om ppt.pptx
TRANSCRIPT
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Aravind Uppala 122
Dasari Pradeep
126
Kirti Raj Kataria 130Libin Joseph 137
Sangam lalsiva raju
138
A NOTE ON QUALITY: THE VIEWS OF
DEMING, JURAN, and CROSBY
GROUP NO 3
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DEMINGS SPC
Continuous improvement of products and services to meetcustomers needs .tools are SPC and problem-solving
techniques.
Management is responsible for change.
Breakdown of department and worker-supervisor barrier.
Change the systems , operations to reduce common / systematic
causes.
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INCORPORATION OF SPC
Statistical process control , a probability method by Walter shewart.
Probability rules could determine whether variation was random or
not.
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IMPLICATIONS
Once the process was in control, readings fell outside the limitsindicated a problem to be investigated.
To improve the system itself , common causes had to be
removed.
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JURAN Joseph M. Juran's impact on Japanese Quality was usually considered
second only to Demings.
He established Juran Institute in 1979 for seminars, consulting and
conferences.
His clients were:
Texas Instruments
Du Pont
Monsanto
Xerox
DEFINITION BY JURAN
Juran defined quality as fitness for use
The users of a product or service should be able to count on it for they
needed to do with it.
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FIVE DIMENSIONS OF FITNESS FOR USE Quality of design
Quality of conformance
Availability
Safety
Field Use
JURANSAPPROACHES Comprehensive approach : Vendor relations, manufacturing control,
distribution and field service
Reliability: find effects & causes of failures and develop solutions for
them.
Analytical Methods: identify areas needing improvements and
implement changes.
Cost of Quality: cost of making, finding, and repairing.
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JURANS APPROACHES FOR MAINTAINING
MINIMUM COST OF QUALITY Breakthrough Projects
The control Sequence
Annual Quality Programs
Juan's Categories of Quality Costs
A. Internal failure costs
(Scrap, rework, retest, down time, yield loses, disposition)
B. External failure costs
(Complaint adjustment, Returned material, Warranty charges,Allowances)
C. Appraisal costs
Incoming materials inspection, Inspection and test, accuracy testequipments, evaluation of stocks, materials and service consumed)
D. Prevention Costs
Quality planning, product review, training, process control, Quality dataacquisition and analysis, quality reporting, improvement projects)
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MINIMIZING THE COST OF QUALITY
TotalQuality Costs
Internal + External failure costs
Cost
Per good
Unit
Of product Minimal COQ
Cost of Apprasal+Prevention
100% Defective Defect Rate Optimal conformance level100% good
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JURANS BREAKTHROUGH SEQUENCE
1. Breakthrough in attitudes
2. Identify the vital few projects
3. Organize for breakthrough in knowledge
Two organizational entities
A. Steering group
B. Diagnostic group
4. Conduct the analysis
5. Determine how to overcome resistance to change
6. Institute the change
7. Institute the controls
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CROSBY
He sought to change management perception and attitudes aboutquality ( typically top managers viewed quality as intangible or else to
be found only in highend products)
If quality were improved, total costs would inevitably fall, allowing
companies to increase profitability
His goal was quality improvement rather than after the fact inspection
He came up with a quality management maturity grid for which was
used for self-assessment and offered a 14 point program for quality
improvement (this program was designed for securing management
commitment and gaining employees involvement through actions
such as zero defects day
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CROSBYS 14-POINT PROGRAM
Management commitment Quality improvement team
Quality measurement
Cost of quality evaluation
Quality awareness
Corrective action Zero defects planning
Supervisor training
Zero defects day
Goal setting Error cause removal
Recognition
Quality councils
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