lect 4 - tqm basic tenets

8/20/2019 Lect 4 - TQM Basic Tenets

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Total QualityManagement


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What is Quality?


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Old Quality vs. New Quality

Diference between old quality (Rolls Royce

!ersonal ban"er ###$ and new quality is that old

was the wor" o% cra%tsmen and the new is the wor"

o% a system (Toyota &ig Mac &oeing 'ircra%t

Disney World ###$# The old is e!ensi)e made %orthe %ew using s"illed hands is beauti%ul and

%unctionally based# The new reduces cost made

%or the many by intelligent minds and should dri)e

the economy and ma"e business morecom!etiti)e#

Toyota *ommercial

http://../www/BAMG30700/BrazilianToyotaCommercial.wmvhttp://../www/BAMG30700/BrazilianToyotaCommercial.wmv


4/40

Why care about quality

increase productivity

expand market share

raise customer loyalty

enhance competitiveness of the firm

at a minimum, serve as a price of entry


5/40

'chie)ing high quality +sDi,cultOnly -./ o% the 0rms %elt that Total Quality

!rograms boosted their ability to com!ete# Arthur D. Little Survey of 500 Firms

O)er 12/ o% 0rms rated their eforts D or 3relati)e to increasing customer satis%actionincreasing mar"et share or reducing their cost#

Rath and Strong

Main 4roblem5 Achieving high quality is as easy

to understand as losing weight and quittingsmoking and is as dicult to do.

Steve Schwart!" #$% %D& '(


6/40

Why Quality is so di,cult todo?

Quality can only be de0ned in terms o% anagent (a 6udge o% quality$#

One has to translate %uture needs o% the userinto measurable characteristics


7/40

7er)ice +ndustries are!articularly Di,cultReasons5

8igh )olume o% transaction

+mmediate consum!tion

Di,cult to measure and controlMore labor intensi)e

8igh degree o% customi9ation required

+mage is a quality characteristic&eha)ior is a quality characteristic


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Quality :urus

Deming5 The %ather o% the qualitymo)ement# 7cienti0c a!!roach to quality

;uran5 Quality by design*rosby5 Quality is %ree


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Deming

ac" o% *onstancy o% !ur!ose

@m!hasis on short term !ro0ts

@)aluation o% !er%ormance merit rating or annual

re)iew o% !er%ormanceMobility o% management

Running the com!any on )isible 0gures alone

@cessi)e medical costs

@cessi)e costs o% warranty %ueled by lawyersthat wor" on contingency %ees

+nter)iew with Deming

http://www.youtube.com/watch?v=ehMAwIHGN0Yhttp://www.youtube.com/watch?v=ehMAwIHGN0Y


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What is TQM??

The essence o% Total Quality Management is

a common sense dedication to

understanding what the customer wants and

then using !eo!le and science to set u!

systems to deli)er !roducts and ser)ices that

delight the customer#)reg *ughes(resident A+,+ +ransmission Systems


11/40

&asic *once!ts o% TQM

*ustomer 3ocus

*ontinuous 4rocess +m!ro)ement A Bai9en

@m!loyee @m!owerment C @)eryone is res!onsible %orquality

Quality is %ree A %ocus on de%ect !re)ention rather thande%ect detection %or it is always chea!er to do it right the0rst time

&enchmar"ing C egally stealing other !eo!le


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Quality in #7# )s# the ;a!anese

#7# con%orming to the

requirements at the least cost ;a!anese 6oint res!onsibility toma"e the end customer ha!!y

EF


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= + met the requirements>

E-

O@M

R e q u i r e

m e

n t

4 r o d

u c t s

o r

T e s t R e s

u l t sO@M

7u!!lier

*ombati)e non collaborati)e relationshi!


