Quality Gurus Student

Feigenbaum believed that …
 responsibility for quality must rest with the persons who do
the work (quality at the source)
 quality should be company‐wide, not confined to the
quality control departments

Feigenbaum’s believed that …
 control must start with identification of customer quality
requirements and end only when the product has been
placed in the hands of a customer who remains satisfied

quality of products and
services
Markets, Money,
Management, Men,
Motivation,
Materials, Machines
and Mechanization,
Modern information
methods and
Mounting product
requirements
Influence
s

Feigenbaum’s 3 – Step
Philosophy
STEP 1 Quality Leadership
Management should take the lead in enforcing quality efforts.
It should be based on sound planning.

Philosophy
STEP 2 Management Quality Technology
The traditional quality programs should be replaced by the
latest quality technology for satisfying the customers in future.

Philosophy
STEP 3 Organizational Commitment
Motivation and continuous training of the total work force tells
about the organizational commitment towards the
improvement of the quality of the product and the services.

Six Sigma
 management driven, scientific methodology for product
and process improvement in financial performance and
Customer satisfaction
 increase in performance and decrease in process variation
lead to defect reduction and improvement in profits,
employee morale and quality of product

The Quality Loss Function
(QLF)
1. We cannot reduce cost without affecting quality.
2. We can improve quality without increasing cost.
3. We can reduce cost by improving quality.
4. We can reduce cost by reducing variation. When we do
so, performance and quality will automatically improve.

Taguchi’s Methods
1. System Design Stage – customer and marketing
knowledge
2. Parameter Stage - how the product should perform
against defined parameters
3. Tolerance design stage - finding the balance between
manufacturing cost and loss

The Academician
 academic publications with the first journal in TQM
 created an environment for research on TQM

100 Methods for TQM
 conceptual framework of using TQM methods
 help employees understand the use of TQM tools as
requirement of achieving organization's goals
 provide educators and practitioners with a comprehensive
use of TQM methods

Juran believed that…
 quality does not happen by accident; it must be planned
 quality control should be conducted as an integral part of
management control

Juran believed that…
 majority of quality problems are the fault of poor
management, not poor workmanship, and that long‐term
training to improve quality should start at the top with
senior management

Fishbone Diagram (cause and
effect)

Kaizen Principles (practice of continuous
improvement)
 Good processes bring good results
 Go see for yourself to grasp the current situation
 Speak with data, manage by facts
 Take action to contain and correct root causes of problems
 Work as a team
 Kaizen is everybody’s business

Quality is ….
 Quality Is Free.
 Doing it right the first time (DIRFT)
 Zero defect

4 Absolutes of Quality
1. The definition of quality is conformance to requirements
(not as goodness)
2. The system of quality is prevention (not appraisal)
3. The performance standard is zero defects (not “that’s
close enough”)
4. The measurement of quality is the price of
nonconformance (not indexes)

Poka - Yoke
 stopping processes as soon as a defect occurs, identifying
the defect source and preventing it from happening again

Just in Time
 supplying the customer with what they want, exactly when
they want it
 minimize inventories by only producing what is required,
when it is required reducing costs and waste throughout the
production process

SMED (single minute exchange
of die)
 quick changeovers between products - simplifying
materials, machinery, processes and skills, changeover times
could be reduced from hours to minutes
Quick changeovers meant products could be produced in
small batches or even single units, with minimal disruption

The Deming Circle
(control and continuous improvement of processes and product)

14 points for management
 provide a framework to developing knowledge in the
workplace and can be used to guide long term business
plans and aims
 Philosophical code for management

Believed that …
 importance of adapting management processes to create
profitable situations for both businesses and consumers,
promoting the utilization of control charts
 lack of information greatly hampered the efforts of control
and management processes in a production environment

STATISTICAL QUALITY
CONTROL
 used in training programs to improve quality and
production in World War II industrial plants
 used to analyze the quality problems and solve them
 use of statistical methods in the monitoring and
maintaining of the quality of products and services

Benefits of Statistical Quality
Control
 It provides a means of detecting error at
inspection.
 It leads to more uniform quality of
production.
 It improves the relationship with the
customer.
 It reduces inspection costs.
 It reduces the number of rejects and saves
the cost of material.

Benefits of Statistical Quality
Control
 It provides a basis for attainable specifications.
 It points out the bottlenecks and trouble spots.
 It provides a means of determining the capability of the
manufacturing process.
 It promotes the understanding and appreciation of quality
control.

ASSIGNMENT
 Create a fake facebook profile for Crosby, Juran, and
Demings.
 Same outputs means ZERO (and I mean it)
 Download from
http://www.educatorstechnology.com/2013/03/3-awesome-
facebook-templates-for-your.html and choose no. 2

Quality Gurus Student

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