quality gurus - customer & compititives intelligence for products, process, system &...

URUSCUSTOMER & COMPETITIVE INTELLIGENCE FOR

PRODUCT, PROCESS, SYSTEMS & ENTERPRISE

EXCELLENCE

G

DEPARTMENT OF

STATISTICSDR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT

[email protected] OFFICE: +1-208-885-4410

UALITYQ

Quality Gurus:

Joseph M. JuranPhil Crosby

Armand V. Feigenbaum

Joseph M. Juran

• Defines quality as a composition of two different, though related

concepts:

http://www.qualitydigest.com/aug02/articles/01_article.shtml

• One form of quality is income-oriented, and consists of those features of the product which meet customer needs and thereby produce income; in this sense, higher quality usually costs more

Joseph M. Juran

• A second form of quality is cost-oriented and consists of freedom from failures and deficiencies; in this sense, higher quality usually costs less

Joseph M. Juran

• Management for quality, according to Juran, involves the elements of quality planning, quality control, and quality improvement; these form Juran’s so-called “Trilogy”. To support this triad, Juran has formulated a list of nine nondelegable responsibilities for upper managers:

Joseph M. Juran

Responsibilities for Upper Managers

• Create awareness of the need and opportunity for improvement.

• Mandate quality improvement; make it a part of every job description.

• Create the infrastructure: establish a quality council; select projects for improvement; appoint teams; provide facilitators.

• Provide training in how to improve quality.• Review progress regularly.

• Give recognition to the winning teams• Propagandize the results.• Revise the reward system to enforce the

rate of improvement.• Maintain the momentum by enlarging the

business plan to include goals for quality improvement.

Responsibilities for Upper Managers

Juran’s Quality Planning Process

• Identify the customers; anyone who will be impacted is a customer, whether internal or external.

• Determine the customer’s needs. • Create product features which can meet the

customer’s needs. • Create processes which are capable of

producing the product features under operating conditions.

• Transfer the processes to the operating forces

Juran’s Feedback Loop Approach to

Quality Control• Evaluate actual performance levels.• Compare actual performance levels to targeted

performance levels. • Take action to close or eliminate the gap between

these two levels. • Quality becomes a part of each upper management

agenda. • Quality goals enter the business plan. • Stretch goals are derived from benchmarking; focus

is on the customer and on meeting competition; there are goals for annual quality improvement

Juran & Continuous ImprovementTotal Quality Management• Goals are deployed to the action levels

• Training is done at all levels. • Measurement is established throughout. • Upper managers regularly review progress

against goals.• Recognition is given for superior

performance. • The reward system is revised.

Dr. Juran’s Views

Dr. Juran believes that self-directed teams will ultimately become a major successor to

“Taylorism.”

Some of Dr. Juran’s other views include the following:

FIRST, the product development cycle should be shortened through use of participative planning, concurrent

engineering, and the like.

Dr. Juran’s Views

SECOND, supplier relations should be such that a minimal number of suppliers are used; teamwork between a company

and its suppliers would be based on mutual trust and contracts should be

greater duration.

Dr. Juran’s Views

THIRD, training should be results-oriented rather than tool-oriented; what

is desired is related more toward behavior change than toward education.

Philip B. Crosby (1926-2001):

Zero Defects

Effectively this concept implies that “poor” or “high” quality has little or no meaning and that in fact it is either conformance or nonconformance to customer/product requirements which is of central importance. Quality management equates to defect prevention.http://www.philipcrosby.com/pca/C.Articles/articles/year.2002/philsbio.htm

• Make it clear that management is committed to quality

• Form quality improvement teams with representatives from each department

• Determine how to measure where current and potential quality problems exist

Crosby’s 14 Steps

to Quality Improvement

• Evaluate the cost of quality and explain its use as a management tool

• Raise the quality awareness and personal concern of all employees

• Take formal actions to correct problems identified through previous steps

Crosby’s 14 Stepsto Quality

Improvement

• Establish a committee for the zero defects program

• Train all employees to actively carry out their part of the quality improvement program

• Hold a “zero defects day” to let all employees realize there has been a change


Improvement

• Encourage individuals to establish improvement goals for themselves and their groups

• Encourage employees to communicate to management the obstacles they face in attaining their improvement


Improvement

• Recognize and appreciate those who participate

• Establish quality councils to communicate on a regular basis

• Do it all over again to emphasize that the quality improvement program never ends


Improvement

Crosby’s Absolutes

• Quality means conformance to

requirements – if you intend to do it right the first time, then everyone

must know what it is


• Quality comes from prevention. Vaccination is the way to prevent organizational disease. Prevention comes from training, discipline, example, leadership, and so forth.


