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8/8/2019 BONUS Quality Gurus
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URUS
CUSTOMER & COMPETITIVE INTELLIGENCE FORPRODUCT, PROCESS, SYSTEMS & ENTERPRISE EXCELLENCE
G
DEPARTMENT OF STATISTICS
DR. RICKEDGEMAN, PROFESSOR& CHAIR SIX SIGMABLACKBELT
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410
UALITYQ
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Quality Gurus:Joseph M. Juran
Phil CrosbyArmand V. Feigenbaum
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Joseph M. Juran
Defines qualityasa compositionoftwodifferent, thoughrelated concepts:
http://www.qualitydigest.com/aug02/articles/01_article.shtml
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Oneformofqualityisincome-oriented,and consistsofthosefeaturesoftheproductwhichmeet customerneedsandtherebyproduceincome;inthis
sense, higher qualityusuallycostsmore
Joseph M. Juran
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Asecondformofqualityis cost-orientedand consistsoffreedomfromfailuresanddeficiencies;inthissense,higher qualityusuallycostsless
Joseph M. Juran
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Managementfor quality, accordingto
Juran, involvestheelementsofqualityplanning, quality control, andqualityimprovement;theseformJuransso-called Trilogy. Tosupportthistriad,Juranhasformulatedalistofninenondelegableresponsibilitiesforuppermanagers:
Joseph M. Juran
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Responsibilities for Upper Managers Createawarenessoftheneedandopportunityforimprovement.
Mandate qualityimprovement;makeitapartofeveryjobdescription.
Createtheinfrastructure: establisha quality
council;selectprojectsforimprovement;appointteams;providefacilitators.
Providetraininginhowtoimprove quality.
Reviewprogressregularly.
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Giverecognitiontothewinningteams
Propagandizetheresults.
Revisetherewardsystemtoenforcetherateofimprovement.
Maintainthemomentumbyenlargingthebusinessplantoincludegoalsfor qualityimprovement.
Responsibilities for Upper Managers
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Jurans Quality Planning Process Identifythe customers;anyonewhowillbeimpactedisa customer,whetherinternalor
external. Determinethe customersneeds.
Createproductfeatureswhich canmeetthecustomersneeds.
Createprocesseswhichare capableofproducingtheproductfeaturesunderoperating conditions.
Transfertheprocessestotheoperatingforces
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Jurans FeedbackLoop Approach
toQuality Control Evaluateactualperformancelevels.
Compareactualperformancelevelstotargetedperformancelevels.
Takeactionto closeoreliminatethegapbetweenthesetwolevels.
Qualitybecomesapartofeachuppermanagementagenda.
Qualitygoalsenterthebusinessplan.
Stretchgoalsarederivedfrombenchmarking;focusisonthecustomerandonmeeting competition;therearegoalsforannual qualityimprovement
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Juran & Continuous ImprovementTotal Quality Management
Goalsaredeployedtotheactionlevels
Trainingisdoneatalllevels.
Measurementisestablishedthroughout.
Uppermanagersregularlyreviewprogressagainstgoals.
Recognitionisgivenforsuperiorperformance.
Therewardsystemisrevised.
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Dr. Jurans ViewsSECOND, supplierrelationsshouldbesuch
thataminimalnumberofsuppliersareused;teamworkbetweena companyandits
supplierswouldbebasedonmutualtrustand
contractsshouldbegreaterduration.
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Dr. Jurans ViewsTHIRD, trainingshouldberesults-orientedratherthantool-oriented;whatisdesiredisrelatedmoretowardbehavior changethan
towardeducation.
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Philip B. Crosby (1926-2001):
ZeroDefects
Effectivelythis conceptimpliesthat pooror high qualityhaslittleornomeaningandthatinfactitiseither
conformanceornon- conformanceto customer/productrequirementswhichisofcentralimportance. Qualitymanagementequatestodefectprevention.
http://www.philipcrosby.com/pca/C.Articles/articles/year.2002/philsbio.htm
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Makeit clearthat
managementis committedto quality
Form qualityimprovementteamswithrepresentatives
fromeachdepartment Determinehowtomeasurewhere currentandpotentialqualityproblemsexist
Crosbys 14 Steps
toQuality Improvement
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Evaluatethe costofqualityandexplainitsuseasamanagementtool
Raisethe qualityawarenessandpersonal concernofallemployees
Takeformalactionsto correctproblemsidentifiedthroughprevioussteps
Crosbys 14 StepstoQuality Improvement
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Establisha committeeforthezerodefectsprogram
Trainallemployeestoactivelycarryouttheirpartofthe qualityimprovementprogram
Holda zerodefectsday toletallemployeesrealizetherehasbeenachange
Crosbys 14 Steps
toQuality Improvement
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Encourageindividualsto
establishimprovementgoalsforthemselvesandtheirgroups
Encourageemployeesto
communicatetomanagementtheobstaclestheyfaceinattainingtheirimprovement
Crosbys 14 Steps
toQuality Improvement
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Recognizeandappreciatethosewhoparticipate
Establish qualitycouncilstocommunicateonaregularbasis
Doitalloveragaintoemphasizethatthe qualityimprovementprogramneverends
Crosbys 14 Steps
toQuality Improvement
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Crosbys Absolutes
Qualitymeans conformancetorequirements ifyou
intendtodoitrightthefirst
time, theneveryonemustknowwhat itis
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Crosbys Absolutes Qualitycomesfromprevention.
