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Meaning of Quality
Websters Dictionary
degree of excellence of a thing totality of features and characteristics that satisfy needs
What is Quality?
Quality is fitness for use (Joseph M Juran)
Quality is conformance to requirements (Philip B. Crosby) Quality of a product or services is its ability to satisfy the needs and expectations of the customer WOW your customers Producing with Zero Defect The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied need of customers. (ISO 8402: Quality Vocabulary)
Conformance to specifications
Does product/service meet targets and tolerances defined by designers? Evaluates performance for intended use Evaluation of usefulness vs. price paid Quality of support after sale e.g. Ambiance, prestige, friendly staff
Support services
Psychological
Dimensions of Quality: Manufactured Fitness for use Products how well product or
Quality of design
designing quality characteristics into a product or service A Mercedes and a Ford are equally fit for use, but with different design dimensions
basic operating characteristics of a product; how well a car is handled or its gas mileage extra items added to basic features, such as a stereo CD or a leather interior in a car probability that a product will operate properly within an expected time frame; that is, a TV will work without repair for about seven years
Features
Reliability
Conformance
degree to which a product meets pre established standards
Durability
how long product lasts before replacement ease of getting repairs, speed of repairs, courtesy and competence of repair person
Serviceability
Safety
assurance that customer will not suffer injury or harm from a product; an especially important consideration for automobiles subjective perceptions based on brand name, advertising, and the like
Perceptions
Completeness:
How are customers treated by employees? Are catalogue phone operators nice and are their voices pleasant? Is the same level of service provided to each customer each time? Is your newspaper delivered on time every morning?
Consistency
How easy is it to obtain service? Does a service representative answer you calls quickly? Is the service performed right every time? Is your bank or credit card statement correct every month? How well does the company react to unusual situations? How well is a telephone operator able to respond to a customers questions?
Accuracy
Responsiveness
Quality of Conformance
if new tires do not conform to specifications, they wobble if a hotel room is not clean when a guest checks in, the hotel is not functioning according to specifications of its design
Consumers and producers perspectives depend on each other Consumers perspective Producers perspective Consumers view must dominate
What is
TQM?
TQM
Total - Made up of the whole Quality - degree of excellence a product or service provides Management - Act, art or manner of planning, controlling, directing,.
Inputs Processes
Outputs Goods and Services valued by customers Quality of outputs depends on the correct execution of FIRST two steps. A mistake anywhere in the process affects everyone in one way to another.
External Supplier s
Requireme
Requireme
At its simplest, TQM is all managers leading and facilitating all contributors in everyones two main objectives: satisfaction through quality (1) total client
products and services; and (2) continuous improvements to processes, systems, people, suppliers, partners, products, and services.
Total Quality Management and Continuous TQM is the management process used to make Improvement continuous improvements to all functions.
TQM represents an ongoing, continuous commitment to improvement. The foundation of total quality is a management philosophy that supports meeting customer requirements through continuous improvement.
Continuous Improvement versus Traditional Approach Improvement Continuous Improvement Traditional Approach Continuous
Market-share focus Individuals Focus on who and why Short-term focus Status quo focus Product focus Fire fighting
Customer focus Cross-functional teams Focus on what and how Long-term focus Continuous improvement Process improvement focus Problem solving
Quality Throughout
A Customers impression of quality begins with the initial contact with the company and continues through the life of the product.
Customers look to the total package - sales, service during the sale, packaging, deliver, and service after the sale. Quality extends to how the receptionist answers the phone, how managers treat subordinates, how courteous sales and repair people are, and how the product is serviced after the sale.
All departments of the company must strive to improve the quality of their operations.
Continuous Improvement
Principles Customer
Focus
Top Management Commitments Customer Focus Elements Employees Involvement and Empowerment Process Focus and improvement Continuous improvement Measurement of performance Education and Training Supportive structure Communications Reward and recognition
Quality often defined by perceptional factors like courtesy, friendliness, promptness, waiting time, consistency
Focus on Customer
Identify and meet customer needs Stay tuned to changing needs, e.g. fashion styles Continuous learning and problem solving, e.g. Kaizen, 6 sigma Inspection vs. prevention & problem solving Empower all employees; external and internal customers
Continuous Improvement
Employee Empowerment
Ongoing training on analysis, assessment, and correction, & implementation tools Teams formed around processes 8 to 10 people Meet weekly to analyze and solve problems Studying practices at best in class companies Certifying suppliers vs. receiving inspection
Team Approach
Benchmarking
What is TQM?
