2f9caQuality Gurus

7/27/2019 2f9caQuality Gurus

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Quality Gurus


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Coverage

Quality dimensions.

Quality costs.

Quality gurus (Deming, Crosby, Juran, Taguchi,Feigenbaum, Ishikawa).

Quality awards (Malcolm Bridge National Qulity

Award, The Deming Award, Golden peacockNational Quality Award, Rajiv Gandhi National

Quality Award, JRD Tata Quality Value Award).


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One of a kind

productionMass production Flexible production

Performance

Agriculture

Age

Machine

Age

System

Age

Improvement by

optimizing the parts Improvement by

optimizing the whole process

Process oriented productionfocus

Product oriented productionfocus

Profile of Performance Improvement


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The Meaning of Quality

1. Market Place Quality ( Customers View)

The quality of a product or service is

customers perception of the degree to which

the product or service meets his/her

expectations.


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2. Quality of Conformance

The degree to which a specific product

conforms to a design or specification.


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3. Consumer Preference

The degree to which a specific product is

preferred over competing products of

equivalent grade based on comparative tests

by consumers.


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4. Joseph Juran

Quality is fitness for use.


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5. Corporate Strategy

Quality is the performance of the product/serviceas per the commitment made by the company to theconsumer.

----Contd


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Quality Characteristics (Dimensions of

Quality) - Garvin Performance.

Features.

Reliability.

Conformance.

Durability.

Serviceability.

Aesthetics.

Safety.

Other perceptions.


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Cost of Quality

Prevention Cost. Costs associated with reducing the potential

for defective parts or services (Training, Quality improvement

programmes etc.).

Appraisal Cost. Costs related to evaluating products,

processes, parts, and services (Testing, Inspectors etc.).

Internal Failure. Costs that results from production of

defective parts or services before delivery to customers (Scrap,

Rework, Downtimeetc.).

External Cost. Cost that occur after delivery of defective parts

or services (Rework, Warranty replacement, Lost goodwill etc)

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Cost Of Quality

100% defective Point of Enough

quality

Unavoidable

costs

Avoidablecosts

Costs

TOTAL

COST


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1. W Edward Deming(A professor at New York university. Went to Japan at request of Japanese government

after 2nd WW to assist its industries in improving productivity and quality. Considered as

the father of the Japanese quality revolution)

Identify common and special causes for getting poor quality.

Common causes - relates to operation - Management

responsibility. Special causes - relates to operators or machines -

requires attention to the individual cause. .

First eliminate the reasons for special causes.

And then, concentrate on the common causes.

Use of SPC charts as key method to identify problems.

Suggested systematic approach to problem solvingPDCAcyclePlan, Do, Check, and Action.


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PLAN

CHECK

DOACT

The Deming Cycle or PDCA Cycle

(Originally developed by Walter She wart)

Plan a change to the process. Predict

the effect this change will have and plan

how the effects will be measured

Implement the change

on a small scale and

measure the effects

Adopt the change as a

permanent modification

to the process, or

abandon it.

Study the results to

learn what effect the

change had, if any.


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Improve Quality

Productivity improves

Provide jobs and

more jobs

Demings Chain Reaction

Cost decreases because

of less rework, fewer

mistakes, fewer delays,

snags, better use of

machine time and

materialsStay in business

Capture the market with

better quality and lower price


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Demings view of Production as a System

Consumer

Research

Design &

redesign

Receipt & test of

materials

Suppliers,

materials &

equipment

Production,

assembly,

inspection

Distribution Consumers

Test of processes, machines,

methods, cost


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Demings 14 Points for Managers

1. Create constancy of purpose toward product

quality to achieve organizational goals.

2. Refuse to allow commonly accepted levels ofpoor quality.

3. Stop depending on inspection to achieve

quality.


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4. Use fewer suppliers, selected based on

quality and dependability instead of price.

5. Install programs for continuous improvementof costs, quality, service, and productivity.

6. Train all employees on quality concepts.


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7. Focus on supervision on helping people to do

a better job.

8. Eliminate fear, create trust, and encouragetwo-way communications between workers

& managers.

9. Eliminate barriers between departments andencourage joint problem solving.


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10 Eliminate the use of numerical goals and

slogans to make workers work hard.

11 Use statistical methods for continuousimprovement of quality and productivity of

numerical quota.

12 Remove barriers to pride of workmanship.


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13. Encourage education and self improvement

for everyone.

