Quality Gurus - Plymouth

11 January 2007 MATS326/gurus.ppt

Quality: definitionsand some key gurus

MST326 lecture 1


Your lecturer for the module

Dr John Summerscales Reader in Composites EngineeringSchool of Engineering Reynolds Room 008 01752.23.2650 [email protected] http://www.plym.ac.uk/staff/jsummerscales

http://www.plym.ac.uk/staff/jsummerscales


Quality: definitions (Concise Oxford Dictionary, 1979)• degree of excellence• faculty, skill, accomplishment• high rank or social standing• (logic) being affirmative or negative• distinctive character (of sound, voice etc.)• concerned with maintenance of

high quality (quality control)


Quality: definition (Bergman and Klefsjö, 1994)

“The quality of a product (article or service)

is its ability to satisfy the needs and expectations

of the customers”


Quality: definition(ISO 8402/ISO 9000)

“Quality is the totality of features and characteristics

of a product or service that bear on its ability to

satisfy stated or implied needs”


Quality Gurus• W Edwards Deming• Joseph Juran• Philip Crosby

• Shigeo Shingo• Kaoru Ishikawa• Yoshio Kondo• Taiichi Ohno


W Edwards Deming (1900-1993)the key to quality: reducing variation• Electrical Engineering,

University of Wyoming, 1921• PhD, Yale University• Western Electric Hawthorne, Chicago• US census statistician, 1939/40• Teaching Shewhart methods, 1942• invited to Japan after the war ....• Quality, Productivity and Competitive Position, 1982• Out of the Crisis, 1986/88• British Deming Association, Salisbury


W Edwards Deming

• regarded by the Japanese as the chief architect of their industrial success

• “all processes are vulnerable to loss of quality through variation: if levels of variation are managed, they can be decreased and quality raised”

• quality is about people, not products


W Edwards Deming• Core element is the “management circle”

• planning• do/implementation• check/study• action• PDCA (or PISA) cycle

• Continuous improvement (Kaizen)• teamwork and competence in problem solving


W Edwards Deming

• “Out of the Crisis” is “required reading for every chief executive in British industry who is serious about ensuring the international competitiveness of his company”Sir John Egan (Jaguar Cars)in Director magazine, September 1988


W Edwards Deming• Out of the Crisis (1984)

• having a satisfied customer is not enough• profit in business comes from

• repeat customers• customers that boast about your product and

service• customers that bring friends with them

• necessary to anticipate customer needs


W Edwards Demingfourteen points1 create constancy of purpose

for continual improvement of products and service2 adopt the new philosophy created in Japan3 cease dependence on mass inspection

build quality into the product4 end lowest tender contract:

require meaningful quality along with price5 improve constantly and forever every process

for planning, production and service


W Edwards Demingfourteen points6 institute modern methods of training on the job

for all, including management7 adopt and institute leadership

aimed at helping people do a better job8 drive out fear

encourage effective two-way communication9 break down barriers

between departments and staff areas10 eliminate exhortations for the workforce

they only create adversarial relationships


W Edwards Demingfourteen points11 eliminate quotas and numerical targets

substitute aid and helpful leadership12 remove barriers to pride of workmanship

including annual appraisalsand management by objectives

13 encourage education and self improvementfor everyone

14 define top management permanent commitmentto ever improving quality and productivityand their obligation to implement all these principles


Joseph Juran (1904-2008)company wide quality cannot be delegated

• Western Electric manufacturing, 1920s• AT&T manufacturing• Quality Control Handbook, 1951• Management of Quality courses• Juran on Planning for Quality, 1988• died aged 103 of natural causes


Joseph Juran

• structure CWQM concept: Company-Wide Quality Management

• essential for senior managers to• involve themselves• define the goals• assign responsibilities• measure progress


Joseph Juran

• empowerment of the workforce• quality linked to

human relations and teamwork• key elements

• identifying customers and their needs• creating measurements of quality• planning processes to meet quality goals• continuous improvements


Philip Crosby (1926-2001)conformance to requirements

• Martin missiles• QM at ITT, then corporate VP• 1979: Quality is Free• Philip Crosby Associates Inc.• 1984: Quality without Tears

“Do It Right First Time”“Zero Defects”


