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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

    Do it all over again