QUALITY MANAGEMENT PHILOSOPHIES
Deming Philosophy *Juran Philosophy *Crossby Philosophy *Comparison of Quality Philosophies *Other Quality Philosophers - A.V. Feigenbaum, Kaoru Ishikawa, Genichi Taguchi
Deming Philosophy
This philosophy makes an organisation understand what people really want, how they achieve it, how they get rid of barriers and develop each person’s full capacity, so that the purpose of the system and individual is realised.
Dr. Deming’s method is a
management method, which
requires change in our
managers.
Deming’s Background Main architect for introducing Total Quality into Japan Born 1900 Graduated in Electrical Engineering PhD in mathematical physics Became statistician for US govt. Sent by US govt. to Japan after WWII
to advise on Japanese census.
Deming’s Philosophy Quality is about people, not products Suggested quality concept for
designing product Management need to understand
nature of variation and how to interpret statistical data
Promoted importance of leadership 85% of production faults responsibility
of management, not workers Enumerated a 14-point management
philosophy
Demings cycle/Defn of qualityA function of continuous improvement.
14 Principles
1. Create constancy of purpose for continual improvement of products
Create constancy of purpose for
improvement of systems, products
and services, with the aim to become
excellent, satisfy customers, and
provide jobs. Reduced defects and
cost of development.
Constantly and forever improve the system development processes, to improve quality and productivity, and thus constantly decrease the time and cost of systems. Improving quality is not a one time effort.
2. Adopt a commitment to seek continual improvements
3. Switch from defect detection to defect prevention
Cease dependencies on mass inspection (especially testing) to achieve quality. Reduce the need for inspection on a mass basis by building quality into the system in the first place. Inspection is not the answer. It is too late and unreliable – it does not produce quality.
4. End Awarding business on price. Award business on total cost and more towards single suppliersMinimize total cost. Move towards a single supplier for any one item or service, making them a partner in a long-term relationship of loyalty and trust.
5. Continuous Improvement of the system of Production and service
Improvement is not confined to products and their direct processes but to all supporting services and activities. All functions in an organization need to become quality conscious to deliver a quality product.
6. Institute training on job
Everyone must be trained, as knowledge is essential for improvement.
7. Supervision must change from chasing, to coaching and support.
Institute leadership. It is a manger’s job to help their people and their systems do a better job.
Drive out fear, so that everyone may work effectively. Management should be held responsible for the faults of the organization and environment.
9. Remove barriers between departments
Break down barriers between areas. People must work as a team. They must foresee and prevent problems during systems development and use.
10. Do not have slogans and unrealistic targets,
Set realistic targets. Do not place people under unnecessary pressure by asking them to do things which are not achievable. Eliminate slogans, exhortations, and targets that ask for zero defects, and new levels of productivity. Slogans do not build quality systems
Eliminate quotas and numerical targetsSubstitute it with leadership. Quotas and goals (such as schedule) address numbers - not quality and methods.
Remove barriers that prevent employees having pride in the work that they performThe
responsibility of project managers must change from schedules to quality.
Encourage education and self-improvement for everyone Institute and
vigorous program of education and self-improvement for everyone. There must be a continuing commitment to training and educating software managers and professional staff.
Accomplish the transformation
Publish top management’s permanent commitment to continuous improvement of quality and productivity
Seven Sins
1. Lack Of Constancy2. Short Term Profit Focus3. Performance Appraisals4. Job- Hopping5. Use Of Visible Figure Only6. Excessive Medical Costs7. Excessive Cost Of Liability
Agree on the meaning of
quality programme
Accept and Adopt the new policy
Communicate the plan to the people
and its importance
Recognize every step and
customers in the process
Each stage must adopt
PDCA
Team work
Construct for quality
Seven Point Action Plan
Joseph M Juran
Western Electric manufacturing, 1920s
AT&T manufacturing Quality Control Handbook, 1951 Management of Quality courses Juran on Planning for Quality, 1988 died aged 103 of natural causes.
1904-2008.
Quality approach in the form of Trilogy.
Planning
Control
Improveme
nt
Quality Planning Involves
Identify the
customersDetermin
e their needs Design
goods and services
Establish quality
and cost goals
Quality Control Involves
Establish Standards or critical elements
Identify Measures
and methods of Measurem
ents
Compare actual to standard
Take action if
necessary
Quality Improvement Involves
Identify Improvem
ent projects
Organise the team
Discover the
causes
Provide remedies
Develop mechanisms to control