Beruflich Dokumente
Kultur Dokumente
of Quality Management
1
Leaders in the Quality Revolution
W. Edwards Deming
Joseph M. Juran
Philip B. Crosby
Armand V. Feigenbaum
Kaoru Ishikawa
2
1. Deming Philosophy
The Deming philosophy focuses on continual
improvements in product and service quality by
reducing uncertainty and variability in design,
manufacturing, and service processes, driven by
the leadership of top management.
3
Deming Chain Reaction
Improve quality
Costs decrease
Productivity improves
Stay in business
4
Deming’s 14 Points (Abridged) (1 of 2)
5
Deming’s 14 Points (2 of 2)
www.deming.org
6
Deming’s System of Profound
Knowledge
Appreciation for a system
Understanding variation
Theory of knowledge
Psychology
7
Systems
Most organizational processes are
cross-functional
Parts of a system must work together
Every system must have a purpose
Management must optimize the
system as a whole
8
Variation
Many sources of uncontrollable
variation exist in any process
Excessive variation results in product
failures, unhappy customers, and
unnecessary costs
Statistical methods can be used to
identify and quantify variation to help
understand it and lead to
improvements
9
Theory of Knowledge
Knowledge is not possible without
theory
Experience alone does not establish
a theory, it only describes
Theory shows cause-and-effect
relationships that can be used for
prediction
10
Psychology
People are motivated intrinsically
and extrinsically; intrinsic
motivation is the most powerful
Fear is demotivating
Managers should develop pride and
joy in work
11
2. Juran Philosophy
Juran proposed a simple definition of quality:
“fitness for use.” This definition of quality
suggests that it should be viewed from both
external and internal perspectives; that is, quality
is related to “(1) product performance that results
in customer satisfaction; (2) freedom from
product deficiencies, which avoids customer
dissatisfaction.”
12
Juran’s Quality Trilogy
Quality planning
Quality control
Quality improvement
13
Juran’s Breakthrough Sequence
Proof of the Need
Project Identification
Organization for Breakthrough
Diagnostic Journey
Remedial Journey
Holding the Gains
14
3. Crosby Philosophy
“Quality is free . . .
... It’s not a gift, but it is free. What
costs money are the unquality things -- all
the actions that involve not doing jobs
right the first time.”
15
Crosby’s Absolutes of Quality
Management
Quality means conformance to requirements
Problems are functional in nature
There is no optimum level of defects
Cost of quality is the only useful measurement
Zero defects is the only performance standard
16
4. A.V. Feigenbaum
Three Steps to Quality
Quality Leadership, with a strong focus on
planning
Modern Quality Technology, involving the
entire work force
Organizational Commitment, supported
by continuous training and motivation
17
5. Kaoru Ishikawa
Instrumental in developing Japanese
quality strategy
Influenced participative approaches
involving all workers
Advocated the use of simple visual
tools and statistical techniques
18
Total Quality
Principles – foundation of the philosophy
Practices – activities by which principles are
implemented
Techniques – tools and approaches to make
practices effective
19
Core Quality Management
Principles
Customer focus
Teamwork
Continuous improvement
20