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Chapter 3 – Philosophies & Frameworks

Quality pioneers, awards, and standards

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Why Study History?

????

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Why Study History? Famous quote

______________________________ ______________________________ ___________________

- George Santayana American

philosopher 1863 - 1952

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Why Study History? We are part of a time continuum

_____________________________ _____________________________

It’s important to recognize past inventions, innovations, discoveries, and accomplishments (and the persons responsible)

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Early “Quality” Pioneers - 1

Frederick Taylor “Father of scientific management” Inspection Gauging

Henry Ford Standardization (reduced variation) Mass use of interchangeable parts

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Early “Quality” Pioneers - 2

Walter A. Shewhart (Bell Labs) (1891-1967) “Father of SQC” [my term] Developed Statistical control charts PDCA cycle (shared with Deming) Identified 2 causes of variation: chance

and assignable

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Early “Quality” Pioneers - 3

George Edwards (Director of QA, Bell Labs) (???? – 1974) Coined term “Quality Control” 1st president of ASQC

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Early “Quality” Pioneers - 4

H.G. (Harry) Romig and Harold F. Dodge (Bell Labs) Acceptance sampling tables

H.G. (Harry) Romig (????-????) Taught math and physics at SJSC

(now SJSU) Harold F. Dodge (1893-1976)

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W. Edwards Deming - 1 (1900 – 1993)

Most famous of Quality pioneers Mathematician and statistician by training

(PhD) Worked at USDA and Bureau of the Census Studied with Shewhart for several years Invited Shewhart to lecture at USDA Helped U.S. occupation forces in Japan (1946) Taught SQC to Japanese QC people (1950)

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W. Edwards Deming - 2 Shares credit for PDCA [PDSA] cycle

(shared with Shewhart) Honored by Deming Prize in his name

by the Union of Japanese Scientists and Engineers (JUSE)

Founded W.Edwards Deming Institute

Emphasized systems thinking

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W. Edwards Deming - 3 14 points based on:

Constancy of purpose Continual improvement Profound knowledge

Appreciation for a system A theory of variation

A theory of knowledge Psychology

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Deming’s 14 Points1. Create a vision and

show commitment2. Learn the new

philosophy3. Understand inspection4. Stop decision making

solely on cost5. Improve constantly6. Institute training7. Institute leadership

8. Drive out fear9. Optimize team efforts10. Eliminate

exhortations to workers

11. Eliminate numerical quotas

12. Remove barriers to workmanship pride

13. Encourage self-improvement

14. Take action

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Deming’s Seven Deadly Diseases

1. Lack of constancy of purpose.2. Emphasis on short-term profits.3. Performance evaluation.4. Mobility of management.5. Running a company on visible

numbers only.6. Excessive medical costs.7. Excessive costs of warranty, fueled by

lawyers that work on contingency fee.

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Deming’s Other Obstacles

1. Neglect of long-range planning.2. Relying on technology to solve

problems.3. Seeking examples to follow rather

than developing solutions.4. Excuses such as "Our problems are

different".5. Others.

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Joseph M. Juran – 1(1904 - )

Engineer by training Worked at Bell Labs with Walter

Shewhart and other “pioneers” Lectured in Japan after WW II Authored/Edited Quality Control

Handbook Conceived idea of “Cost of Quality”

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Joseph M. Juran – 2 “Quality Trilogy” concept (see next slide)

Quality planning Quality improvement Quality control

Founded the Juran Institute Emphasized working within the

system, not proposing a major cultural change

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Juran’s Quality Trilogy - 1 Quality planning

Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to

those needs. Optimize the product features so as to

meet our needs and customer needs.

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Juran’s Quality Trilogy - 2 Quality Improvement

Develop a process which is able to produce the product.

Optimize the process. Quality Control

Prove that the process can produce the product under operating conditions with minimal inspection.

