Professional Documents
Culture Documents
201 14 (Demingvsbaldrige)
201 14 (Demingvsbaldrige)
2. Organization and
its Management
3. Education and
Dissemination
Particulars
1.
Policies pursued for management
quality, and quality control
2.
Method of establishing policies
3.
Justifiability and consistency of
policies
4.
Utilization of statistical methods
5.
Transmission and diffusion of
policies
6.
Review of policies and the results
achieved
7.
Relationship between policies and
long- and short-term planning
1.
Explicitness of the scopes of
authority and responsibility
2.
Appropriateness of delegations of
authority
3.
Interdivisional cooperation
4.
Committees and their activities
5.
Utilization of staff
6.
Utilization of QC Circle activities
7.
Quality control diagnosis
Item
6. Standardization
Particulars
1.
Systematization of standards
2.
Method of establishing, revising, and
abolishing standards
3.
Outcome of the establishment,
revision, or abolition of standards
4.
Contents of the standards
5.
Utilization of statistical methods
6.
Accumulation of technology
7.
Utilization of standards
7. Control
1.
1.
2.
8. Quality
Assurance
3.
4.
5.
6.
7.
4. Collection,
Dissemination
and Use of
Information of
Quality
1.
2.
Percentage
of subtotal
15%
7.5%
7.5%
15%
15%
10
6.0 Result of quality assurance of product and servicing
100
6.1
Reliability and achievement of product and servicing
25
6.2
Reduction of scrap, rework, rejection concerning product and servicing
20
6.3
Reduction of complaint and claim suit concerning quality
25
6.4
Reduction of assurance- or site-related assistance operation
20
6.5
Innovative index and economic gain for quality improvement
10
7.0 Customer satisfaction
300
7.1
Quality of product and servicing from customers viewpoint
100
7.2
Comparison of competitiveness of product and servicing
50
7.3
Customer servicing and countermeasure for complaint
75
7.4
Assurance from customers viewpoint
50
7.5
Unique (or innovative) technique to grasp customer satisfaction
25
Total
1000
10%
30%
100%
A strategic plan based on benchmarks that compare the companys performance with
the worlds best
A close partnership with suppliers and customers that feeds improvements back into
operations
A deep understanding of the customers so that their wants can be translated into
products
A long-lasting relationship with customers, going beyond the delivery of the product
to include sales, service, and ease of maintenance
A commitment to improving quality that runs from the top of the organization to the
bottom
Baldrige Award
customer-driven quality it views quality as
defined by the customer
customer satisfaction and quality
quality of management
promote competitiveness through total quality
management
manufacturing, service and small business
Deming Prize
conformance to specifications it views quality as
defined by the producers
statistical quality control
management of quality
promote quality assurance through statistical techniques
N/A
six months
1987
National Institutes Standards and Technology
1. Leadership
of top-ranking managers
policy
management control system & quality
improvement process
Topic
Baldrige Award
allocation and utilization of resources
responsibility to society
unique and creative leadership technique
Deming Prize
relationship between policies and long term & short
term planning
3.
3.
Topic
Baldrige Award
reflection of customers opinion on product and
servicing
design and development of new product and
new servicing
measurement, standardization, data system
engineering, audit, recording
safety, health and sanitation, ,environment
approach to quality assurance of product and
servicing
6. Result of Quality Assurance of Product and
Servicing
reliability and achievement of product and
servicing
reduction of scrap, rework, rejection,
concerning product and servicing
reduction of complaint and claim suit
concerning quality
innovative index and economic gain for quality
improvement
7. Customer Satisfaction
quality of product and servicing from
customers viewpoint
comparison of competitiveness of product and
servicing
customer servicing and countermeasure for
complaint
assurance from customers viewpoint
Deming Prize
utilization of the results
5.
Analysis
selection of key problems and themes
propriety of the analytical approach
utilization of statistical methods
linkage with proper technology
quality analysis, process analysis
utilization of analytical results
assertiveness of improvement suggestions
6. Standardization
systematization of standards
method of establishing, revising, and abolishing
standards and their outcome
utilization of statistical methods
contents of the standards
accumulation of technology
utilization of standards
7.
Control
system for the control of quality and related matters
control items and control points
utilization of such statistical control methods as
control charts and other statistical concepts
contribution to performance of QC circle
actual conditions of control activities
Topic
Baldrige Award
technique to grasp customer satisfaction
Deming Prize
8. Quality Assurance
procedure for the development of new products and
services
safety and immunity from product liability
customer satisfaction
process design, analysis, control and improvement
process capability
instrumentation, gauging, testing and inspecting
equipment maintenance and control of subcontracting,
purchasing, and services
9. Results
measurement of results
substantive results in quality, services, delivery time,
cost, profits, safety environments
intangible results
measures for overcoming defects
10. Planning for the Future
grasp of the present state of affairs and the
concreteness of the plan
measures for overcoming defects
plans for further advances
linkage with the long term plans
1998
1997
1996
1995
1994
BI
The Ritz-Carlton Hotel
Company, LLC
STMicroelectronics, Inc.
