Professional Documents
Culture Documents
BY RAVEENDRA RAO
Contents
Quality Definition Quality Movements Quality Evolution Quality Control & Assurance Total Quality Management
- Pillars of TQM - Other components of TQM
Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives. Will A Foster
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Quality Definition
Quality is the conformance to requirements. (Crosby in 1979) Fitness for use. (Juran 1970) The degree to which a system, component, or process meets specified requirements. (IEEE) According to American Society of Quality The characteristics of a product or service that bear on its ability to satisfy stated or implied needs. A product or service free of deficiencies.
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Quality Gurus
Walter A. Shewhart Dr. W. Edwards Deming Dr. Joseph M. Juran Philip Crosby Kaoru Ishikawa
(Father of Quality, 1920-1940s) (14-points, 1945-1980s) (TQM, post WWII 1980s) (Quality is Free, 1980s) (Fish Bone, SPC, post WWII - 1980s)
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PLAN
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
ACT DO
Study the results to learn what effect the changeRaveendraif any. had, Rao
1)
Create constancy of purpose towards improvement of product and services. Adopt the new philosophy. We can no longer live with commonly accepted levels of delays, mistakes, defective workmanship. Cease dependence on mass inspection. Require, instead, statistical evidence that quality is built in. End the practice of awarding business on the basis of price tag. Raveendra Rao
2)
3)
4)
5)
Find problems. It is managements job to work continually on the system. Institute modern methods of training on the job. Institute modern methods of supervision of production workers. The responsibility of foremen must be changed from numbers to quality. Drive out fear that everyone may work effectively for the company.
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6)
7)
8)
Break down barriers between departments. Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methods. Eliminate work standards that prescribe numerical quotas. Remove barriers that stand between the hourly worker and his right to pride of workmanship.
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10)
11)
12)
13)
Institute a vigorous programme of education and retraining. Create a structure in top management that will push everyday on the above 13 points.
14)
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Quality Movements
Japanese were badly defeated in World War II. Their industrial and financial bases were in chaos. Japan had no natural resource and limited source of food for their people. The quality movement began in Japan in 1946 with the U.S. Occupation Force's mission to revive and restructure Japan's communications equipment industry. Dr. Deming was invited by the Union of Japanese Scientists and Engineers to Japan in 1947. In 1954, Dr. Joseph Juran of the United States raised the level of quality management from the factory to the total organization in Japan.
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Quality Movements
Results from Japans implementation from American quality experts led to an industrial revolution that eventually left the American industry lagging behind. It was during the late 1980s that American industry began to finally look to their quality experts for methods to improve quality. In the late 1980s, an NBC documentary called If Japan Can Why Cant We brought national attention to the needs for quality improvements for global competition.
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Quality Evolution
Proactive Approach
Prevention Stop defects at source. Zero defects
3 4
Incorporates QC/QA activities into a company-wide system aimed at satisfying the customer. (involves all organizational functions)
Quality Assurance
Planned and systematic actions to insure that products or services conform to company requirements
Reactive Approach
Detection Finding & Fixing mistakes
1 2
Quality Control
Operational techniques to make inspection more efficient & to reduce the costs of quality.
Inspection
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Inspect products
Quality Control
The purpose of quality control is to denote activities that are directed to maintaining and improving quality Quality control involves establishments of quality standards Quality control is a system of principles and methods for prevention of defects Quality control starts with product design Quality control is a staff function
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Quality Assurance
Quality Assurance is oriented towards providing customers with products of appropriate quality Quality Assurance includes: Reliability engineering Value engineering Evaluation of usability Process control Product screening and appraisal Service assurance Quality feedback
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TQM Philosophy
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Pillars of TQM
1- Customer Focus: Studying customer needs, gathering customer requirements, and measuring and managing customer satisfaction. Customer satisfaction is seen as the company's highest priority. The company believes that it will only be successful if its customers are satisfied. 2- Participation and teamwork: Make full use of the knowledge and creativity of the entire work force for their rapid quality achievements Participation of employees can be encouraged by implementing suggestion systems or schemes that act quickly, provide feedback reward good suggestions
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Pillars of TQM
3- Human side of Quality: TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. On-going education and training of all employees supports the drive for quality. 4- Continuous Improvement: TQM recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality. Measurement and analysis in the tool that has been used for that.
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Pillars of TQM
T. Q. M.
Customer Focus Process Employee Training Management & Empowerment Continuous Improvement
(through measurement and analysis)
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Leadership
The ability of top management to establish, practice, and lead a long-term vision for the firm, driven by changing customer requirements, as opposed to an internal management control role. Lack of top management commitment is one of the reasons for the failure of TQM efforts (Brown et al. 1994). A predominant requirement for quality management is that strong commitment from top management is vital. To be an effective leader in most modern firms, the top manager must continue to develop and learn. Knowledge of the business and continual learning are essential prerequisites to effective leadership (DuBrin, 1995).
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Leadership
In order to effectively lead the firm, top management must be committed to provide education and training to employees and regarding them as valuable resources of the firm. Top management must be committed to allocating sufficient resources to prevent, as well as repair, quality problems. Top management should discuss quality frequently; by having session on the topic and asking questions about quality at every staff meeting. Top management must train and coach employees to assess, analyze, and improve work processes (Deming, 1986).
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Employee Participation
Employee participation can be defined as the degree to which employees in a firm engage in various quality management activities. By participating in quality management activities, employees acquire new knowledge, see the benefits of the quality disciplines, and obtain a sense of accomplishment by solving quality problems. A remarkable characteristic of employee participation is teamwork. Breakdown barriers between departments. People in research, design, sales, and production must work as a team (Demings 9th point). If several knowledgeable people are brought into the decision-making process, a number of worthwhile possibilities may be uncovered.
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Employee Participation
TQM implementation practice is formation of short-term problem-solving teams (SEPG). Problem-solving teams work on a wide variety of tasks, ranging from cross-functional involvement in tackling quality problems to solving within-functional quality problems. TQM firms create employee suggestion systems. Production workers should regularly participate in operational decisions such as planning, goal setting, and monitoring of performance. They are encouraged to make suggestions and take a relatively high degree of responsibility for overall performance. Employees should be encouraged to inform managers or supervisors concerning conditions that need correction (e.g., process defects, incompetent staff and poor tools).
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Performance Evaluation
Evaluation can identify the difference between actual and the expected performance. Evaluation information should be communicated to employees in order to encourage employees to make things better. Uncontrolled variance in processes or outcomes is the primary cause of quality problems and must be evaluated and controlled by those who perform the firms front-line work.
It is important to note that the major aim of evaluation is improvement, NOT criticism.
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Product Design
Product design translates customer expectations or requirements into specific engineering and quality characteristics, which can be called specifications. It is an important practice for design engineers to have some marketing knowledge, making it easier for them to understand customer needs, expectations, and future requirements. Different departments in a firm should participate in new product design. Before production, new product design should be thoroughly reviewed in order to avoid problems during production.
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TQM Approach Customer-oriented Equals of service and cost Long-term Prevention System Everyone Teams Life-cycle costs,partnership Delegate, coach, facilitate and mentor
SQC QFD Quality prizes Deming, European Quality award, Malcolm Baldridge National Quality Award Quality Circles 7 quality tools, new 7 tools of quality. Benchmarking Reengineering Six Sigma ISO 9001:2000 and ISO 14001:2004 standards.
Raveendra Rao
Raveendra Rao