1. Theoretical Basis of the Quality Movement – Part 1: Deming’s Fourteen Points Adapted from Ch. 1 and 2 from Statistical Quality Design and Control Authors: Devor, Chang and Sutherland and Ch. 1 of The Certified Quality Engineer Handbook, 3 rd edition Presented by Dr. Joan Burtner, Certified Quality Engineer Associate Professor and Chair, Department of Industrial Engineering and Industrial Management Mercer University

2. Brief Quality Time Line (before 1950) 1900’s ◦ Taylor ◦ Mass inspection ◦ Scientific Management 1920’s ◦ Shewhart ◦ Statistical approach to process variation ◦ Control charts 1930’s ◦ Mayo ◦ Hawthorne studies for Western Electric ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 2

3. Brief Quality Time Line (1950 – 2000) 1950’s ◦ Deming and Juran established professional credentials ◦ Deming emphasizes Top Management Responsibility ◦ Statistically-based approach to quality ◦ Acceptance sampling and process control charts became mandatory as part of the defense effort 1980’s ◦ Deming, Juran, Ishikawa and Taguchi are influential ◦ US industrial leaders begin to embrace quality ◦ Total Quality Management popular ◦ Six Sigma introduced ◦ Seven basic quality tools 1990’s ◦ Institutionalization of quality throughout the enterprise ◦ Global marketplace – international standards (ISO) ◦ Lean Manufacturing introduced ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 3

4. Deming’s Fourteen Points 1. Create constancy of purpose for the improvement of production or service Improve the product or service Plan for the future Make a long-term commitment to quality Strategies required to make profits in this quarter only are different from those needed to keep the company in business for the next 20 or 30 years ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 4

5. Deming’s Fourteen Points 2.Adopt the new philosophy New Philosophy: We cannot accept the levels of errors that could be tolerated in the past. We can no longer live with commonly accepted levels of delays, mistakes, defective material and defective workmanship. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 5

6. Deming’s Fourteen Points 3.Cease dependence on mass inspection for quality control. Instead, require statistical evidence that quality is built in. You can’t improve quality through inspection. 100% inspection is like planning for defects. In some cases, final inspection may still be required. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 6

7. Deming’s Fourteen Points 4.End the practice of awarding business on the basis of price tag alone. Improve the quality of incoming material. Cultivate long term relationships with suppliers. Reduce the number of supplier Eliminate suppliers who cannot demonstrate statistical evidence of quality. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 7

8. Deming’s Fourteen Points 5.Improve constantly & forever the system of production & service. Continual reduction of waste Find problems Continual improvement of quality (adaptation of Deming cycle) Work on the process instead of the product. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 8

9. Deming’s Fourteen Points 6.Institute more through, better job- related training (modern methods of training). Company supported (money and time) Training management about the company, training about the customer’s needs, proper training for job. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 9

10. Deming’s Fourteen Points 7.Adopt and institute leadership through modern methods of supervision. Supervisor’s job should be to coach workers, assist them in solving problems, not meeting quotas. Management must take immediate action on problems of defective parts, lack of maintenance on machines, etc. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 10

11. Deming’s Fourteen Points 8.Drive Out Fear Eliminate fear in the workplace Fear will disappear as management improves and as employees develop confidence in management. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 11

12. Deming’s Fourteen Points 9.Break down barriers between staff areas. Eliminate the “Over the wall” mentality. Coordinated effort, teamwork, teams of people in design, engineering, production, & sales. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 12

13. Deming’s Fourteen Points 10.Eliminate slogans, goals, and targets for the workforce. Don’t ask for new levels of productivity without providing methods. The only goals that make sense are internal goals (personal motivation). ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 13

14. Deming’s Fourteen Points 11.Eliminate numerical quotas. Eliminate work standards a)Impossible for some, too easy for others, no clues for how to improve b)Replace with leadership. The only permissible number is a plain statement of fact for survival. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 14

15. Deming’s Fourteen Points 12.Remove barriers to pride in workmanship. Involve employees at all levels in the improvement process. Supply workers with the proper tools, methods, materials. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 15

16. Deming’s Fourteen Points 13. Institute a vigorous program of education, retraining, and self- improvement for everyone. Educated people learn new things more easily, are more easily trained for new job. People, like the process, should be continuously improving. ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 16

17. Deming’s Fourteen Points 14. Take action to accomplish the transformation. Create a management structure that supports these principles.  Top-down approach  Concurrent education and application  Willingness to change the system  Common mission and goals ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 17

18. Contact Information Email: Burtner_J@Mercer.edu US Mail: Mercer University School of Engineering 1400 Coleman Avenue Macon, GA Phone: (478) 301- 4127 ISE428 ETM528 Spring 2016Dr. Joan Burtner, Associate Professor of Industrial Engineering Slide 18