The Total Quality Aproach
Transcript of The Total Quality Aproach
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The Total Quality ApproachThe Total Quality Approachto Quality Managementto Quality Management
Course Instructor:
Dr. Syed M. Ahmed, Ph.D.
College of Engineering
Florida International University, Miami, Florida
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Lecture Outline
What is Quality?
The Total Quality Approach
Two Views of Quality
Elements of Total Quality
The Deming Cycle
Juran’s Contributions
Crosby’s Contributions Total Quality Efforts Succeed
Six-Sigma Concept
The Future of Quality Management
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What is Quality? (1)
FEDEX - “Performance to the standard expected by the
customer”
General Services Administration - “Meeting the
customer’s need the first time and every time”
BOEING - “Providing customers with products andservices that consistently meet their needs and
expectations.
US Department of Defense - “Doing the right thing right
the first time, always striving for improvement, and alwayssatisfying the customer”.
Quality can be defined in terms of the agent. Who is the
judge of quality?
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What is Quality? (2)
Quality involves meeting or exceeding customer
expectations.
Quality applies to products, services, people, processes,
and environments.
Quality is an ever-changing state (i.e., what is consideredquality today may not be good enough to be considered
quality tomorrow).
Quality is a dynamic state associated with products,
services, people, processes and environments that
meets or exceeds expectations.
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The Total Quality Approach (1)
Total quality is an
approach to doing
business that attempts
to maximize the
competitiveness of an
organization through thecontinual
improvement of the
quality of its products,
services, people,processes and
environments.
Customer focus
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The Total Quality Approach (2)
Characteristics of the Total Quality:
o Strategically based
o Customer focus (internal and external)
o Obsession with quality
o Scientific approach to decision making and problem solvingo Long-term commitment
o Teamwork
o Continual process improvement
o Education and training
o Freedom through control
o Unity of purpose
o Employee involvement and empowerment
Customer focus
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The Total Quality Approach (4)
Customer focus
Japanese Strategies:
The upper managers personally take charge of leading
the revolution.
All levels and functions under go training in managing for
quality.
Quality improvement should be taken at a continuing,
revolutionary pace.
The workforce is enlisted in quality improvement throughthe Quality Control (QC) concept.
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Two Views of Quality (1)
Customer focus
Traditional View: Total Quality View
• Process performance =
defective parts per
hundred produced.
• Focused on after-the-fact
inspections of products.
• Employees are passive
workers who followed
orders.
• One improvement per
year per employee
• Focus on short term
profits
• Process performance =
defective parts per million
produced.
• Continuous improvement of
products, processes andpeople.
• Employees are empowered
to think and make
recommendations.
• At least 10 improvements
per employee per year
• Focus on long term profits
and continual improvement.
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Two Views of Quality (2)
Customer focus
Traditional View Total Quality View
Productivity and quality are
always in conflict. You cannot
have both.
Productivity versus quality Lasting productivity gains are
made only as a result of quality
improvements.
How quality is defined
Meeting customer
specifications.Satisfying customer needs and
exceeding customer expectations.
How quality is measured Establishing an acceptable level
of nonconformance and
measuring against the bench
mark.
Establishing high-performance
bench marks for customer
satisfaction and then continually
improving performance.
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Two Views of Quality (3)
Customer focus
Traditional View Total Quality View
Quality is inspected into the
product.
How quality is achieved Quality is determined by product
design and achieved by
effective control techniques.
Attitude towards defects
Defects are an expected part of
producing a product.Defects are to be prevented using
effective control systems.
Quality as a functionQuality is a separate function. Quality should be fully integrated
throughout the organization, i.e. it
should be every body’s
responsibility.
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Two Views of Quality (4)
Customer focus
Traditional View Total Quality View
Employees are blamed for
quality.
Responsibility for quality 80% quality problems are
management’s fault.
Supplier relationships
Supplier relationships are short
term and cost driven.Supplier relationships are long term
and quality oriented.
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Elements of Total Quality (1)
Strategically Based
Comprehensive strategic plan with following elements:
vision, mission, broad objectives and following activities
Provides sustainable competitive advantage in the
marketplace.
Customer Focus
“Customer is the driver”.
External customers: define the quality of the product or
service delivered.
Internal customers: define the quality of people,
processes, and environment associated with the productsor services.
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Elements of Total Quality (2)
Obsession with Quality
All personnel at all levels approach all aspects of the job
from the perspective of “How can we do this better ?”.
