SF

Industrial Revolution

Ø  a period of major mechanization and innovation that began in Great Britain.

Craftmanship

Continue the used of symbols too represent the reputation or quality of the product.

The Factory System

Believed that quality can be achieved by having skilled workers and quality can be measured through audits and inspection.

The Taylor System

the goal was to increase productivity without increasing the number of skilled craftsmen.

World War II

Ø  During this period, quality became a critical component of the war effort and an important safety issue.

Ø  the armed forces began to use sampling inspection to replace unit-by-unit inspection.

Ø  The armed forces also helped suppliers improve quality by sponsoring training courses in Walter Shewhart’s statistical quality control (SQC) techniques.

Joseph M. Juran and W. Edwards Deming.

Key to the development of the total quality management techniques that industries still rely on today were experts such as 

Joseph M. Juran

Ø  He is considered by many to be the father of many of the quality management techniques still used in industry today.

Pareto Principle

dentifying the “vital few and the trivial many” - roughly 80% of the effects or outcomes come from 20% of the causes, meaning a small percentage of factors ("the vital few") contribute significantly more to the overall result than the majority ("the trivial many"). 

Management Theory

change of thinking away from mere focus on the quality of the end product, to a wider examination of the human dimension of quality management. Education and training for managers in the workplace is as important as the nuts and bolts of the manufacturing process,

Juran Trilogy

1.      quality planning (the design stage), quality control (ongoing inspections to ensure that processes are in control) and quality improvement (including proactive refinement of processes to improve processes).

W. Edwards Deming

Ø  Inspired by the statistical quality control principles of Walter Shewhart.
Ø  interested in expanding Shewhart’s techniques beyond manufacturing, to administrative and management activities.

Ø  became a consultant of ford motors– ultimately claiming that management actions were responsible for 85% of quality problems.

W. Edwards Deming

Ø  leading management thinker in the field of quality. His philosophy espouses cooperation, and continual improvement for both individuals and organizations. An essential element is that it avoids apportioning blame, but instead recognizes mistakes as opportunities for improvement

W. Edwards Deming

Ø  Don’t look for a person who made the mistake but take it as an opportunity for improvement.

W. Edwards Deming

Ø  known for his work in Japan after World War II, where he helped Japanese companies improve their quality and productivity. He is best known for his "14 Points for Management," which outline the key principles of quality management, and his emphasis on the importance of statistical process control and continuous improvement.

Joseph M. Juran

Ø  well-deserved reputation as the founder of a range of quality management techniques. His quality management approach is based on three key principles: the Pareto principle; quality management principles; and the Juran Trilogy – quality planning, quality control, and quality improvement

Joseph M. Juran

Ø  one of the pioneers of the modern quality management movement and is known for his development of the "Juran Trilogy," 

Armand V. Feigenbaum

Ø  He is known for his work on total quality control, and quality costs. He is the originator of the concept of the “hidden plant,” the assertion that a proportion of the capacity of every factory is wasted due to not getting things right first time.

Armand V. Feigenbaum

Ø  He also introduced the idea of the "cost of quality" as a way to measure the impact of poor quality on an organization.

cost of quality

as a way to measure the impact of poor quality on an organization.

Hidden Plant

is basically considering not getting things first right as a waste

Walter A. Shewhart

Ø  He honed his skills while working at Bell Telephone, where his work focused on reducing variation in a manufacturing process. He was recognized as the originator of statistical quality control (SQC) and also created the “Shewhart cycle”, or “Plan-Do-Check-Act” (PDCA).

Walter A. Shewhart

Ø  credited with developing the concept of "statistical process control," which involves using statistical methods to monitor and control manufacturing processes to produce goods of consistent quality. also introduced the idea of "control charts," which are graphical tools used to monitor process performance over time and identify when a process is out of control. 

Quality improvement

is the reduction of variability in processes and products”

Shigeo Shingo

Ø  He was a frontrunner in continuous process improvement and operational excellence. He developed the concept of the Single-Minute Exchange of Die (SMED), aimed at cutting waste in manufacturing processes. His ideas have impacted Lean Six Sigma principles such as increasing operational efficiency, and nurturing a culture of continuous process improvement.

SMED

Ø  a lean manufacturing technique that aims to significantly reduce the time needed to change equipment setups.

Toyota Production System

( aims to eliminate waste and achieve the best possible efficiency 

yokeru

Ø  means to avoid

poka

means inadvertent (not resulting from or achieved through deliberate planning) errors

poka-yoke 

more or less translates to avoiding inadvertent errors.

