TQM Philosophies

Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. He passed on in 1993.

His expertise was used during World War II to assist the United States in its effort to improve the quality of war materials Deming is best known for his management philosophy , establishing quality , productivity and competitive position .

DEMINGS 14 POINTS

Point 1: Create a Vision and Demonstrate CommitmentAn organization must define its values, mission, and vision of the future to provide long-term direction for its management and employees.Businesses should not exist simply for profit; they are social entities whose basic purpose is to serve their customers and employees.

Point 2: Learn the New PhilosophyCompanies must take a customer-driven approach based on mutual cooperation between labor and management and a never-ending cycle of improvement.

Point 3: Understand InspectionInspection - the principal means of quality control.Routine inspection acknowledges that defects are present, but does not add value to the product.Inspection should be used as an information-gathering tool for improvement, not as a means of assuring quality or blaming workers.

Point 4: Stop Making Decisions Purely on the Basis of CostThe supplier and manufacturer must be considered as a macro organization.Deming urged businesses to establish long-term relationships with fewer suppliers, leading to loyalty and opportunities for mutual improvement. Supply Chain Management (SCM) focuses heavily on a systems view of the supply chain with the objective of minimizing total supply chain costs and developing stronger partnerships with suppliers.

Point 5: Improve Constantly and ForeverImproved design of goods and services comes from understanding customer needs and continual market surveys and other sources of feedback, and from understanding the manufacturing and service delivery process.Improvements in operations are achieved by reducing the causes and impacts of variation, and engaging all employees to innovate and seek ways of doing their jobs more efficiently and effectively. Deming chain reaction: When quality improves, productivity improves and costs decrease.Continuous improvement

Point 6: Institute TrainingTraining- results in improvements in quality and productivity- adds to worker morale- demonstrates to workers that the company is dedicated to helping them and investing in the future

Point 7: Institute LeadershipThe job of management is leadership, not supervision.Supervision simply overseeing and directing workLeadership providing guidance to help employees do their hobs with less effort.

Point 8: Drive Out FearFear is manifasted in many ways: fear of reprisal, fear of failure, fear of the unknown, fear of relinquishing control, and fear of change.Fear encourages short-term thinkingFear is a cultural issue for all organizations

Point 9: Optimize the Efforts of TeamsTeamwork helps to break down barriers between departments and individuals.

Barriers between functional areas occur occurs when managers fear they might lose power.Lack of cooperation leads to poor quality.

Point 10: Eliminate ExhortationsMotivational approaches overlook the major source of many problems the systemCauses of variation stemming from the design of the system are managements problem, not the workers

Point 11: Enumerate Numerical Quotas and Management by Objective (MBO)Many organizations manage by the numbers.Goals are useful, but numerical goals set for others without incorporating a method to reach the goal generate frustration and resentment.Management must understand the system and continually try to improve it, rather than focus on short-term goals.

Point 12: Remove Barriers to Pride in WorkmanshipDeming believed that one of the biggest barriers to pride in workmanship is performance appraisalPerformance appraisal destroys teamwork by promoting competition for limited resources, fosters mediocrity because objectives typically are driven by numbers and what the boss wants rather than by quality, focuses on the short term and discourages risk taking, and confounds the people resources with other resources.Three categories of performance:Majority of performances that are within the systemPerformances outside the system on the superior sidePerformances outside the system on the inferior side

Point 13: Encourage Education and Self-ImprovementContinuing, broad education for self-improvementOrganizations must invest in their people at all levels to ensure success in the long termDeveloping the worth of the individual is a powerful motivation method

Point 14: Take ActionAny culture change begins with top management and includes everyoneTeam-based approach

Demings cycle

Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices. Joseph Jurans belief that quality does not happen by accident gave rise to the quality trilogyWho was Joseph Juran?

Juran Ideas are : Quality definitionBreakthrough conceptInternal customerQuality TrilogyPareto analysisCost of qualityQuality council

Quality definition : ( Fitness of purpose)

The statement is not that much easy , as it requires asking many questions like :What is the real purpose ?Are customer internal or external users ?Who are the possible customers ?

2. Breakthrough : sequences of process improvements , which take two journeys journey from symptom to cause journey from cause to remedy

3. Internal customers : quality is associated with customer satisfaction and dissatisfaction Satisfaction : occurs when the product has superior performance and featuresDissatisfaction : when we have defects and deficiencies

Customer satisfaction has two dimensions:

Internal : Building the product and the service correctlyExternal : matching customer requirements and meet their expectations

4. Quality council : A group of experts who are responsible for supervising in the application of quality*Juran Big (Q) : quality doesnt the concern of the production or the total quality within the organization , but it extends to link between organization departments, operations and services .

5. Juran quality cost :

*Appraisal Costs: Costs of activities designed to ensure quality or uncover defects (inspection)* Prevention Costs :All TQ training, TQ planning to prevent defects from occurring

*Failure Costs - costs incurred by defective parts/products or faulty services.*Internal Failure Costs : Costs incurred to fix problems that are detected before the product/service is delivered to the customer.*External Failure Costs : All costs incurred to fix problems that are detected after the product/service is delivered to the customer.

* Juran three role models : He assumed that every process has an internal customer and supplier which linked to each other through a process to reach the optimum quality .6. Juran Pareto analysis : A universal problem solving methodology in which we list the key problems into a table and ranking them from the highest to the lowest and trying to solve the deficiencies

Quality planning : *determine the organization internal and external customers * determine customer needs , requirements and expectations * design the product to achieve customer satisfaction * prepare a design to achieve a good quality Quality controlling : *determine variation and make decisions * measure performance and results*compare the results with the stated objectives .Quality improvements : * define quality goals * train the workers * develop a problem solving statement 7. Quality Trilogy :

Gen'ichi Taguchi is an engineer and statistician. 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.

Gen'ichi Taguchi

Taguchi methodology is fundamentally a prototyping method that enables the designer to identify the optimal settings to produce a robust product that can survive manufacturing time after time, piece after piece, and provide what the customer wants. Today, companies see a close link between Taguchi methods, which can be viewed along a continuum, and quality function deployment (QFD).

Taguchi has made a very influential contribution to industrial statistics. The key elements of his quality philosophy are: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 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

Taguchi contributions:

Taguchi realized that the best opportunity to eliminate variation is during the design of a product and its manufacturing process and it consists of 3 stages:

System design; Parameter design; and Tolerance design

System designThis is design at the conceptual level, involving creativity and innovation.Parameter designOnce the concept is established, the nominal values of the various dimensions and design parameters need to be set. Taguchi's radical insight was that the exact choice of values required is under-specified by the performance requirements of the system. 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.

Tolerance designWith 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