14. Define clearly managements permanentcommitment to quality and productivity.


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2. Philip B Crosbys Philosophy

Written two books on the subjectQuality is

free & Quality without tears.

Believed in top management must take thelead in quality improvement.

Viewed quality improvement as a journey, not

as a quick fix.

----Continued


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Philip B Crosbys Philosophy

Every individual must constantly work to make

certain that the job is being done right the first time.

Any acceptable level of defect is too high. Advocated Quality is free concept; meaning the

cost of poor quality is enormous due to scrap, rework,

hidden cost etc. If some amount from this unlimited

amount is spent on improving quality leading to zero

defect, it will still not be costlier.


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Philip B Crosbys Concept

1. Quality definition :- Conformance to

requirement

2. System of quality is prevention, notappraisal.

3. Performance standard is Zero defect.

4. Measurement is price of conformance.


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Crosbys 14 Steps for Quality Improvement

1. Ensure that the management is committed to

improve quality.

2. Appoint an inter department managementlevel quality improvement team to direct the

effort.

3. Measure the quality status ( errors, rework).


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4. Evaluate the cost of quality.

5. Ensure that all personnel have quality

awareness in regard to costs, benfits etc.Communicate quality aspects regularly.

6. Take ongoing corrective actions.


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7. Plan for zero defect.

8. Starting with management, provide training

to all employees.

9. Hold a Zero day to kick off quality

program.

10. Set goals for improvement.


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11. Remove causes of errors.

12. Award employees for goal achievement and quality

improvement.13. Establish a quality council composed of a team.

Chair person. And quality professionals to direct

the quality improvement efforts.

14. Repeat the process at the beginning at step 1 & do it

all over again.


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3. Joseph M Juran

Dr Joseph M Juran was awarded Order of the

Sacred Treasure by Emperor Hirohito in

1981. Author of Quality Handbook.

Juran institute in Wilton, Connecticut, USA,is

known for its quality management programs.


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Juran Quality Trilogy

1. Quality planning.

2. Quality control.

3. Quality improvement.


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1. Quality Planning

Identify the customers.

Determine the customers needs.

Develop product features.

Establish quality goals.

Develop a process.

Prove process capability.


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2. Quality Control

Choose what to control.

Choose units of measurement.

Establish standards of performance. Measure actual performance.

Interpret the difference (actual versus

standards). Take action on the difference.


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3. Quality Improvement

Identify specific projects for improvement.

Organize to guide the projects.

Organize for diagnosis - for discovery of

causes.

Provide remedies.

Provide for control to hold gains.


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Joseph M Jurans Emphasis

Emphasized for top management commitment

to improve product, quality, planning, statistics

to identify the discrepancies, and continuousimprovements of every aspect of product

quality.


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4. Genichi Taguchi

Japanese engineering specialist and a qualityconsultant.

A leading exponent of statistical methods.

Consulted leading companies such as Fordand IBM.


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Genichi Taguchis Philosophy

Contends that constant adjustment of productionmachines to achieve consistent product quality is noteffective.

Statistical process control techniques cantcompensate for poor quality of design.

Instead, products should be designed so that they arerobust enough to function satisfactorily despite

variations on the product line or in the field. Improved quality of a product or process represents

lower loss to society.


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Taguchis Steps

1. Identify the main function, side effects, and failure

modes.

2. Identify noise factors and the testing conditions forevaluating the quality loss.

3. Identify the quality characteristics to be observed

and the objective function to be optimized.

----Continued


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Taguchis Steps (Continued)

4. Identify the control factors.

5. Design the matrix, experiment and define the data

analysis procedure.6. Conduct the matrix experiment.

7. Analyze the data, determine the optimum levels for

the control factors, and predict the performance.

8. Conduct the verification experiment and plan future

actions.


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5. Armand V Feigenbaum

Concept of Total Quality Control.

Product quality is more important than the

production rate.

Responsibility for quality rests with the

persons who are directly related. Even workers

are given the authority to stop productionwhenever quality problems occur.


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6. Kaoru Ishikawa

Credited with concept of Quality Circles.

A quality circle (QC) is a small group of employees (not more than nine), who volunteer to meet regularlyto undertake work related projects designed toadvance the company, improve working conditions,tool design, safety, maintenance etc.

Use of fish bone diagram to trace back customercomplaints about quality problems.


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Quality Gurus Compared

1. DefinitionCrosby Deming Juran

Conformance to

requirement.

