1. Theoretical Basis of the Quality Movement
Adapted from Ch. 1 and 2 from Statistical Quality Design and Control Authors: Devor, Chang and Sutherland
Presented by Dr. Joan Burtner, Certified Quality Engineer
Associate Professor of
Industrial Engineering and Industrial Management
Mercer University

2. Brief Quality Time Line (before 1950)
Late 1800’s
Taylorism
Scientific Management
1920’s
Shewhart
Statistical approach to process variation
Control charts
1930’s
Dodge and Romig
AQL
Acceptance Sampling
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

3. Brief Quality Time Line (1950 – 2000)
1950’s
Deming
Top Management Responsibility
Statistically-based approach to quality
1970’s
Total Quality Management
1980’s
Deming, Juran, Ishikawa and Taguchi are influential
US industrial leaders begin to embrace quality
Push quality upstream into engineering design
Six Sigma
Seven basic quality tools
1990’s
Institutionalization of quality throughout the enterprise
Global marketplace – international standards (ISO)
Lean Manufacturing
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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.
 Only management is in the position to do something about the vast majority of errors.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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 suppliers.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

8. Deming’s Fourteen Points
5. Improve constantly & forever the system of production & service.
 Continual reduction of waste
 Continual improvement of quality (adaptation of Deming cycle)
 Work on the process instead of the product.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

10. Deming’s Fourteen Points
7. Adopt and institute leadership.
 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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

13. Deming’s Fourteen Points
10. Eliminate slogans, exhortations, and targets for the workforce.
 Need road map to improvement, better materials & equipment .
 The only goals that make sense are internal goals (personal motivation).
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

14. Deming’s Fourteen Points
11. Eliminate numerical quotas.
 Deming gives no grades.
 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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

16. Deming’s Fourteen Points
13. Institute a vigorous program of education 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.
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

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
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering

18. Contact Information
US Mail:
Mercer University School of Engineering
1400 Coleman Avenue
Macon, GA
Phone: (478)
ISE ETM 591
Dr. Joan Burtner, Associate Professor of Industrial Engineering