Quality Management Gurus. Outline. We have eight Gurus : Deming Juran Crosby Feigenbaum Ishikawa Garvin Shingo Taguchii _ Despite there are eight gurus in assessing total quality management , but there are differences in their opinions .
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We have eight Gurus :
_ Despite there are eight gurus in assessing total quality management , but there are differences in their opinions
“A Guru is a spiritual guide who is considered to have attained complete insight.“
“A guru, by definition, is a good person, a wise person
and teacher. A quality guru should be all of these, plus
have a concept and approach to quality within business
that has made a major and lasting impact. “
www.businessball.comWho is guru?
* Deming is best known for his management philosophy , establishing quality , productivity and competitive position .
* It is concerned with controlling the process (machine) which make the product through inspecting the machine rather than the product itself.
Note. Deming said :
*80% depends on management
*20% depends on employee
2.Deming Philosophy : The quality and the productivity increases when the process fluctuation Decreases
** Deming 14 points , I will mention some:
*The amount of severe criticism of western management and organizational practices
2. Emphasis on short-term profits : we should focus on the whole financial period rather than focus at the end
3. Too much staff mobility : it occurs when managers cant define the actual problems and not learning from them
4. Over dependence on figures : particularly financial which can be messaged to look great in the short term while long term suffers
It’s a wrong way to focus on short term results , rather than coaching and helping employees on a long term
_ Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices. Joseph Juran’s belief that “quality does not happen by accident” gave rise to the quality trilogy.
Juran Ideas are :
The statement is not that much easy , as it requires asking many questions like :
2.Breakthrough : sequences of process improvements , which take two journeys
3. Internal customers : quality is associated with customer satisfaction and dissatisfaction
Customer satisfaction has two dimensions:
4. Quality council : A group of experts who are responsible for supervising in the application of quality
*Juran Big (Q) : quality doesn’t the concern of the production or the total quality within the organization , but it extends to link between organization departments, operations and services .
5. Juran quality cost :
*Appraisal Costs: Costs of activities designed to ensure quality or uncover defects (inspection)
* Prevention Costs :All TQ training, TQ planning to prevent defects from occurring
*Failure Costs - costs incurred by defective parts/products or faulty services.
*Internal Failure Costs : Costs incurred to fix problems that are detected before the product/service is delivered to the customer.
*External Failure Costs : All costs incurred to fix problems that are detected after the product/service is delivered to the customer.
*Juran three role models : He assumed that every process has an internal customer and supplier which linked to each other through a process to reach the optimum quality .
6. Juran Pareto analysis : A universal problem solving methodology in which we list the key problems into a table and ranking them from the highest to the lowest and trying to solve the deficiencies
7. Quality Trilogy :
Quality planning : *determine the organization internal and external customers * determine customer needs , requirements and expectations * design the product to achieve customer satisfaction * prepare a design to achieve a good quality
Quality controlling : *determine variation and make decisions * measure performance and results
*compare the results with the stated objectives .
Quality improvements : * define quality goals * train the workers * develop a problem solving statement
*Known as The Fun Uncle of the Quality Revolution
*Where Phil Crosby excellence was in finding a terminology for quality that mere mortals could understand. (Dr. Deming and Dr. Juran were the great brains of the quality revolution)
*He popularized the idea of the "cost of poor quality", that is, figuring out how much it really costs to do things badly
Crosby four absolutes are :
3. The performance is zero defects: make the requirement right from the first time , and make the quality accepted by a number of standard items .
4. The measurements of quality is the price of NON-conformance : because cost quality is the prime motivation for management .
_CROSBY quality costs :
* Price of NON conformance :(all the costs involved in not getting the product or a service right .
* Price of conformance : costs for doing things right
Crosby has 14 points like Deming , like :
And others but the main difference between Deming and crosby is that :
**Deming focus on quality management .
**Crosby focus on action plan and implementation process .
Armand is also know for his concept of the "hidden" plant the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory
* Quality Leadership the management in a company must always be striving for quality. They must put items in place that allow them to measure quality, control quality and improve quality. There must be constant feedback and oversight of the organization to assure that quality continues.
* Modern Quality Technology
the quality function cannot achieve quality without the help of others. Everyone must be trained and led to quality.
* Organizational Commitment
everyone in the organization must believe in quality.
David A. Garvin is the Professor of Business Administration at the Harvard Business School.
Kaoru Ishikawa was a Japanese professor and influential quality management innovator best known in north America for the Ishikawa or cause and effect diagram (also known as fishbone diagram) that are used in the analysis of industrial process.
hewas known for the use of the “seven basic tools of quality”:
• Pareto analysis: which are the big problems?
• Cause and effect diagrams: what causes the problems?
• Stratification: how is the data made up?
• Check sheets: how often it occurs or is done?
• Histograms: what do overall variations look like?
• Scatter charts: what are the relationships between factors?
• Process control charts: which variations to control and how?
The Ishikawa diagram (or fishbone diagram or also cause-and-effect diagram) are diagrams, that shows the causes of a certain event. A common use of the Ishikawa diagram is in product design. Also it reveals key relationships among various variables,
Shigeo Shingo, born in Saga City, Japan, was a Japanese industrial engineer who distinguished himself as one of the world’s leading experts on manufacturing practices and The Toyota Production System. Shingo is known far more in the West than in Japan.
1) The single minute exchange of die (SMED) system, in which set up times are reduced from hours to minutes, and
2) The Poka-Yoke (mistake proofing) system. In Poka Yoke, defects are examined, the production system stopped and immediate feedback given so that the root causes of the problem may be identified and prevented from occurring again.
Hedistinguished between “errors”, which are inevitable, and “defects”, which result when an error reaches a customer, and the aim of Poka-Yoke is to stop errors becoming defects. Defects arise because errors are made and there is a cause and effect relationship between the two.
Zero quality controlis the ideal production system and this requires both Poka-Yoke and source inspections.
Gen'ichi Taguchiis an engineer and statistician. Taguchi developed a methodology for applying statistics to improve the quality of manufactured goods. Taguchi methods have been controversial among some conventional Western statisticians, but others have accepted many of the concepts introduced by him as valid extensions to the body of knowledge.
“Taguchi methodology” is fundamentally a prototyping method that enables the designer to identify the optimal settings to produce a robust product that can survive manufacturing time after time, piece after piece, and provide what the customer wants. Today, companies see a close link between Taguchi methods, which can be viewed along a continuum, and quality function deployment (QFD).
Taguchi has made a very influential contribution to industrial statistics. The key elements of his quality philosophy are:
Taguchi realized that the best opportunity to eliminate variation is during the design of a product and its manufacturing process and it consists of 3 stages: