# 1. qa basics - quality gurus

8/6/2019 # 1. QA Basics - Quality Gurus

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Quality Gurus


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A physicist at Bell Telephone Laboratories

(in New Jersey) recognizes that variation in

manufactured products, though inevitable,could be monitored and controlled using

statistical procedures.

1924: Walter Andrew Shewart

develops Control Charts

- Introduces the concept of control charts in a

technical memorandum.


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Sampling at random from a larger batch/lot

Accept or reject based on sample

Does not determine quality of sample

Concept used in World War II to test bullets

Placed inspection operations on a scientific basis in terms

of controllable risks

1928: H.F. Dodge & H.G. Romig develop

Acceptance Sampling Methodology


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W.Edwards Deming invites Shewart to present

seminars at U.S. Dept. ofAgriculture Graduate

School.

Popularizes Shewarts discoveries.

Becomes a leading pioneer in Quality Control.

1938: W.Edwards Deming formulates

14 Principles of Management

Majority of quality control techniques were used in chemical

industry only.

1942: Deming taught statistical theory to engineers who

manufactured wartime products.

1946: Deming leads the formation of American Society for

Quality Control.

Deming becomes a professor of statistics at NYU.


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After the war, US managers failed to recognize the value of

statistical quality control.

Why? Because they were doing okay!

Not many other competitors.

Quantity more important than quality.

1938: W.Edwards Deming formulates

14 Principles of Management (contd.)

Late 40s Early 50s: Deming is recruited by Japan to help

rebuild their industry.

Included engineersAND managers in lectures.

Develops 14 points for management

(Continuous improvement, teamwork, proper training)


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Deming

Deming originated PDCA cycle. He came out with the newclimate ( organizational culture ) which primarily consists of

joy in work, innovation and cooperation.

He referred to this new climate as Win - Win as opposed to Iwin : You Lose.

He also defined 14 universal points for effective qualitymanagement


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Demings 14 points

1. Create consistency of purpose with a plan.

2. Adapt the new philosophy of quality.

3. Cease dependence on mass inspection.

4. End the practice of choosing suppliers solely on price.

5. Identify problems and work continuously to improve

the system.

6. Adopt modern methods of training on the job

7. Change the focus from production numbers ( quantity

) to quality


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Demings 14 points

8. Drive out fear

9. Break down barriers between departments

10. Stop requesting improved quality without providingmethods to achieve it.

11. Eliminate work standards that prescribe numerical

quotas

12. Remove barriers to pride of workmanship

13. Institute vigorous education and training

14. Create structure in top management that will

emphasize the preceding thirteen points every day.


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PLAN

D0

CHECK

ACT

PDCA cycle

The PDCA cycle is

also known as theDeming cycle


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1950s and 60s: Japan is using quality control techniques

for Process troubleshooting

New process development

Product design

Product evaluation

1980s to present US manufacturers take notice

of QUALITY approaches and techniques

1970s and 80s: Japan established itself asgenerating QUALITY products.

American automobile industry losing HUGE market

shares during this period.

US is becoming competitive again.

Later On..


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Other Gurus

Dr. Genichi Taguchi Poor quality is due to lack of consistency.

Experimental Designs

Dr. Kaoru IshikawaQuality improvement can always go one step furtherSeven Quality Improvement Tools

Cause and Effect Diagram (Fishbone Diagram)

Dr. Joseph JuranManagement controllable defects account for over 80% of the totalquality problems .

Worked for Shewart, wrote the Quality Handbook


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Juran

Juran developed the idea of Quality

trilogy: Quality planning, Quality

improvement and Quality control. He

concentrates not only on the end

customer, but identifies other external

and internal customers. According to

him, Quality is Fitness of use.He also

specified 10 steps to quality

improvement.

Improvement

Planning

Control


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Jurans 10 steps to quality

1. Build awareness of opportunities to improve.

2. Set goals for improvement.

3. Organize to reach goals.

4. Provide training.

5. Carry out projects to solve problems.

6. Report progress.

7. Give recognition.

8. Communicate results.

9. Keep score.

10. Maintain momentum.


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Crosby

Crosby is known for his concepts of Do it

right first time and zero defects. Hedefines quality as conformance to

requirements which the company itself has

established for its products based directly

on customer needs. He emphasizesprevention management in every area. He

gave his own 14 points for quality

management which were different from the

14 points of Deming. 0Defects


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Crosbys 14 points

1. Management commitment.

2. Quality improvement team.

3. Quality measurement.

4. Cost of Quality.

5. Quality awareness.6. Corrective action.

7. Zero defects planning.

8. Supervisor training.

9. Zero defects day.

10. Goal setting.

11. Error cause removal

12. Recognition.

13. Quality Counsels.

14. Do it all over again.


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Genichi Taguchi

Genichi Taguchi has developed methods for on-line & off-

line quality control which formed the basis of his approach

towards total quality assurance. His methods are primarily

used by designers & engineers to optimize settings so that the

products are robust. These methods are intended as problem

solving tools in the early stages of product development

cycle. His broad tenets are given on the following slides.


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1. Minimize loss to the

society

The aim of a good design is to minimize loss to

the customer and the society .

Sources of loss : Product life , wear and tear, set up

time etc.


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A good design is the optimal trade off between cost and

performance and must aim at simplicity . It is easier to

make complicated designs , but it takes a genius to simplifythe design. Costs are reduced as a result of :

Fast assembly & production

Robustness

fewer suppliers & less administration.

II. Robust & simple design


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III. Reduce Signal to noise ratio

A good design should aim at reducing Signal to

noise ratio.

Televisions emit both signal and noise. The signal

consists of sound and picture. It is the desired part of

transmission . The noise is the unwanted part of

transmission.


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Taguchi - Quality imperatives

Quality losses result from product failure after sale. Product

robustness is more a function of product design than on-line

control, however stringent the manufacturing processes.

Robust products deliver a strong signal regardless of external

noise and with a minimum of internal noise. Any

strengthening of design, that is, any market increase in the

signal-to-noise ratios of component parts, will simultaneously

improve the robustness of the product as a whole.


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Before product go on to manufacturing, tolerances are set.

Overall quality loss then increases by the square of deviation

from the target value, that is, by the quadratic formula L = DC,where the constant C, is determined by the cost of the counter-

measure that might be employed in the factory. This is the

quality loss function.

Virtually nothing gained in shipping a product that just barely

satisfies the corporate standard over a product that just fails. Geton target, dont just try to stay in spec.


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Work relentlessly to achieve designs that can be produced

consistently: demand consistency from the factory. Catastrophic

stack-up is more likely from scattered deviation withinspecifications than from consistent deviation outside. Where

deviation from target is consistent, adjustment to the target is

possible.

A concerned effort to reduce product failure in the field will

simultaneously reduce the number of defectives in the factory.Strive to reduce variances in the components of the product and

variances will be reduced in the production system as a whole.


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Competing proposals for capital equipment or competing

proposals for on-line interventions may be compared by

adding the cost of each proposal to average quality loss, that

is, the deviations expected from it.

# 1. qa basics - quality gurus

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