Stephen.Gershen.Quality

STEPHEN.GERSHEN

Total Quality Management

What is Quality

FEIGENBAUM (1983) DEFINED QUALITY AS FOLLOWS Quality is total composite product (goods and services) characteristics, through which the

product in use will meet the needs and expectations of the customers. Concept of quality must start with identification of customer quality requirements and must

end only when the finished product is placed into the hands of the customer who remains satisfied through various stages of relationship with the seller

American Society of Quality Control (ASQC) and American National Standard Institute (ANSI) defined Quality is totality of features and characteristics of product (goods and services) that bears

on its ability to satisfy given needs”

Approaches to define Quality

Transcendent Approach Quality is absolute and universally recognisable. It is common notion used by laymen There is no subjective judgement and is estimated by looking at the product

Product Based Approach Attributes of a particular product in a specific category These attributes are accepted as bench of quality by the industry Others in the same industry try to produce close to this quality


User Based Approach Defined as “Fitness for use” Viewed from user’s perspective and is dependent on how well does the product meet

needs of the consumer. Also known as Customer Oriented Approach

Production Based Approach An outcome of engineering or operational excellence and is measured in terms of

quality of conformance The producer has specifications and produces the product as per the specifications


Value Based Approach Quality is viewed in context of price Quality is satisfactory, if it provides desired performance at an acceptable price Customer looks at the total value proposition and not the price alone

ice

BenefitsValue

Pr

Attributes of Quality

Performance Product’s primary operating characteristics

Features Augmented product – The “bells & whistles” of the product

Reliability Ability of the product to function at the specified level of performance

Conformance Degree to which characteristics of the product meet pre-established standards

Attributes of Quality

Durability Length of time a product can be used before it deteriorates or becomes non

functional Serviceability

Speed, competence & courtesy of providing ASS Aesthetics

Look, feel sound, taste, smell Perceived Quality

Resulting from advertisement, image, brand name, earlier use, hearsay

Evolution of Quality Management

Mass Inspection Inspecting Salvaging Sorting Grading Rectifying Rejecting

Quality Control Quality manuals Product testing using SQC Basic quality planning


Quality Assurance Emphasis on prevention Proactive approach using SPC Advance quality planning

Total Quality Control All aspects of quality of inputs Testing equipments Control on processes


Company wide Quality Control Measured in all functions connected with production such as

R&D Design Engineering Purchasing, Operations etc

Total Quality Management Measured in all aspects of business, Top management commitment Continuous improvement Involvement & participation of employees

Gurus of TQM

Dr. W E Deming Dr. J M Juran Dr. Philip Crosby

Gurus of TQM

Dr. Kaoru IshikawaDr. Genichi Taguchi Dr. Masaaki Imai

Gurus of TQM

Dr. Shigeo Shingo

Dr. Yoshio Kondo

Dr .Armand V. Feigenbaum

Dr. James Harrington

W E Deming

Reduction in process variability by extensive use of statistics will lead to improvement in quality and increase in productivity

Talked about New Climate (organisational culture) Joy in work Innovation Co-operation

Win-Win approach He proposed a 14 point TQM programme

W E Deming 14 Points

W E Deming – PDCA Cycle

Seven Deadly Sins

Lack of vision and mission as regards quality & process improvement Emphasis on short term profit Personal performance appraisal systems Mobility of management Running a company on visible figures alone

Customer satisfaction level Employee morale Relationship with your vendors Confidence the market has in your company

Deming’s Prize

Establish in 1950 originally for Japanese companies for major advances in quality improvement

Deming’s Prize is given under Japanese Union of Scientists & Engineers These days Deming’s Prize is awarded to non Japanese companies and even individuals 2001 – Sundram Brake Linings, the world’s first friction material company to win 2008 – Tata Steel is the first integrated steel plant in Asia to win

Malcolm Baldrige National Quality Award

MBNQA is given by United States National Institute of Standards and Technology Original stated purpose of the award were

promote quality awareness recognise quality achievements of the US companies publicise successful quality strategies

Current award criteria are stated To help improve organizational performance practices, capabilities and results To facilitate communication and sharing of the best practice information among US organizations

of all types To serve as a working tool for understanding and managing performance and for guiding planning

and opportunities for learning

Malcolm Baldrige National Quality Award

The categories are Leadership Strategic Planning Customer & Market Focus Measurement, Analysis and Knowledge Management Workforce Focus Process Management Results

