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Unit II Evolution of TQM
Unit II Evolution of TQM
UNIT - 2
(06ME758) VII SEM BE (MECH)
EVOLUTION OF TQM:
NOTES By:
UNIT - 2
Contribution of Quality Gurus- Edward Deming, 14 points, PDSA cycle, Joseph Juran, Quality trilogy, Crosby & quality treatment, Ishikawa and companywide quality control, Taguchi & his quality loss function.
S.B. MALLUR, Mechanical Engineering Dept, STJ Institute of Technology, Ranebennur- 581 115
E-Mail-sbmallur@rediffmail.com, sbmallur@gmail.com
A guru, by definition, is a good person, a wise person and a teacher. A quality guru should be all of these, plus have a concept and approach to quality within business that has made a major and lasting impact. The gurus mentioned in this section have done, and continue to do, that, in some cases, even after their death.
The Quality GurusDr. W. Edwards Deming, Dr. Joseph Juran, Philip Crosby, Armand V. Feigenbaum, Dr. H. James Harrington, Dr. Kaoru Ishikawa, Dr. Walter A. Shewhart, Shigeo Shingo, Frederick Taylor, and Dr. Genichi Taguchihave made a significant impact on the world through their contributions to improving not only businesses, but all organizations including state and national governments, military organizations, educational institutions, healthcare organizations, and many other establishments and organizations.
The American gurus (W. Edward Deming, Joseph, M. Juran, Armand V-Feigenbaum), more lay emphasis on the social system including employee involvement concepts. The Japanese gurus (Dr. Kaoru Ishikawa, Dr Genichi Taguchi, and Shigeo Shingo) successfully translated these into the shop floor Management systems through Just-in-time. The western gurus (Philip Crosby, Tom Peters, and Claus Moller) concentrated largely in the total quality control elements of the technical system. The total quality management philosophy is the integration of these three systems viz, the social system, the Management system and the technical system. (see Fig 1) Hence understanding of the Preaching of all these gurus makes the understanding of TQM more complete. TQM has became the key success factor for building business excellence for several organization all around the world each one of them adopt different Models and different routes but invariably all of them with one ultimate goal of becoming the best. Three groups of Quality Gurus can be identified covering the period since World War II. 1. The early Americans who took the messages of quality to the Japanese. 2. The Japanese who developed new concepts in response to the Americans' messages. 3. The new Western wave of Gurus who, following Japanese industrial success, have given rise to increased quality awareness in the West. American gurus
(W. Edward Deming, Joseph, M. Juran, Armand V-Feigenbaum)
Social system
The Japanese gurus
(Dr. Kaoru Ishikawa, Dr Genichi Taguchi, Shigeo Shingo)
Western gurus
(Philip Crosby, Tom Peters, Claus Moller)
Management systems
Technical system.
Fig.1 Integrations of total quality management philosophy by quality Gurus TQM is a leadership philosophy and strategy that is based on continuous improvement of every process, improvement of people, continuous learning, all creating transformations towards an organization that is providing excellent products and service. However, TQM may also be viewed functionally as an integration of two basic functions, i.e., Total quality control (TQC) and quality Management (QM). TQC is long term success strategy for organizations. Customer satisfaction, employee satisfaction product quality assurance in all its stages, and continuous improvement and innovation are the ingredients of TQC, whereas QM is a way of planning, organization and directly that will facilitate and integrate the capabilities and all employees for continuous improvement of anything and everything in an organization to attain excellence. Thus TQM is an organization that brings all the people together to ensure and improve product-process quality, the work environment and working culture.
concentrated on management issues and produced his famous 14 Points. He remains active today and he has attempted a summary of his 60 years experience in his System of Profound Knowledge. Joseph M Juran focused on Quality Control as an integral part of management control in his lectures to the Japanese in the early 1950s. He believes that Quality does not happen by accident, it must be planned, and that Quality Planning is part of the trilogy of planning, control and improvement. He warns that there are no shortcuts to quality. Armand V Feigenbaum is the originator of Total Quality Control. He sees quality control as a business method rather than technically, and believes that quality has become the single most important force leading to organisational success and growth.
