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Contribution of Deming ,Contribution of Deming ,Crosby , TaguchiCrosby , Taguchi
By Mrs Swati Vijay
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History of QualityHistory of Quality
In early 20th
century,manufacturers began to includequality processes in quality practices
After United States entered into World WarII, the qualitybecame critical component of war effort
Every unit has different types of bullets. To simplify andspeed up this process military began to use samplingtechniques and inspection.
Shewart worked on statistical processing tools foruniformaty in products
Uniformity in products, non conformance became thepart ofAmerican industry
In 1942 the concept of acceptance sampling wasdevisedand it was known as Military Standard no XL
In this environment America n industry becameoverconfident
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History of QualityHistory of Quality
After world war Japanese welcomed the AmericansJoseph M Juran and W Edword Deming and focusedon improving all organisational processes through thepeople who used them
Cameras o
nce produced by Bell a
nd Howell i
nUS
Abegan to be produced by Canon in Japan
Mass production of motorbikes was almostcompletely taken over by firms Honda and Kawasaki
Same was true for car manufacturing
By 1970 , US i
ndustrial sectors such as automobilesand electronics had been broadsided by Japans high
quality competition
And now quality movement is seen as Total QualityManagement
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Quality managementrefers to systematicpolicies, methods, and procedures used toensure that goods and services are producedwith appropriate levels of quality to meet the
needs of customers. Organizations today integrate quality principles
into their management systems using toolssuch as Total Quality Management (TQM), Six
Sigma, and Lean Operating Systems.
Chapter 15 Quality Management
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Understanding Quality
Quality can be a confusing concept, partlybecause people view quality in relation todiffering criteria based on their individual roles
in the value chain, such as: perfection,
delighting orpleasing the customer,
eliminating waste, doingit rightthe firsttime, and/or
consistency.
Chapter 15 Quality Management
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Understanding Quality
Fitness for use is the ability of a good orservice to meet customer needs.
Quality of conformance is the extent towhich a process is able to deliver output thatconfirms to design specifications.
Specificationsare targets and tolerancesdetermined by designers of goods andservices.
Chapter 15 Quality Management
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Understanding Quality
Principles of Total Quality
1. A focusoncustomersandstakeholders,
2. A process focussupported bycontinuousimprovementandlearning,and
3. Participationandteamwork by everyoneintheorganization.
Chapter 15 Quality Management
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Examples of Quality DimensionsExamples of Quality Dimensions
Dimension
1. Performance
2. Aesthetics
3. Special features
Convenience High tech
4. Safety
(Product)
Automobile
Everything works, fit &
finishRide, handling, grade of
materials usedInterior design, soft touch
Gauge/control placement
Cellular phone, CDplayer
Antilock brakes, airbags
(Service)
Auto Repair
All work done, at agreed
priceFriendliness, courtesy,Competency, quicknessClean work/waiting area
Location, call when ready
Computer diagnostics
Separate waiting area
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W.Edwards Deming
Focuson bringingaboutimprovementsinproductandservice quality byreducinguncertaintyandvariabilityingoodsandservicesdesignand
associatedprocesses (the beginningofhisideasin1920sand1930s).
Higher qualityleadstohigherproductivityandlowercosts.
14Pointsmanagementphilosophy.
Deming Cycle Plan, Do, Study,and Act.
Chapter 15 Influential Leaders in Quality Management
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Evolution of TQM philosophiesEvolution of TQM philosophies
The Deming Philosophy
Definition of quality, A product or a service possesses quality if it
helps somebody and enjoys a good and sustainable market.
Improve quality Decrease cost because
of less rework, fewer
mistakes.
Productivity improves
Capture the market
with better quality
and reduced cost.
Stay in
business
Long-term
competitive
strength
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
1. Create constancy of purpose for
continual improvement of products
Create constancy of purpose forimprovement of systems, products and
services, with the aim to become
excellent, satisfy customers, and provide
jobs. Reduced defects and cost of
development.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
2. Adopt a commitment to seek continual
improvements
Constantly and forever improve the systemdevelopment processes, to improve quality
and productivity, and thus constantly
decrease the time and cost of systems.
Impro
vin
g quality isnot a o
ne time effort.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
3. Switch from defect detection to defect
prevention
Cease dependencies on mass inspection(especially testing) to achieve quality. Reduce
the need for inspection on a mass basis by
building quality into the system in the first
place.In
spection
isnot the a
nswer.
It is toolate and unreliable it does not produce
quality.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
4. In dealing with suppliers one should
end the practice of awarding business
on price. Move towards quality ofproduct, reliability of delivery and
willingness to cooperate and improve.
Build partn
erships. Minimize total cost. Move towards a single
supplier for any one item or service, making
them a partner in a long-term relationship of
loyalty and trust.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
5. Improvement is not confined to
products and their direct processes
but to all supporting services andactivities
All functions in an organizationneed to
become quality conscious to deliver a quality
product.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
6. Train a modern way. Institute training on the job. Everyone must be
trained, as knowledge is essential forimprovement.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
7. Supervision must change from
chasing, to coaching and support.
