Modern History of Quality Management• Frederick W. Taylor wrote Principles of Scientific Management in 1911.

• Walter A. Shewhart used statistics in quality control and inspection, and showed that productivity improves when variation is reduced (1924); wrote Economic Control of Manufactured Product in 1931.

• W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to Japan in 1950;

• In 1960, Dr. K. Ishikawa formalized “quality circles” - the use of small groups to eliminate variation and improve processes.

• In the late ‘70’s and early ‘80’s:– Deming returned from Japan to write Out of the Crisis,

and began his famous 4-day seminars in the United States– Phil Crosby wrote Quality is Free– NBC ran “If Japan can do it, why can’t we?” – Motorola began 6 Sigma

Quality Management Gurus

Who is guru?“A Guru is a spiritual guide who is considered to

have attained complete insight.“

www.wikipedia.com

“A guru, by definition, is a good person, a wise person

and teacher. A quality guru should be all of these, plus

have a concept and approach to quality within business

that has made a major and lasting impact. “

www.businessball.com

W. Edwards Deming and his philosophy

• W. Edwards Deming is best known for his management philosophy establishing quality, productivity, and competitive position.

• The most important Deming works are: Dr Shewhart cycle development, or Deming cycle,The Fourteen Points, The Seven Deadly Diseases.

Deming’s 14 Points

1. Create a plan: publish the aims and purposes of the organization.

2. Learn and Adopt a new philosophy of quality.

3. understand the purpose of inspection, stop depending on inspection.

4. Do not award business on price alone

5. Improve the system constantly.

6. Institute modern methods of training

7. Institute modern methods of supervision of workers

8. Drive out fear, Create trust and create a climate for innovation

9 Optimize the efforts of teams, groups and staff areas.

10. Eliminate exhortations, and targets for the work force, provide methods for improvement

11. Eliminate numerical quotas for the workforce

12. Remove barriers preventing pride of workmanship

13. Encourage education and self improvement for everyone.

14. Make action to accomplish the transformation, make it everyones’s job

History of Quality Management

Demings cycle

Kaoru Ishikawa and his philosophy

• Kaoru Ishikawa made many contributions to quality, the most noteworthy being his total quality viewpoint, company wide quality control, his emphasis on the human side of quality, the Ishikawa diagram and the assembly and use of the “seven basic tools of quality”.

Ishikawa diagram

Seven basic tools of quality by Ishikawa

• Pareto analysis

• Cause and effect diagrams

• Stratification

• Check sheets

• Histograms • Scatter charts

• Process control

charts

• which are the big problems?

• what causes the problems?• how is the data made up?• how often it occurs or is

done?• what do overall variations

look like?• what are the relationships

between factors?• which variations to control

and how?

Key Elements of his philosophy• Quality begins with education and end with education• First step in quality is to know the requirements of customers• Inspection is important• Remove root cause , not symptoms• Quality control is the responsibility o f all workers • Put quality first and set your sights on long term profits• Market is the entrance and exit of quality• Identify tools for analysis and problem solving

According to Dr. Joseph M. Juran (1991):

“On the assembly line at the Ford Motor Company in 1923, most of the workers producing Model T’s were immigrants and could not speak English. Many were also illiterate. Workers learned their trade by modeling the actions of other workers. They were unable to plan, problem-solve, and make decisions. As a result, the Taylor scientific school of management flourished, and MBAs and industrial engineers were invented to do this work. Today, however, the workforce is educated. Workers know what is needed to improve their jobs, and companies that do not tap into this significant source of knowledge will truly be at a competitive disadvantage.”

History of Total Quality

Juran’s Ten steps to Quality improvement

• Build awareness of opportunities.• Set goals• Organize to reach goals• Provide training• Carry out projects to solve problems• Report progress• Give Recognition• Communicate results• Keep score• Maintain momentum by making annual improvement part of the systems

and process of the company

FEIGANBAUM

Three steps to QualityQuality LeadershipModern quality technologyOrganizational commitment

According to Phil Crosby, Quality is . . .

