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TOTAL QUALITY MANAGEMENT TEACHINGS OF QUALITY GURUS
Dr. Mohamed Riyazh Khan- DoMS
Deming’s Universal Fourteen points
1. Create consistency of purpose with a plan
- Aim & Purpose 2. Adopt the new philosophy of
quality Continuous improvement, Customer Satisfaction, Defect Prevention
3. Cease dependence on mass inspection4. End the practice of choosing suppliers based solely on price
Loyalty and Trust5. Identify problems and work
continuously to improve the system.
Deming’s Universal Fourteen points
6. Adopt modern methods of training on the job
7. Change the focus from production numbers (quantity) to quality.
8. Drive out fearCreate Trust, Create Climate
for innovation
Deming’s Universal Fourteen points
9. Break down barriers between departments. Optimize Efforts of Team, Groups, Staff
10. Stop requesting improved productivity without providing methods to achieve it
11.Eliminate work standards that prescribe numerical quotas.
Deming’s Universal Fourteen points
12.Remove barriers to pride of workmanship
13.Institute vigorous education and retraining
Self Improvement for Everyone14. Create a Structure in top management
that will emphasize the preceding thirteen points every day.
Deming’s Universal Fourteen points
CROSBY’S FOURTEEN POINTS1. MANAGEMENT COMMITMENT
Top management must become convinced of the need for quality and must clearly communicate this to the entire company by written policy, stating that each person is expected to perform according to the requirement to be officially changed to what the company and the customers really need.
2. QUALITY IMPROVEMENT TEAM
Form a team composed of department heads to oversee improvements in their departments and in the company as whole.
CROSBY’S FOURTEEN POINTS
3. QUALITY MEASUREMENT
Establish measurements appropriate to every activity in order to identify areas in need of improvement.
CROSBY’S FOURTEEN POINTS
4. COST OF QUALITY
Estimate the costs of quality in order to identify areas where improvements would be profitable.
CROSBY’S FOURTEEN POINTS
5. QUALITY AWARENESSRaise quality awareness among
employees. They must understand the importance of product conformance and the costs of non-conformance
CROSBY’S FOURTEEN POINTS
6. CORRECTIVE ACTIONTake Corrective action as result of
steps 3 and 4.
7. ZERO DEFECTS PLANNINGForm a committee to plan a program appropriate to the company and its culture
CROSBY’S FOURTEEN POINTS
8. SUPERVISOR TRAINING
All levels of management must be trained in how to implement their part of the quality improvement program.
CROSBY’S FOURTEEN POINTS
9. ZERO DEFECTS DAYSchedule a day to signal to employees that the company has a new standard
10. GOAL SETTINGIndividuals must establish improvement goals for themselves and their groups.
CROSBY’S FOURTEEN POINTS
11. ERROR CAUSE REMOVAL
Employees should be encouraged to inform management of any problems that prevent them from performing error-free work.
CROSBY’S FOURTEEN POINTS
12. RECOGNITION
Give public, non-financial appreciation to those who meet their quality goals or perform outstandingly
CROSBY’S FOURTEEN POINTS
13. QUALITY COUNCILS.
Composed of quality professionals and team chairpersons, quality councils should meet regularly to share experiences, problems and ideas.
CROSBY’S FOURTEEN POINTS
14. DO IT ALL OVER AGAIN
Repeat steps 1 to 13 in order to emphasize the never-ending process of quality improvement.
CROSBY’S FOURTEEN POINTS
Juran’s Ten Steps to Quality improvement are
1. Build awareness of opportunities to improve
2. Set Goals for improvement3. Organize to reach goals4. Provide training5. Carry out projects to solve
problems
6. Report Progress7. Give recognition8. Communicate results9. Keep score10.Maintain momentum by making
annual improvement part of the regular system’s and processes of the company
Juran’s Ten Steps to Quality improvement are
CONTINUEOUS PROCESS IMPROVEMENT
1PROCESS
2CONTROL
3IMPROVE
PLAN
IMPROVE
UCL
LCL
UCL
LCL
SYSTEM TOOLS
QI TEAM
PROCESS
PART
ICIP
ATIV
E CU
LTUR
E VI
SION
COMMITMENT
COMM
UNICATION
TQC
- MISSION - CONT QUALITY IMPROVEMENT
CUSTOMER FOCUS
SYSTEMATIC PROBLEM SOLVING
SQCAN INTEGRATED TQM ACTION
MANAGEMENT COMMITMENT
TOTAL PARTICIPATION
SPC,
SQ
C
CUST
OM
ER S
UPP
LIER
CH
AIN
MG
MT
CON
TRO
L S
YSTE
M
PRO
CESS
F
LEXI
BILI
TY
WO
RK P
LAN
IMPR
OVE
MEN
T
* QUALITY PLANNING * LEADERSHIP * VISION
* CONTINUOUS IMPROVEMENT * VALUE ADDITION * EMPLOYEE INVOLVEMENT
QAPRODUCT
DEVELOP