Focused on product design quality. Developed Taguchi loss function. W. Edwards Deming Stressed managements responsibility for quality. Developed 14 Points to guide companies in quality improvement. Joseph M. Juran Defined quality as fitness for use. Developed the concept of cost of quality. Kaoru Ishikawa Developed the cause-and-effect diagrams. Identified the concept of internal customer. Armand V. Feigenbaum Introduced the concept of total quality control. Philip B. Crosby Coined the phrase quality is free. Introduced concept of zero defects. QUALITY FOR SURVIVAL Business survival now depends on quality Quality ideals are not always realised Quality costs are high both in mfg. And service sector, often it is unquantified Tqm is top management led, integrated approach oriented to customer satisfaction its elements are technology, management, people. GURU A Guruis a good man and a teacher. Above all, he must be a charismatic individual whose concept and approach to Quality within Business and possibly life generally has made a major and a lasting impact. Guru is BAHUSHRUTHA Guru is a MASTER He knows all the jobs He follows Procedures / Steps He is Mentor He handles Crisis He is a Role Model WHY A QUALITY GURU? CHANGE IS THE RESULT OF o KNOWLEDGE (What to) o SKILL (How to ) AND o DESIRE (Want to) DESIRE IS FROM INTRINSIC SOURCE SELF KNOWLEDGE & SKILL ARE FROM EXTRINSIC SOURCES. GURU IS THE EXTRINSIC SOURCE MAJOR APPROACHES. AMERICAN .TOP DOWN JAPANESE .SIMPLE TOOLS MASS EDUCATION TEAM WORK NEW WAVE .AWARENESS. Genichi Taguchi
Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and nonmanagement) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs. When he died in December 1993 at the age of ninety-three, Deming had taught quality and productivity improvement for more than fifty years. His Fourteen Points, System of Profound Knowledge, and teachings on statistical control and process variability are studied by people all over the world. His books include: Out of the Crisis (1986), The New Economics (1993), and Statistical Adjustment of Data (1943). In emphasizing management's responsibility, Deming noted that workers are responsible for 10 to 20 percent of the quality problems in a factory, and that the remaining 80 to 90 percent is under management's control. Workers are responsible for communicating to management the information they possess regarding the system. Deming's approach requires an organization-wide cultural transformation. Deming's philosophy is summarized in his famous fourteen points, and it serves as a framework for quality and productivity improvement. Instead of relying on inspection at the end of the process to find flaws, Deming advocated a statistical analysis of the manufacturing process and emphasized cooperation of workers and management to achieve high-quality products. Deming's quality methods centered on systematically tallying product defects, analyzing their causes, correcting the causes, and recording the effects of the corrections on subsequent product quality as defects were prevented. He taught that it is less costly in the long-run to get things done right the first time then fix them later.
National Medal of Technology from U. S. President Ronald Reagan because of his impact on quality in the United States. From 1946 to 1993, he was an international teacher and consultant in the area of quality improvement based on statistics, leadership, and customer satisfaction. The Deming Prize for quality was established in 1951 in Japan by JUSE and in 1980 in the United States by the Metropolitan Section of the American Society for Quality. American companies ignored Deming's teachings for years. In 1980, NBC aired the program "If Japan Can, Why Can't We?," highlighting Deming's contributions in Japan and American companies began to discover Deming. His ideas were used by major U.S. corporations as they sought to compete more effectively against foreign manufacturers. As a consultant, Deming continued to conduct Quality Management seminars until just days before his death in 1993.
Common causes are due to the inherent design and structure of the system. It is management's responsibility to reduce or eliminate common causes. Special causes are external to the system, and it is the responsibility of operating personnel to eliminate such causes. Common causes of variation generally account for about 80 to 90 percent of the observed variation in a production process. The remaining 10 to 20 percent are the result of special causes of variation, often called assignable causes. Factors such as bad material from a supplier, a poorly trained operator or excessive tool wear are examples of special causes. If no operators are trained, that is system problem, not a special cause. The system has to be changed.
A set of functions or activities within an organisation that work together for achieving the objectives of the organisation; Composed of many smaller, interacting subsystems such as stockholders, employees, customers, community, and the environment - to gain over the long term; It is a basic understanding of statistical theory and variation; It is the theory of knowledge. There was no knowledge without theory, and experience alone would not establish theory. Experience only describes; it cannot be tested or validated. Theory shows the cause-and-effect relationship that can be used for prediction; The last component of theory of profound knowledge is psychology. Psychology helps us to understand people, interaction between people and circumstance, interaction between leaders and employees. Psychology helps us to nurture and preserve these positive innate attributes of people;
Deming believed that traditional management practices, such as the Seven Deadly Diseases listed below, significantly contributed to the American quality crisis. 1. 2. Lack of constancy of purpose to plan and deliver products and services that will help a company survive in the long term. Emphasis on short-term profits caused by short-term thinking (which is just the opposite of constancy of purpose), fear of takeovers, worry about quarterly dividends, and other types of reactive management. Performance appraisals (i.e., annual reviews, merit ratings) that promote fear and stimulate unnecessary competition among employees. Mobility of management (i.e., job hopping), which promotes short-term thinking. Management by use of visible figures without concern about other data, such as the effect of happy and unhappy customers on sales, and the increase in overall quality and productivity that comes from quality improvement upstream. Excessive medical costs, which now have been acknowledged as excessive by federal and state governments, as well as industries themselves. Excessive costs of liability further increased by lawyers working on contingency fees.