Philip CrosbyFour absolutes of quality management• quality is defined as conformance to

requirements, not as goodness or elegance• the system for creating quality is prevention,

not appraisal• the performance standard must be Zero

defects, not that’s close enough• the measurement of quality is the Price of

Nonconformance, not indices


Philip Crosby

• 1992: “Quality, meaning getting everyone to do what they have agreed to do and to do it right first time is the skeletal structure of an organisation, finance is the nourishment and relationships are the soul”


Philip Crosby

• manufacturing companies spend around 20% of revenue doing things wrong, then doing them over again

• service companies may spend 35% of operating expenses in a similar way


Four Absolutes of Quality Management (Crosby, 1979)

Cost of Quality classified as: Prevention costs Appraisal costs Failure costs


Cost of Quality: prevention costs• design reviews • product qualification• drawing checking• engineering quality orientation• supplier evaluations• supplier quality seminars• specification review• process capability studies• tool control• operation training• quality orientation• acceptance planning• zero defects programme• Quality Audits• preventative maintenance


Cost of Quality: appraisal costs• prototype inspection and test• production specification conformance

analysis• supplier surveillance• receiving inspection and test• product acceptance• process control acceptance• packaging inspection• status measurement and reporting


Cost of Quality: failure costs• consumer affairs• redesign• engineering change order• purchasing change order• corrective action costs• rework• scrap• warranty• service after service• product liability


Shigeo Shingo (1909-1990)Poka-Yoke: mistake-proofing• 1930: ME degree from Yamanashi Tech• Taipei Railway Factory, Taiwan• consultant with Japan Management Assn

• 1955: training at Toyota Motor Company• 1959: Institute of Management Improvement• 1961-64: concept of Poka-Yoke


Shigeo Shingo

• Poka-Yoke: mistake-proofing• identify errors before they become defects• stop the process whenever a defect occurs,

define the source and prevent recurrence

• 1967: source inspection + improved PY• prevented the worker from making errors

so that defects could not occur• Zero Quality Control


Kaoru Ishikawa (1915-1989)Pareto and cause-and-effect diagrams• 1939: engineering. graduate

(Tokyo University)• 1947: Assistant Professor• 1955-60: Company-wide QC movement• 1960: Professor (Tokyo University)


Kaoru Ishikawa

“quality does not only mean the quality of the product,

but also of after sales service, quality of management,

the company itself and human life”


Kaoru Ishikawa (points 1-7 of 15)• product quality is improved and becomes

uniform. Defects are reduced• reliability of goods is improved• cost is reduced• quantity of production is increased,

rational production schedules are possible• wasteful work and rework are reduced• technique is established and improved• inspection and testing costs are reduced


Kaoru Ishikawa (points 8-15 of 15)

• rational contracts between vendor/vendee• sales market is enlarged• better relationships between departments• false data and reports are reduced• freer, more democratic discussions• smoother operation of meetings• more rational repairs and installation• improved human relations


Yoshio Kondo (b.1924)motivation of employees is important• 1945: graduated from Kyoto University• 1961: doctorate in engineering & Prof• 1987 Emeritus Professor• 1989: Human Motivation

- a key factor for management

• 1993: Companywide Quality Control• leadership is central to implementation of TQM


Yoshio Kondo

• Human work should include:• creativity

• the joy of thinking• physical activity

• the joy of working with sweat on the forehead• sociality

• the joy of sharing pleasure and pain with colleagues


Yoshio Kondo

• Four points of actionto support motivation• when giving work instruction,

clarify the true aims of the work• see that people have a strong sense

of responsibility towards their work• give time for the creation of ideas• nurture ideas and bring them to fruition


Yoshio Kondo

• Leaders must have• a dream (vision and shared goals)• strength of will and tenacity of purpose• ability to win the support of followers• ability to do more than their followers,

without interfering when they can do it alone• successes• ability to give the right advice


Taiichi Ohno (1912-1990)• graduated with mech eng degree from Nogoya• worked for the Toyoda Weaving Company • 1939: Toyota Motor as machine shop manager • 1988: Workplace Management ~ just-in-time

and Toyota Production System(later known as Lean Manufacturing).

• regarded as the father of Just-In-Time (JIT) at Toyota.


Ohno: seven forms of waste• overproduction • waiting • transportation • motion • inventory • defects • overprocessing

Documents

Quality Gurus - Plymouth