J M Juran

Developed the idea of trilogy Quality Planning Quality Improvement Quality Control

Conformance to specifications is necessary but not sufficient requirement of a product. Fitness for use by the consumer of the targeted market segment is an essential

requirement in addition to conformance

J M Juran’s Trilogy

Juran’s 10 Points

Build awareness of need and opportunities for improvement Set goals for improvement Organise the overall improvement programme Provide the training solve problems through project methodology Report progress Give recognition Communicate results Keep score Institutionalise the improvement process

Philip Crosby

Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'

The system for causing quality is prevention, not appraisal – Quality is Free

The performance standard must be Zero Defects, not "that's close enough"

The measurement of quality is the Price of Non-conformance, not indices.

Cost of quality is only the measure of operational performance

Do it right the first time

Zero Defects

Absolutes of QM

Crosby 14 points

Management commitment Quality improvement team Quality measurement Evaluation of cost of quality Quality awareness Corrective action Establish committee for zero defect planning Supervisor training Zero Defect Day Goal Setting Error cause removal Recognition

Cost of Quality

Prevention Cost Cost associated with time spend in planning the quality system Consists of the following

Process control costs Information systems costs Training Costs General Management cost

Cost of Quality

Appraisal Costs Cost incurred on measurement & analysis of data in order to detect & correct problems Consist of

Cost of maintaining, testing & inspection Process control costs

Internal Failure Cost Incurred due to non-conformance Include

Scrap and rework costs Cost of corrective action Downgrading costs

Cost of Quality

External Failure Cost Occur when poor products reach customer Include

Costs of customer complaints and returns Product recall costs Warranty claims costs Product liability costs

Genichi Taguchi

His methodologies held ensure customer satisfaction

Taguchi’s Loss Function

Taguchi Method – Design of Experiments


A quality product is a product that causes a minimal loss (expressed in money!) to society during it's entire life. The relation between this loss and the technical characteristics is expressed by the loss function

Kaoru Ishikawa

Simplified statistical techniques for QC Cause and Effect diagrams (Ishikawa Diagrams or

Fish Bone Diagrams) Company wide quality control

quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life

Ishikawa Diagram

Ishikawa Diagram

Diagrams which show the causes of a certain event

Three sets of causes 6 M’s

Machine Method

Maintenance Man

Mother Nature

Ishikawa Diagram

8 Ps Price Promotion Process Place/Plant Policies Procedures Product (or Service)

4 Ss Surroundings Suppliers Systems Skills

Masaaki Imai

Introduced the concept of Kaizen or continuous improvement

Shigeo Shingo

“Fool-Proofing” or “Poke-Yoke” Source Inspection systems No statistical sampling is necessary Zero defects through good engineering and process investigation rather than slogans

and exhortations

Yoshio Kondo

Emphasised inter-relationship between quality and people Creativity – joy of thinking Physical activity – joy of working Sociality – joy of sharing pleasure and pain with colleagues

Toyota Production System

Long – Term Philosophy Base your Management Decisions on a Long-Term Philosophy, even at the

Expense of Short-Term Financial Goals

14 Principles of TPS

The Right Process Will Produce the Right Results

Create Continuous Process Flow to Bring Problems to the Surface

Use “Pull” Systems to avoid Over Production

Level out the Work Load (Heijunka)

Build a Culture of Stopping to Fix Problems, to get Quality Right the First Time

Standardised Tasks are the foundation for Continuous Improvement and Employee Empowerment

Use Visual Control so no Problems are Hidden

Use Only Reliable, Thoroughly Tested Technology that Serves your People and Processes

Continue …….


Add Value to the Organisation by Developing Your People and Partners

Grow Leaders who thoroughly understand the Work, Live the Philosophy and Teach it to Others

Develop Exceptional People and Teams who follow your Company’s Philosophy

Respect your Extended Network of Partners and Suppliers by Challenging them and Helping them Improve


Continuously Solving Root Problems Drives Organisational Learning

Go and See for Yourself to thoroughly Understand the Situation

Make Decisions Slowly by Consensus, thoroughly Considering all Options, Implement Decisions Rapidly

Become a Learning Organisation through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen)

•Continual organizational learning through Kaizen•Go see for yourself to thoroughly understand the situation (Genchi Genbutsu)•Make decisions slowly by consensus, thoroughly considering all options; implement rapidly

•Grow leaders who live the philosophy•Respect, develop, and challenge your people and teams•Respect, challenge, and help your suppliers