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1. Create constancy of purpose toward improvement of product and service. Develop a plan to be competitive and stay in business. Everyone in the organization, from top management to shop floor workers, should learn the new philosophy. 2. Adopt the new philosophy. Commonly accepted levels of delays, mistakes, defective materials, and defective workmanship are now intolerable. We must prevent mistakes. 3. Cease dependence on mass inspection. Instead, design and build in quality. The purpose of inspection is not to send the product for rework because it does not add value. Instead of leaving Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 8
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the problems for someone else down the production line, workers must take responsibility for their work. Quality has to be designed and built into the product; it cannot be inspected into it. Inspection should be used as an information-gathering device, not as a means of "assuring" quality or blaming workers. Don't award business on price tag alone (but also on quality, value, speed and long term relationship). Minimize total cost. Many companies and organizations award contracts to the lowest bidder as long as they meet certain requirements. However, low bids do not guarantee quality; and unless the quality aspect is considered, the effective price per unit that a company pays its vendors may be understated and, in some cases, unknown. Deming urged businesses to move toward single-sourcing, to establish long-term relationships with a few suppliers (one supplier per purchased part, for example) leading to loyalty and opportunities for mutual improvement. Using multiple suppliers has been long justified for reasons such as providing protection against strikes or natural disasters or making the suppliers compete against each other on cost. However, this approach has ignored "hidden" costs such as increased travel to visit suppliers, loss of volume discounts, increased set-up charges resulting in higher unit costs, and increased inventory and administrative expenses. Also constantly changing suppliers solely on the base of price increases the variation in the material supplied to production, since each supplier's process is different. Continuously improve the system of production and service. Management's job is to continuously improve the system with input from workers and management. Deming was a disciple of Walter A. Shewhart, the developer of control charts and the continuous cycle of process improvement known as the Shewhart cycle. Deming popularized the Shewhart Cycle as the Plan-Do-Check-Act (PDCA) or Plan-Do-Study-Act (PDSA) cycle; therefore, it is also often referred to as the Deming cycle. In the planning stage, opportunities for improvement are recognized and operationally defined. In the doing stage, the theory and course of action developed in the previous stage is tested on a small scale through conducting trial runs in a laboratory or prototype setting. The results of the testing phase are analyzed in the check/study stage using statistical methods. In the action stage, a decision is made regarding the implementation of the proposed plan. If the results were positive in the pilot stage, then the plan will be implemented. Otherwise alternative plans are developed. After full scale implementation, customer and process feedback will again be obtained and the process of continuous improvement continues. Institute training on the job. When training is an integral part of the system, operators are better able to prevent defects. Deming understood that employees are the fundamental asset of every company, and they must know and buy into a company's goals. Training enables employees to understand their responsibilities in meeting customers' needs. Institute leadership (modern methods of supervision). The best supervisors are leaders and coaches, not dictators. Deming high-lighted the key role of supervisors who serve as a vital link between managers and workers. Supervisors first have to be trained in the quality management before they can communicate management's commitment to quality improvement and serve as role models and leaders. Drive out fear. Create a fear-free environment where everyone can contribute and work effectively. There is an economic loss associated with fear in an organization. Employees try to please their superiors. Also, because they feel that they might lose their jobs, they are hesitant to ask questions about their jobs, production methods, and process parameters. If a supervisor or manager gives the impression that asking such questions is a waste of time, then employees will be more concerned about pleasing their supervisors than meeting long-term goals of the organization. Therefore, creating an environment of trust is a key task of management. Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 9
