tqm-quality guru

7/30/2019 tqm-quality guru

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Development of quality management-

A S CHANDRASEKARAN

COUNSELLOR

TQM SYSTEMS INDIA PVT LTD

29 OCT 2009

NIFT PRESENATATIONS


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Development of quality management-

Role of Deming PDCA cycle and 14 principles of Dr

Deming,

Dr Juran,

Dr Feignbaum,

Dr Philip Crosby and their contributions to the discipline


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TQM GURUS


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Dr. Edward W. Deming

(management philosophy and systems)

StatisticianOccupation

December 20, 1993

(aged 93)

Washington DC, USA

Died

October 14, 1900)

Sioux City, Iowa, USABorn


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2.1 Deming's Message

W.E.DEMING

asserted that quality starts with top management and is a strategic

activity.

Demings philosophy is that quality and productivity increase as

process variability decreases (a decrease in the unpredictable).

In his 14 Points for quality improvement he emphasised the need for

statistical control methods, education, openness, purposeful

improvement and participation


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Deming encouraged the Japanese to adopt a systematic approach to problemsolving, which later became known as the Deming or Plan-Do-Check-Act(PDCA) Cycle

Deming, however, referred to it as the Shewhart Cycle, named after his teacherW. A. Shewhart [1931]. He subsequently replaced "Check" by "Study", asthat word reflects the actual meaning more accurately.

Therefore an alternative abbreviation for the Deming Cycle is PDSA Cycle.

Deming also pushed senior managers to become actively involved in theircompany's quality improvement programmes.

His greatest contribution to the Japanese is the message regarding a typicalbusiness system.

It explains that the consumers are the most important part of a production line.

Meeting and exceeding the customers' requirements is the task thateveryone within an organisation needs to accomplish.

Furthermore, the management system has to enable everyone to beresponsible for the quality of his output to his internal customers.


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(PDCA) Cycle


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Deming's thinking in the late 1980's can best be expressed asManagement by Positive Co-operation.

He talks about the New Climate (organisational culture) which consists ofthree elements.

Joy in Work,

Innovation, and

Co-operation.

He has referred to this New Climate as 'Win: Win', as opposed to the'I Win: You Lose' attitude engendered by competition. In his seminars in

America in the 80's, he spoke of the need for 'the total transformation ofWestern Style of Management'.

He produced his 14 Points for Management [Deming, 1989], in order to

help people understand and implement the necessary transformation. Deming said that adoption of and action on the 14 points are a signal that

management intend to stay in business. They apply to both small and largeorganizations, and to service industries as well as to manufacturing


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Deming's 14 Points

1. Create constancy of purpose for improvement of product andservice. Dr. Deming suggests a radical new definition of acompany's role: A better way to make money is to stay inbusiness and provide jobs through innovation, research, constantimprovement and maintenance.

2. Adopt the new philosophy. For the new economic age,management need to take leadership for change into a 'learningorganisation'. Furthermore, we need a new belief in whichmistakes and negativism are unacceptable.

3. Cease dependence on mass inspection. Eliminate the need formass inspection by building quality into the product.

4. End awarding business on price. Instead, aim at minimum totalcost and move towards single suppliers.

5. Improve constantly and forever the system of production andservice. Improvement is not a one-time effort. Management isobligated to continually look for ways to reduce waste andimprove quality.


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Deming's 14 Points

6. Institute training. Too often, workers have learned their job from otherworkers who have never been trained properly. They are forced to followunintelligible instructions. They can't do their jobs well because no onetells them how to do so.

7. Institute leadership. The job of a supervisor is not to tell people what to

do nor to punish them, but to lead. Leading consists of helping people todo a better job and to learn by objective methods.

8. Drive out fear. Many employees are afraid to ask questions or to take aposition, even when they do not understand what their job is or what isright or wrong. They will continue to do things the wrong way, or not dothem at all. The economic losses from fear are appalling. To assure

better quality and productivity, it is necessary that people feel secure."The only stupid question is the one that is not asked."

9. Break down barriers between departments. Often a company'sdepartments or units are competing with each other or have goals thatconflict. They do not work as a team, therefore they cannot solve orforesee problems. Even worse, one department's goal may cause trouble

for another.10. Eliminate slogans, exhortations and numerical targets for theworkforce. These never help anybody do a good job. Let workersformulate their own slogans. Then they will be committed to the contents.


