lect 4tqm - tqm basic tenets
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rqmTRANSCRIPT
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Total Quality Management
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What is Quality?
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Old Quality vs. New QualityDifference between old quality (Rolls Royce,
personal banker, ...) and new quality is that old was the work of craftsmen and the new is the work of a system (Toyota, Big Mac, Boeing Aircraft, Disney World, ...). The old is expensive, made for the few, using skilled hands, is beautiful and functionally based. The new reduces cost, made for the many by intelligent minds and should drive the economy and make business more competitive.
Toyota Commercial
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Why care about qualityincrease productivity
expand market share
raise customer loyalty
enhance competitiveness of the firm
at a minimum, serve as a price of entry
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Achieving high quality Is Difficult Only 36% of the firms felt that Total Quality programs
boosted their ability to compete. Arthur D. Little
Survey of 500 Firms
Over 50% of firms rated their efforts D or F relative to increasing customer satisfaction, increasing market share, or reducing their cost.
Rath and Strong
Main Problem: Achieving high quality is as easy to understand as losing weight and quitting smoking and is as difficult to do.
Steve Schwartz, IBM MDQ VP
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Why Quality is so difficult to do?
Quality can only be defined in terms of an agent (a judge of quality).
One has to translate future needs of the user into measurable characteristics
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Service Industries are particularly DifficultReasons:High volume of transactionImmediate consumptionDifficult to measure and controlMore labor intensiveHigh degree of customization requiredImage is a quality characteristicBehavior is a quality characteristic
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Quality Gurus
Deming: The father of the quality movement. Scientific approach to quality
Juran: Quality by designCrosby: Quality is free
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Deming’s “Seven Deadly Diseases”
Lack of Constancy of purposeEmphasis on short term profitsEvaluation of performance, merit rating or
annual review of performanceMobility of managementRunning the company on visible figures aloneExcessive medical costs Excessive costs of warranty fueled by lawyers
that work on contingency fees
Interview with Deming
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What is TQM??
The essence of Total Quality Management is a common sense dedication to
understanding what the customer wants and then using people and science to set up
systems to deliver products and services that delight the customer.
Greg HughesPresidentAT&T Transmission Systems
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Basic Concepts of TQMCustomer Focus
Continuous Process Improvement - Kaizen
Employee Empowerment – Everyone is responsible for quality
Quality is free - focus on defect prevention rather than defect detection for it is always cheaper to do it right the first time
Benchmarking – Legally stealing other people’s ideas
Customer-Supplier Partnerships
Management by fact..by numbers..by data – Balanced scoreboard (financial, customer, process, learning)
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Quality in U.S. vs. the Japanese
U.S. conforming to the requirements at the least cost
Japanese joint responsibility to make the end customer happy
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“ I met the requirements”
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OEM
Requireme
nt
Products
orTest
ResultsOEM
Supplier
Combative non collaborative relationship
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“Creating the Best Vehicle/Systems with All the People All the Suppliers All the Time”
SOR
YOU meet therequirements! Let’s create
the best Vehicle andSystems together.
Partnership - Collaborative relationship
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Strength of USA vs. Japan
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Concept
Time
Strength of USA Mfg Strength of Japanese MfgKAIZEN
Good Innovative Ideas Good Implementation
Good Ideas, Good Implementation are the goals of everyone in the automotive industry
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Seven Basic Quality Tools To improve Process Quality
Scatter Diagrams: Plot data on a chart – no attempt is made to classify the data or massage it
Pareto Charts: Organize data on a histogram based on frequency from most prevalent to least. Help identify major causes or occurrences (80:20 rule)
Check Sheets: Easy way to count frequency of occurrence by front line workers
Histograms: Categorize data is cells and plot (see if any patterns emerge)
Run Charts: Plot data as a function of timeCause and effects Charts: fishbone diagrams are
used to identify the root causes of a problemControl Charts: are statistical tools used to
determine if the variation in results is caused by common or special events
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Failures in O-rings
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Graph Fit of O-ring failures
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Full O-ring data including no failures
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TRANSACTION TIME
RUN CHART
Time of Day
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Data Collected From Check SheetTime Range (in
secs)44-50
51-57
58-64
65-71
72-78
79-85
86-92
93-99
100-106
107-113
Frequency 1
4
17
12
14
19
18
11
3
1
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A Histogram 89 1896 11
103 3110 1
0
2
4
6
8
10
12
14
16
18
20
47 54 61 68 75 82 89 96 103 110
47
54
61
68
75
82
89
96
103
110
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Be careful of Cell Size47 1 5054 4 6461 17 7868 12 9275 14 10682 1989 1896 11