9. Break down barriers between areas. People should work cooperatively with mutual trust, respect, and appreciation for the needs of others in their work. Internal and external organizational barriers impede the flow of information, prevent entities from perceiving organizational goals, and foster the pursuit of subunit goals that are not necessarily consistent with the organizational goals. Barriers between organizational levels and departments are internal barriers. External barriers are between the company and its suppliers, customers, investors, and community. Barriers can be eliminated through better communication, cross-functional teams, and changing attitudes and cultures. 10. Eliminate slogans aimed solely at the work force. Most problems are system-related and require managerial involvement to rectify or change. Slogans don't help. Deming believed that people want to do work right the first time. It is the system that 80 to 90 percent of the time prevents people from doing their work right the first time. 11. Eliminate numerical goals, work standards, and quotas. Objectives set for others can force suboptimization or defective output in order to achieve them. Instead, learn the capabilities of processes and how to improve them. Numerical goals set arbitrarily by management, especially if they are not accompanied by feasible courses of action, have a demoralizing effect. Goals should be set in a participative style together with methods for accomplishment. Deming argued that the quota or work standard system is a short-term solution and that quotas emphasize quantity over quality. They do not provide data about the process that can be used to meet the quota, and they fail to distinguish between special and common causes when seeking improvements to the process. 12. Remove barriers that hinder workers (and hinder pride in workmanship). The direct effect of pride in workmanship is increased motivation and a greater ability for employees to see themselves as part of the same team. This pride can be diminished by several factors: (1) management may be insensitive to workers' problems; (2) they may not communicate the company's goals to all levels; and (3) they may blame employees for failing to meet company goals when the real fault lies with the management. 13. Institute a vigorous program of education and self improvement. Deming's philosophy is based on long-term, continuous process improvement that cannot be carried out without properly trained and motivated employees. This point addresses the need for ongoing and continuous education and self-improvement for the entire organization. This educational investment serves the following objectives: (1) it leads to better motivated employees; (2) it communicates the company goals to the employees; (3) it keeps the employees up-to-date on the latest techniques and promotes teamwork; (4) training and retraining provides a mechanism to ensure adequate performance as the job responsibilities change; and (5) through increasing job loyalty, it reduces the number of people who "job-hop." 14. Take action to accomplish the transformation. Create a structure in top management that will promote the previous thirteen points. It is the top management's responsibility to create and maintain a structure for the dissemination of the concepts outlined in the first thirteen points. Deming felt that people at all levels in the organization should learn and apply his Fourteen Points if statistical process control is to be a successful approach to process improvement and if organizations are to be transformed. However, he encouraged top management to learn them first. He believed that these points represent an all-or-nothing commitment and that they cannot be implemented selectively.
four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.
1950s, Deming taught that 'the consumer is the most important part of the production line'. One useful portrayal of the Deming philosophy, the Joiner Triangle, shows this concern with the customer. The word 'obsession' conveys the profound and primary importance of quality. Deming was concerned with delighting, rather than merely satisfying customers. The Joiner Triangle shows that such quality is achieved by total teamwork and the 'scientific approach'. Certain features of his later teachings in America were based on such foundations. In his seminars in America in 1980, he spoke of the need for 'the total transformation of Western Style of Management'. He produced his 14 Points for Management, in order to help people understand and implement the necessary transformation. Deming said that adoption of, and action on, the 14 points are a signal that management intend to stay in business. They apply to small or large organizations, and to service industries as well as to manufacturing. However the 14 points should not be seen as the whole of his philosophy, or as a recipe for improvement. They need careful discussion in the context of one's own organization.
