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7/27/2019 2f9caQuality Gurus
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Quality Gurus
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Coverage
Quality dimensions.
Quality costs.
Quality gurus (Deming, Crosby, Juran, Taguchi,Feigenbaum, Ishikawa).
Quality awards (Malcolm Bridge National Qulity
Award, The Deming Award, Golden peacockNational Quality Award, Rajiv Gandhi National
Quality Award, JRD Tata Quality Value Award).
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One of a kind
productionMass production Flexible production
Performance
Agriculture
Age
Machine
Age
System
Age
Improvement by
optimizing the parts Improvement by
optimizing the whole process
Process oriented productionfocus
Product oriented productionfocus
Profile of Performance Improvement
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The Meaning of Quality
1. Market Place Quality ( Customers View)
The quality of a product or service is
customers perception of the degree to which
the product or service meets his/her
expectations.
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The Meaning of Quality
2. Quality of Conformance
The degree to which a specific product
conforms to a design or specification.
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The Meaning of Quality
3. Consumer Preference
The degree to which a specific product is
preferred over competing products of
equivalent grade based on comparative tests
by consumers.
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The Meaning of Quality
4. Joseph Juran
Quality is fitness for use.
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The Meaning of Quality
5. Corporate Strategy
Quality is the performance of the product/serviceas per the commitment made by the company to theconsumer.
----Contd
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Quality Characteristics (Dimensions of
Quality) - Garvin Performance.
Features.
Reliability.
Conformance.
Durability.
Serviceability.
Aesthetics.
Safety.
Other perceptions.
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Cost of Quality
Prevention Cost. Costs associated with reducing the potential
for defective parts or services (Training, Quality improvement
programmes etc.).
Appraisal Cost. Costs related to evaluating products,
processes, parts, and services (Testing, Inspectors etc.).
Internal Failure. Costs that results from production of
defective parts or services before delivery to customers (Scrap,
Rework, Downtimeetc.).
External Cost. Cost that occur after delivery of defective parts
or services (Rework, Warranty replacement, Lost goodwill etc)
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Cost Of Quality
100% defective Point of Enough
quality
Unavoidable
costs
Avoidablecosts
Costs
TOTAL
COST
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1. W Edward Deming(A professor at New York university. Went to Japan at request of Japanese government
after 2nd WW to assist its industries in improving productivity and quality. Considered as
the father of the Japanese quality revolution)
Identify common and special causes for getting poor quality.
Common causes - relates to operation - Management
responsibility. Special causes - relates to operators or machines -
requires attention to the individual cause. .
First eliminate the reasons for special causes.
And then, concentrate on the common causes.
Use of SPC charts as key method to identify problems.
Suggested systematic approach to problem solvingPDCAcyclePlan, Do, Check, and Action.
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PLAN
CHECK
DOACT
The Deming Cycle or PDCA Cycle
(Originally developed by Walter She wart)
Plan a change to the process. Predict
the effect this change will have and plan
how the effects will be measured
Implement the change
on a small scale and
measure the effects
Adopt the change as a
permanent modification
to the process, or
abandon it.
Study the results to
learn what effect the
change had, if any.
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Improve Quality
Productivity improves
Provide jobs and
more jobs
Demings Chain Reaction
Cost decreases because
of less rework, fewer
mistakes, fewer delays,
snags, better use of
machine time and
materialsStay in business
Capture the market with
better quality and lower price
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Demings view of Production as a System
Consumer
Research
Design &
redesign
Receipt & test of
materials
Suppliers,
materials &
equipment
Production,
assembly,
inspection
Distribution Consumers
Test of processes, machines,
methods, cost
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Demings 14 Points for Managers
1. Create constancy of purpose toward product
quality to achieve organizational goals.
2. Refuse to allow commonly accepted levels ofpoor quality.
3. Stop depending on inspection to achieve
quality.
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Demings 14 Points for Managers
4. Use fewer suppliers, selected based on
quality and dependability instead of price.
5. Install programs for continuous improvementof costs, quality, service, and productivity.
6. Train all employees on quality concepts.
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Demings 14 Points for Managers
7. Focus on supervision on helping people to do
a better job.
8. Eliminate fear, create trust, and encouragetwo-way communications between workers
& managers.
9. Eliminate barriers between departments andencourage joint problem solving.
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Demings 14 Points for Managers
10 Eliminate the use of numerical goals and
slogans to make workers work hard.
11 Use statistical methods for continuousimprovement of quality and productivity of
numerical quota.
12 Remove barriers to pride of workmanship.
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Demings 14 Points for Managers
13. Encourage education and self improvement
for everyone.