“Good enough” is never good enough.
Scientific Approach
Hard data are used in establishing benchmarks,
monitoring performance, and making improvements. Decision making and problem solving is based on
scientific principals.
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Elements of Total Quality (3)
Long-term Commitment
Quality improvement is NOT another management
innovation but a whole NEW way of doing business that
requires an entirely new corporate culture.
Teamwork Internal competitiveness vs. External competitiveness
Continual Process Improvement
Continually improve systems (environments) whereproducts are developed and services are delivered by
people.
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Elements of Total Quality (4)
Education and Training
Best way to improve people on a continual basis.
Train hardworking people “How to work smart?”
Freedom through Control Involving and empowering employees to simultaneously
bring more minds to bear on the decision-making process
and increase the ownership employees feel about
decisions that are made. Well-planned and carried-out controls (not loss of
management control).
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Elements of Total Quality (5)
Unity of Purpose
Internal politics have no place in a total quality
organization, rather collaboration is the norm.
Unity of purpose has nothing to do with Labor Unions.
Employee Involvement and Empowerment
Basis for involving employees: 1. to increase the
likelihood of a good decision or a better plan; 2. to
promote ownership of decisions by involving the people
who will have to implement them.
Empowerment means not just involving people but
involving them in ways that give them a real voice.
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The Deming Cycle (1)
1. Conduct consumer research
and use it in planning theproduct (PLAN).
2. Produce the product (DO).
3. Check the product to makesure it was produced in
attendance with the plan
(CHECK).
4. Market the product (ACT).
5. Analyze how the product is
received in the market in terms
of quality, cost and other
criteria (ANALYZE)
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Deming’s Fourteen Points (2)
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Juran’s Contributions (1)
Juran’s Three Basic Steps to Progress
Juran’s Ten Steps to Quality Improvement
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Juran’s Contributions (2)
The Pareto Principle
80/20 Rule: 80% of the trouble comes from 20% of the
problems.
The Juran Trilogy
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Juran’s Contributions (3)
Quality Planning
1. Determine who the customers are:
2. Identify customers’ needs.
3. Develop products with features that respond to customer
needs.
4. Develop systems and processes that allow the organization to
produce these features.
5. Deploy the plans to operational levels.
Quality Control
1. Assess actual quality performance.
2. Compare performance with goals.
3. Act on differences between performance and goals.
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Juran’s Contributions (4)
Quality Improvement
1. Develop the infrastructure necessary to make annual quality
improvements.
2. Identify specific areas in need of improvement, and implement
improvement projects.
3. Establish a project team with responsibility for completingeach improvement project.
4. Provide teams with what they need to be able to diagnose
problems to determine root causes, develop situations, and
establish control that will maintain gains made.
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Crosby’s Contributions
Crosby’s Quality Vaccine Ingredients
1. Determination.
2. Education.
3. Implementation.
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Total Quality Efforts Succeed
The successful organizations avoid these errors:
Senior management delegation and poor leadership.
Team mania.
Deployment process.
Taking a narrow, dogmatic approach.
Confusion about the differences among education,
awareness, inspiration, and skill building
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Six Sigma Concept (1)
A Six-step Protocol for Process Improvement
1. Identify the product characteristics wanted by the
customers.
2. Classify the characteristics in terms of their criticality.
3. Determine if the classified characteristics are controlled
by part and/or process.
4. Determine the maximum allowable tolerance for each
classified characteristic.
5. Determine the process variation for each classified
characteristic.
6. Change the design of the product, process, or both to
achieve a Six Sigma processes performance.
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Six Sigma Concept (2)
Histogram of a 3-Sigma
Process
Histogram of a 6-Sigma
Process
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Six Sigma Concept (3)
What is Six Sigma?
Six Sigma is an extension of total quality management which
has the aim of taking process and product quality to levels
where all customer requirements are met.
How is Six Sigma Achieved?
By improving process performance.
Or, Without improving the process at all if the
specifications describing acceptable product can beloosened enough to correspond to the original process’s
± 6 sigma points.
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Six Sigma Concept (4)
Histogram of a 6-sigma process achieved by broadening thespecification range for product acceptability
Histogram is shifted 1½ Sigma from its ideal position to account for
long-term variation.
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The Future of Quality Management (1)
Future Trends
Demanding global customers.
Shifting customer expectations.
Opposing economic pressures.
New approaches to management.