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The Total Quality Approach To Quality Management
The Total Quality Approach To Quality Management
The Total Quality Approach To Quality Management
Objectives:
1.Learn what is Quality and Total Quality Approach. 2.Know the historic development of Total Quality 3.Examine the Key Elements of Total Quality 4.To know the Total Quality Pioneers
The Total Quality Approach to Quality Management There are only three types of people: those who makes things happen, those who watch things happen, and those who say, What happened? Ann Landers
What is QUALITY?
Definition of Quality of different people and different organization: Fred Smith (CEO of FedEx): - performance to standard expected by the customer GSA: - meeting the customers needs the first time every time. Boeing: - providing our customers with products and services that consistently meet their needs and expectations. U.S. Department of Defense (DOD): - doing the right thing right the first time.
Although no universally accepted definition of quality exist, common elements can be extracted:
Quality involves meeting or exceeding customer expectations
Total quality is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its product, services, people, process, and environment.
People who contributed in meaningful ways to the development of the various concepts of total quality
W. Edward Deming
Joseph M. Juran Philip B. Crosby
1. W. Edwards Deming
William Edwards Deming (October 14, 1900 - December 20, 1993) was an American statistician, college professor, author, lecturer, and consultant. Deming is widely credited with improving production in the United States during World War II, although he is perhaps best known for his work in Japan. There, from 1950 onward he taught top management how to improve design (and thus service), product quality, testing and sales (the latter through global markets). Deming made a significant contribution to Japan's becoming renowned for producing innovative high-quality products. Deming is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage
The plandocheckact cycle is a fourstep model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for
continuous improvement.
As a model for continuous improvement. When starting a new improvement project. When developing a new or improved design of a process, product or service. When defining a repetitive work process. When planning data collection and analysis in order to verify and prioritize problems or root causes. When implementing any change.
Procedure
Plan. Recognize an opportunity and plan a change. Do. Test the change. Carry out a small-scale study.
Check. Review the test, analyze the results and identify what
youve learned.
Act. Take action based on what you learned in the study step:
If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.
10. Eliminate slogans, exhortations, and targets asking for zero defects or new
levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11. Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership. 12. Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict.
1. Lack of constancy of purpose. 2. Emphasis on short-term profits. 3. Evaluation by performance, merit rating, or annual review of performance. 4. Mobility of management. 5. Running a company on visible figures alone. 6. Excessive medical costs. 7. Excessive costs of warranty, fueled by lawyers who work for contingency fees.
2. Joseph M. Juran
Joseph Moses Juran (b. December 24, 1904) is an American industrial engineer and philanthropist. Juran is known as a business and industrial quality "guru," while making significant contributions to management theory, human resource management and consulting as well. He wrote several books, and is known worldwide as one of the most important 20th century thinkers in quality management.
1. Achieve structured improvements on a continual basis combined with dedication and a sense of urgency
He would also include four major principles. First, quality is "conformance to requirements, second, management system is prevention, third, the performance standard is zero defects , and the measurement system is the cost of quality.
Crosby's prescription for quality improvement was a 14 step program. His belief was that a company that established a quality program will see savings that pays off the quality program and even more than expected. ("quality is free").
He would also include four major principles. First, quality is "conformance to requirements, second, management system is prevention, third, the performance standard is zero defects , and the measurement system is the cost of quality.
Crosby's prescription for quality improvement was a 14 step program. His belief was that a company that established a quality program will see savings that pays off the quality program and even more than expected. ("quality is free").
1. Determination
2. Education 3. Implementation
1. Make it clear that management is committed to quality for the long term 2. Form cross-departmental quality teams 3. Identify where current and potential problem exist 4. Assess the cost of quality and explain how it is used as a management tool 5. Increase the quality awareness and personal commitment of all employees 6. Take immediate action to correct problems identified 7. Establish a zero defect program