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A S CHANDRASEKARAN COUNSELLOR TQM SYSTEMS INDIA PVT LTD 29 OCT 2009 NIFT PRESENATATIONS
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Development of quality management Role of Deming PDCA cycle and 14 principles of Dr Deming, Dr Juran, Dr Feignbaum, Dr Philip Crosby and their contributions to the discipline
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TQM GURUS
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Born
October 14, 1900) Sioux City, Iowa, USA December 20, 1993 (aged 93) Washington DC, USA Statistician
Died Occupation
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(PDCA) Cycle
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Deming's 14 Points
1. Create constancy of purpose for improvement of product and service. Dr. Deming suggests a radical new definition of a company's role: A better way to make money is to stay in business and provide jobs through innovation, research, constant improvement and maintenance. Adopt the new philosophy. For the new economic age, management need to take leadership for change into a 'learning organisation'. Furthermore, we need a new belief in which mistakes and negativism are unacceptable. Cease dependence on mass inspection. Eliminate the need for mass inspection by building quality into the product. End awarding business on price. Instead, aim at minimum total cost and move towards single suppliers. Improve constantly and forever the system of production and service. Improvement is not a one-time effort. Management is obligated to continually look for ways to reduce waste and improve quality.
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2.
3. 4. 5.
Deming's 14 Points
6. Institute training. Too often, workers have learned their job from other workers who have never been trained properly. They are forced to follow unintelligible instructions. They can't do their jobs well because no one tells them how to do so. Institute leadership. The job of a supervisor is not to tell people what to do nor to punish them, but to lead. Leading consists of helping people to do a better job and to learn by objective methods. Drive out fear. Many employees are afraid to ask questions or to take a position, even when they do not understand what their job is or what is right or wrong. They will continue to do things the wrong way, or not do them at all. The economic losses from fear are appalling. To assure better quality and productivity, it is necessary that people feel secure. "The only stupid question is the one that is not asked." Break down barriers between departments. Often a company's departments or units are competing with each other or have goals that conflict. They do not work as a team, therefore they cannot solve or foresee problems. Even worse, one department's goal may cause trouble for another. Eliminate slogans, exhortations and numerical targets for the workforce. These never help anybody do a good job. Let workers formulate their own slogans. Then they will be committed to the contents.
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7. 8.
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10.
Deming's 14 Points
11. Eliminate numerical quotas or work standards. Quotas take into account only numbers, not quality or methods. They are usually a guarantee of inefficiency and high cost. A person, in order to hold a job, will try to meet a quota at any cost, including doing damage to his company. Remove barriers to taking pride in workmanship. People are eager to do a good job and distressed when they cannot. Too often, misguided supervisors, faulty equipment and defective materials stand in the way of good performance. These barriers must be removed. Institute a vigorous programme of education. Both management and the work force will have to be educated in the new knowledge and understanding, including teamwork and statistical techniques. Take action to accomplish the transformation. It will require a special top management team with a plan of action to carry out the quality mission. Workers cannot do it on their own, nor can managers. A critical mass of people in the company must understand the 14 points.
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J.M.JURAN
tried to get organizations to move away from the traditional manufacturing-based view of quality as conformance to specification to a more used based approach, for which he created the phrase Fitness for Use. He pointed out that a dangerous product could conform to specification but would not be fit for use. Juran was concerned with management activities and the responsibility for quality, but was also concerned about the impact of individual workers and involved himself to some extent with the motivation and involvement of the work force in quality improvement activities
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Quality Planning
Develop a process which is able to produce the product. Optimize the process. Prove that the process can produce the product under operating conditions. Transfer the process to Operations.
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Joseph JURAN Quality just not just happen but has to be planned Trilogy of
Quality Planning Quality Control Quality Improvement
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Joseph JURAN Quality just not just happen but has to be planned Trilogy of
Quality Planning Quality Control Quality Improvement
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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
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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
90% substance, 10% exhortation
(not the reverse)
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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
90% substance, 10% exhortation
(not the reverse)
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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
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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
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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
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Philip CROSBY
Characteristics of continuing success
1. 2. 3. 4. 5. People do things right first time Change is anticipated and used to advantage Growth s consistent and profitable New products and services appear when needed Everyone is happy to work there
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Philip CROSBY
Four absolutes of Quality Management
1. 2. 3. 4. 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
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2.3 Crosby's Message He does not believe that workers should take prime responsibility for poor quality; the reality, he says, is that you have to get management straight. In the Crosby scheme of things, management sets the tone on quality and workers follow their example; whilst employees are involved in operational difficulties and draw them to management's attention, the initiative comes from the top. Zero defects means that the company's objective is 'doing things right first time'. This will not prevent people from making mistakes, but will encourage everyone to improve continuously.