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Deming's 14 Points

11. Eliminate numerical quotas or work standards. Quotas take intoaccount only numbers, not quality or methods. They are usually aguarantee of inefficiency and high cost. A person, in order to hold a job,will try to meet a quota at any cost, including doing damage to hiscompany.

12. Remove barriers to taking pride in workmanship. People are eager todo a good job and distressed when they cannot. Too often, misguidedsupervisors, faulty equipment and defective materials stand in the way ofgood performance. These barriers must be removed.

13. Institute a vigorous programme of education. Both management andthe work force will have to be educated in the new knowledge andunderstanding, including teamwork and statistical techniques.

14. Take action to accomplish the transformation. It will require a specialtop management team with a plan of action to carry out the qualitymission. Workers cannot do it on their own, nor can managers. A criticalmass of people in the company must understand the 14 points.


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Dr. Joseph M. Juran

(quality trilogy)


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2.2 Juran's Message

J.M.JURAN tried to get organizations to move away from the traditional

manufacturing-based view of quality as conformance to specification

to a more used based approach, for which he created the phraseFitness for Use.

He pointed out that a dangerous product could conform to

specification but would not be fit for use. Juran was concerned with management activities and the

responsibility for quality, but was also concerned about the impact of

individual workers and involved himself to some extent with the

motivation and involvement of the work force in quality improvementactivities


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2.2 Juran's Message

Juran developed the idea ofquality trilogy: quality planning, quality improvement and quality control.

These three aspects of company-wide strategic quality planning are further broken down in

Juran's 'Quality Planning Road Map', into following key elements:

Prove that the process can produce the product under operating conditions.

Transfer the process to Operations.

Quality

Control

Develop a process which is able to produce the product.

Optimize the process.

Quality

Improvement

Identify who are the customers.

Determine the needs of those customers.

Translate those needs into our language.

Develop a product that can respond to those needs.

Optimize the product features so as to meet our needs and customer

needs.

Quality

Planning


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2.2 Juran's Message

Joseph JURAN

Quality just not just happen but has to be

planned

Trilogy of Quality Planning

Quality Control

Quality Improvement


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2.2 Juran's Message

Joseph JURAN

Quality just not just happen but has to be

planned

Trilogy of Quality Planning

Quality Control

Quality Improvement


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2.2 Juran's Message

Joseph JURAN

Quality PLANNING consists of: Identifying customers and their needs

Establishing optimum quality goals

Creating measurements of quality

Plan to meet quality goals under operating conditions

Produce continuing results


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2.2 Juran's Message

Joseph JURAN

Emphasises the importance of internal as wellas external customers

Concept of fitness for use to be applied to the

interim product for all internal customers

Actions should consist of

90% substance,

10% exhortation

(not the reverse)


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2.2 Juran's Message

Joseph JURAN

Emphasises the importance of internal as wellas external customers

Concept of fitness for use to be applied to the

interim product for all internal customers

Actions should consist of

90% substance,

10% exhortation

(not the reverse)


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Dr. Philip Crosby

(zero defects and cost of quality)


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Dr. Philip Crosby

(zero defects and cost of quality)Philip CROSBY

Quality is defined as conformance to requirements Traditional quality control represent failure

Manufacturing companies spend 20% revenues doing

things wrong so

Do it Right First Time

Zero Defects


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Dr. Philip Crosby

(zero defects and cost of quality)Philip CROSBY

Quality is defined as conformance to requirements Traditional quality control represent failure

Manufacturing companies spend 20% revenues doing

things wrong so

Do it Right First Time

Zero Defects


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Dr. Philip Crosby


Philip CROSBY

Without reservation senior management is entirelyresponsible for quality

Goal should be to give all staff training and tools of

quality improvement to apply the concepts ofPrevention management

Quality improvement has to be ongoing


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Dr. Philip Crosby


Philip CROSBY

Characteristics of continuing success1. People do things right first time

2. Change is anticipated and used to advantage

3. Growth s consistent and profitable

4. New products and services appear when needed

5. Everyone is happy to work there


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Dr. Philip Crosby


Philip CROSBYFour absolutes of Quality Management

1. Quality is conformance to requirements

2. Create quality by prevention, not appraisal

3. Performance standard should be Zero Defects

4. Measurement of quality is the price of non-

conformance

Hence QUALITY IS FREE


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Dr. Philip Crosby

(zero defects and cost of quality)His 14 steps of quality are as follows:

1. Establish management commitment

2. Form interdepartmental quality terms3. Establish quality measurement

4. Evaluate quality measurement

5. Evaluate cost of quality

6. Instigate corrective action

7. Ad Hoc committee for the zero defects programme8. Supervise employee training

9. Hold a zero defects day

10. Employee goal setting

11. Error cause removal12. Recognition for meeting and exceeding goals

13. Establish quality councils

14. Do it over again


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2.3 Crosby's Message

Crosby's name is best known in relations to the concepts ofDo It RightFirst time and Zero Defects.

