Final Contribution

8/7/2019 Final Contribution

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Contribution of Deming ,Contribution of Deming ,Crosby , TaguchiCrosby , Taguchi

By Mrs Swati Vijay


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History of QualityHistory of Quality

In early 20th

century,manufacturers began to includequality processes in quality practices

After United States entered into World WarII, the qualitybecame critical component of war effort

Every unit has different types of bullets. To simplify andspeed up this process military began to use samplingtechniques and inspection.

Shewart worked on statistical processing tools foruniformaty in products

Uniformity in products, non conformance became thepart ofAmerican industry

In 1942 the concept of acceptance sampling wasdevisedand it was known as Military Standard no XL

In this environment America n industry becameoverconfident


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History of QualityHistory of Quality

After world war Japanese welcomed the AmericansJoseph M Juran and W Edword Deming and focusedon improving all organisational processes through thepeople who used them

Cameras o

nce produced by Bell a

nd Howell i

nUS

Abegan to be produced by Canon in Japan

Mass production of motorbikes was almostcompletely taken over by firms Honda and Kawasaki

Same was true for car manufacturing

By 1970 , US i

ndustrial sectors such as automobilesand electronics had been broadsided by Japans high

quality competition

And now quality movement is seen as Total QualityManagement


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Quality managementrefers to systematicpolicies, methods, and procedures used toensure that goods and services are producedwith appropriate levels of quality to meet the

needs of customers. Organizations today integrate quality principles

into their management systems using toolssuch as Total Quality Management (TQM), Six

Sigma, and Lean Operating Systems.

Chapter 15 Quality Management


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Understanding Quality

Quality can be a confusing concept, partlybecause people view quality in relation todiffering criteria based on their individual roles

in the value chain, such as: perfection,

delighting orpleasing the customer,

eliminating waste, doingit rightthe firsttime, and/or

consistency.



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Fitness for use is the ability of a good orservice to meet customer needs.

Quality of conformance is the extent towhich a process is able to deliver output thatconfirms to design specifications.

Specificationsare targets and tolerancesdetermined by designers of goods andservices.



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Principles of Total Quality

1. A focusoncustomersandstakeholders,

2. A process focussupported bycontinuousimprovementandlearning,and

3. Participationandteamwork by everyoneintheorganization.



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Examples of Quality DimensionsExamples of Quality Dimensions

Dimension

1. Performance

2. Aesthetics

3. Special features

Convenience High tech

4. Safety

(Product)

Automobile

Everything works, fit &

finishRide, handling, grade of

materials usedInterior design, soft touch

Gauge/control placement

Cellular phone, CDplayer

Antilock brakes, airbags

(Service)

Auto Repair

All work done, at agreed

priceFriendliness, courtesy,Competency, quicknessClean work/waiting area

Location, call when ready

Computer diagnostics

Separate waiting area


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W.Edwards Deming

Focuson bringingaboutimprovementsinproductandservice quality byreducinguncertaintyandvariabilityingoodsandservicesdesignand

associatedprocesses (the beginningofhisideasin1920sand1930s).

Higher qualityleadstohigherproductivityandlowercosts.

14Pointsmanagementphilosophy.

Deming Cycle Plan, Do, Study,and Act.

Chapter 15 Influential Leaders in Quality Management


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Evolution of TQM philosophiesEvolution of TQM philosophies

The Deming Philosophy

Definition of quality, A product or a service possesses quality if it

helps somebody and enjoys a good and sustainable market.

Improve quality Decrease cost because

of less rework, fewer

mistakes.

Productivity improves

Capture the market

with better quality

and reduced cost.

Stay in

business

Long-term

competitive

strength


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Demings 14Demings 14--pointpoint

Management PhilosophyManagement Philosophy

1. Create constancy of purpose for

continual improvement of products

Create constancy of purpose forimprovement of systems, products and

services, with the aim to become

excellent, satisfy customers, and provide

jobs. Reduced defects and cost of

development.


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2. Adopt a commitment to seek continual

improvements

Constantly and forever improve the systemdevelopment processes, to improve quality

and productivity, and thus constantly

decrease the time and cost of systems.

Impro

vin

g quality isnot a o

ne time effort.


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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.In

spection

isnot the a

nswer.

It is toolate and unreliable it does not produce

quality.


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4. In dealing with suppliers one should

end the practice of awarding business

on price. Move towards quality ofproduct, reliability of delivery and

willingness to cooperate and improve.

Build partn

erships. Minimize 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.


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5. Improvement is not confined to

products and their direct processes

but to all supporting services andactivities

All functions in an organizationneed to

become quality conscious to deliver a quality

product.


