Quality-Gurus

Theory of Constraints (TOC)

A management framework developed by Eliyahu M. Goldratt that provides a practical approach for managing enterprises with a holistic and focused approach, eliminating conflicts between local operating-level decisions and global objectives of a company.

Process of on-going improvement (POOGI)

The five steps in applying the Theory of Constraints:Identify the system's constraint, Exploit the constraint, Subordinate everything to the constraint, Elevate the constraint, and Prevent inertia from becoming the constraint.

Walter Shewart

A statistician at Bell Labs and considered the founder of the modern quality movement. He developed the Shewart cycle (Plan-Do-Study-Act or PDCA) to manage the effects of variation in manufacturing processes and introduced quality control charts.

Shewart Cycle (PDCA Cycle)

A continuous quality improvement model consisting of four repetitive steps for continuous improvement and learning:Plan, Do, Check, and Act. It provides a framework for improving processes or systems.

W

Known as the "father of quality control," Deming initiated a transformation in the Japanese manufacturing sector after World War II. He introduced the Deming Cycle (Plan, Do, Check, Act) and emphasized constancy of purpose, the new philosophy, and the elimination of inspection.

Deming Chain Reaction

A model that explains the relationships among quality, productivity, cost, and sustainability. Deming proposed that quality improvement leads to higher productivity and lower costs.

Deming's 14-Point Methodology

Deming's approach to achieving quality improvement, including constancy of purpose, ceasing dependence on inspection, improving every process, instituting training on the job, driving out fear, breaking down barriers, and eliminating arbitrary numerical targets.

Permit pride of workmanship

Removing barriers that prevent hourly workers and management from taking pride in their work, such as abolishing annual merit ratings and management by objectives.

Encourage education

Implementing a robust education program and promoting self-improvement to ensure a knowledgeable workforce that can contribute to the organization's competitiveness.

Top management's commitment

Establishing a clear commitment from top management to constantly improve quality and productivity, and creating a structure within the management to drive and implement these principles.

Quality planning

Developing a system capable of meeting quality standards.

Quality control

Determining when corrective action is required.

Quality improvement

Seeking better ways of doing things.

Juran Trilogy

The three management processes required for continuous improvement - quality planning, quality improvement, and quality control.

Pareto principle

The principle that separates the "vital few" from the "trivial many" in activities, commonly known as the 80-20 principle.

Total quality control

Integrating quality development, maintenance, and improvement efforts in an organization to achieve optimal economic levels and customer satisfaction.

Four absolutes of quality

Crosby's principles of quality - conformance to requirements, prevention over appraisal, zero defects, and measuring the price of non-conformance.

Crosby's 14 steps

A methodology for quality improvement, including management commitment, quality improvement teams, quality measurement, cost of quality, quality awareness, corrective action, zero defects planning, supervisor training, zero defects day, goal setting, error cause removal, recognition, quality councils, and continuous improvement.

Quality circles

Small groups of employees who meet regularly to identify, analyze, and solve work-related problems.

Design of Experiments

Taguchi's approach to product design that focuses on developing robust designs and optimizing performance under varying conditions.

Robustness

The ability of a process or product to perform even in the face of uncontrollable outside influences.

Just in time (JIT)

A concept introduced by Dr. Shingo Shigeo that focuses on eliminating waste and improving efficiency by producing and delivering products or services just in time when they are needed.

Single minute exchange of dies (SMED)

Another concept by Dr. Shingo Shigeo that aims to reduce the time required to change a machine's dies or tooling, allowing for more frequent and efficient production runs.

Zero quality control (ZQC)

Dr. Shingo Shigeo's concept of shifting the focus from inspection and defect detection to preventing defects from occurring in the first place through process improvement and error-proofing techniques.

Matrix experiment

A design of experiment method used to study multiple factors simultaneously by varying their levels systematically and analyzing the effects on the response variable.

Data analysis procedure

The systematic process of examining and interpreting the collected data from an experiment or study to draw meaningful conclusions and make informed decisions.

Verification experiment

An experiment conducted to validate the results obtained from the initial matrix experiment and ensure the effectiveness and reliability of the identified optimum levels for the control factors.

Control factors

The variables or factors in an experiment that are manipulated or controlled by the experimenter to study their effects on the response variable.

Optimum levels

The levels of the control factors that yield the most desirable or optimal performance of the process or system under study.

Performance prediction

The process of estimating or forecasting the performance of a process or system based on the analysis of collected data and the identified optimum levels of the control factors.

Future actions

The planned actions or steps to be taken based on the results and findings of the experiment, including further improvements, adjustments, or changes to the process or system.