1. Collection of external information 2. Transmission of information between divisions 3. Speed of information transmission (use of computers) 4. 4. Data processing statistical analysis of information and utilization of the results 1. Selection of key problems and themes 2. Propriety of the analytical approach 3. Utilization of statistical methods 4. Linkage with proper technology 5. Quality analysis, process analysis 6. Utilization of analytical results 7. Assertiveness of improvement suggestions
9. Results
3.0 DR. JOSEPH Moses JURAN (December 24, 1904 February 28, 2008)
EDUCATION B.S., Electrical Engineering, University of Minnesota, 1924 J.D. , Law, Loyola University 1936 EMPLOYMENT 1924-1941 Engineer; Manager; Western Electric Company 1941-1945 Asst. Administrator; Lend Lease Admin.; Foreign Economic Administration, U.S. Government 1945-1951 Professor and Chairman, Industrial Engineering; New York University 1951-1979 Consultant; self-employed 1979-Present Founder, Chairman; Juran Institute, Inc. (Emeritus, 1987) 1986 Founder, Chairman, Juran Foundation, Inc. HONORARY DOCTORATES Doctor of Engineering, Stevens Institute of Technology, 1988 Doctor of Science, University of Minnesota, 1992 Doctor of Science, Rochester Institute of Technology, 1992 Doctor of Laws, University of New Haven, 1992 HONORARY MEMBERSHIPS, USA American Society for Quality Control; Honorary 1981 American Society of Mechanical Engineers, 1993 International Academy of Management National Academy of Engineering, 1988 The Academy of the Association for Quality & Participation Alpha Pi Mu Sigma Xi, 1946 Tau Beta Pi HONORARY MEMBERSHIPS, FOREIGN Australian Organization for Quality Control, 1974 Argentine Organization for Quality Control , 1977 British Institute of Quality Assurance ), 1976 European Organization for Quality Control Philippine Society for Quality Control , 1974 Spanish Association for Quality Control Romanian Academy,1992 SOCIETY AFFILIATIONS, USA American Association for the Advancement of Science, 1967 American Institute of Industrial Engineers, 1967 American Management Association, 1941 Malcolm Baldrige National Quality Award, Board of Overseers, 1988 to 1991 Member Illinois Bar, 1936 Professional Engineer, New York, New Jersey MEDALS, USA Alumni Medal, University of Minnesota, 1954 American Management Association, Wall of Fame, 1983 Brumbaugh Award, ASQC, 1958 Chairman's Award, American Association of Engineering Societies, 1988 Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 16
Edwards Medal, ASQC, 1961 Eugene L. Grant Medal, ASQC, 1967 Gilbreth Award, American Institute of Industrial Engineers, 1981 Managing Automation, Hall of Fame, 1995 National Medal of Technology, 1992 Soichiro Honda Medal, ASME, 1995 Stevens Medal, Stevens Inst. of Technology, 1984 Wallace Clark Medal, ASME, AMA, 1967 Worcester Reed Warner Medal, ASME, 1945 Xerox Quality Award MEDALS, FOREIGN 250th Anniversary Medal, Czechoslovakian Higher Institute of Technology, 1965 Medal of Technikhaza, Esztergom, Hungary, 1968 Medal of Honor Camera Official de la Industria, Madrid, 1970 Order of Sacred Treasure (Emperor of Japan), 1981 Medal of European Organization for Quality, 1993 PLACQUES, SCROLLS OF APPRECIATION, USA American Management Association, Wall of Fame, 1983 Department of the Army Department of Commerce Department of Defense Department of the Navy Malcolm Baldrige National Quality Award PLACQUES, SCROLLS OF APPRECIATION, FOREIGN Scroll of Appreciation, JUSE, 1961 Taiwan Productivity Center, 1974 Plaque of Appreciation, Republic of Korea, 1978
(Determine customer needs, develop product in response to needs). Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimise the product features so as to meet our needs and customer needs. (Assess performance, compare performance with goals, act on differences etween performance and goals). Develop a process which is able to produce the product. Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 17
Quality Improvement
(Develop infrastructure, identify areas of improvement and implement projects, establish project team, provide teams with what they need). Quality Control Prove that the process can produce the product under operating conditions with minimal inspection. Transfer the process to Operations. The Quality Trilogy emphasizes the roles of quality planning, quality control, and quality improvement. Quality planning's purpose is to provide operators with the ability to produce goods and services that can meet customers' needs. In the quality planning stage, an organization must determine who the customers are and what they need, develop the product or service features that meet customers' needs, develop processes which are able to deliver those products and services, and transfer the plans to the operating forces. If quality planning is deficient, then chronic waste occurs. Quality control is used to prevent things from getting worse. Quality control is the inspection part of the Quality Trilogy where operators compare actual performance with plans and resolve the differences. Chronic waste should be considered an opportunity for quality improvement, the third element of the Trilogy. Quality improvement encompasses improvement of fitness-for-use and error reduction, seeks a new level of performance that is superior to any previous level, and is attained by applying breakthrough thinking. While up-front quality planning is what organizations should be doing, it is normal for organizations to focus their first quality efforts on quality control. In this aspect of the Quality Trilogy, activities include inspection to determine percent defective (or first pass yield) and deviations from quality standards. Activities can then focus on another part of the trilogy, quality improvement, and make it an integral part of daily work for individuals and teams. The Juran Trilogy Diagram: The three processes of the trilogy are indicated in the diagram, which is a graph with time on the horizontal axis and cost of poor quality on the vertical axis. The planners are responsible for the product and process design to meet the customer needs; and the job of the operating forces is to run the process and produce the products. . We will see that the process cannot achieve 100 percent quality and 20 percent rework has to be carried out. Quality control prevents from the situation getting worse and also putting off the fires such as the sporadic spike. In Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 18
due course we will see that the chronic problems have come down by the application of the quality improvement process. The Alligator Analogy: The distinction between Quality Planning and Quality Improvement is brought out by the alligator analogy. This is a fable of a manager who is up to his waist in alligators; and each live alligator is a metaphor for chronic waste. Each completed quality improvement project results in a dead alligator and when all alligators are terminated the quality improvement is considered complete for the moment; but that doesn't happen as long as the quality planning process has not changed. A changed and improved planning process will only help complete improvement and sustain the same.