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6. Train a modern way. Institute training on the job. Everyone must be

trained, as knowledge is essential forimprovement.


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7. Supervision must change from

chasing, to coaching and support.

Institute leadership. It is a mangers job tohelp their people and their systems do a

better job.


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8. Drive out fear and encourage two-way

communication.

Drive out fear, so that everyone may workeffectively. Management should be held

responsible for the faults of the organization

and environment.


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9. Remove barriers between

departments

Break down barriers between areas. Peoplemust work as a team. They must foresee and

prevent problems during systems

development and use.


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10.Do not have unrealistic targets Set realistic targets. Do not place people

under unnecessary pressure by asking themto 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.


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11.Eliminate quotas and numerical

targets

Eliminate numerical quotas and goals.Substitute it with leadership. Quotas and

goals (such as schedule) address numbers -

not quality and methods.


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12.Remove barriers that prevent

employees having pride in the work

that they perform Remove barriers to pride of workmanship.

The responsibility of project managers must

change from schedules to quality.


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13.Encourage education and self-

improvement for everyone

Institute and vigorous program of educationand self-improvement for everyone. There

must be a continuing commitment to training

and educating software managers and

profession

al staff.


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14.Publish top managements permanent

commitment to continuous

improvement of quality andproductivity


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The Deming philosophyThe Deming philosophy

A System of Profound Knowledge

1. Appreciation for a system - A system is a set of

functions or activities within an organization that work

together to achieve organizational goals. Managements

job is to optimize the system. (not parts of system, but the

whole!). System requires co-operation.

2. Psychology The designers and implementers of

decisions arepeople. Hence understanding theirpsychology is important.


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The Deming philosophyThe Deming philosophy

3. Understanding process variation A production process

contains many sources of variation. Reduction in

variation improves quality. Two types of variations-

common causes and special causes. Focus on the special

causes. Common causes can be reduced only by change

of technology.

4. Theory of knowledge Management decisions should be

driven byfacts, data and justifiable theories. Dontfollow the managements fads!


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Philip B. Crosby

WroteQuality isFree in1979,which broughtqualitytotheattentionoftopcorporatemanagersinthe U.S.

CrosbysAbsolutesof Quality Managementinclude:

Qualitymeansconformancetorequirements,notelegance.

Thereisnosuchthingasa qualityproblem.

Thereisnosuchthingasthe economicsofquality;doing

the job rightthefirsttimeisalwayscheaper. Theonlyperformancemeasurementisthecostofquality,

whichisthe expenseofnonconformance.

Theonlyperformancestandardis Zero Defects (ZD).


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TheGAP model recognizesthatthereareseveralwaystomisspecifyandmismanagethecreationanddeliveryofhighlevelsofquality.

Gap1 isthediscrepancy betweencustomer

expectationsandmanagementperceptionsofthose expectations.

Gap 2 isthediscrepancy between

managementperceptionsofwhatfeaturesconstituteatargetlevelofqualityandthetaskoftranslatingtheseperceptionsintoexecutablespecifications.


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Exhibit 15.2 Gap Model of Quality


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Gap 3 isthediscrepancy between qualityspecificationsdocumentedinoperatingandtrainingmanualsandplansandtheirimplementation.

Gap4 isthediscrepancy betweenactualmanufacturingandservicedeliverysystemperformanceand externalcommunicationstothecustomers.

Gap 5 isthedifference betweenthecustomer'sexpectationsandperceptions. Thefifthgapdependsontheotherfour.

Chapter 15 The GAP Model


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14 Steps to Improvement14 Steps to Improvement1. Establish management commitment

2. Form a quality team

3. Establish quality measures for each activity

4. Evaluate cost of quality and indicate where corrective actions willlead to profit gains

5. Create awareness in employees by training supervisors with

appropriate materials6. Instigate action by encouraging employees to fix defects orntify

someoine who can fix them

7. Designate a committee to find how to implement zero defectsprogram

8. Train employees and supervisors so they understand the steps

9. Hold a ZD day to demonstrate company commitment

10. Employees set goals on a 30, 60 or 90 day schedule

11. Identify the causes of errors and remove them from processes

12. Initiate award programs to award employees who meet their goals

13. Establish Quality Councils and hold regular meetings

14. Do it all over again.


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TAGUCHISTAGUCHIS

QUALITYQUALITYLOSSLOSS

FUNCTIONFUNCTION

Genichi Taguchi

B k d f thB k d f thB k d f thB k d f th


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Background of theBackground of the

Taguchi MethodTaguchi Method

Slide 1 of 7Slide 1 of 7

Background of theBackground of the

Taguchi MethodTaguchi Method

Slide 1 of 7Slide 1 of 7 History and Impact

The Taguchi method was first introduced

by Dr. Genichi Taguchi to AT&T Bell

Laboratories in 1980.

