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    2 TQM - Contributions of Quality Gurus

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    The document summarizes the contributions of several quality gurus to the development of total quality management. It discusses the work of W. Edwards Deming, Joseph Juran, Philip Crosby, Armand Feigenbaum, Kaoru Ishikawa, Genichi Taguchi, Shigeo Shingo, Taiichi Ohno, and Walter Shewhart in areas like statistical process control, quality planning, continuous improvement, zero defects, and lean manufacturing. It also describes some of their key concepts and tools, such as Deming's system of profound knowledge, Juran's quality trilogy, Crosby's absolutes of quality management, Ishikawa's cause-and-effect diagram, Taguchi's loss function, and

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    2 TQM - Contributions of Quality Gurus

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    Bob Bin
    331 views34 pages
    The document summarizes the contributions of several quality gurus to the development of total quality management. It discusses the work of W. Edwards Deming, Joseph Juran, Philip Crosby, Armand Feigenbaum, Kaoru Ishikawa, Genichi Taguchi, Shigeo Shingo, Taiichi Ohno, and Walter Shewhart in areas like statistical process control, quality planning, continuous improvement, zero defects, and lean manufacturing. It also describes some of their key concepts and tools, such as Deming's system of profound knowledge, Juran's quality trilogy, Crosby's absolutes of quality management, Ishikawa's cause-and-effect diagram, Taguchi's loss function, and

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    2 TQM_Contributions of Quality Gurus

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    The document summarizes the contributions of several quality gurus to the development of total quality management. It discusses the work of W. Edwards Deming, Joseph Juran, Philip Crosby, Armand Feigenbaum, Kaoru Ishikawa, Genichi Taguchi, Shigeo Shingo, Taiichi Ohno, and Walter Shewhart in areas like statistical process control, quality planning, continuous improvement, zero defects, and lean manufacturing. It also describes some of their key concepts and tools, such as Deming's system of profound knowledge, Juran's quality trilogy, Crosby's absolutes of quality management, Ishikawa's cause-and-effect diagram, Taguchi's loss function, and

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    331 views34 pages

    2 TQM - Contributions of Quality Gurus

    Uploaded by

    Bob Bin
    The document summarizes the contributions of several quality gurus to the development of total quality management. It discusses the work of W. Edwards Deming, Joseph Juran, Philip Crosby, Armand Feigenbaum, Kaoru Ishikawa, Genichi Taguchi, Shigeo Shingo, Taiichi Ohno, and Walter Shewhart in areas like statistical process control, quality planning, continuous improvement, zero defects, and lean manufacturing. It also describes some of their key concepts and tools, such as Deming's system of profound knowledge, Juran's quality trilogy, Crosby's absolutes of quality management, Ishikawa's cause-and-effect diagram, Taguchi's loss function, and

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    The key takeaways are about the contributions of various quality gurus like Deming, Juran, Feigenbaum, Ishikawa and others to the concepts of quality management.

    Deming developed statistical quality control techniques during WWII and later taught these techniques to Japanese companies. Juran followed Deming to Japan in 1954 and focused on strategic quality planning.

    Feigenbaum introduced the concepts of total quality control and continuous quality improvement in 1951 and emphasized that quality is everybody's responsibility in a business.

    Total Quality Management

    Contributions of Quality Gurus

    Quality Gurus
    W. Edwards Deming
    Developed courses during World War II to teach statistical quality-control techniques to engineers and executives of companies that were military suppliers After the war, began teaching statistical quality control to Japanese companies

    Joseph M. Juran
    Followed Deming to Japan in 1954 Focused on strategic quality planning

    Deming Juran Crosby Feigenbau m Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Quality Gurus
    Philip Crosby
    In 1979, emphasized that costs of poor quality far outweigh the cost of preventing poor quality In 1984, defined absolutes of quality management conformance to requirements, prevention, and zero defects

    Deming Armand V. Feigenbaum Juran Crosby In 1951, introduced concepts of total quality control Feigenbau and continuous quality improvement m Ishikawa Kaoru Ishikawa Taguchi Promoted use of quality circles Shigeo Developed fishbone diagram Shingo Emphasized importance of internal customer Taiichi Ohno Shewhart

    Quality Gurus
    Genichi Taguchi
    Emphasized variation reduction, Taguchi loss function

    Shigeo Shingo
    Developed Poka-Yoke and Source inspection systems

    Taiichi Ohno

    Father of Toyota Production System Juran Influenced areas like JIT and Lean manufacturing Crosby

    Deming

    Walter Shewhart
    In 1920s, developed control charts Introduced the term quality assurance

    Feigenbau m Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Demings Chain Reaction


    Improve Quality Provide jobs and more jobs Stay in business Cost decreases because of less rework, fewer mistakes, fewer delays, better use of machine time and materials Productivity improves Capture the market with better quality and lower price