Vaccinationisthewaytopreventorganizationaldisease.Prevention comesfromtraining,
discipline, example, leadership,andsoforth.
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Crosbys Absolutes
Qualityperformancestandardiszerodefects errorsshouldnotbetolerated
Qualitymeasurementisthe
priceofnonconformance
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Armand V. FeigenbaumThree Steps toQuality
Qualityleadership
Modern qualitytechnology
Commitmentoftheorganization
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Armand V. Feigenbaum
FourDeadly Sins Hothouse quality
Wishfulthinking Producingoverseas
Confining qualitytothefactory
http://www.union.edu/PUBLIC/ECODEPT/kleind/ct/forum/2005/afeigenbaum_2005.htm
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Nineteen Steps
toQuality Improvement
TQC is defined as:
An effective system for integrating the qualitymaintenance andquality improvement efforts
of the various sectors of an organization so asto enable marketing, engineering, production,andservice at the most economic levels whichwill allow for full customer satisfaction.
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Qualityvs. quality. Qreferstoluxurious quality,whereas qreferstohighquality, notnecessarilyluxury.
Regardlessoforganizationalniche, qmustbe closelymaintainedandimproved.
Nineteen Steps
toQuality Improvement
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TheC or control in TQC
representsamanagementtool: Setting qualitystandards Actingwhenstandardsareexceeded
Planningforimprovementsinthestandards Appraising conformancetothosestandards
Nineteen Steps
toQuality Improvement
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INTEGRATION: QC requiresintegrationoftypicallyun-coordinatedactivitiesintoaframework. Thisframework
shouldassignresponsibilityforcustomer-driven qualityeffortsacrossallactivitiesoftheorganization.
Nineteen Steps
toQuality Improvement
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Qualityincreasesprofits. Properlycarriedout, TQC programsarehighly
costeffectivesincetheyresultinimprovedlevelsofcustomersatisfaction, reducedoperatinglossesandfieldservice costs, andimproveduseofresources. Without quality,customerswillnotreturn. Withoutrepeatbusiness, nobusinesswillsurvive.
Nineteen Steps
toQuality Improvement
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Qualityisanexpectation, nota
desire. In Demingsterms, qualitybegets quality ;asonesupplierbecomes qualityoriented, others
mustfollowsuit.
Nineteen Steps
toQuality Improvement
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Thegreatest quality
improvementsarelikelyto comefrompeopleimprovingtheprocess, notthroughadding
machines. TQC appliestoallproductsandservices noperson, process, ordepartmentisexempt.
Nineteen Steps
toQuality Improvement
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Qualityisatotallife-cycle
consideration. QC entersintoallphasesofaproductionprocess,startingwith customer
specifications, throughdesignengineeringandassembly, toshipment, installation, andfieldservice.
Nineteen Steps
toQuality Improvement
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Controltheprocessthroughcontrolofnewdesigns, incomingmaterial, product, andprocess.
Nineteen StepstoQuality Improvement
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Atotal qualitysystemis theagreed company-wideandplant-wideoperatingworkstructure, documentedineffective, integrated
technicalandmanagerialprocedures, forguidingthe coordinatedactionsofallresources includingpeople, machines, andinformationinthebestandmostpractical
waystoassure customer qualitysatisfactionandeconomical costsofquality. The qualitysystemprovidesintegratedand continuouscontroltoallkeyactivities, makingittrulyorganizationalinscope.
Nineteen Steps
toQuality Improvement
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Benefitsaccruingfrom TQC programstendtoincludeimprovementinproduct qualityanddesign, reducedoperating costsandlosses, improved
employeemorale, andreductionofproductionlinebottlenecks.
Nineteen Steps
toQuality Improvement
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Qualitycostsareameansformeasuringandoptimizing TQCactivities. Operating costsaredividedintofourdifferent categories:
prevention costs, appraisal costs,internalfailure costs, andexternalfailure costs.
Nineteen Steps
toQuality Improvement
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Thetenetthatquality is
everybodys job mustbe clearlydemonstrated. Everyorganizational componenthasa
quality-relatedresponsibility.Thismustbeexplicitandvisible.
Nineteen Steps
toQuality Improvement
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Organizationsneed qualityfacilitatorswho candisseminateinformation, providetrainingandsoforth not qualitypolice.
Nineteen Steps
toQuality Improvement
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TQC isnotatemporaryquality
improvementplan, itisguidinganongoingpracticeandphilosophy.
Statisticalmethodsshouldbeusedwheneverandwherevertheyareuseful,buttheyareonlyonepartofTQC andarenot TQC itself.
Nineteen Steps
toQuality Improvement
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Thebestpeople-orientedactivitiesshouldbeimplementedbeforeresortingtoautomation,whichisnota cure-alland can
providethestuffofwhichimplementationnightmaresaremade.
Nineteen Steps
toQuality Improvement
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Control qualityatitssource qualityshouldbean upstreamandeverywhereinthestreamconceptandpractice, notmerelydownstreamashastoooftenbeenthe case.
Nineteen Steps
toQuality Improvement
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URUSCUSTOMER & COMPETITIVE INTELLIGENCE FOR
PRODUCT, PROCESS, SYSTEMS & ENTERPRISE EXCELLENCE
G
DEPARTMENT OF STATISTICS
DR. RICKEDGEMAN, PROFESSOR& CHAIR SIX SIGMABLACKBELT
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410
UALITYQ
End of Session
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