tqm ch 3.pptx

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The quality gurus:

Deming, the best known of the “early”

pioneers, is credited with popularizing

quality control in Japan in early1950s.Today, he is regarded as a

national hero in that country and is the

father of the world famous Deming prizefor quality.

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Product possess quality if it helps

somebody and enjoy sustainable

market. Continual improvement by reducing

uncertainty and variability in design.

Manufacturing and service process

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Chain reaction theory

Improve quality

Cost dec because of less rework, fewer

mistakes fewer delays and better use of

time

Productivity improve

Capture market with better quality andlower price

Stay in business

Provide jobs and more jobs

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Deming’s universal fourteen points for

management are summarized as follows

1. Create vision and demonstrate commitment – Define vision mission and objectives

2. Adopt the new philosophy of quality – Historical methods of management versus customer driven

approach

3. Cease dependence on mass inspection – Routine inspection acknowledge that defects are

present

– Deming encouraged workers to take responsibility for

their work – Use statistical tools

4. Stop making decisions purely on basis of cost – Cost associated with poor quality materials can

exceed cost saving

– Long term relation with suppliers

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1. Improve constantly and forever – Improvement in design: Understanding

customer needs

– Improvement in operations: Reduscingcauses and impact of variation

2. Adopt modern methods of training on

the job3. Institute leadership – Management job leadership not

supervision

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9. Drive out fear

– Fear of failure, Fear of unknown, fear of change,

fear of control e.t.c. – Fear engourage short term thinking

10. Break down barriers between departments

11. Eliminate exhortation

– Statistical thinking and training not slogans are best

route to improve quality

12. Eliminate work standards that prescribe

numerical quotas

– Short term focus and create fear

– numerical goals are useful if with incorporating a

method to reach a goal

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13.Remove barriers to pride of

workmanship

– Factory floor workers a commodity

– 1 barrier is performance appraisal

– performance be sorted in 3 ways

• Performance within system• Performance outside system on superior side

• Performance outside system on inferior side

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13.Institute vigorous education and

retraining

– Broad education for self development

14.Take action.

cultural change begin with top

management

Include everyone

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System of profound knowledge

Appreciation for system

Variation

Theory of knowledge

psychology

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JURAN:

Juran, like Deming was invited to Japan in

1954 by the union of Japanese Scientists

and engineers.

Juran defines quality as fitness for use interms of design, conformance, availability,

safety and field use. He focuses on top-

down management and technical methods

rather than worker pride and satisfaction. Employee at different level speaks in their

own language e.g top management in term

of money

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Juran quality triology

Quality planning

Quality control

Quality improvement

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Juran’s ten steps to quality

management are:

1. Build awareness of opportunity to improve2. Set goals for improvement

3. Organize to reach goals

4. Provide training

5. Carry out projects to solve problems

6. Report progress

7. Give recognition

8. Communicate results9. Keep score

10. Maintain momentum by making annualimprovement part of the regular systems and

processes of the company.

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Philip Crosby, author of popular book

Quality is Free. His absolutes of quality are:

Quality is defined as conformance to

requirements, not “goodness”

The system for achieving quality is

prevention, not appraisal.

The performance standard is zero defects,

not “that’s close enough”

The measurement of quality is the cost of quality i.e. expense of non-conformance.

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Crosby’s fourteen points are : 1. Management commitment

2. Quality improvement team

3. Quality measurement

4. Cost of quality

5. Quality awareness

6. Corrective action7. Zero defects day

8. Zero defects planning

9. Superior training

10. Goal setting11. Error cause removal

12. Recognition

13. Quality councils

14. Do it all over again

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Common themes of these three Gurus:

Inspection is never the answer to quality

improvement, nor is “policing.

Involvement of leadership and top management is

essential to the necessary culture of commitment to

quality.

A program for quality requires organization-wide

efforts and long term commitment, accompanied by

the necessary investment in training.

Quality is first and schedules are second.

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The Baldrige Award:

It is an incentive to achieve quality

improvement program. Higher award

of TQM in America is Baldrige award.

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Elements of Baldrige Award:

1.0: LEADERSHIP 95

1.1 Senior executive leadership 45

1.2 Management for quality 25

1.3 Public responsibility and corporate citizenship 25

2.0: INFORMATION AND ANALYSIS 75

2.1 Scope and management of quality and performance

data and information 15

2.2 Competitive comparison and benchmarking 20

2.3 Analysis and uses of company-level data 40

3.0: STRATEGIC QUALITY PLANNING 60

3.1 Strategic quality and company performance planning process 35

3.2 Quality and performance plans 25

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4.0: HUMAN RESOURSE DEVELOPMENT AND

MANAGEMENT 150

4.1 Human recourse planning and management 204.2 Employee involvement 40

4.3 Employee education and training 40

4.4 Employee performance and recognition 25

4.5 Employee well-being and satisfaction 25

5.0: MANAGEMENT OF PROCESS QUALITY 140

5.1 Design and introduction of quality products and services 40

5.2 Process management: product and service production and

delivery process 35

5.3 Process management: business process and support services 30

5.4 Supplier quality 205.5 Quality assessment 15

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6.0: QUALITY AND OPERATIONAL RESULTS 180

6.1 Product and service quality results 70

6.2 Company operational results 50

6.3 Business process and support service results 25

6.4 Suppliers quality results 35

7.0: CUSTOMER FOCUS AND SATISFACTION 300

7.1 customer expectations: current and future 35

7.2 customer relationships management 65

7.3 commitments to customers 15

7.4 customer satisfaction determination 30

7.5 Customer satisfaction results 85

7.6 Customer satisfaction comparison 70

Total Points: 1000

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MANAGEMENT

OF PROCESS

QUALITY

HUMAN RESOURSE

DEVELOPMENT

AND

MANAGEMENT

STRATEGIC

QUALITY

PLANNING

INFORMATION

AND ANALYSIS

CUSTOMER FOCUS

AND

SATISFACTION

QUALITY

AND

OPERATIONAL

RESULTS

SENIOR

EXECUTIVE

LEADERSHIP

BALDRGE AWARD CRITERA FRAMEWORK

Driver

System

tqm ch 3.pptx

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