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EG

=*reating the &est HehicleI7ystems with 'll the4eo!le 'll the 7u!!liers 'll the Time>

7 O R

JO meet therequirementsK et


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7trength o% 7' )s# ;a!an

E1

*once!t

Time

7trength o% 7' M%g 7trength o% ;a!anese M%g

-A#/

:ood +nno)ati)e +deas :ood +m!lementation

:ood +deas :ood +m!lementation are the goalso% e)eryone in the automoti)e industry


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7e)en &asic Quality Tools Toim!ro)e 4rocess Quality

7catter Diagrams5 4lot data on a chart C noattem!t is made to classi%y the data or massage it

4areto *harts5 Organi9e data on a histogrambased on %requency %rom most !re)alent to least#8el! identi%y ma6or causes or occurrences (L25F2

rule$*hec" 7heets5 @asy way to count %requency o%occurrence by %ront line wor"ers

8istograms5 *ategori9e data is cells and !lot (seei% any !atterns emerge$

Run *harts5 4lot data as a %unction o% time*ause and efects *harts5 0shbone diagrams are

used to identi%y the root causes o% a !roblem*ontrol *harts5 are statistical tools used to

determine i% the )ariation in results is caused bycommon or s!ecial e)ents


17/40

3ailures in OArings


18/40

:ra!h 3it o% OAring %ailures


19/40

3ull OAring data including no%ailures


20/40

TR

'N7'*

T+ON

T+M@

RN *8'RT

Time o% Day


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Data *ollected3rom *hec" 7heet Time Range (in

secs$GGA12

1EA1

1LA.G.1AE

FAL

AL1

L.AF

-A

E22AE2.

E2AEE-

3requencyE

G

E

EFEG

E

EL

EE-

E


22/40

' 8istogram


23/40

&e care%ul o% *ell 7i9e


24/40

4areto *hart (L2AF2 Rule$

3urther in%o on 4areto *harts

http://www.youtube.com/watch?v=HwTSnkBWaHMhttp://www.youtube.com/watch?v=HwTSnkBWaHM


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4areto Diagrams 4ur!ose5

◦ hel!s organi9e data to show ma6or %actors◦ dis!lays data in the order o% im!ortance

◦ organi9e based on %act rather than !erce!tion

To construct5

◦ use data %rom a chec" sheet or similar instrument

◦ analy9e data to determine %requency

◦

identi%y the )ital %ew◦ calculate !ercentages

◦ add !ercentages to 0nd )ital %ew (L2/$

◦ draw cumulati)e cur)e

Ty!ical '!!lication5

◦ dis!lay relati)e im!ortance o% diferent %actors choose starting !oint %or !roblem sol)ing

monitor success identi%y basic cause o% a !roblem

◦ use a selling tool to gain su!!ort


26/40

4rocessing

Delays

Teller 4rocesses

*om!uters

7equenceo% acti)ities

Too manyste!s

*ontrol%unctions

Not user%riendly

Too muchdowntime

7low

res!onsetime

Training

ttitude

3atigue

3ishbone Diagram a"a

*ause @fect


27/40

*ause and @fect Diagram=3ishbone Diagram>

4ur!ose5◦ )isual dis!lay o% in%ormation to identi%y root causes rather than

sym!toms#

To construct5

◦ determine the issue and write !roblem statement in a bo to theright o% diagram

◦ 0nd the main causes and write them on branches Powing to themain branch (method equi!ment !eo!le material en)ironmentcustomer e!ectations money management go)t# regulations$

◦ identi%y all !ossible causes and write them on the diagram as subAcauses in each category

Ty!ical '!!lication5

◦

determine the real cause o% the !roblem◦ chec" the !otential efects o% a solution