Institute leadership. It is a mangers job tohelp their people and their systems do a
better job.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
8. Drive out fear and encourage two-way
communication.
Drive out fear, so that everyone may workeffectively. Management should be held
responsible for the faults of the organization
and environment.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
9. Remove barriers between
departments
Break down barriers between areas. Peoplemust work as a team. They must foresee and
prevent problems during systems
development and use.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
10.Do not have unrealistic targets Set realistic targets. Do not place people
under unnecessary pressure by asking themto do things which are not achievable.
Eliminate slogans, exhortations, and targets
that ask for zero defects, and new levels of
productivity. Slogans do not build quality
systems.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
11.Eliminate quotas and numerical
targets
Eliminate numerical quotas and goals.Substitute it with leadership. Quotas and
goals (such as schedule) address numbers -
not quality and methods.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
12.Remove barriers that prevent
employees having pride in the work
that they perform Remove barriers to pride of workmanship.
The responsibility of project managers must
change from schedules to quality.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
13.Encourage education and self-
improvement for everyone
Institute and vigorous program of educationand self-improvement for everyone. There
must be a continuing commitment to training
and educating software managers and
profession
al staff.
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Demings 14Demings 14--pointpoint
Management PhilosophyManagement Philosophy
14.Publish top managements permanent
commitment to continuous
improvement of quality andproductivity
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The Deming philosophyThe Deming philosophy
A System of Profound Knowledge
1. Appreciation for a system - A system is a set of
functions or activities within an organization that work
together to achieve organizational goals. Managements
job is to optimize the system. (not parts of system, but the
whole!). System requires co-operation.
2. Psychology The designers and implementers of
decisions arepeople. Hence understanding theirpsychology is important.
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The Deming philosophyThe Deming philosophy
3. Understanding process variation A production process
contains many sources of variation. Reduction in
variation improves quality. Two types of variations-
common causes and special causes. Focus on the special
causes. Common causes can be reduced only by change
of technology.
4. Theory of knowledge Management decisions should be
driven byfacts, data and justifiable theories. Dontfollow the managements fads!
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Philip B. Crosby
WroteQuality isFree in1979,which broughtqualitytotheattentionoftopcorporatemanagersinthe U.S.
CrosbysAbsolutesof Quality Managementinclude:
Qualitymeansconformancetorequirements,notelegance.
Thereisnosuchthingasa qualityproblem.
Thereisnosuchthingasthe economicsofquality;doing
the job rightthefirsttimeisalwayscheaper. Theonlyperformancemeasurementisthecostofquality,
whichisthe expenseofnonconformance.
Theonlyperformancestandardis Zero Defects (ZD).
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TheGAP model recognizesthatthereareseveralwaystomisspecifyandmismanagethecreationanddeliveryofhighlevelsofquality.
Gap1 isthediscrepancy betweencustomer
expectationsandmanagementperceptionsofthose expectations.
Gap 2 isthediscrepancy between
managementperceptionsofwhatfeaturesconstituteatargetlevelofqualityandthetaskoftranslatingtheseperceptionsintoexecutablespecifications.
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Exhibit 15.2 Gap Model of Quality
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Gap 3 isthediscrepancy between qualityspecificationsdocumentedinoperatingandtrainingmanualsandplansandtheirimplementation.
Gap4 isthediscrepancy betweenactualmanufacturingandservicedeliverysystemperformanceand externalcommunicationstothecustomers.
Gap 5 isthedifference betweenthecustomer'sexpectationsandperceptions. Thefifthgapdependsontheotherfour.
Chapter 15 The GAP Model
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14 Steps to Improvement14 Steps to Improvement1. Establish management commitment
2. Form a quality team
3. Establish quality measures for each activity
4. Evaluate cost of quality and indicate where corrective actions willlead to profit gains
5. Create awareness in employees by training supervisors with
appropriate materials6. Instigate action by encouraging employees to fix defects orntify
someoine who can fix them
7. Designate a committee to find how to implement zero defectsprogram
8. Train employees and supervisors so they understand the steps
9. Hold a ZD day to demonstrate company commitment
10. Employees set goals on a 30, 60 or 90 day schedule
11. Identify the causes of errors and remove them from processes
12. Initiate award programs to award employees who meet their goals
13. Establish Quality Councils and hold regular meetings
14. Do it all over again.
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TAGUCHISTAGUCHIS
QUALITYQUALITYLOSSLOSS
FUNCTIONFUNCTION
Genichi Taguchi
B k d f thB k d f thB k d f thB k d f th
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Background of theBackground of the
Taguchi MethodTaguchi Method
Slide 1 of 7Slide 1 of 7
Background of theBackground of the
Taguchi MethodTaguchi Method
Slide 1 of 7Slide 1 of 7 History and Impact
The Taguchi method was first introduced
by Dr. Genichi Taguchi to AT&T Bell
Laboratories in 1980.