An attitude:- Zero Defects- Continuous Improvement

A measurement:- Price of Conformance, plus- Price of Nonconformance (defects)

History of Total Quality

Steps for quality improvement• Management commitment• Quality measurement are established for every activity• Cost of quality is estimated to identify areas of improvement• Quality awareness is raised among all employees• Corrective action is taken• Zero defects is planned• Supervisor training in quality improvement• Goal setting for individuals• Remove errors by having employees inform management of problems• Recognition for those who reach quality goals• Do it all over again

CONWAY

Six tools for Quality improvement• Human relation skills• Statistical survey• Simple statistical techniques – charts and

diagrams• Statistical process control• Imaging concept in problem solving• Industrial engineering

Taguchi

• Seven points of Taguchi• Product quality is measured by total loss to society created by that

product• Continuous Qlty Improvement and cost reduction is necessary to survive

in world competition• Quality improvement requires std nominal values• Qlty loss is proportional to the square of deviation of performance from

the nominal value• Product and process design has an imp impact on products quality• Reduce performance variation• Use statistical designed experiment to reduce errors

From Motivation through fear and loyalty

To Motivation through shared vision

Attitude: “It’s their problem” Ownership of every problem affecting the customer

Attitude: “the way we’ve always done it”

Continuous improvement

Decisions based on assumptions/ judgment calls

Decisions based on data and facts

Everything begins and ends with management

Everything begins and ends with customers

Crisis management and recovery Doing it right the first time

Choosing participative OR scientific management

Choosing scientific AND participative management

TQ: Transforming an Organization

Continuous Process Improvement

• Process refers to business and production activities of an organisation

• Business processes-Manufacturing,Design, Sales,Purchase,Stores etc.are areas where non-conformance can be reduced and processes improved

Continuous Process Improvement

•

INPUTMaterialsMoneyData,etc.

PROCESSPeopleEquipmentMethodEnvironmentMaterialsProcedures

OUTPUTInformationDataProductService,etc.

CONDITIONS

O/P

FEEDBACK

Five ways to Improve a Process

• Reduce resources• Reduce errors• Meet or exceed expectations of

internal/external customers• Make the process safer• Make the process more satisfying to the

person doing it.

Continuous Process Improvement

• Juran’s Trilogy• Shewhart’s Plan-Do-Study-Act cycle• Kaizen- making small incremental

improvements to the individual and the organisation. (Pgs. 140-160,Besterfield)

Juran’s Trilogy

• Three components - PLANNING,CONTROL AND IMPROVEMENT

• Based on financial processes ,such as budgeting(planning), expense measurement(control), and cost reduction (improvement)

Quality planning

Cost of poor quality

Operation region

Original zone of Quality control

New zone of quality control

Quality Control- during Operations

0

0

20

40

Time

Sporadic spike

Chronic waste Opportunity for improvement. Quality improvement

Lessons learned

The Juran Trilogy Diagram

Four Improvement Strategies

• Repair• Refinement• Renovation• Re-invention

Five types of Problems

• Compliance• Unstructured• Efficiency• Process Design• Product Design

THE PDSA cycle

PlanPlan

DoStudy

Act Plan

PDSA cycle- seven steps or phases

• Identify the opportunity• Analyze the current process• Develop the optimal solution(s)• Implement changes• Study the results• Standardise the solution• Plan for the future.

Continuous Process Improvement cycle

Phase I Identify the Opportunity

Phase 2

Analyze the process

Phase 3

Develop the optimal solution(s)

Phase 4 ImplementationPhae 5 Study the results

Phase 7

Plan for the future

Phase 6

Standardise the solution

Act Plan

DoStudy

Phase I Identify the Opportunity

Phase 2

Analyze the process

Phase 3

Develop the optimal solution(s)

Phase 4 ImplementationPhae 5 Study the results

Phase 7

Plan for the future

Phase 6

Standardise the solution