3ishbone Diagrams @!lained

1 Why


28/40

FL

Mi9enboushi and :D- *once!ts

:ood Design

:ood

Discussion

:ood

Dissection

:D-

DR&3M DR&TR

Ro1ustDesign

2 kee3 )oodDesigns2 minimi!e changeFind (ro1lem(revent (ro1lems

'ddress any !otential issues u! stream atDesi n 4hase


29/40

F

Quality 3ocus 't the Design 7tage

Quality %rom the start C Directs attention to =*hange>

→*hange !otential to ha)e !roblems

Directs attention to =+nter%aces>→

Most de%ects occur at the =inter%ace>

3ocus on*hange 4oints +nter%ace 4oints


30/40

-2

@am!les5 Design change 4ac"aging en)ironment

change sage en)ironment change New manu%acturing !rocess New su!!lier

No change C No 4roblem

*hange 4oints ha)e the highest

!otential to introduce de%ects


31/40

-E

DR&3M C @am!le

Tire 4ressure Monitoring 7ystem C

*hanging the sensor %rom 'luminum Hal)e to Rubber Hal)e#

4urely %or cost reduction !ur!oses### 7ystem 4er%ormance is thesame#

7im!le change C What could go

wrong?


32/40

-F

+nter%aces

+nter%aces C (+nter%aces where issues can

brew and sur%ace later$ *ustomer to 7u!!lier De!artment to De!artment 7ystem +nter%aces

The *rash sensor %ailure on 8ondaMini)ans

+nter%ace 4oints ha)e the highest!otential to introduce de%ects


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Design Re)iew &y 3ailure Modes

(DR&3M$&asic *once!ts&e%ore and '%ter C Descri!tion o% the *hange 4oint

Describe the 4otential %ailure modes

Describe the Design *ountermeasures

Target Testing o% the change !oints and*ountermeasures Only

Design techniques to unco)er

de%ects at the design stage C !stream


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-G

DesignDesign Verify/ValidateVerify/ValidateDRBFM DRBTR

Changes

Test Result (Change in product

due to test: Cracks,eaks, etc!"

DesignDesign

3ocus on +m!lementation


35/40

Where do %ailures occur

Design 4hase (7u!!liers are ! 7tream$

4roduction

+n the 0eld

Where is it chea!est to detect %ailures?

@am!le5

Re!lacing a %our crash sensors by a single one ##


36/40

When 3ailures OccurK

Why did the %ailure ha!!en?7ym!toms )s# Root *auses

Root *auses (+n)estigate the whole chain$57u!!liersI*om!onent %ailure

DesignManu%acturing

*hange management

Why were not able to detect it?

-.

Rootcause 'nalysis5Why Occurred?Why Not Detected?


37/40

3ailure Detection 1WsAF8s

WhoWhereWhen

WhatWhy8ow was the !roblem %ound?8ow can we isolate it? Turn On I Turn Of

Rootcause 'nalysis Methodology


38/40

3ailure +solation C BT 'nalysis5 +s A +s

NotWhy is this design and not the other similar designWhy this !lant and not another !lantWhy this o!erator and not the other o!erator

Why in winter and not in the summerWhy this com!uter and not the other com!uterWhy in this model and not in other models

Rootcause 'nalysis Methodology

3i di th t % bl i t


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-

3inding the root causes o% a !roblem is not3ault 3indingI*riticism#

To 0nd !roblems is not %ault 0ndingIcriticism#

To 0nd !roblems is a creati)e act same as inno)ation#

We should ne)er sto! at only 0nding !roblems but alsode)elo! a systemic correcti)e action !lan### 3+S T8@ 4RO*@77

that created the !roblem identi%y detection algorithms

We ne)er %orget that e)ery 6ob should relate directly toim!ro)ing a !roduct# Other 6obs are nothing but waste e#g#only to chec" to ins!ect etc#

@)eryone should readily acce!t hel! %rom re)iew !artici!ants#

7ummary *once!ts


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7ummary A *once!ts

Quality all the time by e)eryone %rom an end

user !ros!ecti)e

'ddress issues u! stream# 'ddress !roductand !rocess de%ects at the design stage

3iing !roblems usually in)ol)es 0ing thesystemic !rocess issues that caused the!roblem C Reoccurrence 4re)ention

3ocus on +m!lementation

3ocus on *hange 4oints and +nter%aces

lect 4 - tqm basic tenets

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