The Evolution of Quality Management
Total Quality Management – TQM
The Evolution of Quality Management
Mass Inspection Quality Control (Acceptance Sampling) Quality Assurance Total Quality Control Company- wide Quality ControlEvolution of Quality Management
Mass Inspection
Inspecting
Salvaging
Sorting
Grading
Rectifying
Rejecting
Quality Control
Quality manuals
Product testing using SQC
Basic quality planning
Quality Assurance
Emphasis on prevention
Proactive approach using SPC
Advance quality planning
Total Quality Control
All aspects of quality of inputs
Testing equipment
Control on processes
Mass Inspection Quality Control (Acceptance Sampling) Quality Assurance Total Quality Control Company - wide Quality ControlEvolution of Quality Management (cont’d)
Company-wide Quality
Control
Measured in all functions
connected with production:
R&D Design Engineering Purchasing Operations, etc.
Total Quality Management
Measured in all aspects of
business
Top management
commitment
Continuous improvement
Involvement & participation
of employees
Mass Inspection Quality Control (Acceptance Sampling) Quality Assurance Total Quality Control Company- wide Quality ControlScope of different quality concepts
Total Quality Management Quality Assurance Quality Control InspectionEvolution of quality concepts
Imp ro veme n t in pr oduct qu ali ty 1920 1940 1960 1980 2000 Inspection Statistical Process Control Statistical sampling Improved designs Quality through design Integrated design and manufacturingOld concept of quality:
Inspect for quality after production
New concept of quality: Build quality into the process. Identify and correct causes of
quality problems
Organizational quality focus
Customer-driven quality focus Focus on profit and
Quality “Gurus” and their contribution
Name Main Contribution
Dr. Walter A. Shewhart • Contributed to understanding of process variability • Developed concept of statistical control charts
Dr. W. Edwards Deming • Stressed management’s responsibility for quality • Developed “14 points” to guide companies in quality
improvement
Dr. Joseph M. Juran • Defined quality as “fitness for use” • Developed concept of cost of quality
Dr. Armand V. Feigenbaum • Introduced concept of total quality control Dr. Philip B. Crosby • Coined phrase “quality is free”
• Introduced concept of zero defects Dr. Kaoru Ishikawa • Developed cause-and-effect diagrams
• Identified concept of internal customer Dr. Genichi Taguchi • Focused on product design quality
Walter A. Shewhart (1891 – 1967)
Often referred to as the “grandfather of
quality control”
Worked as a statistician at Bell Labs
during the 1920s and 1930s
Studied randomness and recognized that
variability existed in all manufacturing
processes
Developed quality control charts that are
used to identify if the variability in the
process is random or due to an assignable
cause (operator, equipment, tools, etc.)
Also stressed that eliminating variability
improves quality
His work created the foundation
W. Edwards Deming (1900 – 1993)
Known as the “father of quality control” Statistics professor at New York
University in the 1940s
After Word War II he assisted many Japanese companies in improving quality
In recognition of his work, the Japanese established in 1951 the Deming Prize Only 30 years later American companies
began adopting Deming’s philosophy He outlined his notions of quality in his
famous 14 points
Deming stressed that quality problems are caused mainly by processes and systems, including poor management.
Deming’s “System of Profound Knowledge”
Appreciation of a system: Understanding the overall
processes involving suppliers, producers, and
customers (or recipients) of goods and services;
Knowledge of variation: The range and causes of
variation in quality, and use of statistical sampling in
measurements;
Theory of knowledge: The concepts explaining
knowledge and the limits of what can be known;
Knowledge of psychology: Concepts of human
Deming’s key principles (“14 Points”)
1. Create constancy of purpose toward improvement of product and service, with
the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management
must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for
massive inspection by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and
machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
Deming’s “14 Points” (cont’d)
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero
defects and new levels of productivity. The bulk of causes of low quality and low productivity belong to the system and thus lie beyond the work force.
11. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12. Remove barriers that rob the hourly worker, people in management and in
engineering of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Abolish the “annual or merit rating and management by objective.”
