c4871Quality Gurus

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    Quality Gurus

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    PLAN

    CHECK

    DOACT

    TheDeming Cycle or PDCACycle

    (Originally developed by Walter She wart)

    Plan a change to the process. Predict

    theeffect this change will have and plan

    how theeffects will bemeasured

    Implement the change

    on a small scale and

    measure theeffects

    Adopt the change as a

    permanent modification

    to the process, or

    abandon it.

    Study the results to

    learn what effect the

    changehad, ifany.

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    Improve Quality

    Productivity improves

    Provide jobs and

    more jobs

    DemingsChain Reaction

    Cost decreases because

    ofless rework, fewer

    mistakes, fewer delays,snags, better use of

    machine time and

    materialsStay in business

    Capture themarket with

    better quality and lower price

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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 of

    poor quality.

    3. Stop depending on inspection to achieve

    quality.

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    Demings 14 Points for Managers

    4. Use fewer suppliers, selected based on

    quality and dependability instead of price.

    5. Install programs for continuous improvement

    of costs, quality, service, and productivity.

    6. Train all employees on quality concepts.

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    Demings 14 Points for Managers

    7. Focus on supervision on helping people to do

    a better job.

    8. Eliminate fear, create trust, and encourage

    two-way communications between workers

    & managers.

    9. Eliminate barriers between departments and

    encourage joint problem solving.

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    Demings 14 Points for Managers

    10 Eliminate the use of numerical goals and

    slogans to make workers work hard.

    11 Use statistical methods for continuous

    improvement of quality and productivity of

    numerical quota.

    12 Remove barriers to pride of workmanship.

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    Demings 14 Points for Managers

    13. Encourage education and self improvement

    for everyone.

    14. Define clearly managements permanent

    commitment to quality and productivity.

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    Philip B Crosbys Concept

    1. Quality definition :- Conformance to

    requirement

    2. System of quality is prevention, not

    appraisal.

    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 management

    level quality improvement team to direct the

    effort.

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

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    Crosbys 14 Steps for Quality Improvement

    4. Evaluate the cost of quality.

    5. Ensure that all personnel have quality

    awareness in regard to costs, benofots etc.

    Communicate quality aspects regularly.

    6. Take ongoing corrective actions.

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    Crosbys 14 Steps for Quality Improvement

    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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    Crosbys 14 Steps for Quality Improvement

    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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    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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    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

    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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    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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    Kaoru Ishikawa

    Credited with concept of Quality Circles.

    A quality circle (QC) is a small group of employees (

    not more than 9 ), who volunteer to meet regularly toundertake work related projects designed to advancethe company, improve working conditions, tooldesign, safety, maintenance etc.

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

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    Quality Gurus Compared

    1. Definition

    Crosby 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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    Quality Gurus Compared

    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.