copyright © 2013 pearson education, inc. publishing as prentice hall. 2 - 1 chapter 2 quality...

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 1

Chapter 2

Quality Theory


What is Theory? Leading Contributors to Theory Viewing Quality Theory from a

Contingency Perspective Resolving the Differences in Quality

Approaches Theoretical Framework for Quality

Management

Quality Theory Chapter 2


A “coherent group of general propositions used as principles of explanation for a class of phenomena.”

Random House Webster’s College Dictionary 2011

Quality TheoryWhat is Theory?



A Theoretical Model Relating Quality Improvement to Worker Morale



For a theory to be complete it must have 4 elements:

What How Why Who - Where - When



WhatInvolves which variables or factors are included in the Model. The Variables are the “What” of the model below



HowThe nature, direction and extent of the relationship among the variables. This is represented by the arrow and plus sign in the model below



WhyThe Theoretical glue that holds the model together.



Who - Where - WhenPlace contextual bounds on the model.



Theories are established in one of two ways: Induction

Generated by observation and description Deduction

Most commonly used Researchers propose a model based on prior research and design an

experiment to test the theoretical model


Quality TheoryLeading Contributors to Theory

Deming14 Points for Management

Poor quality was not the fault of laborPoor quality resulted from poor management of the system for continual improvement

W. Edwards Deming




1. Create a consistency of purpose toward improvement of product and service with the aim to become competitive, stay in business and provide jobs




2. Adopt a new philosophy: We are in a new economic age




3. Cease dependence on mass inspections to improve quality




4. End the practice of awarding business on the basis of price tag alone.




5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost.




6. Institute training on the job.




7. Improve leadership.




8. Drive out fear so that everyone may work effectively for the company.




9. Break down barriers between departments.




10. Eliminate slogans, exhortations and targets for the workforce that ask for zero defects and new levels of productivity.




11. Eliminate work standards on the factory floor




12. Remove barriers that rob workers of their right to pride in the quality of their work.




13. Institute a vigorous program of education and self improvement.




14. Put everybody in the company to work to accomplish the transformation.



JuranThe Juran TrilogyPlanningControlImprovement




Provide the operating forces with the means of producing products that meet the customers needs.




Control vs. Breakthrough




Project by project improvement

The Hierarchy of Languages



Juran Pareto’s Law or the 80/20 rule

The majority of quality problems are the result of relatively few causes.



Ishikawa TrainingDemocratizing StatisticsCompany-wide quality controlComplete involvement of the workforce in improving quality and performance



Feigenbaum

Three step process to improve quality LeadershipQuality technologyOrganizational commitment

Major impediments to improving qualityHothouse qualityWishful thinkingProducing overseasConfining quality to the factory



Crosby

Zero Defects approachEmphasizes the behavior and motivational aspects of quality improvementHuman resource approach



Taguchi

The Taguchi method provides A basis for determining the functional relationship between controllable product or service design factors and the outcomes of a process.A method for adjusting the mean of a process by optimizing controllable variables.A procedure for examining the relationship between random noise in the process and product or service variability.

Unique aspects of Taguchi methodDefinition of qualityQuality loss function (QLF)Robust design



The Rest of the Pack

CampCoveyPetersHammer & Champy


Quality TheoryViewing Quality Theory from a Contingency Perspective

There is a mass of contradictory information… it is best to focus on fundamental Questions:

What are our strengths?What are our competencies?In what areas do we need to improve?What are our competitors doing to improve?What is our organizational structure?


Quality TheoryResolving the Differences in Quality Approaches: An Integrated View

Core Variables

Leadership Information Analysis Strategic Planning Employee

Improvement Quality Assurance of

products and services

Customer role in Quality

Role of Quality Department

Environmental characteristics and constraints

Philosophy Driven Quality Breakthrough Project/team-based

improvement


Quality TheoryResolving the Differences in Quality Approaches: An Integrated View

A Categorization of Quality Management Content Variables


Quality TheoryTheoretical Framework for Quality Management

Quality management begins with leadershipLeadership, quality assurance, philosophy, and employees are encompassed by a focus on the customer

A Theoretical Framework for Quality Management


Quality TheorySummary

What is Theory? Leading Contributors to Theory Viewing Quality Theory from a

Contingency Perspective Resolving the Differences in Quality

Approaches Theoretical Framework for Quality

Management


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