Quality Gurus

Presented By –Kavita Mehta (034)

Cyrus Carvalho(007)Kaustubh Joshi(118)Devanshi Desai(105)

Jerry Tomy(161)

Water Andrew Shewhart

• March 18, 1891 - March 11, 1967

• American physicist, engineer and statistician

• sometimes known as the father of statistical quality control

• Born in New Canton, Illinois• Attended the University of

Illinois before being awarded his doctorate in physics from the University of California, Berkeley in 1917

His Work…

• Founder of the P-D-C-A cycle• Introduced the schematic control chart for process quality

control at the Western Electric Company in 1924• Shewhart's work pointed out the importance of reducing

variation in a manufacturing process and continual process-adjustment

• Interests diverged towards science and statistical inference• Led him to formulate the statistical idea of tolerance levels and

propose his data presentation rules which are;o Data have no meaning apart from their context.o Data contain both signal and noise. To be able to extract information, one

must separate the signal from the noise within the data.

W. Edwards Deming• October 14, 1900 –

December 20, 1993• American statistician,

professor, author, lecturer, and consultant

• Best known for his work in Japan

• Born in Sioux City, Iowa• Attended the University of

Wyoming• M.S. from the University of

Colorado• Ph.D from Yale University

His Work…• Worked in Japan since 1947• Member of the Japanese Union of Scientists and Engineers• Deming trained hundreds of engineers, managers, and scholars

in statistical process control (SPC) and concepts of quality• Deming's message to Japan's chief executives:

“Improving quality will reduce expenses while increasing productivity and market share”

• Deming declined to receive royalties, so JUSE's board of directors established the Deming Prize to repay him for his friendship and kindness.

• Within Japan, the Deming Prize continues to exert considerable influence on the disciplines of quality control and quality management

• In the U.S., turned around the fortunes the Ford Motor Company in the early 1980’s

Shewhart & Deming

• In 1938, Shewhart’s work came to the attention of W. Edwards Deming.

• Deming was highly influenced by Shewhart’s work on measurement error in science.

• The encounter began a long collaboration between Shewhart and Deming that involved work on productivity during World War II and Deming's championing of Shewhart's ideas in Japan.

• Deming developed some of Shewhart's methodological proposals around scientific inference and named his synthesis the Shewhart cycle.

Eliyahu M. Goldratt• Eliyahu Moshe Goldratt(born

March 31, 1948)• Physicist who became a

business management guru• Optimized Production

Technology, the Theory of Constraints (TOC), the Thinking Processes, Drum-Buffer-Rope, Critical Chain Project Management (CCPM) and other TOC derived tools

What is a bottleneck?Simply a constriction in the flow that limits the output of a

system.

From “The Goal” by Eli Goldratt

The Goal

• Every system was built for a purpose• Must define the system’s goal• Actions of and decision about subsystems

must be judged on impact towards the goal

From “The Goal” by Eli Goldratt

Five Steps

• Identify the System’s Constraints• Decide how to exploit the system’s constraints• Subordinate everything else to the above

decision• Elevate the system’s constraints• If in the previous steps a constraint has been

broken, go back to step 1

From “The Goal” by Eli Goldratt

Identify the System’s Constraints (The resource or policy that prevents the organization from obtaining more of

the goal)

• When identifying constraints you need to focus on the major ones first, in real systems there are often hundreds of different machines/workstations/processes, so you need to focus on the primary product flow first.

From “The Goal” by Eli Goldratt

Decide how to exploit the system’s constraints

(Get the most capacity out of the constrained process)

• Find ways to maximize output of bottlenecks – aka active constraints

• Find ways to offload and maximize effectiveness of this resource

From “The Goal” by Eli Goldratt

Subordinate everything else to the above decision

(Align the whole system or organization to support the decision made above)

• Priorities for – _________(Maintenance and repair)– _________ (Setup and Material Delivery)– _________(Lost production)

From “The Goal” by Eli Goldratt

Elevate the system’s constraints (Make other major changes needed to break the constraint)

• Can you…– Increase the capacity of the bottleneck?

• Speed up? • Add more available time?• Reduce setup time and other downtime?

– Cut the constraint resource out of some processes?– Use alternate resources?– Improve the effectiveness

• Inspection prior to bottleneck?– Can we break the constraint?

From “The Goal” by Eli Goldratt

If in the previous steps a constraint has been broken, go back to step 1

• Once you break the critical / active constraint there will be a new one

• Find the new one and repeat the process

From “The Goal” by Eli Goldratt

Taiichi Ohno

• Taiichi Ohno(February 29, 1912 - May 28, 1990)

• He is considered to be the father of the Toyota Production System, which became Lean Manufacturing in the U.S.

• Ohno's principles influenced areas outside of manufacturing, and have been extended into the service arena

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What is an FMS?• A flexible manufacturing system (FMS) is a manufacturing

system in which there is some amount of flexibility that allows the system to react in the case of changes, whether predicted or unpredicted.