He considers traditional quality control, acceptable quality limits andwaivers of sub-standard products to represent failure rather than

assurance of success.

Crosby therefore defines quality as conformance to the requirementswhich the company itself has established for its products baseddirectly on its customers' needs.

He believes that since most companies have organizations andsystems that allow deviation from what is really required,manufacturing companies spend around 20% of their revenuesdoing things wrong and doing them over again.

According to Crosby this can be 35% of operating expenses for service

companies.


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He does not believe that workers should take primeresponsibility for poor quality; the reality, he says, is thatyou have to get management straight.

In the Crosby scheme of things, management sets the toneon quality and workers follow their example; whilstemployees are involved in operational difficulties anddraw them to management's attention, the initiativecomes from the top.

Zero defects means that the company's objective is 'doingthings right first time'.

This will not prevent people from making mistakes, but willencourage everyone to improve continuously.


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In the Crosby approach the Quality Improvement message is spread bycreating a core of quality specialists within the company.

There is strong emphasis on the top-down approach, since he believesthat senior management is entirely responsible for quality.

The ultimate goal is to train all the staff and give them the tools forquality improvement, to apply the basic precept of PreventionManagement in every area.

This is aided by viewing all work as a process or series of actionsconducted to produce a desired result.

A process model can be used to ensure that clear requirements havebeen defined and understood by both the supplier and the customer.

He also views quality improvement as an ongoing process since thework 'programme' implies a temporary situation.


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Crosby's Quality Improvement Process is based upon the

Four Absolutes of Quality Management

1. Quality is defined as conformance to requirements, not as

'goodness' or 'elegance'.

2. The system for causing quality is prevention, not appraisal.

3. The performance standard must be Zero Defects, not "that's

close enough".

4. The measurement of quality is the Price of Nonconformance,

not indices.


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Dr. Kaoru Ishikawa

(simple tools, QCC, company-wide quality)


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2.4 Ishikawa's Message

Ishikawa's biggest contribution is in simplifying statisticaltechniques for quality control in industry.

At the simplest technical level, his work has emphasized gooddata collection and presentation, the use of Pareto Diagrams toprioritize quality improvements and Ishikawa Diagrams.

Ishikawa sees the Cause-and-Effect Diagram (or IshikawaDiagram), like other tools, as a device to assist groups or qualitycircles in quality improvement.

As such, he emphasises open group communication as critical to

the construction of the diagrams.Ishikawa diagrams are useful as systematic tools for finding,sorting out and documenting the causes of variation of quality inproduction and organising mutual relationships between them.

Other techniques Ishikawa has emphasised include the seven

Quality Control tools.


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Other than technical contributions to quality, Ishikawa isassociated with the Company-wide Quality Control (CWQC)

Movement that started in Japan during the period 1955--60

following the visits of Deming and Juran.

Ishikawa sees the CWQC as implying that quality does not onlymean the quality of product, but also of after sales service, qualityof management, the company itself and the human life.


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The outcomes of such an approach are:

1. Product quality is improved and becomes uniform.

Defects are reduced.2. Reliability of goods is improved.

3. Cost is reduced.

4. Quantity of production is increased, and it becomes

possible to make rational production schedules.5. Wasteful work and rework are reduced.

6. Technique is established and improved.

7. Expenses for inspection and testing are reduced.


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The outcomes of such an approach are:

8. Contracts between vendor and vendee arerationalised.

9. The sales market is enlarged.10. Better relationships are established between

departments.

11. False data and reports are reduced.

12. Discussions are carried out more freely anddemocratically.

13. Meetings are operated more smoothly.

14. Repairs and installation of equipment and facilitiesare done more rationally.

15. Human relations are improved.


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Dr. Shigeo Shingo

(Fool-proofing) )

2.5 Shingo's Message


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In terms of quality, Shingo's paramount contribution was his development in the 1960sof Poka-Yoke and source inspection systems.