Regions Americas
Sunny Fresh Foods
Service
Service
1993
Small Business
Manufacturing
Manufacturing
1992
Manufacturing
Manufacturing
3M Dental Products
Division
Merrill Lynch Credit Corp.
Solectron Corp.
Xerox Buss. Services
Manufacturing
ADAC Laboratories
Custom Research Inc.
Dana Commercial Credit
Corporation
Trident Precision
Manufacturing, Inc.
Manufacturing
Small Business
Service
1991
Small Business
Manufacturing
Manufacturing
1990
Manufacturing
Service
Manufacturing
1989
Manufacturing
Manufacturing
1988
Small Business
Manufacturing
Manufacturing
Small Business
Manufacturing
Small Business
Service
Manufacturing
Service
Small Business
Manufacturing
Manufacturing
Serivce
Small Business
Service
Small Business
Service
Manufacturing
Motorola (1998)
1. In the past five years, Motorola has reduced its defect rate in manufacturing
99.5%, generating cost savings estimated at about $900 million this year, and $3.1
billion cumulatively.
2. Motorolas prices fall an average of 8-12 percent a year; its cellular phone prices
25% a year.
3. Minority report program. Employees can file a report if they feel that their ideas
are not being supported. An example is the concept behind the microprocessor 68000
series which later became the brains of Apples Macintosh line.
4. In 1987, Motorola announced two productivity goals: to reduce manufacturing defects
by 90% every two years, and reduce cycle (new product development) time by 90%
every five years.
Quality Achievements
Ames
1. Every teammate at Ames is a member of at least one involvement group dedicated
to quality improvement. The company currently has 40 of these groups.
2. The percentage of defective parts reaching customers is among the lowest in the
industry. For Ames largest customer, the defect rate has been reduced since 1989
from more than 30,000 parts per million to 11.
3. Productivity, as measured by sales per employee, increased by 48% from 1987 to
1992.
4. Over the past five years, teammate ideas have saved the company and its customers
more than $3 million and will average over $2,700 per teammate in 1993.
5. Ames product warranties are among the best in the industry and include a
comprehensive warranty for prototypes, which refunds development costs if
specifications are not achieved.
6. Ames has developed a consolidated supplier base be selecting suppliers who share
the companys quality values and are responsive to its established continuous
improvement goals. Down from 42 key suppliers in 1989, Ames Rubber Corp. now
relies on 19 suppliers whose quality performance is about 99%.
Table 1
Impact of Quality Improvement on Business Performance
Performance Indicators
Operating Measures
Reliability
Timeliness of delivery
Order processing time
Errors or defects
Product lead time
Inventory turnover
Costs of quality
b. Employee-related
measures
Employee satisfaction
Attendance
Turnover
Safety/health
Suggestions received
c. Customer
Satisfaction
Overall customer
satisfaction
Customer complaints
Customer retention
d. Financial
Performance
Market share
Sales per employee
Return on assets
Return on sales
No. of
Responding
companies
Direction of Indicator
positive
negative
no change
(favorable) (unfavorable)
Average annual
positive
performance
improvement
a.
12
9
6
8
7
9
5
12
8
6
7
6
6
5
0
1
0
0
0
1
0
0
0
0
1
1
2
0
11.3
4.7
12.0
10.3
5.8
7.2
9.0
9
11
11
14
7
8
8
7
11
5
1
0
3
3
2
0
3
1
0
0
1.4
0.1
6.0
1.8
16.6
14
12
2.5
6
10
5
4
1
2
0
4
11.6
1.0
11
12
9
8
9
12
7
6
2
0
2
2
0
0
0
0
13.7
8.6
1.3
0.4
Source: Adapted from U.S. General Accounting Office, Management Practices: U.S.
Companies Improve Performance Through Quality Efforts, Washington, 1991,
pp. 18-28.
SPRING 1993
Result
1. Increased Customer Satisfaction
2. Lower Costs
3. Reduced Product Development Time
4. Increased Employee Satisfaction
5. Higher Quality Products
6. Innovation
7. Increased Productivity
Percent
SVC
ED
Categories
Percent
HE
K-12
Categories
Note: Categories 5.0 and 7.0 show significant differences.
Sue Rohan, David Luthy
Education Pilot Program
Overview