DEMINGS PHILOSOPHY
-
Upload
darwingevana -
Category
Documents
-
view
175 -
download
0
Transcript of DEMINGS PHILOSOPHY
Slide 3.1
Chapter 3
Quality Management Philosophies
Slide 3.2
Leaders in the Quality Revolution
W. Edwards Deming Joseph M. Juran Philip B. Crosby
W. Edward Deming Received a Ph.D. in physics and trained as a
statistician Worked for Western Electric in the 1920s and 30s After World War II helped Japan implement his
statistical quality control Deming became known in 1980 when the broadcast
program entitled If Japan Can…Why Can’t We? Credited with having the greatest influence on quality
management Quality philosophy focused on reducing uncertainty
and variability
Slide 3.3
W. Edward Deming cont…
Deming: stressed that the ultimate responsibility for
quality improvement lies with top management
estimated that 85 to 95 % of variation results from the system
maintained that the majority of poor quality in a system is caused by management
claimed that higher levels of quality lead to higher levels of productivity
Slide 3.4
Slide 3.5
Deming Chain Reaction
Improve quality
Costs decrease because of less rework and mistakes
Productivity improves
Capture market with better quality and lower price
Stay in business and provide more jobs
Slide 3.6
Deming’s System of Profound Knowledge
Appreciation for a system Understanding variation Theory of knowledge Psychology
Slide 3.7
Systems
A system is a set of functions or activities within an organization that work together for the aim of the organization.
Components must work together Management must optimize the system Every system must have a purpose
Slide 3.8
Variation Many sources of uncontrollable
variation exist (common causes) Special (assignable) causes of variation
can be recognized and controlled Failure to understand these differences
can increase variation in a system Taguchi philosophy seeks to minimize
variation around a target value
Slide 3.9
Sources of Variation in Production Processes
Materials
Tools
Operators Methods Measurement Instruments
HumanInspectionPerformance
EnvironmentMachines
INPUTS PROCESS OUTPUTS
Slide 3.10
Traditional View of Conformance to Specifications
No Loss LossLoss
Tolerance
0.500 0.5200.480
Slide 3.11
Theory of Knowledge
Knowledge is not possible without theory Experience alone does not establish a
theory, it only describes Theory shows a cause and effect
relationship that can be used for prediction
Slide 3.12
Psychology
Sincere trust and belief in people Understanding of how people work in
systems People are motivated intrinsically and
extrinsically; intrinsic motivation is the most powerful
Fear is demotivating Managers should develop pride and joy in
work
Slide 3.13
Deming’s 14 Points (Abridged) (1 of 2)
1. Create and publish a company mission statement and commit to it.2. Learn the new philosophy.
- Customer driven continuous improvement
3. Understand the purpose of inspection.- workers must be responsible for their work
4. End business practices driven by price alone.- Price has no meaning without quality
5. Constantly improve system of production and service.6. Institute training.
- Job specific training
Slide 3.14
Deming’s 14 Points (2 of 2)
7. Teach and institute leadership. 8. Drive out fear and create trust. 9. Optimize team and individual efforts.10. Eliminate exhortations for work force.11. Eliminate numerical quotas and M.B.O. Focus on improvement.12. Remove barriers that rob people of pride of workmanship.13. Encourage education and self-improvement.14. Take action to accomplish the transformation.
Slide 3.15
Deming Prize Instituted 1951 by Union of Japanese
Scientists and Engineers (JUSE) in Japan
Several categories including prizes for individuals, factories, small companies, and Deming application prize
American company winners– Florida Power & Light (first U.S. winner)
Joseph Juran
Industrial Engineer Joined Western Electric in the 1920s Authored The Quality Control Handbook
which often referred to as the quality bible Believed quality improvement should be
achieved through projects Focused on three major quality processes,
called the Quality Trilogy
Slide 3.16
Slide 3.17
Juran’s Quality Trilogy
Quality planning– Preparing to meet quality goals
Quality control– Meeting quality goals during operations
Quality improvement– Reaching unprecedented levels
of performance
Q.PQ.P
Q.C.Q.C. Q.I.Q.I.
Key Idea Juran proposed a simple definition of
quality: “fitness for use.” This definition of quality suggests that it
should be viewed from both external and internal perspectives; that is, quality is related to “(1) product performance that results in customer satisfaction; (2) freedom from product deficiencies, which avoids customer dissatisfaction.”
Slide 3.18
Philip B. Crosby
Corporate V.P. for quality at International Telephone
Authored book entitled Quality is Free Believed that zero defects is a realistic goal Defined the cost of quality as:
– Expense of nonconformance
Slide 3.19
Phillip B. Crosby
Quality is free . . .
“Quality is free. It’s not a gift, but it is free. What costs money are the unquality things -- all the actions that involve not doing jobs right the first time.”
Slide 3.20
Philip B. Crosby’s Philosophy
Absolutes of Quality Management: quality means conformance to requirements
– Requirements must be clearly stated so they can’t be misunderstood
problems are functional in nature– Problems must be identified by those
individuals that cause them
Philip B. Crosby’s Philosophy cont…
there is no optimum level of defects– Doing the job right the first time is always cheaper
cost of quality is the only useful measurement– Quality cost data are useful to call problems to
management’s attention– Crosby estimated that most companies spend 15
to 20 percent of their sales dollars on quality costs
zero defects is the only performance standard
Slide 3.21