Philip Crosby

Ø  He found fame on publication of his book Quality is Free, in 1979. In addition to that, he is known for the principle of “doing it right the first time” (DIRFT) and the Four Absolutes of Quality. (The performance standard of “Zero Defects” is the third absolute.)

Genichi Taguchi

Ø  pushes the concepts of quality and reliability back to the design stage. It constitutes an efficient technique for designing product tests prior to the commencement of manufacturing, so ensuring quality, not defect, is designed in.

Kaoru Ishikawa

Ø  He introduced the concept of quality circles and was a fervent believer in the need for quality to be company-wide. He is arguably best-known for the Ishikawa Diagram – also known as the fishbone or cause and effect diagram – used to identify the root cause of an event and commonly employed in quality defect prevention initiatives.

Taiichi Ohno

Ø  A Japanese industrial engineer and businessman known for contributing to the Toyota Production System (TPS) development

Taiichi Ohno

Ø  He is credited with developing the "just-in-time" production method, which involves producing only the amount of goods needed at a given time, and the "kanban" system. 

Kanban

a Japanese term that translates to "visual signal" or "card," is a work management system that helps organizations visualize and control their workflow.  scheduling system for lean manufacturing. 

Dr. Joseph A. DeFeo

The Chairman and CEO of Juran, is one of the world’s leading experts on transformational change and breakthrough quality management. He has been at the forefront of his field for over 35 years and has advised numerous businesses and business leaders, helping them to increase sales, reduce costs, and improve customer experience.

Dr. Joseph A. DeFeo

has dedicated his life’s work to the pursuit of helping organizations across the globe improve the quality of their products, processes, people and profit. As one of the world’s leading experts on the development of effective and efficient quality and operational excellence programs, he has worked as a trusted advisor to a multitude of businesses and business leaders – helping them to increase sales, reduce costs and improve their overall customer experience.

Noriaki Kano

He is recognized that different attributes of a product or service had different levels of value to a customer, meaning some created higher levels of customer loyalty. From that he developed the Kano model – a ranking system that distinguishes between essential and differentiating attributes related to concepts of customer quality. He is the author of books including Guide to TQM in Service Industries.

5 types of Customer Requirements

ü  Must-be (or must have) features.

ü  Performance features.

ü  Attractive features.

ü  Indifferent features.

ü  Reverse features.

INDUSTRIAL QUALITY CONTROL

A systematic and structured process used in manufacturing and production to ensure that products meet defined quality standards and specifications

INDUSTRIAL QUALITY CONTROL

. Its primary purpose is to identify and rectify defects, nonconformities, or product or process variations, guaranteeing consistent quality and reliability.

QUALITY

Ø  based on the viewpoint that products and services must meet the requirements of those who use them.

QUALITY

Is the totality of features and characteristics of a product that bears on its ability to satisfy the stated or implied needs.

ASQC

American Society for Quality Control

QUALITY

It is the degree to which a set of inherent characteristics of an object fulfills requirements

PRODUCTQUALITY

It refers to the characteristics, features, and attributes of a product that determine its ability to meet customer expectations and perform its intended function

SERVICE QUALITY

It is not only determined by the technical aspects of the service, such as reliability, speed, and accuracy, but also by the emotional aspects, such as empathy, responsiveness, and courtesy.

SERVICE QUALITY

how an organization understands its users’ needs and fulfills their expectations. Understanding how to improve the service quality of your product is the key step to growth for any organization.

PRDSAFPC

8 DIMENSIONS OF QUALITY

PERFORMANCE

Ø  Will the product do the intended job?

Ø  What a product does: product's primary operating characteristics. In an automobile acceleration, handling, cruising speed, and comfort

RELIABILITY

Ø  How often does the product fail?

Ø  How well a product performs over time:  reflects the probability of a product malfunctioning or failing within a specified time period

DURABILITY

Ø  How long does the product last?

Ø  a measure of product life

SERVICEABILITY

Ø  How easy is it to repair the product?

Ø  if it fails how easy it is to repair

AESTHETIC

Ø  What does the product look like?

Ø  How a product looks, a subjective dimension of quality. 

FEATURES

Ø  What does the product do?

Ø  What a product has: secondary aspects of performance, supplement their basic functioning.

PERCEIVED QUALITY

Ø  What is the reputation of the company or its product?

Ø  Since most customers do not have complete info about the product, they tend to relay on the product brand or brand reputation. How customers perceive a product's overall quality

CONFORMANCE TO STANDARDS

Ø  Is the product made exactly as the designer intended?

Ø  How closely a product meets its specifications

QUALITY OF CONFORMANCE

It is the degree to which a product's design and operating characteristics meet established standards or specifications.

