Session 6 Deming

7/30/2019 Session 6 Deming

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TOTALQUALITY

MANAGEMENT

SESSION 6

By: ZAHID HUSSAINM Phil: Total Quality Management

B. Sc Engineering (Chemical)Quality Trainer

Lead Auditor 5-SIRCA Lead Auditor ISO-9001-2000

IRCA Lead Auditor ISO-14000-2004

IRCA Lead Auditor OHSAS 18000-2007


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Dr. Edward W. Deming(Management Philosophy

and Systems) (1900-1993)The Statistician USA

Dr. Joseph M. Juran(Quality Trilogy)

(1904-2008 -103years age)- USA-

industrial engineer

Mr. Philip CrosbyZero defects and Cost of

quality) (1926 -2001)Age 75) USA.

Dr. Kaoru Ishikawa

Simple tools, QCC, Company-wide quality) (1915-1989)

Age-74, Japan,

Mechanical Engineer

Dr. Genichi Taguchi

(Loss Function), 1924- 198965 years, Japan, Textile

Engineer

Leaders in Quality RevolutionDr Walter A Shewhart(Statistical Process Control)

(1891-1967- 76 years age)PhD in Physics USA

Dr. FeigenbaumPhD Economics (First linesupervision leadership, Company

wide quality control, (1944 -1993) Age 49) USA.


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Dr. Edward Deming(Management Philosophy and systems)

Prophet of the Quality (According to Japanese)

Non Faulty System Continual Improvement (PDCA Cycle)

System of Profound Knowledge(How complex organizations work, Long-term improvements in quality and efficiency)

Appreciation for a system Understanding Variation Theory of Knowledge( ideas to improve products or processes based on current knowledge and theories.

theories can be wrong so we must actively check to find out if they are correct.PDCA)

Knowledge of Psychology( Study of the human mind, including how people act and interact in different situations )


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Three Levels of Quality

Organizational Level

Meeting external customer requirements

Process Level Linking external & internal customerrequirements

Performer Level

Meeting internal customer requirements


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Deming Chain Reaction

Improve Quality

Cost Decrease

Productivity Improves

Increase Market Share withBetter and Lower Price

Stay in Business

Provide jobs and more jobs


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DEMING: 14 Points1. MANAGEMENT COMMITMENT:Create constancy of purpose towards

improvement of product and service, with the aim to becomecompetitive, stay in business, and to provide jobs.

Constancy of purpose means:innovate -- spend resources for long term planning vs. quick profitsInvest in research and educationNo innovation without research, and no research without training & educationContinuous improvement of the right products (and/or the right type of

service) in the right marketInvest in maintenance -- malfunctions in machinery, process, and tools

introduce defects

only top management can establish the constancy of purposeMake policy ,establish a set of core values ,adopt and publish the missionLeadership, fire prevention vs. fire fighting, do long term planning

where do we want to be in certain future period from now? by which

method? And provide a road map for the organization to follow


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DEMING: 14 Points2. LEARN THE NEW PHILOSOPHY:Adopt the new philosophy. We are in a new

economic age. Western management must awaken to the challenge, mustlearn their responsibilities, and take on leadership for change.

Customer-centric , Looks after the need of the customers,

Don't accept poor quality, poor workmanship,

Negativism is unacceptable,

Set a pattern of continuing improvement

Use measurement, recognize the economic loss for any deviation from target value

Customers don't often complain, they just switchManagement must face the challenge, must learn their responsibilities, and

give the leadership for change


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DEMING: 14 Points3. UNDERSTAND INSPECTION:Cease (Stop) dependence on inspection

to achieve quality. Eliminate the need for inspection on a mass basis bycreating quality into the product in the first place.

inspection is used because experience has indicated a high error rate forthe underlying processes. If the error rate is reduced sufficiently, it

will no longer be necessary to inspect every action.Unfortunately, when error rates increases, trained workersand management is to spend more time checking for errorsinstead of attempting to improve the underlying processes:

4. END PRICE TAG DECISIONS:End the practice of awarding business

on the basis of price tag. Instead minimize total cost. Move towards a singlesupplier for any one item, on a long term relationship of loyalty and trust.

5. IMPROVE CONSTANTLY: Improve constantly and forever thesystem of production and service, to improve quality and productivity,and thus constantly decrease costs.

6. IMPROVE JOB SKILLS: Institute training on the job. (Training manuals and


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DEMING: 14 Points7. INSTITUTE LEADERSHIP:The aim of supervision should be to help people and

machines and gadgets to do a better job. Supervision of management is in need ofoverhaul as well as supervision of production workers.

strategic vision, a leader to accomplish transformation in the organization. Hepossesses knowledge, personality, and persuasive power, a coach who removesobstacles, Leaders must know the work that they supervise, "Follow me" shouldhelp people, machines and gadgets to do a better job, provide training or

instruction; never stop learning not afraid of the responsibility, listen and learnwithout passing judgment Engages in informal, unplanned conversation with everyteam member at least once a year to listen and understand their aims, hopes, andfears

Supervisor Says. ---"keep quiet" about problems.Managers resolve conflict either through coercion or compromise.Leader gets conflict out into the open so that differences can be addressed

and win-win solutions can be pursued in place of win-lose decisions.


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DEMING: 14 Points8. DRIVE OUT FEAR: Drive out fear, so that everyone may work effectively for

the companyFear will cause people to play defense. Fear will inhibit them from sharing withmanagement a real view and will make them unwilling to risk new ideas.

Continuous improvement need accurate data, If afraid workers will see thebad consequences of providing accurate data,

9. OPTIMIZE TEAM EFFORTS: Break down barriers between departments.People in research, design, sales, and production must work as a team, toforesee (predict) problems of production and in use that may be encounteredwith the product or service.

10. ELIMINATE SLOGANS:Deming attacks, without naming it, Crosby'sZero Defects Program.--system causes errors not workers

Eliminate slogans, exhortations, and targets for the work force that ask for zerodefects and new levels of productivity. - true change requires deepmanagement commitment, not superficial slogans [let people create theirown slogans, if they want them]

- slogans are no substitute for training or knowledge


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DEMING: 14 Points11. EMLIMINATES NUMERICAL QUOTAS & GOALS (Controversial)

quotas take accountability of numbers, not quality or methods -- theresponsibility ofsupervisors must be changed from sheer numbers toquality, quotas, such as "measured day work" or "rates" can cause highcost of quality. Quality is compromised to meet quota, the result is loss,

dissatisfaction, and turnover.12 REMOVE BARRIERS TO PRIDE IN WORKMANSHIP:

a). Remove barriers that rob the hourly worker of his right to joy ofworkmanship. The responsibility of supervisors must bechanged from sheer numbers to quality.

b). Remove barriers that rob people in management and inengineering of their right to joy of workmanship. This means

abolishment of the annual merit rating13. INSTITUTE EDUCATION: Institute a vigorous (forceful) program

of education and self-improvement.14. TAKE ACTION: Put everybody in the company to work to

accomplish the transformation. The transformation is everybody's

job.


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DEMING: 7 Deadly Diseases

Lack of constancy of purpose

Emphasis on short term profit

Evaluation by performance rating, Meritrating, or annual performance review

Mobility of Management

Running a company only on visible data

Excessive Medical Cost

Excessive Cost of Warranty


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QUESTIONS

Session 6 Deming

Documents

Transcript of Session 6 Deming