Constant drive for continuous improvement and learning.
Management by Fact
Result Focus
Process Management
Cost of Quality
Prevention costs
costs incurred during product design costs of measuring, testing, and analyzing
Appraisal costs
include scrap, rework, process failure, downtime, and price reductions include complaints, returns, warranty claims, liability, and lost sales
Prevention Costs
costs of developing and implementing quality management program costs of designing products with quality characteristics
Training costs
Product-design costs
costs of developing and putting on quality training programs for employees and management costs of acquiring and maintaining data related to quality, and development of reports on quality performance
Information costs
Process costs
Appraisal Costs
costs of testing and inspecting materials, parts, and product at various stages and at the end of a process costs of maintaining equipment used in testing quality characteristics of products costs of time spent by operators to gather data for testing product quality, to make equipment adjustments to maintain quality, and to stop work to assess quality
Operator costs
Scrap costs
costs of poor-quality products that must be discarded, including labor, material, and indirect costs costs of fixing defective products to conform to quality specifications costs of determining why production process is producing poor-quality products
Rework costs
Price-downgrading costs
costs of investigating and satisfactorily responding to a customer complaint resulting from a poor-quality product costs of handling and replacing poor-quality products returned by customer costs of complying with product warranties
litigation costs resulting from product liability and customer injury costs incurred because customers are dissatisfied with poor quality products and do not make additional purchases
Quality Gurus
W Edwards Deming Joseph Juran Philip Crosby Shigeo Shingo Kaoru Ishikawa Yoshio Kondo Taiichi Ohno
University of Wyoming, 1921 PhD, Yale University Western Electric Hawthorne, Chicago US census statistician, 1939/40 Teaching Shewhart methods, 1942 invited to Japan after the war .... Quality, Productivity and Competitive Position, 1982 Out of the Crisis, 1986/88 British Deming Association, Salisbury
W Edwards Deming
regarded by the Japanese as the chief architect of their industrial success all processes are vulnerable to loss of quality through variation: if levels of variation are managed, they can be decreased and quality raised quality is about people, not products
W Edwards Deming
ACT
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
DO
STUDY
Study the results to learn what effect the change had, if any.
W Edwards Deming
repeat customers customers that boast about your product and service customers that bring friends with them
6) Institute modern methods of training on the job. 7) Institute modern methods of supervision of
production workers. The responsibility of foremen must be changed from numbers to quality.
W. Edwards Demings 14 Points 9) Break down barriers between departments. 10) Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivity without providing methods.
Productivity improves Capture the market with better quality and lower price
Western Electric manufacturing, 1920s AT&T manufacturing Quality Control Handbook, 1951 Management of Quality courses Juran on Planning for Quality, 1988
Joseph Juran
structure CWQM concept: Company-Wide Quality Management essential for senior managers to
involve themselves define the goals assign responsibilities measure progress
Joseph Juran
empowerment of the workforce quality linked to human relations and teamwork key elements
identifying customers and their needs creating measurements of quality planning processes to meet quality goals continuous improvements
Joseph JURAN Quality just not just happen but has to be planned Trilogy of Quality:
Quality Planning Quality Control Quality Improvement
Joseph JURAN
Quality PLANNING consists of: Identifying customers and their needs Establishing optimum quality goals Creating measurements of quality Plan to meet quality goals under operating conditions Produce continuing results
Joseph JURAN
Emphasises the importance of internal as well as external customers Concept of fitness for use to be applied to the interim product for all internal customers Actions should consist of
conformance to requirements Martin missiles QM at ITT, then corporate VP 1979: Quality is Free Philip Crosby Associates Inc. 1984: Quality without Tears Do It Right First Time Zero Defects
Philip CROSBY Quality is defined as conformance to requirements Traditional quality control represent failure Manufacturing companies spend 20% revenues doing things wrong so
Do it Right First Time Zero Defects
Philip CROSBY Without reservation senior management is entirely responsible for quality Goal should be to give all staff training and tools of quality improvement to apply the concepts of Prevention management Quality improvement has to be ongoing
Philip CROSBY
