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What is learning curve ?

A learning curve is a concept used to measure how quickly a skill can be mastered. Usually shown as asimple graph, a learning curve often depicts the combination of the time it takes to learn a new idea or

skill set, combined with the rate at which mastery is achieved. Learning curves are often used to measurean individuals progress against an average

The principle of the learning curve theory is process improvement. The process improvement will occur asa result of the repetitive nature of the tasks. Learning curve theory is based on three assumptions:1. The amount of time required to complete a given task or unit of a product will be less each time thetask is undertaken.2. The unit time will decrease at a decreasing rate.3. The reduction in time will follow a predictable pattern

Philosophy of DR. Joseph Juran

Dr. J.M. Juran, did impact on the quality movement in Japan. He developed a useful framework, referredas a universal thought process about quality, which fits all functions, all levels, all products lines. Hecalled it as Quality Trilogy

Juran Triology consists of three elements.

1. Quality Planning

2. Quality Control

3. Quality Assurance

A. Quality Planning -

1.1 Identify external customers1.2 Identify internal customers

1.3 Identify needs of external customers

1.4 Identify needs of internal customers

1.5 Translate the needs into specifications

1.6 Determine short-term and long-term objectives and goals1.7 Prioritize objectives and goals1.8 Design and Develop products and services that meet specifications and quality objectives and goals

1.9 Track performance

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B . Quality Control

2.1 Identify elements that need to be controlled

2.2 Establish measurement program

2.3 Establish standards of performance

2.4 Measure actual performance using quality control tools2.5 Measure variation between actual performance and established standard

2.6 Take appropriate preventive and corrective actions

C. Quality Improvement

3.1 Identify opportunities for improvement

3.2 Get management committment

3.3 Get support from workforce and get workforce involved3.4 Provide appropriate training

3.5 Maintain and sustain improvement

14 Pts of Philosopy

1. C reate a constant purpose toward improvement.

y P lan for quality in the long term.y D on't just do the same things better find better things to do.y P redict and prepare for future challenges, and always have the goal of getting better.

2. A dopt the new philosophy.

y E mbrace quality throughout the organization.y B e prepared for a major change in the way business is done. It's about leading, not simply

managing.y C reate your quality vision, and implement it.

3. S top depending on inspections.

y Inspections are costly and unreliable and they don't improve quality, they merely find a lack of quality.

y B uild quality into the process from start to finish.

4. U se a single supplier for any one item.

y Look at suppliers as your partners in quality. E ncourage them to spend time improving their ownquality they shouldn't compete for your business based on price alone.

y Analyze the total cost to you, not just the initial cost of the product.

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5 . I mprove constantly and forever.

y C ontinuously improve your systems and processes. D eming promoted the Plan-Do- C heck-A ct approach to process analysis and improvement.

y Use kaizen as a model to reduce waste and to improve productivity, effectiveness, and safety.6. U se training on the job.

y Train for consistency to help reduce variation.y E ncourage staff to learn from one another, and provide a culture and environment for effective

teamwork.

7. I mplement leadership.

y Ex pect your supervisors and managers to understand their workers and the processes they use.y F igure out what each person actually needs to do his or her best.

8. E liminate fear.

y Allow people to perform at their best by ensuring that they're not afraid to e x press ideas or concerns.

y M ake workers feel valued, and encourage them to look for better ways to do things.y Use open and honest communication to remove fear from the organization.

9. B reak down barriers between departments.

y B uild the "internal customer" concept recognize that each department or function serves other departments that use their output.

y B uild a shared vision.

10. G et rid of unclear slogans.

y Let people know e x actly what you want don't make them guess. " Ex cellence in service" is short

and memorable, but what does it mean? How is it achieved? The message is clearer in a slogan like"You can do better if you try."

11. E liminate management by objectives.

y Look at how the process is carried out, not just numerical targets. D eming said that productiontargets encourage high output and low quality.

y P rovide support and resources so that production levels and quality are high and achievable.

12. Remove barriers to pride of workmanship.

y Allow everyone to take pride in their work without being rated or compared.y Treat workers the same, and don't make them compete with other workers for monetary or

other rewards..

13. I mplement education and self-improvement.

y Improve the current skills of workers.y E ncourage people to learn new skills to prepare for future changes and challenges

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14. M ake "transformation" everyone's job.

y Improve your overall organization by having each person take a step toward quality.y Use effective change management principles to introduce the new philosophy and ideas in

D eming's 14 points.