Management of Quality Management of Quality

Introduction to QualityIntroduction to Quality

Quality GurusQuality Gurus

W. Edwards DemingW. Edwards Deming Joseph M. JuranJoseph M. JuranPhilip B. CrosbyPhilip B. Crosby

Father of TQMFather of TQM

W. Edwards DemingW. Edwards Deming Introduced Japanese companies to Introduced Japanese companies to

the the PDCAPDCA cycle cycleDeveloped Developed 14 Points14 Points for managers for managers

Deming’s 14 PointsDeming’s 14 Points1.1. Create constancy of purpose for the Create constancy of purpose for the

improvement of product and improvement of product and service.service.

Belief:   Higher quality leads to higher productivity, Belief:   Higher quality leads to higher productivity, which in turn leads to long-term competitive which in turn leads to long-term competitive

strengthstrength Improve quality

Costs decrease because of less rework and mistakes

Productivity improves

Capture market with better quality and lower price

Stay in business and provide more jobs

Deming’s 14 PointsDeming’s 14 Points2.2. Adopt the new philosophy. Mistakes Adopt the new philosophy. Mistakes

and negativism are unacceptable. and negativism are unacceptable. 3.3. Cease dependence on mass inspection. Cease dependence on mass inspection. 4.4. End the practice of awarding business End the practice of awarding business

on price tag alone. on price tag alone. 5.5. Improve constantly and forever the Improve constantly and forever the

system of production and service. system of production and service. 6.6. Institute training.Institute training.

7.7. Institute leadership. Institute leadership. 8.8. Drive out fear. Drive out fear. 9.9. Break down barriers between staff areas. Break down barriers between staff areas. 10.10. Eliminate numerical quotas and slogans . Eliminate numerical quotas and slogans . 11.11. Eliminate targets for the workforce. Eliminate targets for the workforce. 12.12. Remove barriers to pride of workmanship. Remove barriers to pride of workmanship. 13.13. Institute a vigorous programme of Institute a vigorous programme of

education and retraining. education and retraining. 14.14. Take action to accomplish the Take action to accomplish the

transformation. transformation.

Deming’s 14 PointsDeming’s 14 Points

Joseph M. JuranJoseph M. Juran

““Quality is fitness for use”Quality is fitness for use”Juran's message on qualityJuran's message on quality "There is gold in the mine“"There is gold in the mine“ "Quality does not happen by accident”"Quality does not happen by accident”

Fundamental Quality Fundamental Quality StrategiesStrategies

• Quality Planning• Quality Control • Quality Improvement

Juran’s quality planning road Juran’s quality planning road map map

11 Identify who the customers are. Identify who the customers are. 22 Determine the needs of those customers. Determine the needs of those customers. 33 Translate those needs into the organization's Translate those needs into the organization's

language. language. 44 Develop a product that can respond to those needs. Develop a product that can respond to those needs. 55 Optimize the product features so as to meet the Optimize the product features so as to meet the

organization's needs as well as customer needs. organization's needs as well as customer needs. 66 Develop a process which is able to produce the Develop a process which is able to produce the

product. product. 77 Optimize the process. Optimize the process. 88 Prove that the process can produce the product Prove that the process can produce the product

under operating conditions. under operating conditions. 99 Transfer the process to operations. Transfer the process to operations.

Juran TrilogyJuran TrilogyQuality Planning, Quality Control, Quality Quality Planning, Quality Control, Quality

ImprovementImprovementJuran Trilogy

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Quality ControlQuality Control

Ten steps to continuous quality Ten steps to continuous quality improvementimprovement

1. Create awareness of the need and opportunity for quality 1. Create awareness of the need and opportunity for quality improvementimprovement

2. Set goals for continuous improvement2. Set goals for continuous improvement3. Build an organisation to achieve goals by establishing a 3. Build an organisation to achieve goals by establishing a

quality council, identifying problems selecting a project quality council, identifying problems selecting a project appointing teams and choosing facilitatorsappointing teams and choosing facilitators

4. Give everyone training4. Give everyone training5. Carry out projects to solve problems5. Carry out projects to solve problems6. Report progress - enables experience and learning to be 6. Report progress - enables experience and learning to be

shared/sense of achievementshared/sense of achievement7. Show recognition7. Show recognition8. Communicate results8. Communicate results9. Keep a record of successes - for reference9. Keep a record of successes - for reference10. Incorporate annual improvements into the company’s 10. Incorporate annual improvements into the company’s

regular systems and processes and thereby maintain regular systems and processes and thereby maintain momentummomentum

Philip B. CrosbyPhilip B. Crosby

Quality Is FreeQuality Is Free zero defectszero defects 14 points14 points defined absolutes of quality defined absolutes of quality

managementmanagement

Absolutes of Quality Absolutes of Quality Management:Management:

1.1. DIRFT- Do It Right First Time. DIRFT- Do It Right First Time. 2.2. The system of quality is preventionThe system of quality is prevention3.3. The performance standard is "zero The performance standard is "zero

defects"defects" 4.4. The measurement of quality is the The measurement of quality is the

price of non-conformanceprice of non-conformance

CROSBY’S 14 STEPSCROSBY’S 14 STEPS  

1.1. Management CommitmentManagement Commitment2.2. Quality Improvement TeamQuality Improvement Team3.3. Quality MeasurementQuality Measurement4.4. Cost of Quality EvaluationCost of Quality Evaluation5.5. Quality AwarenessQuality Awareness6.6. Corrective ActionCorrective Action7.7. Zero Defects PlanningZero Defects Planning8.8. Quality EducationQuality Education9.9. Zero Defects DayZero Defects Day10.10. Goal SettingGoal Setting11.11. Error Cause RemovalError Cause Removal12.12. RecognitionRecognition13.13. Quality CouncilsQuality Councils14.14. Do It All Over AgainDo It All Over Again

What is Kaizen?What is Kaizen?

Innovation  Pattern Innovation  Pattern

Innovation plus Kaizen Innovation plus Kaizen

Innovation Vs KaizenInnovation Vs Kaizen

Job Functions in JapanJob Functions in Japan

Job Functions in JapanJob Functions in Japan

Western Perceptions Western Perceptions

Elements of Kaizen

Do you practice Kaizen Events?Do you practice Kaizen Events?

One week improvement eventsOne week improvement events