•Create process “flow” to surface problems•Use pull systems to avoid overproduction•Level out the workload (Heijunka)•Stop when there is a quality problem (Jidoka)•Standardize tasks for continuous improvement•Use visual control so no problems are hidden•Use only reliable, thoroughly tested technology

•Base management decisions on a long-term philosophy, even at the expense of short-term financial goals

“4 P” Model of the Toyota Way





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Kaiz

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Challenge

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Gench

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Toyota’sTerms


Leveled Production (Heijunka)

Stable and Standardized Processes

Visual Management

Toyota Way Philosophy

Just-in-TimeRight Part, Right

Amount, Right Time

• Take Time Planning• Continuous Flow • Pull System • Quick Changeover • Integrated Logistics

Jidoka(In-station Quality)

Make ProblemsVisible

• Automatic Stops • Andon • Person – Machine

Separation • Error Proofing • In-station Quality

Control • Solve Root Cause of Problems (5 Why’s)

Best Quality – Lowest Cost – Shortest Lead Time – Best Safety – High Morale

Through shortening the production flow by eliminating waste

People & Teamwork• Selection • Common Goals • Ringi Decision Making• Cross – Trained

Waste Reduction• Genchi Genbutsu • 5 Why’s • Eyes for Waste • Problem Solving

Continuous Improvement

Toyota Production System House

Check

Check

Check

Check

Plan

Plan

Plan

Plan

Act Act Act Act Do Do Do Do

Across Companies

Company

Group

Project

Deming’s PDCA Cycle

Evaluate Results(Check)

SurfaceProblems

(Plan)

Counter Measures

(Do)

EliminateWaste

CreateFlow(Act)

Creating Flow

MudaWaste

Muri Overburden

MuraUnevenness

Three Ms

PEOPLE

Long – term Asset –> Learned Skills

Machinery Depreciates -> Loses Value

People Appreciates -> Continue to Grow

PHILOSOPHICAL

MANAGEM

ENTTE

CHNIC

AL

Technical• Stability• JIT• Jidoke• Kaizen• Heijunka

Management• True North• Tools to Focus Management Attention• Go and See• Problem – Solving• Presentation Skills• Project Management• Supportive Culture

Philosophy / Basic Thinking• Customer First• People are most Important Asset• Kaizen • Go and See -> Focus on Floor

• Give feedback to Team Members and Earn Respect• Efficiency Thinking

• True (vs. apparent) Condition• Total (vs. Individual) Team Involvement

Toyota’s Leader View

LearningEnterprise

Enabling Systems

Clear Expectations

Stable, Reliable Processes

Fair and Honorable Business Relations

Pro

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eed S

atis

fact

ion

Reg

ressing N

eed S

atisfaction

Next Level ofImprovement

Stability

Supply Chain Need Hierarchy

MythWhat TPS is Not

MythWhat TPS is Not

Reality What TPS IsReality What TPS Is

A Tangible recipe for Success

A Management Project or Program

A set of Tools for Implementation

A system for Production Floor only

Implementable in a Short or Mid-term Period

A Consistent way of Thinking

A Total Management Philosophy

Focus on Total Customer Satisfaction

An Environment of Teamwork and Improvement

A Never-ending Search for a Better Way

Quality Built in Process

Organised, Disciplined Workplace

Evolutionary

Myth vs Reality

Motivational Theories & TPS

5 S

Seiri – SortingSeiton – Straighten or Set in orderSeiso – Sweeping, shining or

cleanlinessSeikestu – StandardisingShitsuke – Sustaining the discipline

SortClear out rarely usedItems by Red Tagging

StraightenOrganise and Label aPlace for Everything

ShineClean ItStandardise

Create Rules to Sustainthe first 3 5’S

SustainUse Regular ManagementAudits to Stay Disciplined Eliminate

Waste

5 S’s

Time

Casting

Transportation

StagingSetup

Machining

Inspection

Assembly

Staging

RawMaterial

Time FinishedParts

Value – Added Time

Non-Value-Added Time (Waste)

• Value-added Time is only a Small Percentage of the Total Time• Traditional Cost Savings focuses only on Value-adding Items• Lean Thinking Focuses on the Value Stream to Eliminate Non-Value-Adding Items

Waste in a Value System

Waste in a Truck Assembly Line

Thank You

Stephen Gershen610-409-8230

email me

Stephen.Gershen.Quality

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