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2.3 Crosby's Message Crosby's Quality Improvement Process is based upon the Four Absolutes of Quality Management
1. Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'. 2. The system for causing quality is prevention, not appraisal. 3. The performance standard must be Zero Defects, not "that's close enough". 4. The measurement of quality is the Price of Nonconformance, not indices
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2.4 Ishikawa's Message The outcomes of such an approach are: 1. Product quality is improved and becomes uniform. Defects are reduced. 2. Reliability of goods is improved. 3. Cost is reduced. 4. Quantity of production is increased, and it becomes possible to make rational production schedules. 5. Wasteful work and rework are reduced. 6. Technique is established and improved. 7. Expenses for inspection and testing are reduced.
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2.4 Ishikawa's Message The outcomes of such an approach are: 8. Contracts between vendor and vendee are rationalised. 9. The sales market is enlarged. 10. Better relationships are established between departments. 11. False data and reports are reduced. 12. Discussions are carried out more freely and democratically. 13. Meetings are operated more smoothly. 14. Repairs and installation of equipment and facilities are done more rationally. 15. Human relations are improved.
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2.5 Shingo's Message Shingo advocated the practical application of zero defects by good engineering and process investigation, rather than slogans and exhortations that have been associated with the quality campaigns of many American and Western companies. Shingo, like Deming and Juran, argued that such American approaches of displaying defects statistics were misguiding and demoralizing. Instead, the results of improvement should be announced and displayed.
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Dr. Yoshio Kondo (four steps for making creative and quality work
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Kondo's Message
Kondo emphasises the interrelationship between quality and people. He sees humanity as the essence of motivation. He endorses that human work should always include the following three components:
Creativity -- the joy of thinking Physical activity -- the joy of working with sweat on the forehead Sociality -- the joy of sharing pleasure and pain with colleagues
He further points out that the elements of creativity and sociality are those concerned will come to feel a real sense of self-confidence. This is an extremely valuable experience from the standpoint of motivation.
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Kondo's Message In his book Human Motivation - A Key Factor for Management published in 1989, Kondo advocates that making work more creative is important for motivation. He suggests four points of action in support of such a process: 1. When giving work instruction, clarify the true aims of the work. Instead of explaining clearly what the aim of a job is, people tend to concentrate on the methods and means to be used for achieving that aim.
1. 2. However, every job has an aim, and it goes without saying that achieving this aim is the most important thing. Aside from mandatory restrictions related to safety and quality assurance, information concerning means and methods should be given for reference only, and we should encourage people to devise their own best ways of achieving the objectives.
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Kondo's Message 2. See that people have a strong sense of responsibility towards their work. This is related to the previous point. As we know well, human beings are often weak and irrational and tend to try to shift responsibility onto someone else when their work goes wrong, complaining or being evasive. It is, therefore, necessary to devise ways of nipping such excuses in the bud whenever they seem likely to appear. The 'mandatory objectives, optional means' approach described in Point 1 above serves this purpose, and techniques such as the stratification of data, the correction of data by mean value or by regression, and the application of the orthogonal principle in the design of experiments [Taguchi, 1986] are all effective devices for putting a stop to excuses.
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Kondo's Message 4.
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Armand FEIGENBAUM
Armand FEIGENBAUM - was a doctor in the Massachusetts Institute of technology in the 1950s and he defined TQM as:
An effective system for integrating
the quality development, quality maintenance and quality improvement efforts of the various groups in an organisation so as to enable production and service at the most economical levels which allow for full customer satisfaction.
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Juran
Emphasizes the need to move away from quality hype and slogans Stresses the role of the TOP MANANGMENT Does not relate to other work on leadership and motivation Seen by some as undervaluing the contribution
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Costs of Appraisal checking to see if errors have occurred after the event.
1. 2. 3. 4. 5. Product prototype testing Inspection and test of incoming goods Inspection and test of internal processes Field checks of product performance Processing inspection and test data
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Costs of quality come under four headings: Costs of Internal Failure - coping with errors while they are still inside the organisation.
1. 2. 3. 4. 5. 6. 7. Scrapped parts and materials Reworked parts and materials Diagnostics of quality defects and failures Lost production while process is stopped Reorganizing processes and procedures after failure Product redesign and engineering change orders and finally, but possibly the most significant. The lack of managerial concentration and focus caused by troubleshooting rather than improving the plant
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