Transcript Introduction to Statistical Quality Control, 5th edition

Introduction to TQM
Gülser Köksal
© 2007-2010
Definitions and Meaning of Quality
The Eight Dimensions of Quality for Products
1.
2.
3.
4.
5.
6.
7.
8.
Performance
Reliability
Durability
Serviceability
Aesthetics
Features
Perceived Quality
Conformance to Standards
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Dimensions of Quality For Services
Reliability / Consistency
Completeness
Understanding
Security
Credibility
Responsiveness
Competence
Accessibility
Courtesy
Communication
3
•This is a traditional definition
•Quality of design
•Quality of conformance
4
This is a modern definition of quality
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The Transmission Example
6
• The transmission example illustrates the utility of this definition
• An equivalent definition is that quality improvement is the
elimination of waste. This is useful in service or transactional
businesses.
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Importance of Quality
• Costs & market
share
• Company’s
reputation
• Product
liability
• International
implications
Market Gains
Reputation
Volume
Price
Increased
Profits
Improved
Quality
Lower Costs
Productivity
Rework/Scrap
Warranty
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Terminology
9
Terminology (cont’d)
• Specifications
– Lower specification limit
– Upper specification limit
– Target or nominal values
• Defective or nonconforming product
• Defect or nonconformity
• Not all products containing a defect are
necessarily defective
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Management Aspects of Quality Improvement
Effective management of quality requires the
execution of three activities:
1. Quality Planning
2. Quality Assurance
3. Quality Control and Improvement
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Quality control
by inspection
Statistical
quality control
Total quality
control
Total quality
management
ISO 9000
standard series
1930
1950
M.J. Harry
J. Welch
S. Shingo
Y. Akao
G. Taguchi
A. Feigenbaum
P. Crosby
J.M. Juran
W.E. Deming
W.A. Shewhart
F.W. Taylor
Evolution of Quality Control and Management
Six sigma
Scientific approaches such as
statistical process control, total
productive maintenance,
quality function deployment
1990
Adapted from: Park (2003)
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Change of Emphasis in Total Quality
 Quality of products
 Reduction of cost
Products
Processes
 Reduction in time-to-market
 Quality of services
 Innovation
 Environmental, social and
Services
Customers/stakeholders
Environment
individual responsibility
Society
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Walter A. Shewart (1891-1967)
• Trained in engineering and physics
• Long career at Bell Labs
• Developed the first control chart
about 1924
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Quality Philosophies and Management Strategies
W. Edwards Deming
• Taught engineering, physics in the
1920s, finished PhD in 1928
• Met Walter Shewhart at Western
Electric
• Long career in government
statistics, USDA, Bureau of the
Census
• During WWII, he worked with
US defense contractors, deploying
statistical methods
• Sent to Japan after WWII to work
on the census
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Deming
• Deming was asked by JUSE to lecture on
statistical quality control to management
• Japanese adopted many aspects of Deming’s
management philosophy
• Deming stressed “continual never-ending
improvement”
• Deming lectured widely in North America
during the 1980s; he died 24 December 1993
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Deming’s 14 Points
1. Create constancy of purpose toward improvement
2. Adopt a new philosophy, recognize that we are in a time of
change, a new economic age
3. Cease reliance on mass inspection to improve quality
4. End the practice of awarding business on the basis of price
alone
5. Improve constantly and forever the system of production and
service
6. Institute training
7. Improve leadership, recognize that the aim of supervision is
help people and equipment to do a better job
8. Drive out fear
9. Break down barriers between departments
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14 Points (cont’d)
10. Eliminate slogans and targets for the workforce such as zero
defects
11. Eliminate work standards
12. Remove barriers that rob workers of the right to pride in the
quality of their work
13. Institute a vigorous program of education and selfimprovement
14. Put everyone to work to accomplish the transformation
Note that the 14 points are about change
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Deming’s Deadly Diseases
1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Performance evaluation, merit rating, annual
reviews
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive medical costs for employee health care
7. Excessive costs of warrantees
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Joseph M. Juran
• Born in Romania (1904),
immigrated to the US
• Worked at Western Electric,
influenced by Walter
Shewhart
• Emphasizes a more strategic
and planning oriented
approach to quality than
does Deming
• Juran Institute is still an
active organization
promoting the Juran
philosophy and quality
improvement practices
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The Juran Trilogy
1. Planning
2. Control
3. Improvement
•
•
•
These three processes are interrelated
Control versus breakthrough
Project-by-project improvement
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Some of the Other “Gurus”
• Kaoru Ishikawa
– Son of the founder of JUSE, promoted widespread use of
basic tools
• Armand Feigenbaum
– Author of Total Quality Control, promoted overall
organizational involvement in quality,
– Three-step approach emphasized quality leadership, quality
technology, and organizational commitment
• Lesser gods, false prophets
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Total Quality Management (TQM)
• Started in the early 1980s, Deming/Juran philosophy
as the focal point
• Emphasis on widespread training, quality awareness
• Training often turned over to HR function
• Not enough emphasis on quality control and
improvement tools, poor follow-through, no projectby-project implementation strategy
• TQM has been unsuccessful in many companies
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Total Quality
Planned, aligned, customer focused
efforts by all
4
3
Many employees work towards
company objectives
2
All employees work towards their
own/departmental objectives
1
*
*
*
*
There are a few employees trying to
work towards their own/departmental
objectives
Source: Ahmet Tunçay, General Secretary of Kalder Ankara Branch, 2007.