• Two categories of flexibility– Machine flexibility, covers the system's ability to be

changed to produce new product types, and ability to change the order of operations executed on a part.

– Routing flexibility, which consists of the ability to use multiple machines to perform the same operation on a part, as well as the system's ability to absorb large-scale changes, such as in volume, capacity, or capability.

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14 TPS Principles

Section I – Long-term philosophy• Principle 1: Base your management decisions on a long-term

philosophy, even at the expense of short-term financial goals.

Section II – The Right processes will produce the right results• Principle 2: Create continuous process flow to bring problem

to the surface.• Principle 3: Use “pull” system to avoid overproduction.• Principle 4: Level out the workload (heijunka). (work like a

tortoise not the hare.)• Principle 5: Build the culture of stopping to fix problems to

get quality right the first time.

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14 TPS Principles

• Principle 6: Standardize tasks are the foundation for continuous improvement and employee empowerment.

• Principle 7: Use visual control so no problems are hidden.

• Principle 8: Use only reliable, thoroughly tested technology that serves your people and processes.

Section III – Add value to the organization by developing your people and partners

• Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

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14 TPS Principles

• Principle 10: Develop exceptional people and teams who follow your company’s philosophy.

• Principle 11: Respect your extended network of partners and suppliers by challenging them and helping them improve.

Section IV – Continuously solving root problem drives organizational learning

• Principle 12: Go and see for yourself to thoroughly understand the situation (genchi genbutsu).

• Principle 13: Make decisions slowly by consensus, thoroughly considering all options, implement decisions rapidly.

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14 TPS Principles

• Principle 14: Become a learning organization through relentless reflection (hensei) and continuous improvement (kaizen).

4P model of the Toyota way

TPS House

Philip B. Crosby• Crosby initiated the Zero

Defects program at the Martin Company Orlando, Florida, plant

• As the quality control manager of the Pershing missile program, Crosby was credited with a 25 percent reduction in the overall rejection rate and a 30 percent reduction in scrap costs

Philip B. Crosby

• The principle of "doing it right the first time" (DIRFT). He would also include four major principles:– the definition of quality is conformance to requirements – the system of quality is prevention – the performance standard is zero defects – the measurement of quality is the price of nonconformance

• Crosby's prescription for quality improvement was a 14-step program

• His belief was that an organization that established a quality program will see savings returns that more than pay off the cost of the quality program: "quality is free"

• The Eternally Successful Organization (1988) presented a broader approach to improvements

• In it Crosby identified five characteristics essential for an organization to be successful:1. People routinely do things right first time2. Change is anticipated and used to advantage3. Growth is consistent and profitable4. New products and services appear when needed5. Everyone is happy to work there

A.V. Feigenbaum

• Armand Vallin Feigenbaum (born 1922) is an American quality control expert and businessman. He devised the concept of Total Quality Control, later known as Total Quality Management (TQM).

A.V. Feigenbaum• His contributions to the quality body of knowledge include:• "Total quality control is an effective system for integrating the

quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction."

• The concept of a "hidden" plant—the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory

• Accountability for quality: Because quality is everybody's job, it may become nobody's job—the idea that quality must be actively managed and have visibility at the highest levels of management

• The concept of quality costs

• He stresses that quality does not mean best but best for the customer use and selling price

• The word control in quality control represents a management tool with 4 steps:– Setting quality standards– Appraising conformance to these standards– Acting when standards are exceeded– Planning for improvements in the standards

Juran’s Systematic Approach to Quality Management

• Establish policies and goals for quality

• Establish plans for meeting quality goals

• Provide resources to evaluate progress against goals and take appropriate actions

• Provide motivation to stimulate people to meet the goal

Juran’s Ten Steps to Quality Improvement

1. Build awareness of the need and opportunity for improvement

2. Set goals for improvement3. Organise to reach the goals 4. Provide Training5. Carry out projects to solve problems6. Report progress7. Give recognition8. Communicate results9. Keep score10. Maintain momentum by making annual improvement

part of the regular systems and processes of the company

Ishikawa• Started his career as an associate

professor at the University of Tokyo• In 1949, Ishikawa joined the Japanese

Union of Scientists and Engineers (JUSE) quality control research group, where he introduced the concept of quality circles

• 1982 he developed the Ishikawa diagram which is used to determine root causes

• The Fish bone(cause-effect) diagram show the causes of an event

Ishikawa- Fish bone diagram• The categories typically include:

– People: Anyone involved with the process

– Methods: How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations and laws

– Machines: Any equipment, computers, tools etc. required to accomplish the job

– Materials: Raw materials, parts, pens, paper, etc. used to produce the final product

– Measurements: Data generated from the process that are used to evaluate its quality

– Environment: The conditions, such as location, time, temperature, and culture in which the process operates