M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Multi-State Advanced Manufacturing Consortium US DOL SPONSORED TAACCCT GRANT: TC23767 RELEASE DATE12/3/2015 VERSIONv 001 PAGE1 of 29 PRIMARY DEVELOPER – Janaina Gasparelo, Henry Ford College US D EPARTMENT OF L ABOR M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM I NTEGRATED Q UALITY S ESSION 1 P ROFESSOR J ANAINA G ASPARELO H ENRY F ORD C OLLEGE J ANUARY, 2015

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Class Introduction Define Quality The History of Quality in the United States Discuss Shewhart, Deming and Juran Cost of Quality Total Quality Management (Broad Concept) The role of the Quality Professional AGENDA

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License CLASS INTRODUCTION

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Quality – The standard of something as measured against other things of a similar kind; a degree of excellence of something – In manufacturing, a measure of excellence or a state of being free from defects, deficiencies and significant variations Quality Control: – A system of maintaining standards in manufacturing products by testing a sample of the output against the specification. – An aspect of the quality assurance process that consists of activities employed in detection and measurement of the variability in the characteristics of output attributable to the production system, and includes corrective responses. DEFINITION OF QUALITY

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License The quality movement can trace its roots back to medieval Europe, where craftsmen began organizing into unions called guilds in the late 13th century. Until the early 19th century, manufacturing in the industrialized world tended to follow this craftsmanship model. The factory system, with its emphasis on product inspection, started in Great Britain in the mid-1750s and grew into the Industrial Revolution in the early 1800s. In the early 20th century, manufacturers began to include quality processes in quality practices. HISTORY OF QUALITY: U.S.A.

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License After the United States entered World War II, quality became a critical component of the war effort: Bullets manufactured in one state, for example, had to work consistently in rifles made in another Walter Shewhart’s The armed forces initially inspected virtually every unit of product; then to simplify and speed up this process without compromising safety, the military began to use sampling techniques for inspection, aided by the publication of military-specification standards and training courses in Walter Shewhart’s statistical process control techniques. HISTORY OF QUALITY: U.S.A.

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License The birth of total quality in the United States came as a direct response to the quality revolution in Japan following World War II. Joseph M. Juran W. Edwards Deming The Japanese welcomed the input of Americans Joseph M. Juran and W. Edwards Deming and rather than concentrating on inspection, focused on improving all organizational processes through the people who used them. HISTORY OF QUALITY: U.S.A.

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License total quality management (TQM) By the 1970s, U.S. industrial sectors such as automobiles and electronics had been broadsided by Japan’s high- quality competition. The U.S. response, emphasizing not only statistics but approaches that embraced the entire organization, became known as total quality management (TQM). HISTORY OF QUALITY: U.S.A.

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License quality has moved beyond manufacturing In the few years since the turn of the century, the quality movement seems to have matured beyond Total Quality. New quality systems have evolved from the foundations of Deming, Juran and the early Japanese practitioners of quality, and quality has moved beyond manufacturing into service, healthcare, education and government sectors. HISTORY OF QUALITY: U.S.A.

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Father of statistical quality control – “Shewhart simulated theoretical models by marking numbers on three different sets of metal-rimmed tags. Then he used an ordinary kitchen bowl – the Shewhart bowl – to hold each set of chips as different sized samples were drawn from his three different populations. There was a bowl, and it played a vital role in the development of ideas and formulation of methods culminating in the Shewhart control charts.” HISTORY OF QUALITY: WALTER A. SHEWHART Walter Andrew Shewhart (March 18, 1891 – March 11, 1967)

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License A search for universal principles – "It is most important that top management be quality- minded. In the absence of sincere manifestation of interest at the top, little will happen below.” HISTORY OF QUALITY: JOSEPH M. JURAN Joseph Moses Juran (December 24, 1904 – February 28, 2008)

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License A mission pursued on two continents – Deming worked from the Shewhart cycle and over time eventually developed the Plan-Do-Study-Act (PDSA) cycle, which builds deductive and inductive learning into the learning and improvement cycle – The problems facing manufacturers can be solved through cooperation, despite differences – Marketing is not sales, it is the science of knowing what repeat customers think of a product, as well as whether, and why, they will buy it again – Initial stages of design must include market research, applying statistical techniques for planning and inspecting samples. – The manufacturing process must be perfected HISTORY OF QUALITY: W. EDWARDS DEMING W. Edwards Deming (October 14, 1900 – December 20, 1993)

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License HISTORY OF QUALITY: W. EDWARDS DEMING Deming’s Key Principles 1.Create constancy of purpose for improving products and services. 2.Adopt the new philosophy. 3.Cease dependence on inspection to achieve quality. 4.End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier. 5.Improve constantly and forever every process for planning, production and service. 6.Institute training on the job. 7.Adopt and institute leadership. 8.Drive out fear. 9.Break down barriers between staff areas. 10.Eliminate slogans, exhortations and targets for the workforce. 11.Eliminate numerical quotas for the workforce and numerical goals for management. 12.Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system. 13.Institute a vigorous program of education and self-improvement for everyone. 14.Put everybody in the company to work accomplishing the transformation.

