Management of Quality

Introduction to Quality Quality Gurus W. Edwards Deming W. Edwards Deming Joseph M. Juran Joseph M. Juran Philip B. Crosby Philip B. Crosby

Father of TQM

W. Edwards Deming Introduced Japanese companies to the PDCA cycle Introduced Japanese companies to the PDCA cycle Developed 14 Points for managers Developed 14 Points for managers

Deming’s 14 Points 1. Create constancy of purpose for the improvement of product and service.

Belief: Higher quality leads to higher productivity, which in turn leads to long-term competitive strength Improve quality Costs decrease because of less rework and mistakes Productivity improves Capture market with better quality and lower price Stay in business and provide more jobs

Deming’s 14 Points 2. Adopt the new philosophy. Mistakes and negativism are unacceptable. 3. Cease dependence on mass inspection. 4. End the practice of awarding business on price tag alone. 5. Improve constantly and forever the system of production and service. 6. Institute training.

7. Institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate numerical quotas and slogans. 11. Eliminate targets for the workforce. 12. Remove barriers to pride of workmanship. 13. Institute a vigorous programme of education and retraining. 14. Take action to accomplish the transformation. Deming’s 14 Points

Joseph M. Juran “Quality is fitness for use” Juran's message on quality "There is gold in the mine“ "There is gold in the mine“ "Quality does not happen by accident” "Quality does not happen by accident”

Fundamental Quality Strategies Quality Planning Quality Control Quality Improvement

Juran’s quality planning road map 1 Identify who the customers are. 2 Determine the needs of those customers. 3 Translate those needs into the organization's language. 4 Develop a product that can respond to those needs. 5 Optimize the product features so as to meet the organization's needs as well as customer needs. 6 Develop a process which is able to produce the product. 7 Optimize the process. 8 Prove that the process can produce the product under operating conditions. 9 Transfer the process to operations.

Juran Trilogy Quality Planning, Quality Control, Quality Improvement Planning Control Improvement Cost of poor Quality

Quality Control

Ten steps to continuous quality improvement 1. Create awareness of the need and opportunity for quality improvement 2. Set goals for continuous improvement 3. Build an organisation to achieve goals by establishing a quality council, identifying problems selecting a project appointing teams and choosing facilitators 4. Give everyone training 5. Carry out projects to solve problems 6. Report progress - enables experience and learning to be shared/sense of achievement 7. Show recognition 8. Communicate results 9. Keep a record of successes - for reference 10. Incorporate annual improvements into the company’s regular systems and processes and thereby maintain momentum

Philip B. Crosby Quality Is Free Quality Is Free zero defects zero defects 14 points 14 points defined absolutes of quality management defined absolutes of quality management

Absolutes of Quality Management: 1. DIRFT- Do It Right First Time. 2. The system of quality is prevention 3. The performance standard is "zero defects" 4. The measurement of quality is the price of non-conformance

CROSBY’S 14 STEPS 1.Management Commitment 2.Quality Improvement Team 3.Quality Measurement 4.Cost of Quality Evaluation 5.Quality Awareness 6.Corrective Action 7.Zero Defects Planning 8.Quality Education 9.Zero Defects Day 10.Goal Setting 11.Error Cause Removal 12.Recognition 13.Quality Councils 14.Do It All Over Again

What is Kaizen?

Innovation Pattern

Innovation plus Kaizen

Innovation Vs Kaizen

Job Functions in Japan

Western Perceptions

Elements of Kaizen

Do you practice Kaizen Events? One week improvement events