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The
Deming’s “Seven Deadly Diseases of
Management”
1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual
review of performance
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive medical costs
7. Excessive costs of warranty, fueled by lawyers who
work for contingency fees
“A Lesser Category of Obstacles”
Neglecting long-range planning
Relying on technology to solve problems
Seeking examples to follow rather than developing solutions
Excuses, such as "our problems are different"
Obsolescence in school that management skill can be taught in
classes
Reliance on quality control departments rather than management,
supervisors, managers of purchasing, and production workers
Placing blame on workforces who are only responsible for 15% of
mistakes where the system desired by management is responsible
for 85% of the unintended consequences
The PDCA cycle
The Plan-Do-Check-Act (PDCA) cycle is a four-step
management process used in business.
It is also known as the Deming (or Shewhart) circle, cycle or
wheel, or Plan-Do-Study-Act (PDSA).
The PDCA management process
PLAN
Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals).
DO
Implement the new processes, often on a small scale if possible, to test possible effects. Collect data for charting and analysis for the following "CHECK" step. CHECK
Measure the new processes and compare the results (collected in "DO" above) against the expected results (targets or goals from the "PLAN") to ascertain any differences. Charting data can make this much easier to see trends in order to convert the collected data into information needed for the next step "ACT". ACT
Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.
Joseph M. Juran (1904 – 2008)
20th century management consultant and author
remembered as a preacher for quality and quality
management
He developed the idea of trilogy:
Quality Planning
Quality Improvement Quality Control
He stressed that conformance to specifications is
necessary but not sufficient requirement of a
product
The fitness for use by the consumer of the
targeted market segment is an essential
requirement in addition to conformance.
Juran’s 10 Points
1. Build awareness of need and opportunities for
improvement
2. Set goals for improvement
3. Organize the overall improvement program
4. Provide the training
5. Solve problems through project methodology
6. Report progress
7. Give recognition
8. Communicate results
9. Keep score
Armand V. Feigenbaum (b. 1922)
Quality control expert and businessman.
He devised the concept of Total Quality Control,
later known as Total Quality Management
(TQM), as an “effective system for integrating
the quality development, quality maintenance,
and quality improvement efforts of the various
groups in an organization to achieve full
customer satisfaction."
He also developed the concept of a "hidden"
plant—the idea that so much extra work is
performed in correcting mistakes that there is
effectively a hidden plant within any factory.
Accountability for quality: Because quality is
everybody's job, it may become nobody's job—
the idea that quality must be actively managed
from the highest levels of management.
Philip B. Crosby (1926 – 2001)
Businessman, consultant and author who contributed
to management theory and quality management
practices
He initiated the Zero Defects program at the Martin
Company Orlando, Florida, plant
Crosby's response to the quality crisis was the principle
of “doing it right the first time” (DIRFT). He would also
include four major principles:
the definition of quality is conformance to requirements
(requirements meaning both the product specifications and the customer's requirements)
the system of quality is prevention
the performance standard is zero defects the measurement of quality is the price of
Crosby’s quality points
Do it right the first time Zero Defects
Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'
The system for causing quality is prevention, not appraisal – Quality is Free
The performance standard must be Zero Defects, not “that's close
enough”
The measurement of quality is the Price of Non-conformance, not indices.
Cost of quality is only the measure of operational performance
Management commitment Quality improvement team Quality measurement
Evaluation of cost of quality Quality awareness
Corrective action
Establish committee for zero defect planning
Supervisor training Zero Defect Day Goal Setting
Error cause removal Recognition
Kaoru Ishikawa (1915 – 1989)
Japanese university professor and influential
quality management innovator best known for his
cause-and-effect diagrams (also Ishikawa or “Fish
Bone” diagrams)
Simplified statistical techniques for QC
Stressed the implementation of company-wide
quality control, quality circles and shared vision
“Quality does not only mean the quality
of product, but also of after sales service,
quality of management, the company itself
and the human life.”
Ishikawa’s three sets of causes
8 M’s (in manufacturing)
Machine Method Materials Man Power Mother Nature Measurement Maintenance Management 8 P’s (in services)
Price Promotion Process Place/Plant Policies Procedures Product (or Service)
4 S’s (in services)
Surroundings Suppliers Systems Skills
Genichi Taguchi (b. 1924)
Japanese engineer and statistician. From the
1950s onwards, he developed a methodology
for applying statistics to improve the quality
of manufactured goods.
Key elements of his quality philosophy
include:
Loss function, used to measure financial loss
to society resulting from poor quality;
The philosophy of off-line quality control,
designing products and processes so that they are insensitive (“robust”) to parameters
outside the design engineer’s control; and
Innovations in the statistical design of
experiments, notably the use of an outer array for factors that are uncontrollable in real life, but are systematically varied in the