BONUS Quality Gurus

8/8/2019 BONUS Quality Gurus

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URUS

CUSTOMER & COMPETITIVE INTELLIGENCE FORPRODUCT, PROCESS, SYSTEMS & ENTERPRISE EXCELLENCE

G

DEPARTMENT OF STATISTICS

DR. RICKEDGEMAN, PROFESSOR& CHAIR SIX SIGMABLACKBELT

[email protected] OFFICE: +1-208-885-4410

UALITYQ


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Quality Gurus:Joseph M. Juran

Phil CrosbyArmand V. Feigenbaum


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Joseph M. Juran

Defines qualityasa compositionoftwodifferent, thoughrelated concepts:

http://www.qualitydigest.com/aug02/articles/01_article.shtml


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Oneformofqualityisincome-oriented,and consistsofthosefeaturesoftheproductwhichmeet customerneedsandtherebyproduceincome;inthis

sense, higher qualityusuallycostsmore

Joseph M. Juran


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Asecondformofqualityis cost-orientedand consistsoffreedomfromfailuresanddeficiencies;inthissense,higher qualityusuallycostsless

Joseph M. Juran


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Managementfor quality, accordingto

Juran, involvestheelementsofqualityplanning, quality control, andqualityimprovement;theseformJuransso-called Trilogy. Tosupportthistriad,Juranhasformulatedalistofninenondelegableresponsibilitiesforuppermanagers:

Joseph M. Juran


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Responsibilities for Upper Managers Createawarenessoftheneedandopportunityforimprovement.

Mandate qualityimprovement;makeitapartofeveryjobdescription.

Createtheinfrastructure: establisha quality

council;selectprojectsforimprovement;appointteams;providefacilitators.

Providetraininginhowtoimprove quality.

Reviewprogressregularly.


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Giverecognitiontothewinningteams

Propagandizetheresults.

Revisetherewardsystemtoenforcetherateofimprovement.

Maintainthemomentumbyenlargingthebusinessplantoincludegoalsfor qualityimprovement.

Responsibilities for Upper Managers


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Jurans Quality Planning Process Identifythe customers;anyonewhowillbeimpactedisa customer,whetherinternalor

external. Determinethe customersneeds.

Createproductfeatureswhich canmeetthecustomersneeds.

Createprocesseswhichare capableofproducingtheproductfeaturesunderoperating conditions.

Transfertheprocessestotheoperatingforces


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Jurans FeedbackLoop Approach

toQuality Control Evaluateactualperformancelevels.

Compareactualperformancelevelstotargetedperformancelevels.

Takeactionto closeoreliminatethegapbetweenthesetwolevels.

Qualitybecomesapartofeachuppermanagementagenda.

Qualitygoalsenterthebusinessplan.

Stretchgoalsarederivedfrombenchmarking;focusisonthecustomerandonmeeting competition;therearegoalsforannual qualityimprovement


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Juran & Continuous ImprovementTotal Quality Management

Goalsaredeployedtotheactionlevels

Trainingisdoneatalllevels.

Measurementisestablishedthroughout.

Uppermanagersregularlyreviewprogressagainstgoals.

Recognitionisgivenforsuperiorperformance.

Therewardsystemisrevised.


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Dr. Jurans ViewsSECOND, supplierrelationsshouldbesuch

thataminimalnumberofsuppliersareused;teamworkbetweena companyandits

supplierswouldbebasedonmutualtrustand

contractsshouldbegreaterduration.


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Dr. Jurans ViewsTHIRD, trainingshouldberesults-orientedratherthantool-oriented;whatisdesiredisrelatedmoretowardbehavior changethan

towardeducation.


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Philip B. Crosby (1926-2001):

ZeroDefects

Effectivelythis conceptimpliesthat pooror high qualityhaslittleornomeaningandthatinfactitiseither

conformanceornon- conformanceto customer/productrequirementswhichisofcentralimportance. Qualitymanagementequatestodefectprevention.

http://www.philipcrosby.com/pca/C.Articles/articles/year.2002/philsbio.htm


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Makeit clearthat

managementis committedto quality

Form qualityimprovementteamswithrepresentatives

fromeachdepartment Determinehowtomeasurewhere currentandpotentialqualityproblemsexist

Crosbys 14 Steps

toQuality Improvement


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Evaluatethe costofqualityandexplainitsuseasamanagementtool

Raisethe qualityawarenessandpersonal concernofallemployees

Takeformalactionsto correctproblemsidentifiedthroughprevioussteps

Crosbys 14 StepstoQuality Improvement


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Establisha committeeforthezerodefectsprogram

Trainallemployeestoactivelycarryouttheirpartofthe qualityimprovementprogram

Holda zerodefectsday toletallemployeesrealizetherehasbeenachange

Crosbys 14 Steps



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Encourageindividualsto

establishimprovementgoalsforthemselvesandtheirgroups

Encourageemployeesto

communicatetomanagementtheobstaclestheyfaceinattainingtheirimprovement

Crosbys 14 Steps



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Recognizeandappreciatethosewhoparticipate

Establish qualitycouncilstocommunicateonaregularbasis

Doitalloveragaintoemphasizethatthe qualityimprovementprogramneverends

Crosbys 14 Steps



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Crosbys Absolutes

Qualitymeans conformancetorequirements ifyou

intendtodoitrightthefirst

time, theneveryonemustknowwhat itis


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Crosbys Absolutes Qualitycomesfromprevention.