These developed gradually as he realized that statistical quality control methods wouldnot automatically reduce defects to zero.

The basic idea is to stop the process whenever a defect occurs,define the cause and prevent the recurring source of the defect.

This is the principle of the JIT production system.

No statistical sampling is therefore necessary.

A key part of this procedure is that source inspection is employed as an active part ofproduction to identify errors before they become defects.

Error detection either stops production until the error is corrected, or it carriesadjustment to prevent the error from becoming a defect.

This occurs at every stage of the process by monitoring potential error sources.

Thus defects are detected and corrected at source, rather than at a later stage.


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Following a visit to Yamada Electric in 1961,

Shingo started to introduce simple, mechanical devices into assemblyoperations,

which prevented parts from being assembled incorrectly andimmediately signaled when a worker had forgotten one of the parts.

These mistake-proofing or 'Poka-Yoke' devices had the effect ofreducing defects to zero.

In 1967 Shingo further refined his work by introducing sourceinspections and improved Poka-Yoke systems which actuallyprevented the worker from making errors so that defects could notoccur.

Associated advantages were that statistical sampling was no longernecessary, and that workers were more free to concentrate on morevaluable activities such as identifying potential error sources.


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Following a visit to Yamada Electric in 1961,

Shingo started to introduce simple, mechanical devices into assemblyoperations,

which prevented parts from being assembled incorrectly andimmediately signaled when a worker had forgotten one of the parts.

These mistake-proofing or 'Poka-Yoke' devices had the effect ofreducing defects to zero.

In 1967 Shingo further refined his work by introducing sourceinspections and improved Poka-Yoke systems which actuallyprevented the worker from making errors so that defects could notoccur.

Associated advantages were that statistical sampling was no longernecessary, and that workers were more free to concentrate on morevaluable activities such as identifying potential error sources.


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Having learned about and made considerable use of statistical QC inhis 40s, it was some 20 years later, in 1977, that Shingo observedthat the Shizuoko plant of Matsushita's Washing Machine Divisionhad succeeded continuously for one month with zero defects on adrain pipe assembly line with involvement of 23 workers.

He realised that statistical QC is not needed for zero-defectoperations.

This was achieved principally through the installation of Poka-Yoke

devices to correct defects and source inspection to prevent defectsoccurring.

Together these techniques constitute Zero Quality Control, which,Shingo argues, can achieve what may have been impossible using

statistical quality control methods.


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Shingo advocated the practical application of zero defectsby good engineering and process investigation, ratherthan slogans and exhortations that have been associatedwith the quality campaigns of many American andWestern companies.

Shingo, like Deming and Juran, argued that suchAmerican approaches of displaying defects statistics weremisguiding and demoralizing.

Instead, the results of improvement should beannounced and displayed.


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Dr. Yoshio Kondo

(four steps for making creative and quality work


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Kondo's Message

Kondo emphasises

the interrelationship between quality and people.

He sees humanity as the essence of motivation.

He endorses that human work should always include thefollowing three components: Creativity -- the joy of thinking

Physical activity -- the joy of working with sweat on the forehead

Sociality -- the joy of sharing pleasure and pain with colleagues

He further points out that the elements of creativity andsociality are those concerned will come to feel a real

sense of self-confidence. This is an extremely valuable experience from the

standpoint of motivation.


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Kondo's Message

In his book Human Motivation - A Key Factor for Management

published in 1989, Kondo advocates that making work more

creative is important for motivation. He suggests four points of

action in support of such a process:

1. When giving work instruction, clarify the true aims of the

work.

Instead of explaining clearly what the aim of a job is, people tend

to concentrate on the methods and means to be used for

achieving that aim.1. However, every job has an aim, and it goes without saying that

achieving this aim is the most important thing.

2. Aside from mandatory restrictions related to safety and quality

assurance, information concerning means and methods should be

given for reference only, and we should encourage people to devise

their own best ways of achieving the objectives.


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Kondo's Message

2. See that people have a strong sense of responsibility

towards their work.

This is related to the previous point. As we know well, human

beings are often weak and irrational and tend to try to shift

responsibility onto someone else when their work goes wrong,complaining or being evasive. It is, therefore, necessary to devise

ways of nipping such excuses in the bud whenever they seem

likely to appear. The 'mandatory objectives, optional means'

approach described in Point 1 above serves this purpose, andtechniques such as the stratification of data, the correction of data

by mean value or by regression, and the application of the

orthogonal principle in the design of experiments [Taguchi, 1986]

are all effective devices for putting a stop to excuses.


