JURAN vs DEMING

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PPT of Total Quality Management

Text of JURAN vs DEMING

WELCOME ONE AND ALL

JURAN VS. DEMING

By LIDYA 0816086

I T O

CTIO

espected Contributors: W. Edwards eming Joseph Juran. For over 50 years, both helped to improve quality in public and private institutions,

JURAN VS DEMING

Juran provided an analytical approach to managing for quality production as a system of interrelationships between consumer research, design, suppliers, materials, production, assembly, inspection, Juran prescribed how to manage quality functions

Deming provided a new and comprehensive theory for managing organizations and human enterprises He provided advice on quality planning, quality control, and quality improvement,

Deming described a systematic view of the organization,

Juran was a practitioner who desired to teach people better management practices Jurans tends to appeal to the practical-minded Focused on product improvement and service conformance by reducing uncertainty and manufacturing processes (variation

Deming was a philosopher who desired to provide a new way to view the world Demings work tends to appeal to theoretical-minded Individuals three different languages: 1. Upper management speaks dollars; 2. Middle management speaks things and dollars; and 3. Lower management (or workers) speaks things Focused on frequency as a controlling factor: ! Plan ! Do ! Study ! Act

Identified four Fitness of Quality 1. Quality of Design: Market Research, Product & oncept 2. Quality of onformance: Management, Manpower & Technology 3. Availability: Reliability, Maintainability & Logistical Support 4. Full Service: Promptness, ompetence & Integrity

Advocated an extensive use of statistics & control charts Identified two sources of variation: ommon ause Special ause

TEN STEPS OF QUALITY IMPROVEMENT BY JURAN

By

JIM MATHEW

0816082

TEN STEPS OF QUALITY IMPROVEMENT BY JURAN

Juran

focused

on

top-down

approach

to

management of technical methods. He focused on the responsibility of management to achieve quality. His emphasis is on systems and adoption of problem solving techniques.

STEP 1:BUI AWARENESS OF THE NEED AND OPPORTUNITY FOR IMPROVEMENTBuild awareness of opportunities to improve amongst people amongst people who are involved with the work. The human resources function bears the responsibility for implementing the quality training strategy.

STEP 2: SET GOALS FOR IMPROVEMENTSet goals for improvement in all areas of work. The quality professionals bear the responsibility to collaborate with the Human Resources professionals to share their technical expertise on quality.

STEP 3: ORGANIZE TO REACH THE GOALSThis is a management task to organize and facilitate the necessary for performance and realization of set goals. There must be a purposeful effort to identify the staffing and materials funding necessary to achieve quality training goals.

STEP 4: CARRY OUT PROJECTS TO SOLVE PROBLEMS

Carry

out

improvement following the

projects problem

to

solve solving

problems

technique of Juran.

STEP 5: PROVIDE TRAININGProvide training to people to improve their skills and competence. The executive team takes the responsibility for creating a quality culture in the organization. A quality culture is a product of behaviors, skills, tools, and methods as they are applied to the work.

STEP 6: REPORT PROGRESS

This is meant not for documenting the progress, but for review and communication of progress towards the goals for improvement.

STEP 7: GIVE RECOGNITION

Give recognition for quality work in order to motivate people and promote quality.

STEP 8: COMMUNICATE RESULTS

Purpose is to communicate the results to those who have worked for it and make them more committed and motivated for achieving better results.

STEP 9: KEEP SCORE

Management must measure the improvements and keep constant focus on the required goals through scorecards.

STEP 10: MAINTAIN MOMENTUMMaintain momentum of progress by making annual improvement plans of the systems and processes. This has to be a continuous process and be made a built-in process in the organizations systems by making annual improvement plans and continually working for that.

EXAMPLES FOR WHERE IT IS USED Lipton Microsoft NOKIA Mobile Phones Samsung Electronics Unilever - Best Foods Sun Chemical

JURANS TRIL GY

By J YS N DS UZA 0816083

INTRODUCTION

Juran broke down the requirements for successful TQM into three major activities, the quality trilogy: quality planning, quality control and quality improvement.

QUALITY PLANNING

Quality planning begins with identifying customers, both external and internal, determine their needs and developing product features that respond to those needs. Quality goals based on meeting the needs of customers and suppliers alike at a minimum combines cost are then established.

STEPS INV LVED IN THE QUALITY PLANNING PR ESS ARE:

Identify the customer both external and internal Determine the customer needs Develop product features that respond to customer needs

Establish quality goals that meet the needs of customers and suppliers alike and do so at a minimum combined cost. Develop a process that can produce the needed product features Prove process capability.

QUALITY CONTROL

Juran stated that quality control involves determing what to control, establishing units of measurement to evaluate data objectively, establishing standards of performance, measuring actual performance, interpreting the differences between actual performance and the standard and taking a corrective action on the difference.

ST

SI

O

:

Choose control subjects Chose units of measurement Establish measurement Establish standards of performance Measure actual performance Interpret the difference between actual performance and standard performance Take action on the difference

QUALITY IMPROVEMENTQuality improvement focuses on this goal seeking to achieve quality break throughs that move the firm to a new level of performance. The system consists of long range policies, company wide training, interdepartmental communication and coordination, purchased materials etc

STEPS I

O

ED:

Prove the need for improvement Identify the specific projects for improvement Organize to guide the projects. Organize for diagnosis for discovery of causes Find the causes Provide remedies

Prove that the remedies are effective under operating conditions Provide control mechanism to hold the gains

UNIVERSAL BREAKTHR UGH SEQUENCE

By GURU Darshan 0816081

STEPS IN UNIVERSAL BREAKTHR UGH SEQUENCE Proof of need Project identification rganizing for improvement Diagnostic journey Remedial action Resistance to change Holding on to gains

CO CEPT O COST OInternal failure costs External failure costs ppraisal costs Prevention costs

ITY

QUALITY ABITS, ST ENGT S EAKNESSES

By Praveen Jacob

QUALITY ABITSEstablishing specific goals that identify what organization members should do and why. Establishing plans for reaching those goals with enough detail to guide peoples actions from beginning to end. Assign clear responsibilities for meeting the goals, and Base rewards on results.

THE MAIN STRENGTHS PHIL S PHY:

F JURANS

New understanding of the customer, referring to both internal and external customer Management involvement and commitment is stressed

THE MAIN WEAKNESSES

The emphasis on managements responsibility for quality fails to get the grip with the literature on motivation and leadership. The contribution that the worker can make is undervalued. The methods advocated are traditional and old fashioned, getting at the basic control system and failing to deal adequately with the human dimensions of organizations

THANK YOU