14. Define clearly managements permanentcommitment to quality and productivity.
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2. Philip B Crosbys Philosophy
Written two books on the subjectQuality is
free & Quality without tears.
Believed in top management must take thelead in quality improvement.
Viewed quality improvement as a journey, not
as a quick fix.
----Continued
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Philip B Crosbys Philosophy
Every individual must constantly work to make
certain that the job is being done right the first time.
Any acceptable level of defect is too high. Advocated Quality is free concept; meaning the
cost of poor quality is enormous due to scrap, rework,
hidden cost etc. If some amount from this unlimited
amount is spent on improving quality leading to zero
defect, it will still not be costlier.
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Philip B Crosbys Concept
1. Quality definition :- Conformance to
requirement
2. System of quality is prevention, notappraisal.
3. Performance standard is Zero defect.
4. Measurement is price of conformance.
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Crosbys 14 Steps for Quality Improvement
1. Ensure that the management is committed to
improve quality.
2. Appoint an inter department managementlevel quality improvement team to direct the
effort.
3. Measure the quality status ( errors, rework).
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Crosbys 14 Steps for Quality Improvement
4. Evaluate the cost of quality.
5. Ensure that all personnel have quality
awareness in regard to costs, benfits etc.Communicate quality aspects regularly.
6. Take ongoing corrective actions.
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Crosbys 14 Steps for Quality Improvement
7. Plan for zero defect.
8. Starting with management, provide training
to all employees.
9. Hold a Zero day to kick off quality
program.
10. Set goals for improvement.
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Crosbys 14 Steps for Quality Improvement
11. Remove causes of errors.
12. Award employees for goal achievement and quality
improvement.13. Establish a quality council composed of a team.
Chair person. And quality professionals to direct
the quality improvement efforts.
14. Repeat the process at the beginning at step 1 & do it
all over again.
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3. Joseph M Juran
Dr Joseph M Juran was awarded Order of the
Sacred Treasure by Emperor Hirohito in
1981. Author of Quality Handbook.
Juran institute in Wilton, Connecticut, USA,is
known for its quality management programs.
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Juran Quality Trilogy
1. Quality planning.
2. Quality control.
3. Quality improvement.
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1. Quality Planning
Identify the customers.
Determine the customers needs.
Develop product features.
Establish quality goals.
Develop a process.
Prove process capability.
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2. Quality Control
Choose what to control.
Choose units of measurement.
Establish standards of performance. Measure actual performance.
Interpret the difference (actual versus
standards). Take action on the difference.
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3. Quality Improvement
Identify specific projects for improvement.
Organize to guide the projects.
Organize for diagnosis - for discovery of
causes.
Provide remedies.
Provide for control to hold gains.
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Joseph M Jurans Emphasis
Emphasized for top management commitment
to improve product, quality, planning, statistics
to identify the discrepancies, and continuousimprovements of every aspect of product
quality.
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4. Genichi Taguchi
Japanese engineering specialist and a qualityconsultant.
A leading exponent of statistical methods.
Consulted leading companies such as Fordand IBM.
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Genichi Taguchis Philosophy
Contends that constant adjustment of productionmachines to achieve consistent product quality is noteffective.
Statistical process control techniques cantcompensate for poor quality of design.
Instead, products should be designed so that they arerobust enough to function satisfactorily despite
variations on the product line or in the field. Improved quality of a product or process represents
lower loss to society.
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Taguchis Steps
1. Identify the main function, side effects, and failure
modes.
2. Identify noise factors and the testing conditions forevaluating the quality loss.
3. Identify the quality characteristics to be observed
and the objective function to be optimized.
----Continued
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Taguchis Steps (Continued)
4. Identify the control factors.
5. Design the matrix, experiment and define the data
analysis procedure.6. Conduct the matrix experiment.
7. Analyze the data, determine the optimum levels for
the control factors, and predict the performance.
8. Conduct the verification experiment and plan future
actions.
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5. Armand V Feigenbaum
Concept of Total Quality Control.
Product quality is more important than the
production rate.
Responsibility for quality rests with the
persons who are directly related. Even workers
are given the authority to stop productionwhenever quality problems occur.
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6. Kaoru Ishikawa
Credited with concept of Quality Circles.
A quality circle (QC) is a small group of employees (not more than nine), who volunteer to meet regularlyto undertake work related projects designed toadvance the company, improve working conditions,tool design, safety, maintenance etc.
Use of fish bone diagram to trace back customercomplaints about quality problems.
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Quality Gurus Compared
1. DefinitionCrosby Deming Juran
Conformance to
requirement.