    The Deming Cycle or PDCA Cycle


    PLAN Plan a change to the process. Predict the effect this change will have and plan how the ACT DO effects will be measured Adopt the change as a Implement the permanent change on a small modification to the scale and measure process, or abandon it the effects CHECK Study the results to learn what effect the change had, if any

    Demings 14 Principles
    1. Create a vision and show commitment 2. Learn the new philosophy 3. Understand inspection 4. Stop decision making solely on cost 5. Improve constantly 6. Institute training 7. Institute leadership 8. Drive out fear 9. Optimize team efforts 10.Eliminate exhortations to workers 11.Eliminate numerical quotas 12.Remove barriers to workmanship pride 13.Encourage selfimprovement 14.Take action

    Demings Deadly Diseases


    1. 2. 3. 4. 5. Lack of constancy of purpose Emphasis on short-term profits Performance Appraisal Mobility of Management Running a company on visible numbers only

    Demings System of Profound Knowledge


    Appreciatio n for System Knowledge about Variation

    Knowledge of Psychology

    Theory about Knowledge

    Appreciation for System


    Most organizational processes are cross-functional Parts of a system must work together Every system must have a purpose Management must optimize the system as a whole

    Appreciation for System

    Knowledge about Variation

    Knowledge of Psychology

    Theory about Knowledge

    Knowledge about Variation


    Many sources of uncontrollable variation exist in any process Excessive variation results in product failures, unhappy customers, and unnecessary costs Statistical methods can be used to identify and quantify variation to help understand it and lead to improvements
    Appreciation for System Knowledge about Variation

    Knowledge of Psychology

    Theory about Knowledge

    Theory of Knowledge
    Knowledge is not possible without theory Experience alone does not establish a theory, it only describes Theory shows cause-and-effect relationships that can be used for prediction
    Appreciation for System Knowledge about Variation

    Knowledge of Psychology

    Theory about Knowledge

    Knowledge of Psychology
    People are motivated intrinsically and extrinsically Fear is demotivating Managers should develop pride and joy in work

    Appreciation for System

    Knowledge about Variation

    Knowledge of Psychology

    Theory about Knowledge

    Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Jurans Quality Trilogy


    Quality Planning Identify who are the customers Determine the needs of those customers Develop a product that can respond to those needs Optimize the product features so as to meet our needs and customer needs
    Quality Planning Quality Control

    Quality Improveme nt

    Jurans Quality Trilogy


    Quality Improvement Develop a process which is able to produce the product Optimize the process Quality Control Prove that the process can produce the product under operating conditions with minimal inspection Transfer the process to Operations Quality Quality
    Planning Quality Improveme nt Control

    Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Crosbys Absolutes for Quality Management


    First Absolute Definition of quality is conformance to requirements, not goodness Second Absolute System of quality is prevention Third Absolute Performance standard is zero defects Fourth Absolute Measurement of quality is the price of nonconformance

    Crosbys Zero Defects


    Zero Defects philosophy believes in total perfection or to do the job right the first time Errors or defects are caused by two factors:
    Lack of knowledge Lack of attention

    Crosbys Fourteen Steps for Quality Improvement


    Management Commitment Quality Improvement Team Measurement Cost of Quality Quality Awareness Corrective Action Zero Defects Planning Employee Education Zero Defects Goal Setting Error Cause Removal Recognition Quality Council Do it all Over Again

    Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Feigenbaums Total Quality


    Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction The two fundamental concepts: 1. Quality is everybodys job 2. Because quality is everybodys job in a business, it may become nobodys job

    Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Ishikawas expansion of Deming Cycle


    Act
    Take appropriate action Determine goals and targets

    Plan

    Determine methods of reaching goals Engage in education and training Implement work

    Check the effects of implementation

    Chec k

    Do

    Ishikawa Diagram
    Also known as Cause and Effect Diagram or C&E Diagram Fishbone Diagram
    Man Machin e

    Effect

    Metho d

    Material

    Environme nt

    5 Whys and the Fishbone Diagram


    Problem Statement: You are on your way home from work and your car stops in the middle of the road 1. Why did your car stop?
    Because it ran out of gas Because I didnt buy any gas on my way to work Because I didnt have any money Because I lost it all last night in a poker game

    1. Why did it run out of gas? 1. Why didnt you buy any gas this morning? 1. Why didnt you have any money? 1. Why did you lose your money in last nights poker game?
    Because Im not very good at bluffing when I dont have a good hand

    Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Taguchi Loss Function


    Way to show how each non-perfect part produced, results in a loss for the company
    L(y)

    L(y) = k (y - m)2 y = Actual measurement m = Target value L = Loss, a function of y k = Constant

    Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

    Shingos Poka-Yoke
    Mistake Proofing An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as
    Forgetfulness Misunderstanding Errors in identification Lack of experience Absentmindedness Delays, or Malfunctions

    Recap
    Quality Gurus Deming Juran Crosby Feigenbaum Ishikawa Taguchi Shigeo Shingo Taiichi Ohno Shewhart

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