Characteristics of continuing success 1. People do things right first time 2. Change is anticipated and used to advantage 3. Growth s consistent and profitable 4. New products and services appear when needed 5. Everyone is happy to work there
Quality is conformance to requirements Create quality by prevention, not appraisal Performance standard should be Zero Defects Measurement of quality is the price of nonconformance Hence QUALITY IS FREE
prototype inspection and test production specification conformance analysis supplier surveillance receiving inspection and test product acceptance process control acceptance packaging inspection status measurement and reporting
consumer affairs redesign engineering change order purchasing change order corrective action costs rework scrap warranty service after service product liability
Poka-Yoke: mistake-proofing
Shigeo Shingo
Poka-Yoke: mistake-proofing
identify errors before they become defects stop the process whenever a defect occurs, define the source and prevent recurrence
Kaoru Ishikawa
quality does not only mean the quality of the product, but also of after sales service, quality of management, the company itself and human life
1945: graduated from Kyoto University 1961: doctorate in engineering & Prof 1987 Emeritus Professor 1989: Human Motivation - a key factor for management 1993: Companywide Quality Control
Yoshio Kondo
creativity
the joy of thinking the joy of working with sweat on the forehead the joy of sharing pleasure and pain with colleagues
physical activity
sociality
Yoshio Kondo
Yoshio Kondo
regarded as the father of Just-In-Time (JIT) at Toyota. graduated with mech eng degree from Nogoya worked for the Toyoda Weaving Company 1939: transferred to Toyota Motor Company as a machine shop manager 1988: Workplace Management ~ just-intime and Toyota Production System (later known as Lean Manufacturing).
W. E. Deming - introduced concepts of variation to the Japanese and also a systematic approach to problem solving, which later became know as the Deming, PDCA or PDSA cycle. Also given 14 points and has summarized his 70 years experience in his System of Profound Knowledge. Juran Quality does not happen by accident, it must be planned, and quality planning is part of the trilogy of planning, control and improvement. There is no shortcuts to quality
Philip Crosby DO it right first time and Zero defects. He based his quality improvement approach on four absolutes of quality management, the cost of quality and quality improvement process. Kaoru Ishikawas 1) 7 tools of Quality Control, 2) Company Wide Quality Control (CWQC), 3) Quality Circle Movement. Shiegeo Shingo Poka-Yoke system to ensure zero-defects in production by preventive measures.
Yoshio Kondo identifies that quality is more compatible with human nature than cost and productivity. He developed a four point approach to motivation which makes it possible for work to be reborn as a creative activity. Taiichi Ohno JIT (Just-in-time), Lean Manufacturing, Seven form of WASTE (MUDA)
Pareto Analysis Flowcharts Checklists Histograms Scatter Diagrams Control Charts Cause-and-Effect Diagrams
PARETO CHART
DEFINITION
A Pareto Chart is a vertical bar chart in which the bars are arranged in the descending order of their height starting from the left and prioritize the problems or issues.
USES
to prioritize problems to analyze a process to identify root causes to verify that whatever improvement process you implement continues to work
Pareto Analysis
NUMBER OF DEFECTS 80 16 12 7 4 3 3 125
CAUSE
PERCENTAGE 64 % 13 10 6 3 2 2 100 %
Poor design Wrong part dimensions Defective parts Incorrect machine calibration Operator errors Defective material Surface abrasions
(64)
Pareto Chart
Po or De si gn di m en De si fe on ct s iv e M pa ac r ts hi ne ca O pe l ibr at ra io to ns re rr De or fe s ct iv e Su m at r fa er ce ia ls ab ra si on s
Flow Charts
Flow charts are nothing but graphical representation of steps involved in a process. Flow charts give in detail the sequence involved in the material, machine and operation that are involved in the completion of the process. Thus, they are the excellent means of documenting the steps that are carried out in a process.
Start/ Finish
Operation
Operation
Decision
Operation
Operation
Operation
Decision
Start/ Finish
Check Sheet
Check sheets are nothing but forms that can be used to systematically collect data. Check sheet give the user a place to start and provides the steps to be followed in Collecting the data
COMPONENTS REPLACED BY LAB TIME PERIOD: 22 Feb to 27 Feb 2002 REPAIR TECHNICIAN: Bob TV SET MODEL 1013 Integrated Circuits Capacitors Resistors Transformers Commands CRT
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CHECK SHEET
USES
STEPS
to gather data to test a theory to evaluate alternate solutions to verify that whatever improvement process you implement continues to work
team agrees on what to observe decide who collects data decide time period for collecting data design Check Sheet collect data compile data in the Check Sheet review Check Sheet
Histogram
Histograms help in understanding the variation in the process. It also helps in estimating the process capability.