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Cost of Quality Cost of Poor Quality Internal Failure Costs costs that are caused by products or services not conforming to requirements or customer/user needs and are found before delivery of products and services to external customers External Failure Costs Costs that are caused by deficiencies found after delivery of products and services to external customers, which lead to customer dissatisfaction. Cost of Good Quality Appraisal Costs costs that occur because of the need to control products and services to ensure a high quality level in all stages, conformance to quality standards and performance requirements. Prevention Costs costs of all activities that are designed to prevent poor quality from arising in products or services. COST OF QUALITY

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Cost of Quality

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License A core definition of total quality management (TQM) describes a management approach to long–term success through customer satisfaction In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work TOTAL QUALITY MANAGEMENT

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Total quality management can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Customer-focused Customer-focused – The customer ultimately determines the level of quality. No matter what an organization does to foster quality improvement—training employees, integrating quality into the design process, upgrading computers or software, or buying new measuring tools—the customer determines whether the efforts were worthwhile. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Total employee involvement Total employee involvement – All employees participate in working toward common goals. Total employee commitment can only be obtained after fear has been driven from the workplace, when empowerment has occurred, and management has provided the proper environment. High-performance work systems integrate continuous improvement efforts with normal business operations. Self-managed work teams are one form of empowerment. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Process-centered Process-centered – A fundamental part of TQM is a focus on process thinking. A process is a series of steps that take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to customers (again, either internal or external). The steps required to carry out the process are defined, and performance measures are continuously monitored in order to detect unexpected variation. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Integrated system Integrated system – Although an organization may consist of many different functional specialties often organized into vertically structured departments, it is the horizontal processes interconnecting these functions that are the focus of TQM. o Micro-processes add up to larger processes, and all processes aggregate into the business processes required for defining and implementing strategy. Everyone must understand the vision, mission, and guiding principles as well as the quality policies, objectives, and critical processes of the organization. Business performance must be monitored and communicated continuously. o An integrated business system may be modeled after the Baldrige National Quality Program criteria and/or incorporate the ISO 9000 standards. Every organization has a unique work culture, and it is virtually impossible to achieve excellence in its products and services unless a good quality culture has been fostered. Thus, an integrated system connects business improvement elements in an attempt to continually improve and exceed the expectations of customers, employees, and other stakeholders. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Strategic and systematic approach Strategic and systematic approach – A critical part of the management of quality is the strategic and systematic approach to achieving an organization’s vision, mission, and goals. This process, called strategic planning or strategic management, includes the formulation of a strategic plan that integrates quality as a core component. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Continual improvement Continual improvement – A major thrust of TQM is continual process improvement. Continual improvement drives an organization to be both analytical and creative in finding ways to become more competitive and more effective at meeting stakeholder expectations. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Fact-based decision making Fact-based decision making – In order to know how well an organization is performing, data on performance measures are necessary. TQM requires that an organization continually collect and analyze data in order to improve decision making accuracy, achieve consensus, and allow prediction based on past history. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Communications Communications – During times of organizational change, as well as part of day-to-day operation, effective communications plays a large part in maintaining morale and in motivating employees at all levels. Communications involve strategies, method, and timeliness. TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License These elements are considered so essential to TQM that many organizations define them, in some format, as a set of core values and principles on which the organization is to operate. Excerpted from The Certified Manager of Quality/Organizational Excellence Handbook, pages The Certified Manager of Quality/Organizational Excellence Handbook, TOTAL QUALITY MANAGEMENT: PRIMARY ELEMENTS

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License ROLE OF THE QUALITY PROFESSIONAL

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License ASQ (American Society of Quality) – Knowledge Center SOURCES

M ULTI -S TATE A DVANCED M ANUFACTURING C ONSORTIUM _v001_msamc_courseware_quality_ppt _v001_msamc_courseware_quality_ppt1 found in Resources byResources the M-SAMC Multi-State Advanced Manufacturing Consortium is licensed under a Creative Commons Attribution 4.0 International License. Creative Commons Attribution 4.0 International License Multi-State Advanced Manufacturing Consortium US DOL SPONSORED TAACCCT GRANT: TC23767 RELEASE DATE12/3/2015 VERSIONv 001 PAGE29 of 29 PRIMARY DEVELOPER – Janaina Gasparelo, Henry Ford College SAFETY DISCLAIMER: M-SAMC educational resources are in no way meant to be a substitute for occupational safety and health standards. No guarantee is made to resource thoroughness, statutory or regulatory compliance, and related media may depict situations that are not in compliance with OSHA and other safety requirements. It is the responsibility of educators/employers and their students/employees, or anybody using our resources, to comply fully with all pertinent OSHA, and any other, rules and regulations in any jurisdiction in which they learn/work. M-SAMC will not be liable for any damages or other claims and demands arising out of the use of these educational resources. By using these resources, the user releases the Multi-State Advanced Manufacturing Consortium and participating educational institutions and their respective Boards, individual trustees, employees, contractors, and sub-contractors from any liability for injuries resulting from the use of the educational resources. DOL DISCLAIMER: This product was funded by a grant awarded by the U.S. Department of Labor’s Employment and Training Administration. The product was created by the grantee and does not necessarily reflect the official position of the U.S. Department of Labor. The Department of Labor makes no guarantees, warranties, or assurances of any kind, express or implied, with respect to such information, including any information on linked sites and including, but not limited to, accuracy of the information or its completeness, timeliness, usefulness, adequacy, continued availability, or ownership. RELEVANCY REMINDER: M-SAMC resources reflect a shared understanding of grant partners at the time of development. In keeping with our industry and college partner requirements, our products are continuously improved. Updated versions of our work can be found here: