1. TQM – Quality Gurus
Department of Mechanical Engineering
2. EDWARDS DEMING
Developed courses during World War II to teach statistical
quality-control techniques to engineers and executives of
companies that were military suppliers
After the war, began teaching statistical quality control to
Japanese companies
The best known of the “early” pioneers, is credited with
popularizing quality control in Japan in early 1950s
Today, he is regarded as a national hero in Japan and is the
father of the world famous Deming prize for quality
3. DEMING’S 14-POINT
MANAGEMENT PHILOSOPHY
Deming’s theory of management defines the steps
required for transforming a company’s quality culture
Its adoption and implementation would be a sign that
the management intends to stay in business and aims
to protect investors and jobs.
20. DEMING’S SEVEN DEADLY DISEASES
1. Lack of constancy of purpose (short term planning)
2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual
review of performance (number game)
4. Mobility of management: Job-Hopping
5. Running a company on visible figures alone (many
important factors are "unknown and unknowable)
6. Excessive medical costs
7. Excessive costs of liability
22. JOSEPH JURAN
Juran, like Deming was invited to Japan in 1954 by the
Japanese Union of Scientists and Engineers (JUSE).
Juran defines quality as fitness for use in terms of design,
conformance, availability, safety and field use.
He focuses on top-down management and technical methods
rather than worker pride and satisfaction.
The Juran Institute is today one of the leading quality
management consultancies in the world and it produces
books, workbooks, videos and other materials to support the
wide use of Dr. Juran’s methods.
23. BIG ‘Q’ CONCEPT BY JURAN
Big Q: Quality Assurance and Total Quality Management
“Big Q” emphasizes that quality is not just the concern of
production or even of total quality within an organization.
The concept of “customer” extends beyond those immediately
involved with producing a product or service.
It also includes stakeholders who have a legitimate concern,
such as legislators and consumer groups.
Small q: quality inspection and quality control
24. TRILOGY
Juran developed the idea of trilogy
Quality planning
Quality Control
Quality Improvement
Quality Planning: In the planning stage, it is critical to define who
the customers are and to define their needs (voice of the customer).
Once the customer needs are identified, define the requirements for the
product / process / service / system, etc., and develop them for operations
along with the respective stakeholder expectations. Planning activities
are done through a multidisciplinary team, with the involvement of key
stakeholders.
Quality Control: During the control phase, determine what needs to
be measured (what forms of data and from which processes), and set a
goal for performance. Obtain feedback by measuring actual
performance, and act on the gap between performance and the goal.
25. Quality Improvement: There are four different strategies
to improvement that could be applied for improvements:
1. Repair: reactive approach - fix what is broken
2. Refinement: proactive approach - continually improve a
process that isn’t broken
3. Renovation: improvement through innovation or
technological advancement
4. Reinvention: most demanding approach – abandon the
current practices and start over with a clean slate.
28. Quality is free . . .
“Quality is free. It’s not a gift, but it is
free. What costs money are the unquality
things -- all the actions that involve not
doing jobs right the first time.”
PHILIP CROSBY
29. FOUR ABSOLUTES OF QUALITY MANAGEMENT
First Absolute: Quality is defined as
conformance to requirements,
Once the requirements are specified, then
quality is judged solely on the criteria of
whether it is met or not.
Second Absolute: The system for creating
quality is prevention, not appraisal
The only prerequisite of prevention is an
understanding of the process.
Implementation of Statistical Process Control
can provide the understanding needed.
30. FOUR ABSOLUTES OF QUALITY MANAGEMENT
Third Absolute: The performance standard
must be Zero defects, not that’s close enough
Setting targets below 100 per cent is the start of a
downward spiral.
Fourth Absolute: The measurement of
quality is the Price of Nonconformance,
The costs due to rejects, reworking, warranty
costs etc. are mainly the result of not doing things
right first time.
32. KAORU ISHIKAWA
An engineering graduate and Professor (Tokyo
University)
Concept of company-wide QC movement
Promoted use of Quality Circles
Developed cause and effect diagram (also called
fishbone or ishikawa diagram)
Emphasized importance of internal customers
33. KAORU ISHIKAWA
He was known for the use of the “seven basic tools
of quality”:
Pareto analysis: which are the big problems?
Cause and effect diagrams: what causes the problems?
Stratification: how is the data made up?
Check sheets: how often it occurs or is done?
Histograms: what do overall variations look like?
Scatter charts: what are the relationships between
factors?
Process control charts: which variations to control and
how?
35. Taguchi, basically a textile engineer, has made a very
influential contribution to industrial statistics. The
key elements of his quality philosophy are:
Taguchi’s Loss Function
“A quality product is a product that causes a minimal
loss (expressed in money!) to society during it's
entire life. The relation between this loss and the
technical characteristics is expressed by the loss
function”
GEN'ICHI TAGUCHI
37. Shigeo Shingo (studied mechanical engineering) was a
Japanese industrial engineer who distinguished as one
of the world’s leading experts on manufacturing
practices and The Toyota Production System. Shingo is
known far more in the West than in Japan.
Shigeo Shingo was the inventor of :
The single minute exchange of die (SMED) system, in which
set up times are reduced from hours to minutes, and
The Poka-Yoke (mistake proofing) system.