The Union of Japanese Scientists and Engineers (JUSE) considered Juran's vision of top-to-bottom quality management even more important to their quality turnaround than Deming's insights. JUSE asked Juran if it could name its top-level award, a 'super-Deming award' after him, but he declined. This medal is called the Japan Quality Control Medal.
4.0 PHILIP CROSBY (19262001) (Wheeling, June 18, 1926 - Winter Park, August 18, 2001)
Philip Crosby: The Fun Uncle of the Quality Revolution "Do It Right the First Time"
4.1 INTRODUCTION
Philip Bayard Crosby was born June 18, 1926 in Wheeling, West Virginia. His parents were Mary and Dr. Edward K. Crosby. His father was a Podiatrist. He had one brother, David. He attended public schools in Wheeling, graduating from Triadelphia High School in 1944. He joined the Navy and became a hospital corpsman. In the fall of 1946 Mr. Crosby entered the Ohio College of Podiatric Medicine in Cleveland. After graduation he returned to Wheeling and practiced podiatry with his father. He soon discovered this was not his field. He was recalled to military service during the Korean conflict, this time he served as a Marine Medical Corpsman. In 1952 Mr. Crosby went to work for the Crosley Corporation, (Richmond, Indiana) as a junior electronic test technician. He was asked to join the American Society for Quality Control, the Richmond section, and this is where his early concepts concerning "quality" began to form. In 1955 he moved to South Bend, Indiana, and went to work for Bendix Corporation as a reliability technician. Bendix and the U.S. Navy were developing and testing the TALOS missile. As a quality engineer, Mr. Crosby was to investigate defects found by the testers and inspectors. As time passed, it became evident that if he was going to "make things happen" he needed to become an executive and Bendix was not where it was going to happen. In 1957 he was offered a job as a senior quality engineer with Martin Marietta Company in Orlando, Florida. During his eight years with Martin Marietta Mr. Crosby developed his "Zero Defects" concepts, began writing articles for various journals, and started his speaking career. In 1965 ITT, International Telephone and Telegraph, hired Mr. Crosby as a vice president in charge of corporate quality. During the fourteen years with ITT Mr. Crosby worked with many of the world's largest industrial and service companies, implementing his pragmatic management philosophy, and found that it worked. In 1979 he founded Philip Crosby Associates, Inc., with headquarters in Winter Park, Florida. Over the next ten years it grew into a publicly traded corporation with 300 employees around the world and $80 million dollars in revenue. Philip Crosby Associates taught management how to establish a preventive culture to get things done right the first time. General Motors, Chrysler, Motorola, Xerox, many hospitals, and hundreds of corporations worldwide came to Philip Crosby Associates to understand quality management. In 1991 he retired from Philip Crosby Associates and founded Career IV, Inc., a company that provided lectures and seminars aimed at helping current and prospective executives grow. In 1997 he purchased the assets of Philip Crosby Associates and established Philip Crosby Associates II, Inc. with offices at 1954 Howell Branch Road, Winter Park, Florida. Philip B. Crosby died August 18, 2001. After a number of years in industry, Crosby established the Crosby Quality College in Winter Park, Florida. He is well known as an author and consultant and has written many articles and books. He is probably best known for his book Quality is Free (1979) and concepts such as his Absolutes of Quality Management, Zero Defects, Quality Management Maturity Grid, 14 Quality Improvement Steps, Cost of Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 21
Quality, and Cost of Nonconformance. Other books he has written include Quality Without Tears (1984) and Completeness (1994). Philip Crosby, author of Quality is Free, founded the Quality College in Winter Park, Florida. Crosby emphasized meeting customer requirements by focusing on prevention rather than correction. He claimed that poor quality costs about 20 percent of the revenue; a cost that could be avoided by using good quality practices. He pushed for zero defects. His "absolutes" are: (1) quality is defined as conformance to requirements, not goodness; (2) the system for achieving quality is prevention, not appraisal; (3) the performance standard is zero defects, not that's close enough; and (4) the measure of quality is the price of non-conformance, not indexes. Crosby's method does not dwell on statistical process control and problem solving techniques that the Deming method uses. He stated that quality is free because prevention will always be lower than the costs of detection, correction and failure. Like Deming, Crosby had fourteen points: Attention to customer requirements and preventing defects is evident in