Quality Management Philosophies

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<p>QUALITY MANAGEMENT PHILOSOPHIESDeming Philosophy *Juran Philosophy *Crossby Philosophy *Comparison of Quality Philosophies *Other Quality Philosophers - A.V. Feigenbaum, Kaoru Ishikawa, Genichi Taguchi</p> <p>Deming Philosophy</p> <p>This philosophy makes an organisation understand what people really want, how they achieve it, how they get rid of barriers and develop each persons full capacity, so that the purpose of the system and individual is realised.</p> <p>Dr. Demings method is a management method, which requires change in our managers.</p> <p>Demings BackgroundMain architect for introducing Total Quality into Japan Born 1900 Graduated in Electrical Engineering PhD in mathematical physics Became statistician for US govt. Sent by US govt. to Japan after WWII to advise on Japanese census.</p> <p>Demings PhilosophyQuality is about people, not products Suggested quality concept for designing product Management need to understand nature of variation and how to interpret statistical data Promoted importance of leadership 85% of production faults responsibility of management, not workers Enumerated a 14-point management philosophy</p> <p>Demings cycle/Defn of quality A function of continuous improvement.</p> <p>14 Principles</p> <p>1. Create constancy of purpose for continual improvement of products</p> <p>Create</p> <p>constancy</p> <p>of</p> <p>purpose</p> <p>for</p> <p>improvement of systems, products and services, with the aim to become excellent, satisfy customers, and provide jobs.</p> <p>Reduced defects and cost of development.</p> <p>2. Adopt a commitment to seek continual improvements Constantly and forever improve the system development processes, to improve quality and productivity, and thus constantly decrease the time and cost of systems. Improving quality is not a one time effort.</p> <p>3. Switch from defect detection to defect preventionCease dependencies on mass inspection (especially testing) to achieve quality. Reduce the need for inspection on a mass basis by building quality into the system in the first place. Inspection is not the answer. It is too late and unreliable it does not produce quality.</p> <p>4. End Awarding business on price. Award business on total cost and more towards single suppliers Minimize total cost. Move towards a single supplier for any one item or service, making them a partner in a long-term relationship of loyalty and trust.</p> <p>5. Continuous Improvement of the system of Production and serviceImprovement is not confined to products and their direct processes but to all supporting services and activities. All functions in an organization need to become quality conscious to deliver a quality product.</p> <p>6. Institute training on job</p> <p>Everyone must be trained, as knowledge is essential for improvement.</p> <p>Institute leadership. It is a mangers job to help their people and their systems do a better job.</p> <p>7. Supervision must change from chasing, to coaching and support.</p> <p>Drive out fear, so that everyone may work effectively. Management should be held responsible for the faults of the organization and environment.</p> <p>9. Remove barriers between departmentsBreak down barriers between areas. People must work as a team. They must foresee and prevent problems during systems development and use.</p> <p>10. Do not have slogans and unrealistic targets,</p> <p>Set realistic targets. Do not place people under unnecessary pressure by asking them to do things which are not achievable. Eliminate slogans, exhortations, and targets that ask for zero defects, and new levels of productivity. Slogans do not build quality systems</p> <p>Eliminate quotas and numerical targets Substitute it with leadership. Quotas and goals (such as schedule) address numbers - not quality and methods.</p> <p>Remove barriers that prevent employees having pride in the work that they perform The responsibility of project managers must change from schedules to quality.</p> <p>Encourage education and selfimprovement for everyoneInstitute and vigorous program of education and self-improvement for everyone. There must be a continuing commitment to training and educating software managers and professional staff.</p> <p>Accomplish the transformation</p> <p>Publish top managements permanent commitment to continuous improvement of quality and productivity</p> <p>Seven Sins1. 2. 3. 4. 5. 6. 7.</p> <p>Lack Of Constancy Short Term Profit Focus Performance Appraisals Job- Hopping Use Of Visible Figure Only Excessive Medical Costs Excessive Cost Of Liability</p> <p>Agree on the meaning of quality programme</p> <p>Accept and Adopt the new policy</p> <p>Communicate the plan to the people and its importance</p> <p>Seven Point Action Plan</p> <p>Recognize every step and customers in the process</p> <p>Each stage must adopt PDCA Team work Construct for quality</p> <p>Joseph M JuranWestern Electric manufacturing, 1920s AT&amp;T manufacturing Quality Control Handbook, 1951 Management of Quality courses Juran on Planning for Quality, 1988 died aged 103 of natural causes. 1904-2008.</p> <p>Quality approach in the form of Trilogy.Planning</p> <p>Improvement</p> <p>Control</p> <p>Quality Planning InvolvesIdentify the customers Determine their needs</p> <p>Design goods and services</p> <p>Establish quality and cost goals</p> <p>Quality Control InvolvesEstablish Standards or critical elements Identify Measures and methods of Measurements</p> <p>Compare actual to standard</p> <p>Take action if necessary</p> <p>Quality Improvement InvolvesIdentify Improvement projects Organise the team Discover the causes Provide remedies</p> <p>Develop mechanisms to control</p>


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