QUALITY OF CONFORMANCE

a quality management term that measures how well a product, service, or process meets its specifications. 

QUALITY OF CONFORMANCE

It's a measure of how well the final product aligns with its intended design. 

QUALITY OF CONFORMANCE

This where we would use the statistical process control tools such as scatter diagram, histogram, pareto chart, check sheet, fishbone diagram, control charts, and flowcharts.

Type of quality assurance used.

Preventive, Detective, Corrective, and Assessment

QUALITY CONTROL

Is the operational techniques and activities that are used to fulfill the requirements for quality

QUALITY CONTROL

Procedures done to ensure that a manufactured product or performed service adheres to a defined set of quality criteria or meets the requirements of the client or customer. 

QUALITY CONTROL

What a worker does to ensure the quality while performing the task

QUALITY ASSURANCE

Is all systematic and planned actions which are necessary to provide adequate confidence that a product or service will satisfy the given requirement for quality

QUALITY ASSURANCE

refers to the confirmation that specified requirements have been met by a product or service, QC refers to the actual inspection of these elements while QA is more on verification.

QUALITY ASSURANCE

The activity of providing the evidence needed to establish confidence that the quality function is being performed adequately.

QUALITY ASSURANCE

It is more on confirmation or verification whether or not the product or services meets the intended specifications or standards

QUALITY MANAGEMENT

a systematic set of operating procedures which is company wide, documented, implemented and maintained while ensuring the growth of business in a consistent manner

QUALITY MANAGEMENT

Refers to what the organization does to ensure its services or products satisfy the customer’s quality requirements.

QUALITY PLANNING

It includes the activities necessary to define and specify the intended quality of a product or service, as well as the consequential requirements on product design, process design and manufacturing engineering, process control, and product inspection and test.

QUALITY CONTROL

 It includes all activities necessary to make sure that products meet all requirements and that processes meet their specifications

 

QUALITY IMPROVEMENT

It includes the activities necessary to identify improvement needs and opportunities, to define and implement improvement actions, and to verify their effectiveness.       

QUALITY INFORMATION

 It includes all the information, internal and external to the company, that is needed for the quality planning, control, and improvement processes.

TOTAL QUALITY MANAGEMENT

The latest approach

TOTAL QUALITY MANAGEMENT

It is the process of individual & organization development the purpose of which is to increase the level of satisfaction of all the stakeholders

TOTAL QUALITY MANAGEMENT

involves an entire organization in improving its products and services to meet customer expectations. TQM focuses on long-term success and continuous improvement rather than short-term financial gain

ISO SYSTEM

A set of quality standards governing the documentation requirement of a system

ISO 9001:2015

Quality Management System

Quality Management System

an organization to establish policies and objectives, and processes to achieve their objectives.

ISO 21001:2018

   Educational Organizations Management System

ISO 14001:2015

Environmental Management System

Environmental Management System

ensuring the organization is taking proactive measures to minimize their environmental footprint, comply with relevant legal requirements, and achieve their environmental objectives. Framework: from resource usage and waste management to monitoring environmental performance and involving stakeholders in environmental commitments.

ISO 17025

Testing and Laboratories

Testing and Laboratories

demonstrate that they operate competently and generate valid results

SA 8000

Social Accountability International

Social Accountability International

SA 8000

medieval Europe

core concepts of quality control can be traced back as far as

PROBLEM

a deviation from normal expectations

SYMPTOM

is an effect of a probleM

SOLUTION

a way to correct a deviation from normal expectations.

three separate phases

DEFINE THE PROBLEM, PROBLEM SOLVING WHEEL, AND IMPLEMENTATION STAGES

THE PROBLEM-SOLVING WHEEL

find workable solutions to a problem. It is a systematic way to find root causes and solutions.

Identify Possible Causes

To generate a list of all the possible causes of a defined problem.

Investigate and fix

To identify which possible causes actually contribute to the problem, and fix those that can be acted upon immediately.

Analyze Data and Identify Root Cause/s

To identify the root cause/s of the problem.

Identify Possible Solutions

To identify possible solutions which could be used to eliminate the identified root cause(s).

. Select and Test Solutions

To select an effective, practical and implementable solution that will remove the root cause of a problem

ROADBLOCKS TO SUCCESSFUL PROBLEM SOLVING

·        Lack of Time

·        Lack of Problem Ownership

·        Lack of Recognition

·        Errors as a way of life

·        Ignorance of the importance of the problem

·        Belief that no one can do anything about some problems

·        Upper Management prioritization among schedule, cost and quality

·        People who try to protect themselves

·        Head Hunting by Management