Crosby's definitions of quality and "non-quality" as follows: "Quality is conformance to requirements; non-quality is nonconformance." Mr. Crosby authored 13 books on quality that have been translated into 17 languages and have sold millions of copies in both hard and soft cover. Some of his most important books include: Cutting the Cost of Quality, 1967 Quality Is Free: The Art of Making Quality Certain, 1979 Quality Without Tears: The Art of Hassle-Free Management, 1984 Running Things: The Art of Making Things Happen, 1986 The Eternally Successful Organization, 1988 Lets Talk Quality, 1989 Leading: The Art of Becoming an Executive, 1990 Completeness: Quality for the 21st Century, 1992 Reflections on Quality, 1995 Quality Is Still Free, 1996 The Absolutes of Leadership, 1997 Quality and Me: Lessons of an Evolving Life, 1999 Possible Strengths: clarity recognition of worker participation rejection of a tangible quality problem, acceptance of the idea of solutions Crosbys metaphors - vaccine (integrity; dedication to communication and customer satisfaction; companywide policies and operation which support the quality thrust) and maturity Crosbys motivational style Perceived Weaknesses: danger of misdirected effort from blaming workers (in question) emphasis on marketing more than recognition of barriers the management and goal orientation of the 14 step programme as failing to free workers from externally generated goals potential for zero defects to be interpreted as zero risk ineffectiveness in coercive power structures charismatic/evangelical style - lack of substantial underpinning?
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expected to perform exactly like the requirement or cause the requirement to be officially changed to what we and the customer really need.' Quality Improvement Team: representatives from each department or function should be brought together to form a quality improvement team. These should be people who have sufficient authority to commit the area they represent to action. Quality Measurement: the status of quality should be determined throughout the company. This means establishing quality measures for each area of activity that are recorded to show where improvement is possible, and where corrective action is necessary. Crosby advocates delegation of this task to the people who actually do the job, so setting the stage for defect prevention on the job, where it really counts. Cost of Quality Evaluation: the cost of quality is not an absolute performance measurement, but an indication of where the action necessary to correct a defect will result in greater profitability. Quality Awareness: this involves, through training and the provision of visible evidence of the concern for quality improvement, making employees aware of the cost to the company of defects. Crosby stresses that this sharing process is a - or even - the - key step in his view of quality. Corrective Action: discussion about problems will bring solutions to light and also raise other elements for improvement. People need to see that problems are being resolved on a regular basis. Corrective action should then become a habit. Establish an Ad-hoc Committee for the Zero Defects Programme: Zero Defects is not a motivation programme - its purpose is to communicate and instil the notion that everyone should do things right first time. Supervisor Training: all managers should undergo formal training on the 14 steps before they are implemented. A manager should understand each of the 14 steps well enough to be able to explain them to his or her people. Zero Defects Day: it is important that the commitment to Zero Defects as the performance standard of the company makes an impact, and that everyone gets the same message in the same way. Zero Defects Day, when supervisors explain the programme to their people, should make a lasting impression as a 'new attitude' day. Goal Setting: each supervisor gets his or her people to establish specific, measurable goals to strive for. Usually, these comprise 30-, 60-, and 90-day goals. Error Cause Removal: employees are asked to describe, on a simple, one-page form, any problems that prevent them from carrying out error-free work. Problems should be acknowledged within twenty-four hours by the function or unit to which the problem is addressed. This constitutes a key step in building up trust, as people will begin to grow more confident that their problems will be addressed and dealt with. Recognition: it is important to recognise those who meet their goals or perform outstanding acts with a prize or award, although this should not be in financial form. The act of recognition is what is important. Quality Councils: the quality professionals and team-leaders should meet regularly to discuss improvements and upgrades to the quality programme. Do It Over Again: during the course of a typical programme, lasting from 12 to18 months, turnover and change will dissipate much of the educational process.
