stage

Thank you for

your attention