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Kondo's Message

3. Give time for the creation of ideas.

Once people start feeling such a strong sense of responsibility, they will go

back to the essence of the problem and think about it deeply.

This will result in flashes of inspiration and the creation of new ideas.

Excellent ideas are most easily generated during those times when we

have pondered the problem deeply and have arrived at a detached,

meditative state of mind.

An ancient Chinese proverb tells us that this kind of time occurs when weare horseback riding, lying down and relaxing.

The times at which ideas come most readily are different for every

individual.

The important thing is to give people the time to be creative. .

K d ' M


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Kondo's Message

4. Nurture ideas and bring them to fruition.

New-born ideas created in this way are extremely fragile. If they are examined

critically with the intention of picking them to pieces or squashing them down,

it is very easy to obliterate them completely.

However, to find out whether such ideas are really good or not, or to developthem in superior ways, they must be allowed to grow.

There is no objection during this stage of growth to allowing an idea to change

gradually from its original form into a better one. It is often said that the main

enemies of new product development are found within the company itself.

This means that people are more concerned about going around stepping on

new ideas than about encouraging their development.

A new born idea is like a new-born baby, and raising it to maturity always

requires someone to look after its interest and act as a loving parent. In most

cases, those in positions of authority are the only ones who can play this role.

In other words, managers should not go around throwing cold water on new

ideas but should become their patrons and encourage their growth

T t l Q lit M t E ll M d l


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Total Quality Management Excellence Model


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Armand FEIGENBAUMArmand FEIGENBAUM - was a doctor in the

Massachusetts Institute of technology in the

1950s and he defined TQM as:An effective system for integrating

the quality development,

quality maintenance and

quality improvement

efforts of the various groups in an organisation so as to enable

production and service at the most economical levels whichallow for full customer satisfaction.


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The Strengths and Weaknesses

of the Quality Gurus

Feigenbaum

Provides a total approach to quality control Places the emphasis on the importance of management

Includes socio-technical thinking.

Participation by all staff is promoted

Does not discriminate between different kinds of quality context. Does not bring together the different management theories into one

coherent whole.

S


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Deming

Provides a systematic and functional logic, which identifies stages inquality improvement.

Stresses that management comes before technology

Leadership and motivation are recognised as important.

Emphasises role of statistical and quantitative methods

Recognises the different contexts of Japan and North America Action plan and methodological principles are sometimes vague

The approach to leadership and motivation is seen by some asdiagnostic

Does not treat situations which are practical or coercive

Th St th d W k


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Juran

Emphasizes the need to move away from quality hypeand slogans

Stresses the role of the TOP MANANGMENT

Does not relate to other work on leadership and

motivation

Seen by some as undervaluing the contribution

Costs of quality come under


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q y

four headings:Cost of Prevention

stopping errors occurring in the first place.

Engineering the product so that it cannot be put together incorrectly

(Design for manufacturing and Design for testing) Checking product specifications and drawings

Preventative maintenance of process equipment (FMEA andSMED)

Developing and operating quality measurement equipment

(improved management technology) Administering quality procedures (ISO 9000, BS5750)

Surveying quality levels, problem solving and implementing qualityimprovement projects (QFD, Kaizen, Poke Yoke)

Supplier appraisals and training

Training and development of personnel



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q y

four headings:

Costs of Appraisal

checking to see if errors have occurred after

the event.1. Product prototype testing

2. Inspection and test of incoming goods

3. Inspection and test of internal processes

4. Field checks of product performance

5. Processing inspection and test data



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q y

four headings:

Costs of Internal Failure - coping with errors while they are

still inside the organisation.

1. Scrapped parts and materials2. Reworked parts and materials

3. Diagnostics of quality defects and failures

4. Lost production while process is stopped

5. Reorganizing processes and procedures after failure6. Product redesign and engineering change orders and finally,

but possibly the most significant.

7. The lack of managerial concentration and focus caused by

troubleshooting rather than improving the plant



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four headings:

Cost of External Failure - the cost to the company ofthe product failing after handover to the customer.

1. Warranty costs2. Servicing costs

3. Product Liability

4. Complaints administration and most important in thelong run, but difficult to assess

5. Loss of customer goodwill affecting future business

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