TQMBH14-5 - Session 01
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Transcript of TQMBH14-5 - Session 01
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Total Quality Management TQMBH14-5Session 01 Concepts + Organizational Issues
& Quality Culture
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Dipankar Bose - XLRI
What Is Quality?
Quality does not have the popular meaning of best in
any absolute sense. It means best for certain customer
conditions . These conditions are (a) the actual use and
(b) the selling price of the product. Product quality cannot
be thought of apart from product cost.
Feigenbaum (1983)
Narrowly interpreted, quality means quality of product.
Broadly interpreted, quality means quality of work, quality
of service, quality of information, quality of process,
quality of division, quality of people, including workers,
engineers, managers, and executives, quality of systems,
quality of company, quality of objectives, etc.
Kaoru Ishikawa (1985)
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Dipankar Bose - XLRI
Two Views of Quality
Internal view Customer focused view
Compare product to specification Compare product to competition and to the best
Get product accepted at inspection Provide satisfaction over product life
Prevent plant and field defects Meet customer needs on goods and services
Concentrate on manufacturing Cover all functions
Use internal quality measure Use customer based quality measure
View quality as technical issue View quality as business issue
Efforts coordinated by quality manager Efforts directed by upper management
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Dipankar Bose - XLRI
Changing Business Conditions
Competition
Customer focused organization
Higher level customer expectation
Performance improvement
Changes in organization forms
Changing workforce
Information revolution
E-commerce
Role of Quality department
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Dipankar Bose - XLRI
Some Fundamental Issues
I got a big order to be delivered within next 2 days....this
requires increase in production rate without increasing
manpower....this increases defective products....however,
increasing quality will reduce productivity....what should
be done?
If I need higher quality product....my cost will
increase....my profit will decrease....what can be done?
Increase in quality requires operations at a reduced
speed....I cannot afford that....it increases my cycle time
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Dipankar Bose - XLRI
Some Relationships
Quality and Productivity
Quality and Cost
Quality and Cycle time
Quality and Value
Assume 100 units can be produced in 20 hours; Material
Cost = 40/unit; Employee cost = 50/hour; Price = 80;
Scrap value = 75; Rework = Extra 6 minutes
Compare Profit and Average Cycle time between
5 scrap and 10 rework
2 scrap and 5 rework
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Dipankar Bose - XLRI
Evolution of Total Quality
ManagementSalvage
Shorting/ Grading/ Re-blending
Corrective actions
Identify sources of non-conformance
Develop quality manual
Process performance data
Self-inspection
Product testing
Basic quality planning
Use of basic statistics
Paperwork control
Quality systems development
Advanced quality planning
Compressive quality manuals
Use of quality costs
Involvement of non-production operations
FMEA
SPC
Policy deployment
Involve suppliers and customers
Involve all operations
Process management
Teamwork
Employee involvement
Allocating blame
Compliance to specification
Involvement
Caring for customer
and employee
Empowering people
Continuous improvement
Quality Assurance
Inspection
Quality Control
Total Quality
Management
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Dipankar Bose - XLRI
TQMBH14-5 Evaluation
Components and Tentative Grading
Mid-term Examination (Open book, Laptop) 15 Marks Six sigma DMAIC Project (Group) 25 Marks
Six Sigma (DMAIC/DFSS) or Lean Sigma (VSM)
Examination on Minitab, R and Excel Application (Laptop
based) 20 Marks End-term Examination (Open book, Laptop) 40 Marks
Get at least 40 marks out of 100 marks
To avoid D+, D or F
Get at least 80 marks out of 100 marks
To ensure A or A+
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Dipankar Bose - XLRI
Quality Gurus and Their
Contributions
Walter A Shewhart
Kaoru Ishikawa
W. Edwards Deming
Joseph Juran
Philip Crosby
Armand Feigenbaum
Genichi Taguchi
Shigeo Shingo
Masaaki Imai
Noriaki Kano
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Dipankar Bose - XLRI
Demings Concepts on Quality
Principles
Productivity is a by-product of quality Do you support it?
What are common causes and special causes?
Which helps in quality improvement?
How to decide whether a variation is random or not?
What are the limitations of any control charts?
How the target should be specified for worker?
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Dipankar Bose - XLRI
Some Obstacles Deming
Neglecting long-range planning
Relying on technology to solve problems
Seeking examples to follow rather than developing
solutions
Excuses, such as "our problems are different"
Obsolescence in school that management skill can be
taught in classes
Reliance on quality control departments
Placing blame on workforces
Relying on quality inspection rather than improving
product quality
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Dipankar Bose - XLRI
The Juran Trilogy
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Dipankar Bose - XLRI
Jurans Concepts on Quality Principles
Breakthrough Sequence
1. Breakthrough in attitudes
Why breakthrough is needed?
2. Identify the vital few projects
3. Organize for breakthrough in knowledge
Diagnosis to remedy
4. Conduct the analysis
When worker is responsible?
5. Determine how to overcome resistance to change
6. Institute the change
7. Institute controls
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Dipankar Bose - XLRI
Four Absolutes of Quality
Management Crosby
Quality is defined as conformance to requirements
Not as 'goodness' or 'elegance'
The system for causing quality is prevention
Not appraisal
The performance standard must be Zero Defects
Not "that's close enough"
The measurement of quality is the Price of
Nonconformance
Not indices
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Dipankar Bose - XLRI
Crosbys Management Maturity Grid
Link to the grid and additional comments:
http://www.qualityandproducts.com/2012/07/09/crosbys-
quality-management-maturity-grid/
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Dipankar Bose - XLRI
Do You Know?
World Quality Day
Every year 2nd Thursday of November
This year 12th November, 2015
Sweet Dreams
WQD was started in 1989 by the quality organizations of
USA (ASQC - American Society for Quality)
Europe (EOQ - European Organization for Quality) and
Japan (JUSE - Union of Japanese Scientists and
Engineers)