• No results found

Total Quality Management TQM Dr.-Ing. George Power. The Evolution of Quality Management

N/A
N/A
Protected

Academic year: 2021

Share "Total Quality Management TQM Dr.-Ing. George Power. The Evolution of Quality Management"

Copied!
27
0
0

Loading.... (view fulltext now)

Full text

(1)

The Evolution of Quality Management

Total Quality Management – TQM

(2)

The Evolution of Quality Management

Mass Inspection Quality Control (Acceptance Sampling) Quality Assurance Total Quality Control Company- wide Quality Control

(3)

Evolution 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 Control

(4)

Evolution 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 Control

(5)

Scope of different quality concepts

Total Quality Management Quality Assurance Quality Control Inspection

(6)

Evolution 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 manufacturing

Old 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

(7)

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

(8)

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

(9)

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.

(10)

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

(11)

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.

(12)

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

(13)

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

(14)

“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

(15)

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).

(16)

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.

(17)

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.

(18)
(19)

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

(20)

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.

(21)

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

(22)

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

(23)

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.”

(24)
(25)

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

(26)

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

(27)

Taguchi’s Loss Function

 A quality product is a product that causes a minimal loss

(expressed in money!) to society during it's entire life

 The relation between this loss and the technical

characteristics is expressed by the loss function

References

Related documents

The old sailor’s comment strengthens this implication, in which he predicts that the ‘New Life’ is bringing sexual violence to Hmong women (the modern bureaucracy will outrage

This hybrid PV inverter can provide power to connected loads by ut power to connected loads by utilizing PV power ilizing PV power, utility , utility power and battery power.. power

Moral geographies of diasporic belonging: race, ethnicity, and identity among Haitian Vodou practitioners in Boston.. https://hdl.handle.net/2144/24100

CONFIDANT [4] (Cooperation of Nodes: Fairness In Dynamic Ad-hoc Networks) is a secure on demand routing protocol for making misbehavior nodes unattractive for

Based on our survey results, almost 70% of business owners expect this holiday season to be profitable and nearly 60% of merchants expect holiday sales to be better than the

To this end, we argue that cultural similarities (distances) between the belligerents should make mediation occurrence and effectiveness more (less) likely; that cultural

The other is an expression for the horizontal signal coherence scale Y c in a plane normal to the acoustic path, which is written as a func- tion of four parameters: S, source

hydrophobic area upon ligand binding (Figure S1), but arises from a more favorable entropy of binding. There are two plausible explanations for this increased binding affinity: i)