Vaccinationisthewaytopreventorganizationaldisease.Prevention comesfromtraining,

discipline, example, leadership,andsoforth.


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Crosbys Absolutes

Qualityperformancestandardiszerodefects errorsshouldnotbetolerated

Qualitymeasurementisthe

priceofnonconformance


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Armand V. FeigenbaumThree Steps toQuality

Qualityleadership

Modern qualitytechnology

Commitmentoftheorganization


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Armand V. Feigenbaum

FourDeadly Sins Hothouse quality

Wishfulthinking Producingoverseas

Confining qualitytothefactory

http://www.union.edu/PUBLIC/ECODEPT/kleind/ct/forum/2005/afeigenbaum_2005.htm


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Nineteen Steps


TQC is defined as:

An effective system for integrating the qualitymaintenance andquality improvement efforts

of the various sectors of an organization so asto enable marketing, engineering, production,andservice at the most economic levels whichwill allow for full customer satisfaction.


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Qualityvs. quality. Qreferstoluxurious quality,whereas qreferstohighquality, notnecessarilyluxury.

Regardlessoforganizationalniche, qmustbe closelymaintainedandimproved.

Nineteen Steps



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TheC or control in TQC

representsamanagementtool: Setting qualitystandards Actingwhenstandardsareexceeded

Planningforimprovementsinthestandards Appraising conformancetothosestandards

Nineteen Steps



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INTEGRATION: QC requiresintegrationoftypicallyun-coordinatedactivitiesintoaframework. Thisframework

shouldassignresponsibilityforcustomer-driven qualityeffortsacrossallactivitiesoftheorganization.

Nineteen Steps



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Qualityincreasesprofits. Properlycarriedout, TQC programsarehighly

costeffectivesincetheyresultinimprovedlevelsofcustomersatisfaction, reducedoperatinglossesandfieldservice costs, andimproveduseofresources. Without quality,customerswillnotreturn. Withoutrepeatbusiness, nobusinesswillsurvive.

Nineteen Steps



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Qualityisanexpectation, nota

desire. In Demingsterms, qualitybegets quality ;asonesupplierbecomes qualityoriented, others

mustfollowsuit.

Nineteen Steps



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Thegreatest quality

improvementsarelikelyto comefrompeopleimprovingtheprocess, notthroughadding

machines. TQC appliestoallproductsandservices noperson, process, ordepartmentisexempt.

Nineteen Steps



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Qualityisatotallife-cycle

consideration. QC entersintoallphasesofaproductionprocess,startingwith customer

specifications, throughdesignengineeringandassembly, toshipment, installation, andfieldservice.

Nineteen Steps



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Controltheprocessthroughcontrolofnewdesigns, incomingmaterial, product, andprocess.

Nineteen StepstoQuality Improvement


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Atotal qualitysystemis theagreed company-wideandplant-wideoperatingworkstructure, documentedineffective, integrated

technicalandmanagerialprocedures, forguidingthe coordinatedactionsofallresources includingpeople, machines, andinformationinthebestandmostpractical

waystoassure customer qualitysatisfactionandeconomical costsofquality. The qualitysystemprovidesintegratedand continuouscontroltoallkeyactivities, makingittrulyorganizationalinscope.

Nineteen Steps



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Benefitsaccruingfrom TQC programstendtoincludeimprovementinproduct qualityanddesign, reducedoperating costsandlosses, improved

employeemorale, andreductionofproductionlinebottlenecks.

Nineteen Steps



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Qualitycostsareameansformeasuringandoptimizing TQCactivities. Operating costsaredividedintofourdifferent categories:

prevention costs, appraisal costs,internalfailure costs, andexternalfailure costs.

Nineteen Steps



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Thetenetthatquality is

everybodys job mustbe clearlydemonstrated. Everyorganizational componenthasa

quality-relatedresponsibility.Thismustbeexplicitandvisible.

Nineteen Steps



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Organizationsneed qualityfacilitatorswho candisseminateinformation, providetrainingandsoforth not qualitypolice.

Nineteen Steps



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TQC isnotatemporaryquality

improvementplan, itisguidinganongoingpracticeandphilosophy.

Statisticalmethodsshouldbeusedwheneverandwherevertheyareuseful,buttheyareonlyonepartofTQC andarenot TQC itself.

Nineteen Steps



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Thebestpeople-orientedactivitiesshouldbeimplementedbeforeresortingtoautomation,whichisnota cure-alland can

providethestuffofwhichimplementationnightmaresaremade.

Nineteen Steps



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Control qualityatitssource qualityshouldbean upstreamandeverywhereinthestreamconceptandpractice, notmerelydownstreamashastoooftenbeenthe case.

Nineteen Steps



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URUSCUSTOMER & COMPETITIVE INTELLIGENCE FOR

PRODUCT, PROCESS, SYSTEMS & ENTERPRISE EXCELLENCE

G

DEPARTMENT OF STATISTICS

DR. RICKEDGEMAN, PROFESSOR& CHAIR SIX SIGMABLACKBELT

[email protected] OFFICE: +1-208-885-4410

UALITYQ

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