Chapter 3 02/18/1437. Foundations of Quality Management. Deming ( ) Leaders in the Quality Revolution

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1 Chapter 3 Foundations of Quality Management Evans & Lindsay (2014) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 8e 1 Leaders in the Quality Revolution W. Edwards Deming Joseph M. Juran Philip B. Crosby Armand V. Feigenbaum Kaoru Ishikawa Genichi Taguchi 2 Deming ( ) Known as the father of quality Was a statistics professor at new york university during the 40s. He studied for several years with Walter Shewhart After world war II, was involved in assisting japanese Emphasized on the role of management in achieving quality. Noted that around 15% of poor quality was because of workers, and the rest of 85% was due to bad management, improper systems and processes 3 1

2 Key Idea 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. 4 Deming Chain Reaction Improve quality Costs decrease Productivity improves Increase market share with better quality and lower prices Stay in business Provide jobs and more jobs 5 Deming s 14 Points (Abridged) (1 of 2) 1. Create and publish a company mission statement and commit to it. 2. Learn the new philosophy. 3. Understand the purpose of inspection. 4. End business practices driven by price alone. 5. Constantly improve system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear and create trust. 6 2

3 Deming s 14 Points (2 of 2) 9. Optimize team and individual efforts. 10. Eliminate exhortations for work force. 11. Eliminate numerical quotas and M.B.O. Focus on improvement. 12. Remove barriers that rob people of pride of workmanship. 13. Encourage education and self-improvement. 14. Take action to accomplish the transformation. 7 Deming s System of Profound Knowledge Appreciation for a system Understanding variation Theory of knowledge Psychology 8 Systems Most organizational processes are crossfunctional Parts of a system must work together Every system must have a purpose Management must optimize the system as a whole 9 3

4 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 10 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 11 Psychology People are motivated intrinsically and extrinsically; intrinsic motivation is the most powerful Fear is demotivating Managers should develop pride and joy in work 12 4

5 Juran ( ) Considered to be architect of quality Became well know after his book publishing Quality Control Handbook in 1951 In Japan worked with manufacturers and taught classes on quality In 1979, founded Juran Institute, an organization aimed at providing research and pragmatic solutions to enable organizations from any industry to learn the tools and techniques for managing quality 13 Key Idea 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. 14 Juran s Quality Trilogy Quality planning Quality control Quality improvement

6 Juran's 10 Steps to Quality Improvement 1. Create awareness of and commitment to improve 2. Establish improvement goals via input from cross-functional sources 3. Rally the people in the organization around the common goal of improving quality 4. Train associates by creating a qualityfocused learning organization Juran's 10 Steps to Quality Improvement (cont.) 5. Continuously learn and improve as problems are solved and projects completed 6. Regularly communicate progress 7. Recognize those who contribute to improving quality Juran's 10 Steps to Quality Improvement (cont.) 8. Communicate results 9. Measure progress toward the goals of improving quality 10. Integrate improvement into organizational systems 6

7 Crosby ( ) A particularly well-marketed and charismatic Quality Guru Held a variety of quality control jobs starting as line inspector, then as quality manager, and a Corporate Vice President Set up Philip Crosby Associates Incorporated Crosby's name is perhaps best known in relation to the concepts of Do It Right First Time and Zero Defects 19 Phillip B. Crosby Quality is free... 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. 20 Philip B. Crosby 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

8 Crosby's 14 Steps for Implementing Quality Improvements 1. Management must commit to centering its quality focus on customers needs 2. Quality improvement teams with representatives from each department oversee improvement process 3. Measurement tools to establish baselines and find current and potential problems 4. Costs of quality are carefully defined and used as a management tool Crosby's 14 Steps for Implementing Quality Improvements (cont.) 5. Quality awareness and personal concerns heightened by training in quality improvement principles 6. Once trained, corrective action is taken closest to the sources of defects and nonconformance 7. Zero defects planning analyzes the relevant activities using a committee 8. Associates educated about their roles in the quality improvement process Crosby's 14 Steps for Implementing Quality Improvements (cont.) 9. A zero defects day launches the quality improvement program company-wide and signals a change 10. Individuals and groups establish their own quality improvement goals 11. Associates inform management of obstacles faced and types of work environments needed 8

9 Crosby's 14 Steps for Implementing Quality Improvements (cont.) 12. All who participate are recognized for their commitment to quality improvement 13. Quality councils spotlight quality and share information about the process of continuous improvement 14. The quality improvement process is continuous and never ends A.V. Feigenbaum (1922- ) Initiator of the concept of Total Quality Control, with book published in 1961 (when was a doctoral student at MIT) The power of his ideas were discovered by Japanese in 1950s Was Director of Manufacturing Operations at General Electric ( ), and is now President and CEO of General Systems Company Promoted the concept of a working environment where quality developments cover entire organization; every single person in organization must have a truly commitment to improve the quality Believed TQC programs are highly cost-effective because of their results in improved levels of customer satisfaction, reduced operating costs, reduced operating losses and field service costs, and improved utilization of resources

10 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 28 Kaoru Ishikawa ( ) Instrumental in developing Japanese quality strategy One of his greatest contributions to quality was the diagram which has his name "Ishikawa diagram" or Fishbone Diagram is best known as a pioneer of the Quality Circle movement in Japan in the early 1960s, which has now been re-exported to the West 29 Kaoru Ishikawa Influenced participative approaches involving all workers Advocated the use of simple visual tools and statistical techniques Company-wide Quality Control movement started in Japan in the years , characterized by company-wide participation from top management to the lower-ranking employees 30 10

11 31 Genichi Taguchi (1924- ) Studied textile engineering. After several years in Ministry of Public health and Welfare of Japan, he was hired at electrical Communication Laboratory, a rival of Bell Laboratories Taguchi's contribution to quality consists in what is called Taguchi Loss Functions, also design of experiment to product design His estimation was that 80% of all defective items are caused by poor design. Therefore, emphasis should be on design stage 32 Genichi Taguchi Pioneered a new perspective on quality based on the economic value of being on target and reducing variation and dispelling the traditional view of conformance to specifications: Loss No Loss Loss Tolerance 33 11

12 Total Quality Principles foundation of the philosophy Practices activities by which principles are implemented Techniques tools and approaches to make practices effective 34 Core Quality Management Principles Customer focus Involvement of People Continuous improvement 35 Customer Focus Practices Researching and understanding customer needs and expectations. Ensuring that the objectives of the organization are linked to customer needs and expectations. Communicating customer needs and expectations throughout the organization. Measuring customer satisfaction and acting on the results. Systematically managing customer relationships. Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole)

13 Involvement of People Practices People understanding the importance of their contribution and role in the organization. People identifying constraints to their performance. People accepting ownership of problems and their responsibility for solving them. People evaluating their performance against their personal goals and objectives. People actively seeking opportunities to enhance their competence, knowledge, and experience. People freely sharing knowledge and experience. People openly discussing problems and issues. 37 Continuous Improvement Practices Employing a consistent organization-wide approach to continuous improvement of the organization s performance. Providing people with training in the methods and tools of continuous improvement. Making continuous improvement of products, processes, and systems an objective for every individual in the organization. Establishing goals to guide, and measures to track, continuous improvement. Recognizing and acknowledging improvements. 38 TQ Techniques Statistical methods Visual aids for problem solving, such as flowcharts Techniques specific to quality assurance activities, such as control charts, measurement systems analysis, reliability models, and so on

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