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Key principles of TQM
•
•
•
•
•
•
•
•
•
•
•
•
•
Devotion to customer satisfaction
Continuous decrease in undesirable variation
KAIZEN: continuous improvement
Teamwork
System and technology development for competition
Planning for future
Supplier improvement and participation
Leadership
Communication and mutual respect
Continuous education
Measurement and statistics
Employee involvement and empowerment
Scientific approach to problem solving
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Customers / Stakeholders
Society
Fund providers
Previous
educational
institutions
University
Employees
Students
Suppliers
Other universities
Post-graduation
educational
institutions
Employees
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Continually Improving Processes and Systems
As J.M. Juran and W.E. Deming have maintained since
1950’s
“At least 85% of an organization’s failures are the fault of
management-controlled systems. Workers can control
fewer than 15% of the problems. In quality leadership, the
focus is on constant and rigorous improvement of every
system, not on blaming individuals for problems.”
Source: P.R. Scholtes, Total Quality Management, Peter Scholtes, Inc., 1991, 1-12.
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TQM Organization
Lean
Cross-functional teams
Leadership
Facilitation / support
Employee involvement and empowerment
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Use of Simple Scientific Tools
1. Pareto analysis
2. Flowcharts
3. Check sheets
4. Histograms
5. Scatter diagrams
6. Control charts
7. Fishbone diagram
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Basic Tools for TQM
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Implementing TQM
 Commitment by top management
 Commitment of resources
 Organization-wide steering committee
 Planning and publicizing
 Infrastructure that supports deployment and
continual improvement
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What Managers Looked For?
Systematic
Scientific
Effective
approaches that lead to bottom-line results regarding income,
profit, productivity and quality.
ISO 9000 standards series
EFQM, MBNQA quality/excellence award models
Six Sigma
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Quality Systems and Standards
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ISO 9000 and TQM
Integration
Satisfaction needs
Requirements for
competition
Industrial /
technological
needs
Fundamentals
ISO 9000
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Quality Awards
• Deming Prize
1951
• Malcolm Baldrige Quality Award
1988
• EFQM Quality Awards
1992
• National Quality Award (based on EFQM
model)
1993
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EFQM Excellence Model
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Six Sigma
• A disciplined and analytical approach to process and product improvement
• Specialized roles for people; Champions, Master Black belts, Black Belts,
Green Belts
• Top-down driven (Champions from each business)
• BBs and MBBs have responsibility (project definition, leadership,
training/mentoring, team facilitation)
• Involves a five-step process (DMAIC) :
– Define
– Measure
– Analyze
– Improve
– Control
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Six Sigma Helps Identify and Reduce Process
Variability
Lower
specification
limit
Upper
specification
limit
(a) Inspection
( Some bad units accepted;
the “lot” is good or bad)
(b) Statistical process
control – [Keep the
process in “control”]
(c) [Design a six sigma
process that is in control]
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What Makes it Work?
• Successful implementations characterized by:
– Committed leadership
– Use of top talent
– Supporting infrastructure
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•
•
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Formal project selection process
Formal project review process
Dedicated resources
Financial system integration
• Project-by-project improvement strategy
(borrowed from Juran)
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Quality Costs
“Costs of poor quality are huge, but the amounts are not known with precision. In most
companies, the accounting system provides only a minority of the information needed to
quantify this cost of poor quality”
Juran on Quality by Design, The Free Press (1992), p. 119
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