20 15 10 5 0 1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1
Scatter Diagram
It is a graph of points plotted; this graph is helpful in comparing two variables. The distribution of the points helps in identifying the cause and effect relationship Between two variables.
Control Chart
A control chart is nothing but a run chart with limits. This is helpful in finding the amount and nature of variation in a process.
24
Number of defects
21 18 15 12 9 6 3 2
LCL = 1.99 4 6 8 10 12 14 16
Sample number
Developed by Dr Kaoru Ishikawa in 1943. It is also known by the name of 1) Ishikawa diagram, 2)Fishbone diagram. This diagram is helpful in representing the relationship between an effect and the potential or possible causes that influences it. This is very much helpful when one want to find out the solution to a particular problem that could have a number of causes for it and when we are interested in finding out the root cause for it.
Cause-and-Effect Diagram
Measurement Measurement
Faulty testing equipment Incorrect specifications Improper methods
Human Human
Poor supervision Lack of concentration Inadequate training
Machines Machines
Out of adjustment Tooling problems Old / worn
Materialhandling problems
Environment Environment
Materials Materials
Process Process
Quality Circles
Organization
8-10 members Same area Supervisor/moderator
Presentation
Implementation Monitoring
Training
Group processes Data collection Problem analysis
Solution
Problem results
Problem Identification
List alternatives Consensus Brainstorming
Problem Analysis
Cause and effect Data collection and analysis
Six Sigma
A process for developing and delivering near perfect products and services Measure of how much a process deviates from perfection 3.4 defects per million opportunities Champion
Black Belt
project leader
Green Belts
67,000 DPMO 67,000 DPMO cost = 25% of cost = 25% of sales sales
To design an operation in such a way that specific errors are prevented from causing major problems to the customer. It is used when defects occur and require 100 per cent inspection, immediate feedback and action at the 1) source of raw material 2) start of the production process 3) production point where an error may occur.
Kaizen
A Japanese term meaning change for the better the concept implies a CONTINUOS IMPROVEMENT in all company functions at all levels. It is more cultural attitude and a life style rather than techniques.
Seiri - Reorganisation, get rid of the unnecessary and keep the necessary. Seiton - Arrangements, putting things in order. Seiso - Cleanliness, clean work condition of work and to get rid of trash and dirt. Seiketsu Personal cleanliness, there is healthy mind in healthy body Shitsuke - Discipline, follow procedure in the work place and workshop with utmost sense of discipline.
BPR is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, and speed.
Steps in BPR
Process identification and mapping Choosing or selection of process to reengineer Focus on critical processes Feasible processes Understanding the process Re-design the process.
From Traditional Culture Hierarchical style Top down information flow Inward quality focus Functional focus Short-term planning Episodic improvements Top down initiatives Manage and delegate Direct Counsel Functional and narrow scope of jobs Enforcement Fire fighting with few individuals/group
To TQM Culture Participative style Top down, lateral and upward information flow Customer defined quality focus Process focus A vision for the future Comprehensive/Continuous improvements All staff involved and engaged Lead and Coach Empower Ownership and participation Integrated functions Promoting mutual trust Team initiatives group focussing on continuous improvement
Management accountability and a deep sense of responsibility & commitment towards employees is the starting point. Total people involvement and empowerment Communication Training to employees Management thoughts and action towards delighting its customers Removing organisational boundaries and internal competition Using fact based decision making Use of Kaizen
Benchmarking
The practice of establishing internal standards of performance by looking to how world-class companies run their businesses The company makes small incremental improvements toward excellence on a continual basis
Continuous Improvement
ISO Standards
Certification developed by International Organization for Standardization Set of internationally recognized quality standards Companies are periodically audited & certified ISO 9000:2000 QMS Fundamentals and Standards ISO 9001:2000 QMS Requirements ISO 9004:2000 QMS - Guidelines for Performance
ISO 14000:
Focuses on a companys environmental responsibility