• Quality performance standard is zero defects – errors should not be tolerated

• Quality measurement is the price of nonconformance

Armand V. FeigenbaumThree Steps to

Quality• Quality leadership• Modern quality technology

• Commitment of the organization

Armand V. Feigenbaum

Four Deadly Sins• Hothouse quality• Wishful thinking• Producing overseas• Confining quality to the factory

http://www.union.edu/PUBLIC/ECODEPT/kleind/ct/forum/2005/afeigenbaum_2005.htm

Nineteen Stepsto Quality

Improvement•TQC is defined as:

• “An effective system for integrating the quality maintenance and quality improvement efforts of the various sectors of an organization so as to enable marketing, engineering, production, and service at the most economic levels which will allow for full customer satisfaction.”

•“Q”uality vs. “q”uality. “Q” refers to luxurious quality, whereas “q” refers to high quality, not necessarily luxury. Regardless of organizational niche, “q” must be closely maintained and improved.


Improvement

• The “C” or “control” in TQC represents a management tool:– Setting quality standards– Acting when standards are

exceeded– Planning for improvements in

the standards– Appraising conformance to

those standards


Improvement

• INTEGRATION: QC requires integration of typically un- coordinated activities into a framework. This framework should assign responsibility for customer-driven quality efforts across all activities of the organization.


Improvement

• Quality increases profits. Properly carried out, TQC programs are highly cost effective since they result in improved levels of customer satisfaction, reduced operating losses and field service costs, and improved use of resources. Without quality, customers will not return. Without repeat business, no business will survive.


Improvement

• Quality is an expectation, not a desire. In Deming’s terms, “quality begets quality”; as one supplier becomes quality oriented, others must follow suit.


Improvement

• The greatest quality improvements are likely to come from people improving the process, not through adding machines.

• TQC applies to all products and services – no person, process, or department is exempt.


Improvement

• Quality is a total life-cycle consideration. QC enters into all phases of a production process, starting with customer specifications, through design engineering and assembly, to shipment, installation, and field service.


Improvement

• Control the process through control of new designs, incoming material, product, and process.


Improvement

• A total quality system is “the agreed company-wide and plant-wide operating work structure, documented in effective, integrated technical and managerial procedures, for guiding the coordinated actions of all resources – including people, machines, and information in the best and most practical ways to assure customer quality satisfaction and economical costs of quality.” The quality system provides integrated and continuous control to all key activities, making it truly organizational in scope.


Improvement

• Benefits accruing from TQC programs tend to include improvement in product quality and design, reduced operating costs and losses, improved employee morale, and reduction of production line bottlenecks.


Improvement

• Quality costs are a means for measuring and optimizing TQC activities. Operating costs are divided into four different categories: prevention costs, appraisal costs, internal failure costs, and external failure costs.


Improvement

• The tenet that quality is everybody’s job must be clearly demonstrated. Every organizational component has a quality-related responsibility. This must be explicit and visible.


Improvement

• Organizations need quality facilitators who can disseminate information, provide training and so forth – not quality police.


Improvement

• TQC is not a temporary quality improvement plan, it is guiding an ongoing practice and philosophy.

• Statistical methods should be used whenever and wherever they are useful, but they are only one part of TQC and are not TQC itself.


Improvement

• The best people-oriented activities should be implemented before resorting to automation, which is not a cure-all and can provide the stuff of which implementation nightmares are made.


Improvement

• Control quality at its source – quality should be an “upstream and everywhere in the stream” concept and practice, not merely “downstream” as has too often been the case.


Improvement

URUSCUSTOMER & COMPETITIVE INTELLIGENCE FOR

PRODUCT, PROCESS, SYSTEMS & ENTERPRISE

EXCELLENCE

G

DEPARTMENT OF

STATISTICSDR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT

[email protected] OFFICE: +1-208-885-4410

UALITYQ

http://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/

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