Quality Management Philosophies

QUALITY MANAGEMENT PHILOSOPHIES

Deming Philosophy *Juran Philosophy *Crossby Philosophy *Comparison of Quality Philosophies *Other Quality Philosophers - A.V. Feigenbaum, Kaoru Ishikawa, Genichi Taguchi

Deming Philosophy

This philosophy makes an organisation understand what people really want, how they achieve it, how they get rid of barriers and develop each person’s full capacity, so that the purpose of the system and individual is realised.

Dr. Deming’s method is a

management method, which

requires change in our

managers.

Deming’s Background Main architect for introducing Total Quality into Japan Born 1900 Graduated in Electrical Engineering PhD in mathematical physics Became statistician for US govt. Sent by US govt. to Japan after WWII

to advise on Japanese census.

Deming’s Philosophy Quality is about people, not products Suggested quality concept for

designing product Management need to understand

nature of variation and how to interpret statistical data

Promoted importance of leadership 85% of production faults responsibility

of management, not workers Enumerated a 14-point management

philosophy

Demings cycle/Defn of qualityA function of continuous improvement.

14 Principles

1. Create constancy of purpose for continual improvement of products

Create constancy of purpose for

improvement of systems, products

and services, with the aim to become

excellent, satisfy customers, and

provide jobs. Reduced defects and

cost of development.

Constantly and forever improve the system development processes, to improve quality and productivity, and thus constantly decrease the time and cost of systems. Improving quality is not a one time effort.

2. Adopt a commitment to seek continual improvements

3. Switch from defect detection to defect prevention

Cease dependencies on mass inspection (especially testing) to achieve quality. Reduce the need for inspection on a mass basis by building quality into the system in the first place. Inspection is not the answer. It is too late and unreliable – it does not produce quality.

4. End Awarding business on price. Award business on total cost and more towards single suppliersMinimize total cost. Move towards a single supplier for any one item or service, making them a partner in a long-term relationship of loyalty and trust.

5. Continuous Improvement of the system of Production and service

Improvement is not confined to products and their direct processes but to all supporting services and activities. All functions in an organization need to become quality conscious to deliver a quality product.

6. Institute training on job

Everyone must be trained, as knowledge is essential for improvement.

7. Supervision must change from chasing, to coaching and support.

Institute leadership. It is a manger’s job to help their people and their systems do a better job.

Drive out fear, so that everyone may work effectively. Management should be held responsible for the faults of the organization and environment.

9. Remove barriers between departments

Break down barriers between areas. People must work as a team. They must foresee and prevent problems during systems development and use.

10. Do not have slogans and unrealistic targets,

Set realistic targets. Do not place people under unnecessary pressure by asking them to do things which are not achievable. Eliminate slogans, exhortations, and targets that ask for zero defects, and new levels of productivity. Slogans do not build quality systems

Eliminate quotas and numerical targetsSubstitute it with leadership. Quotas and goals (such as schedule) address numbers - not quality and methods.

Remove barriers that prevent employees having pride in the work that they performThe

responsibility of project managers must change from schedules to quality.

Encourage education and self-improvement for everyone Institute and

vigorous program of education and self-improvement for everyone. There must be a continuing commitment to training and educating software managers and professional staff.

Accomplish the transformation

Publish top management’s permanent commitment to continuous improvement of quality and productivity

Seven Sins

1. Lack Of Constancy2. Short Term Profit Focus3. Performance Appraisals4. Job- Hopping5. Use Of Visible Figure Only6. Excessive Medical Costs7. Excessive Cost Of Liability

Agree on the meaning of

quality programme

Accept and Adopt the new policy

Communicate the plan to the people

and its importance

Recognize every step and

customers in the process

Each stage must adopt

PDCA

Team work

Construct for quality

Seven Point Action Plan

Joseph M Juran

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.

1904-2008.

Quality approach in the form of Trilogy.

Planning

Control

Improveme

nt

Quality Planning Involves

Identify the

customersDetermin

e their needs Design

goods and services

Establish quality

and cost goals

Quality Control Involves

Establish Standards or critical elements

Identify Measures

and methods of Measurem

ents

Compare actual to standard

Take action if

necessary

Quality Improvement Involves

Identify Improvem

ent projects

Organise the team

Discover the

causes

Provide remedies

Develop mechanisms to control