SHIGEO SHINGO
39. TAIICHI OHNO
Graduated with mechanical engineering degree from
Nagoya
Worked for the Toyota Weaving Company
Toyota Motor as machine shop manager
Workplace Management ~ just-in-time and Toyota
Production System
(later known as Lean Manufacturing).
regarded as the father of
Just-In-Time (JIT) at Toyota.
40. OHNO: SEVEN FORMS OF WASTE
Transportation
Inventory
Motion
Waiting
Overproduction
Over processing
Defects
Editor's Notes
#1:have made a significant impact on the world through their contributions to improving not only businesses, but all organizations including state and national governments, military organizations, educational institutions, healthcare organizations, and many other establishments and organizations
#4:Innovation bring idea, creating jobs bring new skills and education
#5:Implement change, e-g change management style from decisive (authorotative) to participative style
For attracting customers it is necessary to fulfil customers requirements
#7:Product process should be quality oriented means process should be faultless
Inspection takes time and cost`
#8:if a product would last twice as long it is obviously silly to buy the alternative just because you save 5% on the initial price.
#9: continual approach will have a phased system, whereby improvements will be made then there will be a break to measure and analyse the success, after this further improvements can be made
#11:focused on creating a work environment that allowed people to take pride in their work by letting them contribute fully. So many workplaces waste the abilities of people and in doing so demoralize them and create organizations that are ineffective.
Best efforts are not enough, you have to know what to do.
#12:Leader ship motivate employee. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
#13: where there is fear you do not get honest figures
#14:People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
#15:Slapping up a slogan doesn’t improve the system. Normally all a slogan does is result in blaming people for not delivering what the slogan promises.Clearly defined slogans. E-g if a company have slogan “we promote innovation” . Its not enough. It must be clearly explained. Outcome should not be based on target to avoid SOPs
#16:Never set targets, Often production targets decrease quality
#17:Let people be proud of their work. Eg checking of papers.
#19:The transformation is everybody’s job.
Shifting of univ from annual to semester
#20:The seven deadly diseases of Management refer to behavior that are severely toxic to organizational effectiveness and also barriers that managers and management face in line of their work
Constancy (consistency)
2. Money saving bonds,
3. Improvement efforts should focus on systems, processes, and methods, not on individual workers. Those efforts that focus on improving the attentiveness, carefulness, speed, etc., of individual workers — without changing the systems, processes, and methods — constitute a low-yield strategy
4.Job hopping Employee that are not serious about their job will just pass time and will not perform
5. Eg if a product hav positive and negative feedbacks and management only discuss negative
6. If employee will be healthy your work will not stop
7. Lawyers are the part of problem not part of solution. Don’t behave that you need lawyer
#22:Juran gave the concept of Big Q and he explained this concept with the idea of Trilogy
#23:Quality Assurance: the maintenance of a desired level of quality in a service or product, especially by means of attention to every stage of the process of delivery or production
Big Q is defined as strategically managing quality in all business processes, products and services as they relate to all relevant interested parties. On the other hand, little q describes attention to product quality with a much narrower scope, focused on the primary customers
#26:As operations proceed, it soon becomes evident that delivery of our products is not 100 percent defect free.
In the diagram, more than 20 percent of the work must be redone due to failures. This waste is considered chronic—it goes on and on until the organization decides to find its root causes and remove it. We call it the Cost of Poor Quality.
The figure shows a sudden sporadic spike that has raised the failure level to more than 40 percent. This spike resulted from some unplanned event such as a power failure, process breakdown, or human error.
The end result is to restore the error level back to the planned chronic level of about 20 percent. The chart also shows that in due course the chronic waste was driven down to a level far below the original level (improvement)
it was seen that the chronic waste was an opportunity for improvement, and steps were taken to make that improvement.
#28:The emphasis, for Crosby, is on prevention, not inspection and cure. The goal is to meet requirements on time, first time and every time. He believes that the prime responsibility for poor quality lies with management, and that management sets the tone for the quality initiative from the top.
#29:the fulfillment of a product, process, or service of specified requirements.
Appraisal (assessment)
Statistical process control (SPC) is a method of quality control which employs statistical methods to monitor and control a process
#35:The quality loss function as defined by Taguchi is the loss imparted to the society by the product from the time the product is designed to the time it is shipped to the customer.
The Taguchi method of quality control is an approach to engineering that emphasizes the roles of research and development (R&D), and product design and development in reducing the occurrence of defects and failures in manufactured goods.
#37:Single-Minute Exchange of Die (SMED) - doing jobs in parallel
For many people, changing a single tire can easily take 15 minutes.
For a NASCAR pit crew, changing four tires takes less than 15 seconds
#39:JIT, is an inventory management method in which goods are received from suppliers only as they are needed.
#40:Overproduction -- Manufacture of products in advance or in excess of demand wastes money, time and space.
Waiting -- Processes are ineffective and time is wasted when one process waits to begin while another finishes. Instead, the flow of operations should be smooth and continuous. According to some estimates, as much as 99 percent of a product's time in manufacture is actually spent waiting.
Transportation -- Moving a product between manufacturing processes adds no value, is expensive and can cause damage or product deterioration.
Inappropriate processing -- Overly elaborate and expensive equipment is wasteful if simpler machinery would work as well.
Excessive inventory wastes resources through costs of storage and maintenance.
Unnecessary motion -- Resources are wasted when workers have to bend, reach or walk distances to do their jobs. Workplace ergonomics assessment should be conducted to design a more efficient environment.
Defects -- Inspecting and quarantining inventory takes time and costs money.
