philosophies & frameworks

leaders in quality

• edwards deming

• joseph juran

• philip corsby

• armand feigenbaum

• kaoru ishikawa

• genichi taguchi

edward deming

• PDCA cycle (link production with customer needs)

• deming 14 points

• systems of profound knowledge 

PDCA cycle 

1. plan

2. do

3. act / analyze

4. check

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Deming’s 14 points 

1. create and publish a company mission statement and commit to it

2. learn the new philosophy 

3. cease dependence on mass inspection to achieve quality. improve the process and build quality into the product

4. end business practices are driven by price alone

5. constantly improve the system of production and service

6. institute training to give the right tools and skill to employees

7. institute leadership 

8. drive out fear and create trust 

9. optimize team and individual efforts

10. eliminate exhortations or slogans for the workforce

11. eliminate numerical quotas and management by objective

12. remove barriers that rob people of pride in workmanship. remove the annual rating or merit system that ranks people and creates competition and conflict

13. encourage education and self-improvement 

14. take action to accomplish the transformation 

deming’s system of profound knowledge 

• appreciation for a system 

• understanding variation

• theory of knowledge 

• psychology 

purpose

every system must have a…

cross-functional

most organizational processes are…

excessive variation results in product / process failures

creates unhappy customers and unnecessary costs

statistical methods

can be used to identify and quantify variation to help understand it and lead to improvements

theory of knowledge 

• knowledge is not possible without theory 

• theory shows cause-and-effect relationships that can be used for prediction 

• experience alone does not establish a theory, it only describes it 

psychology

• people are motivated intrinsically and extrinsically

• fear is demotivating

joseph juran

• cost of quality

• pareto analysis

• published the quality control handbook

external failure cost - cost of poor quality

cost that arise when a defect is discovered after the customer receives the service or product

internal failure costs - cost of poor quality

costs resulting from defects that are discovered during the production of a service or product

appraisal cost - cost of avoiding poor quality

costs a company incurs to assess the performance of its processess 

prevention costs - cost of avoiding poor quality 

costs associated with preventing defects before they happen 

traditional quality management

• rigorous system of inspection

• defective products will be identified and discarded

• main decision is how many products to inspect

• prevention costs are not considered

defect levels decrease

the need for appraisal and prevention costs fall as ___

productivity improvement

quality management programs today are viewed by many companies as ___ programs

juran’s definition of quality 

• fitness for use

• quality is related to…

       — product performance tat results in customer

           satisfaction 

       — freedom from product deficiencies which avoids

           customer dissatisfaction 

pareto analysis

an economic concept that he applied to quality problems

— we see that the majority of quality problems are caused by relatively few causes

philip crosby

• wrote the book “quality is free”

• emphasized that the costs of poor quality far outweigh the costs of preventing poor quality

• zero defects

armand feigenbaum

• wrote book “total quality control”

• popularized the term, hidden factory

— manage capacity with improved quality

• three steps to quality

three steps to quality

1. quality leadership

— strong focus on planning

2. modern quality technology

— involving the entire workforce

3. organizational commitment

— supported by continuous training and motivation

kaoru ishikawa

• instrumental in developing Japanese quality strategy

• coined the term company-wide quality control in japan

• advocated the use of simple visual tools and statistical techniques 

genichi taguchi

• quality loss function

— dispells the traditional view of conformance to

specifications

• advocates robust design

quality loss function

measures poor quality by the square of the deviations from the target —> the economic value (or loss) of quality

malcolm baldrige national quality award

• created by US Congress in 1987

• strategy to increase U.S. quality competitiveness

• given annually to U.S. companies that excel in seven different quality areas

criteria for performance excellence 

• leadership 

• strategic planning

• customer focus

• measurement, analysis, and knowledge management 

• workforce focus

• process management

• business results 

deming prize

• instituted in 1951 by the union of Japanese scientist and engineers (JUSE)

• focuses on the “core quality system” rather than financial and market results

• several categories including prizes for individuals, factories, small companies

ISO 9000:2000

• Quality system standards adopted by the International Organization for Standardization in 1987

• Technical specifications and criteria to be used as rules, guidelines, or definitions of characteristics to ensure that materials, products, processes, and services are fit for their purpose

objectives of ISO standards

• improve quality of operations to continually meet customers and stakeholders needs

• provide confidence to internal management and other employees that quality system requirements are being filles

• provide confidence to customers and other stakeholders that quality requirements are being achieved 

structure of ISO 9000 standards

21 elements organized into four major sections… 

• management responsibility 

• resource management

• product realization 

• measurement, analysis, and improvement 

ISO 9000:2000 quality management principles

• customer focus

• leadership

• involvement of people

• process approach

• system approach to management

• continual improvement

• factual approach to decision making

• mutually beneficial supplier relationships

six sigma

• pioneered by Motorola in the mid-1980s and popularized by the success of general electric

Based on a statistical measure that equates to 3.4 or fewer errors or defects per million opportunities

key concepts of six sigma

• quantifiable measures as defects per million opportunities (dpmo) that can be applied to all parts an organization

• focus on corporate sponsors responsible for championing projects, supporting team activities, helping to overcome resistance to change, and obtaining resources

• create highly qualified process improvement experts who can apply improvement tools and lead teams

• provide extensive training followed followed by project team deployment

ISO

focuses on production-related processes

six sigma and baldrige

focus is more comprehensive