A predictable

degree ofuniformity and

dependability at

affordable cost to

suit the market.

Fitness for use.


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2. Degree of Senior Managements

ResponsibilityCrosby Deming Juran

Responsible for

quality.

Responsible for

over 90% ofquality problems.

Less than 20% of

quality problemsare due to

workers.


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3. Performance Standard

Crosby Deming Juran

Zero defects. Quality has many

scales, usestatistics to

measure

performance in

all areas, criticalof zero defects.

Avoid campaign

to do perfectwork.


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4. General Approach

Crosby Deming Juran

Prevention, not

inspection.

Reduce

variability bycontinuous

improvement,

stop mass

inspection.

General

managementapproach to

quality, especially

to human

elements.


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5.Structure

Crosby Deming Juran

14 steps for

qualityimprovement.

14 points for

management.

Juran quality

trilogy for qualityplanning, control,

improvement.


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6. SPC

Crosby Deming Juran

Rejects

statisticallyacceptable levels

of quality.

Statistical

methods ofquality control

must be used.

Recommended

SPC, but warnsthat it can lead to

tool driven

approach.


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7. Improvement Basis

Crosby Deming Juran

A process, not

a program; setimprovement

goals.

Must be

continuous toreduce variations,

eliminate goals

that are without

methods.

Project-by-

project teamapproach, set

attainable goals.


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8. Team Work

Crosby Deming Juran

By quality

improvementteams & quality

councils.

Employs

participation indecision making,

break down

barriers between

departments.

By team and

quality circleapproach.


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9. Costs of Quality

Crosby Deming Juran

Cost of

nonconformanceQuality is free.

No optimum

cost. Continuousimprovement of

cost is possible.

Quality is not

free. There is anoptimum cost.


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10. Purchasing & Goods Received

Crosby Deming Juran

Supplier is

extension ofbusiness. Most

faults are due to

purchases.

Inspection is too

late, it allowsdefects to enter

system.

Statistical

evidence andcontrol charts are

required.

Problems are

complex. Carryout formal

surveys.


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Quality Management Awards

Malcolm Baldrige National Quality Award

The Deming Award

Golden Peacock National Quality Award

Rajiv Gandhi National Quality Award

JRD TATA Quality Value Award


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Malcolm Baldrige National Quality

Award

Established in 1987.

Named after a former secretary of commerce.

Objective :-

1. To recognize US companies that attain preeminent quality leadership.

2. Encourage other US companies to improve their quality programs.3. To serve as quality improvement guidelines, & disseminate

nonproprietary info about quality strategies.

Criteria for Selection:- Leadership, Strategic planning, Customer &market focus, Information & analysis, Human resource focus, Processmanagement, Business results.


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The Deming Award

Established in 1951.

Awarded by the Union of Japanese Scientists & Engineers.

All firms are eligible.

Objective:- To recognize, reward, and encourage progresstoward improving quality of products & services; and to movetoward elevating excellence to the strategic level inorganization around the globe.

Criteria:- Use of SQC, Quality programs, Top managementcommitment, Customer satisfaction level, Training activities


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Golden Peacock National Quality Award

Named after Indias national bird Peacock.

Awarded by IOD at World Congress on TotalQuality.

Objective is to promote quality awareness in Indiancompanies.

Criteria:- Organizational leadership, StrategicPlanning, Human resource management, Information

management, Process management, Employeessatisfaction, Customer satisfaction, Impact on society,Business results.


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Rajiv Gandhi National Quality Award

Instituted by Bureau of Indian Standards in 1991.

Named after our late prime minister Rajiv Gandhi.

Objective:-

1. Encouraging Indian industries to make significant improvement in quality formaximizing customer satisfaction & face global competition.

2. Recognizing the achievements so that they become role models for othercompanies.

3. Establishing guidelines that can be used in evaluating own improvementsprograms.

4. Make available detailed information of the winning company in QualityManagement Approach, so that other companies can use the information.

Criteria:- Leadership, Policies, Objective & strategies, HRM, Process, Customerfocused results, Impact on environment & society, Business results.

JRD TATA Q lit V l A d


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JRD TATA Quality Value Award

Given to TATA Group of companies.

Objective:-

1. Create awareness of the importance of quality

& the need for total customer satisfaction.2. Achieve & sustain continuous excellence and

consequently leadership in the market place throughperfection and the achievement of quality.

Criteria:- Leadership, Planning, HRM & ProcessManagement


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