approaches to quality

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Approaches to QualityChapter 2

Dr. Tahseen Al-Doori

Dr. Tahseen Al-Doori 2

Late 1970’sThe growth of consumerismThe growth of litigationThe growth of government over qualityThe Japanese quality revolution


Deming’s ApproachAccording to Deming “The 14 points all have one aim: to make it

possible for people to work with joy.”1. create constancy of purpose for the improvement of product and service, with the aim to become competitive, stay in Business, and provide jobs.2. Adopt the new philosophy of cooperation (win-win) in which everybody wins. Put it into practice and teach it to employees, customers, and suppliers.


Deming’s Approach3. cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the first place.4. End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, on a long term relationship of loyalty and trust.


Deming’s Approach5. Improve constantly and forever the system of production, service, planning, or any activity. This will improve quality and productivity and thus constantly decrease costs.6. Institute training for skills.7. Adopt and institute leadership for the management of people, reorganizing their different abilities, capabilities, and aspirations. The aim of leadership should be to help people, machines, and gadgets


Deming’s Approach8. Eliminate fear and build trust so that everyone can work effectively.9. Break down barriers between departments. Abolish competition and build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service.


Deming’s Approach10. Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the workforce.11. Eliminate numerical goals, numerical quotas, and management by objectives. Substitute leadership.


Deming’s Approach12. Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict.13. Institute a vigorous program of education and self-improvement.14. Put everyone in the company to work to accomplish the transformation. The transformation is everybody’s job.


DemingDeming also describe a system of “profound knowledge.”It consist of 4 parts:1. appreciation for a system.

A system is a network of independent components that work together to accomplish the aim of the system.The greater the interdependence of the various system components, the greater the need for management.


2. knowledge about variation.Deming’s system of profound knowledge:without knowledge of variation people are

unable to learn from experience.There are two basic mistakes made when dealing with variation:

A. reacting to an outcome as if it were produced by a special cause; when it actually came from a common cause.

B. reacting to an outcome as if it were produced by a common cause, when it actually came from a special cause.


3. theory of knowledgeknowledge is reflected in new theory. Without theory, there is nothing to revise, that is,

there can be no new knowledge, no learning.Deming’s Plan-Do-Study-Act cycle.

4. psychology.Psychology is the science that deals with

mental processes and behavior.Deming’s system of profound knowledge:

Psychology is important because it provides a theoretical framework for understanding the difference between people, and provides

guidance in the proper ways to motivate them


Total Quality Control in JapanTQC is a system of specialized quality control

activities initially developed by Feigenbaum.The American used it and the Japanese improved on

it and used it for better results.1. Quality first --- not short term first.2. Consumer orientation – not producer orientation.3. The next process is your customer – breaking down the barrier of sectionalism.4. Using facts and data to make presentations – utilization of statistical methods.


5. Respect for humanity as a management philosophy –full participatory management.

When management decides to make company wide quality its goal, it must standardize all processes and procedures and then baldly delegate authority to subordinates. (when you give a job to someone then give him/her full authority to deal with the job).6. Cross-functional management

From the perspective of companywide goals, the main functions are Quality Assurance, Cost Control, Quality Control, and personnel Control.

The company must establish cross-functional committees to address these section-spanning issues.


KaizenKaizen is a philosophy of continuous

improvement, a belief that all aspects of life should be constantly improved.

In Japan, where the concept of KAIZEN originated applies to all aspects of life, not just the workplace.

In America the term is usually applied to work processes.


KAIZENThe KAIZEN approach focuses on ongoing

incremental improvement that involves all of stakeholders.

Over the time these small improvements produce changes every bit as dramatic as the “big project” approach.

KAIZEN does not concern itself with changing fundamental systems, but seeks to optimize existing systems.


KAIZENAll employees in an organization have

responsibilities for two aspects of quality:Process improvement andProcess control


Taiichi Ohno of Toyota Five types of waste:1. Errors requiring rework. (Rework refers to

any activity required to fix or repair the results of another process step. In service processes, management intervention to resolve a customer complaint may be considered rework.)

2. Work with no immediate customer, either internal or external, resulting in work in progress or finished goods inventory.


Taiichi Ohno of Toyota 3. Unnecessary process steps.4. Unnecessary movement of personnel or materials.5. Waiting by employees as unfinished work in an upstream process is completed.6. Design of product or processes that do not meet the customer’s needs.


Value is the opposite of wasteThis should be identified by considering the following:1. Is this something the customer is willing to

pay for?2. Does the step change form, fit, or function

of the product? Stated differently, does it convert input to output?

If the answer for both is “no”, then it’s likely the activity does not create value in the customer’s eyes, even if it is necessary to ensure quality in the current process.


ISO 9000

The best know system of quality standards and published by the ISO (International Organization for Standardization).

The use of ISO 9000 is extremely widespread, KIC uses it for standards. 86% of registration is in Europe and the far east.

ISO 9000 registration is achieved by third party registrar audits. Audits are not preformed by customers but by specially trained, independent, third party auditors.


ISO 9000While ISO 9000 applies to any organization and to all

product categories, it does not specify how the requirements are to be implemented.

ISO 9000 does not replace product, safety, or regulatory requirements or standards.

The concept that underlies the ISO 9000 standards is that consistently high quality is best achieved by a combination if technical product specifications and management system standards. ISO 9000 standards provide only the management systems standards.

IT SHOULD BE NOTED THAT ISO 9000 IS DESIGNED AS A MINIMAL QUALITY STANDARDS.


Stapp summarization of the issues with pre-2000 standardsEbook page 4410 points to be discussed.


Deming PrizeThe Deming Prize for individual person is awarded

to an individual who shows significant achievement in the theory or application of quality control.

The Deming application Prize is awarded to an enterprise that achieves the most distinctive improvement of performance through the application of statistical quality control. This award is further broken down into the Deming Application Prize for small enterprises and the Deming Application Prize for Division.

The Deming Application Prize for overseas Companies is awarded to an overseas company that displays the meritorious implementation of TQM.


Deming PrizeAreas examined by the subcommittee members

for TQM are:PolicyOrganizational designEducation/ trainingInformationAnalysisStandardizationControlQuality assuranceEffectivenessFuture plans


Total Quality Management TQMThere are four basic components:1. Put customers first2. Make continuous improvements3. Aim for zero defects4. Training and development.


Put Customers FirstA quality product or service satisfies

customer’s needs and expectations. If customers are not put first, then customer expectations will be difficult to satisfy and consequently quality will not be achieved. Customers can be put first through a variety of initiatives including:

1. undertaking market research2. Looking after all customers whether internal or external.3. Listening to customer views and opinions


Make continuous improvementThe Japanese term “Kaizen” believes that there are no limits to continuous improvement. This means that a TQM organization will continuously strive to improve their product / service and increase the quality standards.


Aim for Zero DefectsThere are a number of reasons behind the aim to eradicate defects.* Defects are expensive because they will lower the customer’s confidence in the product.* It is more expensive to rectify defects than it is to prevent them occurring in the first place.


Training and ImprovementAn organization will need to train their employees to ensure that they understand the principles of TQM.In a TQM organization, employees will need to understand how TQM is to be achieved or maintained and how they as an employee will ensure that the organization emulates TQM.


Six SigmaLean six sigmahttp://www.youtube.com/watch?v=k6-GafaZC

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http://www.youtube.com/watch?v=k6-GafaZC1E

http://www.youtube.com/watch?v=k6-GafaZC1E

approaches to quality

Documents

system of production

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tahseen aldoori8demingdeming

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system of cooperation

merit system

management of people

people of joy