1. Chapter 9 – Management of Quality
Dimensions, determinants, definition, pioneers, Cost of Quality, awards, ISO certification, TQM, process improvement methodology, quality tools, PDCA cycle, Quality Circles
Rev. 07/05/04
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2. What’s your definition of quality?
High price?
Reliable?
Attractive?
Durable?
Other?
Rev. 02/04/02
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Dimensions of Quality
Performance
Aesthetics
Special features
Safety
Reliability
Durability
Perceived quality
Service after sale
Rev. 09/06/01
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4. Quality - a Definition - 1
“Fitness for use” - Juran
Based on various factors: reliability, durability, performance, usefulness, aesthetics, price, etc. - Various
“Meets customer requirements” – Various
“Consistently meets or exceeds customer expectations” - Stevenson
Rev. 09/06/01
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5. Quality - a Definition - 2
“Consistently meets or exceeds customer requirements” – Bentley
Emphasis on requirements
Includes understanding of expectations
Implies an agreement
explicit or
Implicit
Concept: “Do it right the first time and every time”
Rev. 09/06/01
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6. Determinants of Quality
How well a product satisfies its intended purpose based on 4 factors
Design
Conformance to the design
Ease of use
Service after delivery
Rev. 09/06/01
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7. Case Study – a personal experience
Program introduction
General manager kickoff talk
Key question – “What do we do at the end of the month if we’re not sure that a product meets quality requirements?”
The answer – “That all depends…”
Possible consequences
Program results
Rev. 09/06/01
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8. Quality Gurus / Pioneers - 1
Frederick Taylor ( )
Inspection
Gauging
Walter Shewhart (Bell Telephone) ( )
Developed Statistical control charts
Mentored Deming
PDCA cycle (shared with Deming)
Identified 2 causes of variation: chance and assignable
Rev. 01/26/05
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9. Quality Gurus / Pioneers - 2
H.G. Romig and Harold Dodge (Bell Labs)
Acceptance sampling tables
W. (William) Edwards Deming ( )
Trained in engineering, mathematics, and physics
Physics professor, U.S. Census Bureau, consultant
Taught SQC to Japanese QC people ( )
PDCA cycle (shared with Shewhart)
Honored by Japanese prize in his name
Rev. 01/26/05
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10. Quality Gurus / Pioneers - 2
W. (William) Edwards Deming (cont’d.)
14 points based on:
Constancy of purpose
Continual improvement
Profound knowledge
Appreciation for a system
A theory of variation
A theory of knowledge
Rev. 01/26/05
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11. Quality Gurus / Pioneers - 3
Joseph M. Juran (Western Electric) ( )
Also lectured in Japan
Authored/Edited Quality Control Handbook
Conceived idea of “Cost of Quality”
“Quality Trilogy” concept
Quality planning
Quality control
Quality improvement
Rev. 01/26/05
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12. Quality Gurus / Pioneers - 4
Armand Feigenbaum (GE, General Systems Company) (????- )
“Cost of nonconformance”
Total quality control concept
Authored Total Quality Control
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
Rev. 02/16/04
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13. Quality Gurus / Pioneers - 5
Philip Crosby (Martin Marietta, ITT, PCA) ( )
Zero Defects
Authored Quality is Free, Quality Without Tears
Started Quality College (multiple sites)
Company teams trained
Emphasized behavioral change
Rev. 02/16/04
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14. Quality Gurus / Pioneers - 6
Kaoru Ishikawa ( )
Quality Circles
Cause and effect [“fishbone” or Ishikawa] diagram
Promoted statistical methods
Recognized internal customer
Conceived “company wide quality control
Rev. 02/16/04
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15. Quality Gurus / Pioneers - 7
Genichi Taguchi ( )
Emphasized variation reduction
Taguchi loss function
Shigeo Shingo ( )
Not focused on quality but had significant impact
Setup standardization
Poka-yoke
Source inspection systems
Rev. 02/16/04
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Cost of Quality
External Failure
Internal Failure
Prevention
Appraisal
External Failure
Internal Failure
Prevention
Appraisal
Rev. 09/06/01
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Awards & Prizes
Deming Prize
Awarded by Union of Japanese Scientists & Engineers
First awarded in 1951
Named after W. Edwards Deming
Baldrige Award
Awarded by US Department of Commerce
1987 legislation
Named after Malcolm Baldrige
Rev. 02/16/04
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18. Awards & Prizes (cont’d)
European Quality Awards
Awards for “organizational excellence”
4 levels of recognition
5 areas of concentration
Other awards
Most developed nations have some form of Quality awards or prizes
02/09/05
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19. Value of Awards & Prizes
Shows effort
Largely dependent on money spent
Used in advertising
Doesn’t reflect customer view
Rev. 09/06/01
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20. International Standards Org’n
ISO 9000 (QMS - Fundamentals and vocabulary)
ISO 9001 (QMS - Requirements)
ISO 9004 (QMS Guidance for performance improvement)
ISO (Guidelines on Quality and/or Environmental Management Systems Auditing)
ISO (environmental responsibility)
Rev. 09/12/02
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ISO Registration
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
Rev. 09/12/02
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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
09/12/02
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TQM Approach