Transfer the process to Operations

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Armand Feigenbaum – 1(???? - )

Was Director of Worldwide Manufacturing Operations and Quality at General Electric

Now President and CEO of General Systems Company

“Cost of nonconformance” Coined Total Quality Control term 1st to describe 4 categories of cost of

quality Authored Total Quality Control

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Armand Feigenbaum - 2 40 steps in quality principles

TQC is system for integration… Standards, appraisal, corrective action Technological and human factors 4 categories of quality costs Control quality at the source

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Philip Crosby (1926 – 2001)

Worked his way up from line inspector Managed quality at Martin Marietta, ITT Founded PCA, PCA II) Originated Zero Defects concept Authored Quality is Free, Quality

Without Tears, and other books (13 in all) Started Quality College (multiple sites)

Company teams trained Emphasized behavioral change

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Kaoru Ishikawa(1915 – 1989)

Leader of the Japanese Quality Movement Started Quality Circles Developed Cause and effect

[“fishbone” or Ishikawa] diagram Promoted statistical methods Recognized internal customer Conceived “company wide quality

control”

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Other Japanese Pioneers Genichi Taguchi (1924- )

Emphasized variation reduction Taguchi loss function Exec. Director, American Supplier Inst.

Shigeo Shingo (1909-1990)

Not focused on quality but had significant impact

Poka-Yoke Setup standardization, SMED Source inspection systems

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Awards & Prizes - 1

Deming (Application) Prize Awarded by Japan (Union of Japanese

Scientists and Engineers) First awarded in 1951 Named after W. Edwards Deming

(Quality pioneer) Most winners before 2001 were Japanese

American winners: Florida Power & Light , AT&T Power Systems

Most winners since 2001 Indian, Thai

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Awards & Prizes - 2

Baldrige Award Awarded by US Department of

Commerce (National Institute of Standards and Technology)

1987 legislation Named after Malcolm Baldrige

(American industrialist and former Secretary of Commerce)

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Awards & Prizes - 3

Baldrige Award (cont’d) Original categories: Manufacturing,

Service, Small Business Education added in 2001 Health care added in 2002 Local winners

Granite Rock (1992) Solectron Corp. (1991, 1997)

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Awards & Prizes - 4 President’s Quality Award [PQA] (US) European Foundation for Quality

Management (Europe) National Quality Institute (Canada) Business Excellence Award

(Australia) Etc., etc., etc.

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“Value” of Awards & Prizes Shows effort May largely be dependent on money

spent Used in advertising (e.g., Cadillac –

1990) Doesn’t reflect customer view

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“Old” ISO 9000 Standards ISO 9000 (series) ISO 9001(design, develop, produce,

install, service) ISO 9002 (no design and

development) ISO 9003 (final inspection and testing) ISO 9004 (QMS application guidelines)

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ISO 9000:2000 Standards - 1

ISO 9000 (QMS - Fundamentals and vocabulary)

ISO 9001 (QMS - Requirements) ISO 9004 (QMS Guidance for

performance improvement) ISO 19011 (Guidelines on Quality

and/or Environmental Management Systems Auditing)

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ISO 9000:2000 Standards - 2

ISO 10005:1995 (Quality management – Guidelines for quality plans)

ISO 10006:1997 (Quality management – Guidelines to quality in project management)

ISO 10007:1995 (Quality management – Guidelines for configuration management)

ISO/DIS 10012 and 10012:1997 (Quality assurance requirements for measuring equipment)

ISO 10014:1998 (Guidelines for managing the economics of quality)

ISO 10015:1999 (Guidelines for training)

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Automotive Industry QS-9000

Common supplier quality standard Used by Ford, GM, Daimler-Chrysler Based on ISO 9001:1994

ISO/TS 16949:1999 Quality systems – Automotive suppliers –

Particular requirements for the application of ISO 9001:1994

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ISO Registration (Certification)

What’s been good Focus on quality Demonstrates effort

What’s been bad (mostly fixed in ISO 9000:2000 Becomes mechanical Emphasizes conformance to documentation, not

meeting QUALITY Doesn’t include customer view

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Six Sigma Quality - 1 Latest popular approach to Quality Overall objective is to find and

eliminate causes of defects in manufacturing ad service processes

± 6 standard deviations (6) from the process mean = 0.0003% defects

Represents a goal

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Six Sigma Quality - 2 Concept developed at Motorola

by Bill Smith Best in class = General Electric Certification from ASQ on processes

to support Six Sigma Many consulting and training firms on

how to implement Six Sigma

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Six Sigma at GE “The central idea behind Six Sigma

is that if you can measure how many ‘defects’ you have in a process, you can systematically figure out how to eliminate them and get as close to ‘zero defects’ as possible.”

Making Customers Feel Six Sigma Quality

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Quality Today Reflects a blend of concepts and

contributions from the “pioneers” (“gurus”)

Stresses organization-wide TQM Emphasizes the role of the front-line

worker (authority and responsibility) Seeks to recognize achievement

through prizes and certification