Taguchi method for improving quality is

now commonly views as comparable in

importance to statistical processcontrol(SPC), the Deming approach, and

the Japanese concept of total quality

control.


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Taguchi Loss FunctionTaguchi Loss Function

DefinitionDefinition

Taguchi defines Quality as the loss imparted bythe product to society from the time the product isshipped.

Losses may include maintenance costs,failure costs, ill effects to the environmentsuch as pollution, or excessive costs ofoperating the product, cost, customersatisfaction, poor design

Product to be produced being withinspecification


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Taguchis Vs TraditionalTaguchis Vs Traditional

ApproachApproach

Taguchs Traditional

When a product moves

from its Target will

cause the loss even if

the product lies ornot

within Limits

There is Good orBad

Products only as per

Limits


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Taguchis Quadratic QualityTaguchis Quadratic Quality

Loss FunctionLoss Function Quality Loss Occurs when a products

deviates from target ornominal value.

Deviation Grows, then Loss increases.

Taguchis U-shaped loss FunctionCurve.


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The Taguchi MethodThe Taguchi MethodThe Taguchi MethodThe Taguchi Method

Classical QC-Step Function

Scrap Cost

LSL USL

Target

A


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The Taguchi MethodThe Taguchi MethodThe Taguchi MethodThe Taguchi Method

Quality Loss Function

See the figure in the Previous slide:

In the figure, a measurement is taken of the

critical product characteristic. This is shown in

the figure as A. IfA is within the specification

limits, the traditional conclusion was that it

wasnt a problem. However, point A is closer to

being out of specification than to being at thetarget measurement. This means that over

time, it might cause a problem. Taguchi calls

this potential for problem a potential loss to

society.


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Taguchis UTaguchis U--shaped lossshaped loss

Function Curve.Function Curve.

LTL Nominal

Measuredcharacteristic

UTL

Taguchi loss Fn

Scrap or Rework Cost.

Loss


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The Taguchi ProcessThe Taguchi ProcessThe Taguchi ProcessThe Taguchi Process

Step 1: Problem Identification

First, the production problem must be

identified. The problem may have to do

with the product process or the service

itself.

Step 2: Brainstorming Session

Second, a brainstorming session to identifyvariables that have a critical affect on

service or product quality takes place.


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Step 2: Brainstorming Session

(continued)

The criticalvariables ide

ntified i

nthebrainstorming sessions are referred to by

Taguchi as factors.

These may be identified as either control

factors (variables that are under the controlof management) or signal factors

(uncontrollable variation).


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Step 3: Experimental Design

Using the factors, factor levels, and

objectives from the brainstorming session,

the experiment is designed. The Taguchi

method uses off-line experimentation as a

means of improving quality. This contrasts

with traditional on-line (in process) quality

measurement.


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Step 4: Analysis

Experimentation is used to identify the

factors that result in closest-to-target

performance. If interactions betweenfactors are evident, two alternatives are

possible. Either ignore the interactions

(there is inherent risk to this approach) or,

provided the cost is not prohibitive, run a

full factorial experiment to detect

interactions.


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Step 6: Confirming Experiment

Once the optimal levels for each of the

factors have been determined, a

confirming experiment with factors set atthe optimal levels should be conducted to

validate the earlier results. If earlier results

are not validated, the experiment may have

somehow been significantly flawed. If

results vary from those expected,

interactions also may be present, and the

experiment should, therefore, be repeated.

oss noss n


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oss noss n

Taguchi uses QuadraticTaguchi uses Quadratic

Equation to determine lossEquation to determine lossCurveCurve L (x) = k (x-N)

Where L (x) = Loss Function,

k = C/d = Constant of proportionality, whereC Loss associated with sp limit

d - Deviation of specification

from target valuex= Quality Features of selected product,

N= Nominal Value of the product and

(x-N) = Tolerance


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ProblemProblem

A part dimension on a power tool is specified

as 32.250.25.Company records show0.25

exceeded & 75% of the returned fo

replacement. Cost of replacement isRs.12,500.Determine k & QLF.

Solution : Expected Cost of repair

C = 0.75(12500) = Rs 9,375

k = C/d= 9375/(90.25) = Rs 1,50,000

QLF =L (x) 1,50,00(x-N)


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Thank YouThank You

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