Know customer requirements and wants
Design a product to delight the customer
Design a process to do the job right (the first time and) every time
Apply fail-safing techniques (“poka-yoke” devices)
Monitor and record results for improvement ideas
Work with suppliers and customers
Rev. 02/20/02
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24. Poka-Yoke (Mistake-Proofing)
Developed by Shigeo Shingo
An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays,
or malfunctions
Mod. 09/15/02
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Other TQM Points
Continual improvement (“kaizen”)
Competitive benchmarking
Employee enablement
Use of teams
Training
Extension to suppliers
Traditional vs. TQM cultures
Rev. 02/20/02
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26. Process Improvement Tools
Process flowcharts
Check sheets
Scatter diagrams
Histograms
Pareto analysis (charts)
Cause-and-effect diagrams (Ishikawa/Fishbone)
Control charts
Run charts
Rev. 03/02/04
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Flowcharts
Shows unexpected complexity, problem areas, redundancy, unnecessary loops, and where simplification may be possible
Compares and contrasts actual versus ideal flow of a process
Allows a team to reach agreement on process steps and identify activities that may impact performance
Serves as a training tool
Rev. 09/06/01
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Check Sheet
Creates easy-to-understand data
Builds, with each observation, a clearer picture of the facts
Forces agreement on the definition of each condition or event of interest
Makes patterns in the data become
obvious quickly xx
xxxxxx x
Rev. 09/06/01
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Scatter Diagram
Supplies the data to confirm a hypothesis that two variables are related
Provides both a visual and statistical means to test the strength of a relationship
Provides a good follow-up to cause and effect diagrams *
* *
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Histogram
Displays large amounts of data that are difficult to interpret in tabular form
Shows centering, variation, and shape
Illustrates the underlying distribution of the data
Provides useful information for predicting future performance
Helps to answer the question “Is the process capable of meeting requirements?
Rev. 09/06/01
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Pareto Diagram
Helps a team focus on causes that have the greatest impact
Displays the relative importance of problems in a simple visual format
Helps prevent “shifting the problem” where the solution removes some causes but worsens others
Rev. 09/06/01
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32. Cause and Effect Diagram
Enables a team to focus on the content of a problem, not on the history of the problem or differing personal interests of team members
Creates a snapshot of collective knowledge and consensus of a team; builds support for solutions
Focuses the team on causes, not symptoms
Effect
Cause
Rev. 09/06/01
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Control Chart
Focuses attention on detecting and monitoring process variation over time
Distinguishes special from common causes of variation
Serves as a tool for on-going control
Provides a common language for discussion process performance
* * *
* * *
Rev. 09/06/01
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Run Chart
Monitors performance of one or more processes over time to detect trends, shifts, or cycles
Allows a team to compare performance before and after implementation of a solution to measure its impact
Focuses attention on truly vital changes in the process
* * *
* * *
Rev. 09/06/01
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35. Process Improvement Sequence - 1
Develop process improvement plan
Determine process or area to examine
Form and train Process/Quality Improvement Team
Rev. 09/15/02
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36. Process Improvement Sequence - 2
Use coarse tools
Process flowchart
Check sheets and histograms
Pareto analysis < (iterative
Fishbone chart > steps)
Rev. 08/12/05
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37. Process Improvement Sequence - 3
Use fine tools
Process control charts
Run diagrams
Scatter diagrams
Failsafing
Rev. 09/06/01
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38. Process Improvement Sequence - 4
Determine process changes
Implement pilot process improvement
Measure and evaluate results
Repeat if results unsatisfactory; deploy full implementation if results satisfactory
Rev. 09/06/01
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PDCA (or PDSA) Cycle
Also known as the Deming wheel, or Deming/Shewhart cycle or wheel
4 parts to the cycle
Plan - document and analyze
Do - implement “improvement”
Check (Study) - compare to desired state
Act - correct or standardize
Rev. 08/31/06
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40. Quality Circles vs. QITs
Limited authority
Focus within department
Often seen as added work
Ongoing
Quality Improvement Teams
Greater authority
Focus on total process
Recognized as important part of job
End when process improvement complete
Rev. 09/06/01
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5W2H Approach
What? Subject
Why? Purpose
Where? Location
When? Timing/sequence
Who? People involved
How? Method
How much? Cost/impact
Rev. 09/06/01
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Six Sigma Quality
Latest popular approach to Quality
± 6 standard deviations (6) from the process mean = % defects
Represents a goal
Certification from ASQ on processes to support Six Sigma
Many consulting and training firms on how to implement Six Sigma
09/02/04
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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
03/01/04
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