Quality:definitions and some key gurus

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Quality: definitions (Concise Oxford Dictionary, 1979)degree of excellencefaculty, skill, accomplishmenthigh rank or social standing(logic) being affirmative or negativedistinctive character (of sound, voice etc.)concerned with maintenance of high quality (quality control)

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Quality: definition (Bergman and Klefsj, 1994)The quality of a product (article or service) is its ability to satisfy the needs and expectations of the customers

MATS326/gurus.ppt

Quality: definition(ISO 8402/ISO 9000)Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs

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W. Edwards DemingGood quality means a predictable degree of uniformity and dependabilitywith a quality standard suited to the customer.

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Quality GurusW Edwards DemingJoseph JuranPhilip Crosby

Shigeo ShingoKaoru IshikawaYoshio KondoTaiichi Ohno

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W Edwards Deming (1900-1993)the key to quality: reducing variationElectrical Engineering, University of Wyoming, 1921Ph.D., Yale UniversityWestern Electric Hawthorne, ChicagoUS census statistician, 1939/40Teaching Shewhart methods, 1942invited to Japan after the war ....Quality, Productivity and Competitive Position, 1982Out of the Crisis, 1986/88British Deming Association, Salisbury

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W Edwards DemingRegarded by the Japanese as the chief architect of their industrial successAll processes are vulnerable to loss of quality through variation: if levels of variation are managed, they can be decreased and quality raisedQuality is about people, not products

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W Edwards DemingCore element is the management circleplanningdo/implementationcheck/studyactionPDCA (or PISA) cycleContinuous improvement (Kaizen)teamwork and competence in problem solving

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W Edwards DemingOut of the Crisis is required reading for every chief executive in British industry who is serious about ensuring the international competitiveness of his company Sir John Egan (Jaguar Cars) in Director magazine, September 1988

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W Edwards DemingOut of the Crisis (1984)having a satisfied customer is not enoughprofit in business comes fromrepeat customerscustomers that boast about your product and servicecustomers that bring friends with themnecessary to anticipate customer needs

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W Edwards Demingfourteen points1create constancy of purpose for continual improvement of products and service2adopt the new philosophy created in Japan3cease dependence on mass inspection build quality into the product4end lowest tender contract: require meaningful quality along with price5improve constantly and forever every process for planning, production and service

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W Edwards Demingfourteen points6institute modern methods of training on the job for all, including management7adopt and institute leadership aimed at helping people do a better job8drive out fear encourage effective two-way communication9break down barriers between departments and staff areas10 eliminate exhortations for the workforce they only create adversarial relationships

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W Edwards Demingfourteen points11 eliminate quotas and numerical targets substitute aid and helpful leadership12 remove barriers to pride of workmanship including annual appraisals and management by objectives13 encourage education and self improvement for everyone14 define top management permanent commitment to ever improving quality and productivity and their obligation to implement all these principles

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MATS326/gurusJoseph Juran (1904-2008)company wide quality cannot be delegatedWestern Electric manufacturing, 1920sAT&T manufacturingQuality Control Handbook, 1951Management of Quality coursesJuran on Planning for Quality, 1988died aged 103 of natural causes

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Joseph JuranStructure CWQM concept: Company-Wide Quality ManagementEssential for senior managers toInvolve themselvesDefine the goalsAssign responsibilitiesMeasure progress

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Joseph JuranEmpowerment of the workforceQuality linked to Human relations and teamworkKey elementsIdentifying customers and their needsCreating measurements of qualityPlanning processes to meet quality goalsContinuous improvements

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Philip Crosby (1926-2001)conformance to requirementsMartin missilesQM at ITT, then corporate VP1979: Quality is FreePhilip Crosby Associates Inc.1984: Quality without Tears Do It Right First TimeZero Defects

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Philip CrosbyFour absolutes of quality managementQuality is defined as conformance to requirements, not as goodness or elegancethe system for creating quality is prevention, not appraisalthe performance standard must be Zero defects, not thats close enoughQuality is measured in monetary terms the price of non-conformance

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Philip Crosby1992: Quality, meaning getting everyone to do what they have agreed to do and to do it right first time is the skeletal structure of an organisation, finance is the nourishment and relationships are the soul

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Philip CrosbyManufacturing companies spend around 20% of revenue doing things wrong, then doing them over againService companies may spend 35% of operating expenses in a similar way

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Prevention costs Appraisal costs Failure costsCost of Quality classified as:

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Cost of Quality: prevention costsdesign reviews product qualificationdrawing checkingengineering quality orientationsupplier evaluationssupplier quality seminarsspecification reviewprocess capability studiestool controloperation trainingquality orientationacceptance planningzero defects programmeQuality Auditspreventative maintenance

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Cost of Quality: appraisal costsprototype inspection and testproduction specification conformance analysissupplier surveillancereceiving inspection and testproduct acceptanceprocess control acceptancepackaging inspectionstatus measurement and reporting

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Cost of Quality: failure costsConsumer affairsRedesignEngineering change orderPurchasing change orderCorrective action costsReworkScrapWarrantyService after serviceProduct liability

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Crosby 14 stepsManagement is committed to quality and this is clear to allCreate quality improvement teams with (senior) representatives from all departments.Measure processes to determine current and potential quality issues.Calculate the cost of (poor) qualityRaise quality awareness of all employeesTake action to correct quality issuesMonitor progress of quality improvement establish a zero defects committee.

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Crosby 14 stepsTrain supervisors in quality improvementHold zero defects daysEncourage employees to create their own quality improvement goalsEncourage employee communication with management about obstacles to qualityRecognise participants effortCreate quality councilsDo it all over again quality improvement does not end

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Five characteristics of an Eternally Successful OrganisationPeople routinely do things right first timeChange is anticipated and used to advantageGrowth is consistent and profitableNew products and services appear when neededEveryone is happy to work there

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