A predictable
degree ofuniformity and
dependability at
affordable cost to
suit the market.
Fitness for use.
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Quality Gurus Compared
2. Degree of Senior Managements
ResponsibilityCrosby Deming Juran
Responsible for
quality.
Responsible for
over 90% ofquality problems.
Less than 20% of
quality problemsare due to
workers.
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Quality Gurus Compared
3. Performance Standard
Crosby Deming Juran
Zero defects. Quality has many
scales, usestatistics to
measure
performance in
all areas, criticalof zero defects.
Avoid campaign
to do perfectwork.
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4. General Approach
Crosby Deming Juran
Prevention, not
inspection.
Reduce
variability bycontinuous
improvement,
stop mass
inspection.
General
managementapproach to
quality, especially
to human
elements.
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5.Structure
Crosby Deming Juran
14 steps for
qualityimprovement.
14 points for
management.
Juran quality
trilogy for qualityplanning, control,
improvement.
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Quality Gurus Compared
6. SPC
Crosby Deming Juran
Rejects
statisticallyacceptable levels
of quality.
Statistical
methods ofquality control
must be used.
Recommended
SPC, but warnsthat it can lead to
tool driven
approach.
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Quality Gurus Compared
7. Improvement Basis
Crosby Deming Juran
A process, not
a program; setimprovement
goals.
Must be
continuous toreduce variations,
eliminate goals
that are without
methods.
Project-by-
project teamapproach, set
attainable goals.
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Quality Gurus Compared
8. Team Work
Crosby Deming Juran
By quality
improvementteams & quality
councils.
Employs
participation indecision making,
break down
barriers between
departments.
By team and
quality circleapproach.
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9. Costs of Quality
Crosby Deming Juran
Cost of
nonconformanceQuality is free.
No optimum
cost. Continuousimprovement of
cost is possible.
Quality is not
free. There is anoptimum cost.
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10. Purchasing & Goods Received
Crosby Deming Juran
Supplier is
extension ofbusiness. Most
faults are due to
purchases.
Inspection is too
late, it allowsdefects to enter
system.
Statistical
evidence andcontrol charts are
required.
Problems are
complex. Carryout formal
surveys.
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Quality Management Awards
Malcolm Baldrige National Quality Award
The Deming Award
Golden Peacock National Quality Award
Rajiv Gandhi National Quality Award
JRD TATA Quality Value Award
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Malcolm Baldrige National Quality
Award
Established in 1987.
Named after a former secretary of commerce.
Objective :-
1. To recognize US companies that attain preeminent quality leadership.
2. Encourage other US companies to improve their quality programs.3. To serve as quality improvement guidelines, & disseminate
nonproprietary info about quality strategies.
Criteria for Selection:- Leadership, Strategic planning, Customer &market focus, Information & analysis, Human resource focus, Processmanagement, Business results.
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The Deming Award
Established in 1951.
Awarded by the Union of Japanese Scientists & Engineers.
All firms are eligible.
Objective:- To recognize, reward, and encourage progresstoward improving quality of products & services; and to movetoward elevating excellence to the strategic level inorganization around the globe.
Criteria:- Use of SQC, Quality programs, Top managementcommitment, Customer satisfaction level, Training activities
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Golden Peacock National Quality Award
Named after Indias national bird Peacock.
Awarded by IOD at World Congress on TotalQuality.
Objective is to promote quality awareness in Indiancompanies.
Criteria:- Organizational leadership, StrategicPlanning, Human resource management, Information
management, Process management, Employeessatisfaction, Customer satisfaction, Impact on society,Business results.
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Rajiv Gandhi National Quality Award
Instituted by Bureau of Indian Standards in 1991.
Named after our late prime minister Rajiv Gandhi.
Objective:-
1. Encouraging Indian industries to make significant improvement in quality formaximizing customer satisfaction & face global competition.
2. Recognizing the achievements so that they become role models for othercompanies.
3. Establishing guidelines that can be used in evaluating own improvementsprograms.
4. Make available detailed information of the winning company in QualityManagement Approach, so that other companies can use the information.
Criteria:- Leadership, Policies, Objective & strategies, HRM, Process, Customerfocused results, Impact on environment & society, Business results.
JRD TATA Q lit V l A d
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JRD TATA Quality Value Award
Given to TATA Group of companies.
Objective:-
1. Create awareness of the importance of quality
& the need for total customer satisfaction.2. Achieve & sustain continuous excellence and
consequently leadership in the market place throughperfection and the achievement of quality.
Criteria:- Leadership, Planning, HRM & ProcessManagement
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Thanks