Taguchi method for improving quality is
now commonly views as comparable in
importance to statistical processcontrol(SPC), the Deming approach, and
the Japanese concept of total quality
control.
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Taguchi Loss FunctionTaguchi Loss Function
DefinitionDefinition
Taguchi defines Quality as the loss imparted bythe product to society from the time the product isshipped.
Losses may include maintenance costs,failure costs, ill effects to the environmentsuch as pollution, or excessive costs ofoperating the product, cost, customersatisfaction, poor design
Product to be produced being withinspecification
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Taguchis Vs TraditionalTaguchis Vs Traditional
ApproachApproach
Taguchs Traditional
When a product moves
from its Target will
cause the loss even if
the product lies ornot
within Limits
There is Good orBad
Products only as per
Limits
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Taguchis Quadratic QualityTaguchis Quadratic Quality
Loss FunctionLoss Function Quality Loss Occurs when a products
deviates from target ornominal value.
Deviation Grows, then Loss increases.
Taguchis U-shaped loss FunctionCurve.
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The Taguchi MethodThe Taguchi MethodThe Taguchi MethodThe Taguchi Method
Classical QC-Step Function
Scrap Cost
LSL USL
Target
A
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The Taguchi MethodThe Taguchi MethodThe Taguchi MethodThe Taguchi Method
Quality Loss Function
See the figure in the Previous slide:
In the figure, a measurement is taken of the
critical product characteristic. This is shown in
the figure as A. IfA is within the specification
limits, the traditional conclusion was that it
wasnt a problem. However, point A is closer to
being out of specification than to being at thetarget measurement. This means that over
time, it might cause a problem. Taguchi calls
this potential for problem a potential loss to
society.
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Taguchis UTaguchis U--shaped lossshaped loss
Function Curve.Function Curve.
LTL Nominal
Measuredcharacteristic
UTL
Taguchi loss Fn
Scrap or Rework Cost.
Loss
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The Taguchi ProcessThe Taguchi ProcessThe Taguchi ProcessThe Taguchi Process
Step 1: Problem Identification
First, the production problem must be
identified. The problem may have to do
with the product process or the service
itself.
Step 2: Brainstorming Session
Second, a brainstorming session to identifyvariables that have a critical affect on
service or product quality takes place.
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The Taguchi ProcessThe Taguchi ProcessThe Taguchi ProcessThe Taguchi Process
Step 2: Brainstorming Session
(continued)
The criticalvariables ide
ntified i
nthebrainstorming sessions are referred to by
Taguchi as factors.
These may be identified as either control
factors (variables that are under the controlof management) or signal factors
(uncontrollable variation).
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The Taguchi ProcessThe Taguchi ProcessThe Taguchi ProcessThe Taguchi Process
Step 3: Experimental Design
Using the factors, factor levels, and
objectives from the brainstorming session,
the experiment is designed. The Taguchi
method uses off-line experimentation as a
means of improving quality. This contrasts
with traditional on-line (in process) quality
measurement.
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The Taguchi ProcessThe Taguchi ProcessThe Taguchi ProcessThe Taguchi Process
Step 4: Analysis
Experimentation is used to identify the
factors that result in closest-to-target
performance. If interactions betweenfactors are evident, two alternatives are
possible. Either ignore the interactions
(there is inherent risk to this approach) or,
provided the cost is not prohibitive, run a
full factorial experiment to detect
interactions.
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The Taguchi ProcessThe Taguchi ProcessThe Taguchi ProcessThe Taguchi Process
Step 6: Confirming Experiment
Once the optimal levels for each of the
factors have been determined, a
confirming experiment with factors set atthe optimal levels should be conducted to
validate the earlier results. If earlier results
are not validated, the experiment may have
somehow been significantly flawed. If
results vary from those expected,
interactions also may be present, and the
experiment should, therefore, be repeated.
oss noss n
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oss noss n
Taguchi uses QuadraticTaguchi uses Quadratic
Equation to determine lossEquation to determine lossCurveCurve L (x) = k (x-N)
Where L (x) = Loss Function,
k = C/d = Constant of proportionality, whereC Loss associated with sp limit
d - Deviation of specification
from target valuex= Quality Features of selected product,
N= Nominal Value of the product and
(x-N) = Tolerance
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ProblemProblem
A part dimension on a power tool is specified
as 32.250.25.Company records show0.25
exceeded & 75% of the returned fo
replacement. Cost of replacement isRs.12,500.Determine k & QLF.
Solution : Expected Cost of repair
C = 0.75(12500) = Rs 9,375
k = C/d= 9375/(90.25) = Rs 1,50,000
QLF =L (x) 1,50,00(x-N)
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Thank YouThank You
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