Quality Management

Name: Arthur Kilis

SIN: 13061103166
Class: C 2013

Edward Deming (1941)

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Deming Cycle (PDSA):

The cycle begins with the Plan step. This involves
identifying a goal or purpose, formulating a theory,
defining success metrics and putting a plan into action.
These activities are followed by the Do step, in which
the components of the plan are online
slots implemented, such as making a product. Next
comes the Study step, where outcomes are monitored to test
the validity of the plan for signs of progress and success, or
problems and areas for improvement. The Act step closes the cycle,
integrating the learning generated by the entire process, which can be used
to adjust the goal, change methods or even reformulate a theory altogether.
These four steps are repeated over and over as part of a never-ending cycle
of continual improvement.

Demings 14 Points on Quality Management

Create constancy of purpose for improving products and services.
Adopt the new philosophy.
Cease dependence on inspection to achieve quality.
End the practice of awarding business on price alone; instead, minimize total
cost by working with a single supplier.
5. Improve constantly and forever every process for planning, production and
service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10.Eliminate slogans, exhortations and targets for the workforce.
11.Eliminate numerical quotas for the workforce and numerical goals for
management.
12.Remove barriers that rob people of pride of workmanship, and eliminate the
annual rating or merit system.
13.Institute a vigorous program of education and self-improvement for everyone.
14.Put everybody in the company to work accomplishing the transformation.

Demings Seven Deadly Diseases of Management

1. Lack of constancy of purpose to plan product and service that will have a
market and keep the company in business, and provide jobs.
2. Emphasis on short-term profits.
3. Personal review systems, or evaluation of performance, merit rating,
annual review, etc. for people in management, the effects of which are
devastating.
4. Mobility of Management: Job-Hopping
5. Use of visible figures only for management, with little or no consideration
of figures that are unknown or unknowable.
6. Excessive Medical Costs.
7. Excessive costs of liability.

Joseph Duran (1951)

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3 Basic Steps to Progress (Trilogy)

1. Achieve structured improvements on

a continual basis combined with dedication and a sense of
urgency.
2. Establish an extensive training program.
3. Establish commitment and leadership on the part of higher managemen
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10 Steps of Quality Improvements

1.Build awareness of both the need for improvement and opportunities for im
provement.
2.Set goals for improvement.
3.Organize to meet the goals that have been set.
4.Provide training.
5.Implement projects aimed at solving problems.
6.Report progress.
7.Give recognition.
8.Communicate results.
9.Keep score.
10.Maintain momentum
by building improvement into the company's regular systems.

Pareto Principle
The Pareto principle, also known as the 80/20 rule, is a theory maintaining
that 80 percent of the output from a given situation or system is determined

by 20 percent of the input. The principle doesnt stipulate that all situations
will demonstrate that precise ratio it refers to a typical distribution. More
generally, the principle can be interpreted to say that a minority of inputs
results in the majority of outputs.

Philip B. Crosby (1971)

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Quality Vaccine
In the Crosby style, the "Vaccine" is explained as medicine for
management to prevent poor quality. It is in five sections that cover
the requirements of Total Quality Management.
Section 1 - Integrity
Treat quality seriously throughout the whole business organisation from
top to bottom. That the companies future will be judged on its
performance on quality.
Section 2 - Systems
Appropriate measures and systems should be put in place for quality
costs, education, quality, performance, review, improvement and
customer satisfaction.
Section 3 - Communication
The communication systems are of paramount importance to
communicate requirements and specifications and improvement
opportunities around the organisation. Customers and operators know
what needs to be put in place to improve and listening to them will
give you the edge.
Section 4 - Operations
Work with and develop suppliers. Processes should be capable and
improvement culture should be the norm.
Section 5 - Policies
Must be clear and consistent throughout the business.