103 3110 1
05101520253035
50 64 78 92 106
50
64
78
92
106
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Pareto Chart (80-20 Rule)47 154 461 1768 1275 1482 1989 1896 11
103 3110 1
85
0%
20%
40%
60%
80%
100%
120%
0102030405060708090
1 2 3 4 5 6 7
Series2
Series1
Further info on Pareto Charts
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Pareto Diagrams Purpose:
◦ helps organize data to show major factors◦ displays data in the order of importance◦ organize based on fact rather than perception
To construct:◦ use data from a check sheet or similar instrument◦ analyze data to determine frequency◦ identify the vital few◦ calculate percentages◦ add percentages to find vital few (80%)◦ draw cumulative curve
Typical Application:◦ display relative importance of different factors
choose starting point for problem solving monitor success identify basic cause of a problem
◦ use a selling tool to gain support
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Processing Delays
Teller Processes
Computers
Sequenceof activities
Too many steps
Controlfunctions
Not user friendly
Too muchdowntime
Slow response time
Training
Attitude
Fatigue
Fishbone Diagram akaCause & Effect Diagram
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Cause and Effect Diagram“Fishbone Diagram”
Purpose:◦ visual display of information to identify root causes rather than
symptoms. To construct:
◦ determine the issue and write problem statement in a box to the right of diagram
◦ find the main causes and write them on branches flowing to the main branch (method, equipment, people, material, environment, customer expectations, money, management, govt. regulations)
◦ identify all possible causes and write them on the diagram as sub-causes in each category
Typical Application:◦ determine the real cause of the problem◦ check the potential effects of a solution
Fishbone Diagrams Explained5 Why’s problem solving technique
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Mizenboushi and GD3 Concepts
Good Design
Good Discussion
Good Dissection
GD3
DRBFM DRBTR
Robust Design - keep Good Designs - minimize change
Find ProblemsPrevent Problems
Address any potential issues up stream at Design Phase
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Quality Focus At the Design Stage
Quality from the start – Directs attention to “Change”
Change = potential to have problems Directs attention to “Interfaces”
Most defects occur at the “interface”
Focus on
Change Points & Interface Points
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Examples:• Design change• Packaging environment change• Usage environment change• New manufacturing process• New supplier
No change – No Problem
Change Points have the highest potential to introduce defects
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DRBFM – Example
Tire Pressure Monitoring System – Changing the sensor from Aluminum Valve to Rubber Valve.
• Purely for cost reduction purposes... System Performance is the same.
Simple change – What could go wrong?
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Interfaces
Interfaces – (Interfaces where issues can brew and surface later)
Customer to Supplier Department to Department System Interfaces
The Crash sensor failure on Honda Minivans
Interface Points have the highest potential to introduce defects
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Design Review By Failure Modes (DRBFM)Basic Concepts
Before and After – Description of the Change PointDescribe the Potential failure modesDescribe the Design CountermeasuresTarget Testing of the change points and
Countermeasures Only
Design techniques to uncover defects at the design stage – Up stream
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DesignDesign Verify/ValidateVerify/ValidateDRBFM DRBTR
Changes
Test Result (Change in product due to test: Cracks,Leaks, etc.)
DesignDesign
Focus on Implementation
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Where do failures occur
Design Phase (Suppliers are Up Stream)Production In the field
Where is it cheapest to detect failures?
Example:Replacing a four crash sensors by a single one ..
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When Failures Occur!
Why did the failure happen?Symptoms vs. Root CausesRoot Causes (Investigate the whole chain):
Suppliers/Component failureDesignManufacturingChange management
Why were not able to detect it?
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Rootcause Analysis:•Why Occurred?•Why Not Detected?
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Failure Detection 5Ws-2Hs
WhoWhereWhen What WhyHow was the problem found?How can we isolate it? Turn On / Turn Off
Rootcause Analysis Methodology
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Failure Isolation – KT Analysis: Is - Is Not
Why is this design and not the other similar designWhy this plant and not another plantWhy this operator and not the other operatorWhy in winter and not in the summerWhy this computer and not the other computerWhy in this model and not in other models
Rootcause Analysis Methodology
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Finding the root causes of a problem is not Fault Finding/Criticism. To find problems is not fault finding/criticism.
To find problems is a creative act, same as innovation.
We should never stop at only finding problems, but also develop a systemic corrective action plan... FIX THE PROCESS that created the problem & identify detection algorithms
We never forget that every job should relate directly to improving a product. Other jobs are nothing but waste, e.g., only to check, to inspect, etc.
Everyone should readily accept help from review participants.
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Summary - Concepts Quality all the time by everyone from an end
user prospective
Address issues up stream. Address product and process defects at the design stage
Fixing problems usually involves fixing the systemic process issues that caused the problem – Reoccurrence Prevention
Focus on Implementation
Focus on Change Points and Interfaces