It is important to set up a new team of representatives and begin the programme over again, starting with Zero Defects day. This 'starting over again' helps quality to become ingrained in the organisation. Looking at the history of quality management, we see several stages of development. The first was quality control, which involved setting up product specifications and then inspect the product fore for leaves the Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 24
plant. The second state is quality assurance, which involved identifying the quality characteristics and procedures for quantitatively evaluating and controlling them. The next phase is the true total quality control, a term actually coined by Feingenbaum in 1983. At this stage the quality became a total organization effort. It effected production, profit, human interaction and customer satisfaction. The fourth stage is total quality management. In TQM the customer is the center and quality is an organization-wide effort.
Later work
In his 1984 book, Quality without Tears, Crosby developed the idea of a Quality Vaccination Serum with the following ingredients:
Integrity for the Chief Executive Officer, all managers and all employees. Systems for measuring conformance, and educating all employees and suppliers so that quality, corrective action and defect prevention become routine. Communications for identifying problems, conveying progress and recognising achievement. Operations so that procedures, products and systems are proven before they are implemented and are then continually examined. Policies that are clear, unambiguous and establish the primacy of quality throughout the organisation.
In The Eternally Successful Organisation (1988), a broader approach to improvements is reflected, and Crosby identified five characteristics essential for an organisation to be successful: 1. 2. 3. 4. 5. People routinely do things right first time. Change is anticipated and used to advantage. Growth is consistent and profitable. New products and services appear when needed. Everyone is happy to work there. Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 25
4.6 In perspective
Throughout his work, Crosby's thinking was consistently characterised by four absolutes: 1.The definition of quality is conformance to requirements. 2.The system of quality is prevention. 3.The performance standard is zero defects. 4.The measurement of quality is the price of non-conformance. The major contribution made by Crosby is indicated by the fact that his phrases 'zero defects', 'getting it right first time', and 'conformance to requirements' have now entered not only the vocabulary of quality itself, but also the general vocabulary of management. When Crosby's name is not mentioned in the very same sentence as the best-known quality thinker, Deming, then it would certainly be mentioned in the next. Crosby's practical and easy-to-read books on quality became - and remain - bibles to many, demystifying some of the jargon formerly associated with quality. His timing was perfect for the quality movement, and his writing has marketed quality to a wide audience.
5.0 DR. KAORU ISHIKAWA (19151989) (July 13, 1915 - April 16, 1989)\
Kaoru Ishikawa developed the concept of Quality Circles and Cause and Effect (Fishborne)Diagram.
5.1 INTRODUCTION
Kaoru Ishikawa was born in 1915 in Tokyo. He graduated from Tokyo University in 1939 with an engineering degree in applied chemistry. Following a short time in the military he worked for the Nissan Liquid Fuel Company from 1941 1947 before becoming an associate professor at the University of Tokyo. In 1978 he became president of the Musashi Institute of Technology. Ishikawa wanted to change the way people think about work. He challenged managers who were content to merely improve a products quality, instead insisting that quality improvement can always go one step further. He promoted the concept of company wide quality control that called for continued customer service. This level of service would extend throughout the company, including all levels of management and indeed even reaching into the every day lives of those involved. According to Ishikawa the process of continuous quality improvement can ALWAYS be taken one step further. In 1960 Ishikawa, in conjunction with JUSE, developed the concept of Quality Circles, and in close association with Nippon Telephone & Telegraph, he experimented on what effect the leading hand could have on quality. Quality Circles soon became very popular and formed an important link to Total Quality Management systems (TQM) in over 50 countries. Ishikawa subsequently published two books on Quality Circles; QC Circle Koryo and How to Operate QC Circle Activities. Ishikawa is also credited with developing the Cause and Effect Diagram, also known as the Ishikawa Diagram or more simplistic Fishbone Diagram. With the use of this diagram the user can see all the possible causes of any given result, and hopefully identity the root process of imperfections, thusly allowing quality improvement to be driven from the bottom up. In addition to his own developments, Iskikawa drew on, and expanded upon ideas and principles from other notable quality management gurus, even expanding Demings PDCA model into a six step plan Determine goals and targets Determine methods of reaching goals Engage in education and training Implement work Check the efforts of implementation Take appropriate action Ishikawas relentless pursuit of taking quality improvement one step further guarantees his status as a guru of continuous quality improvement, his legacy will remain within the TQM of businesses across the globe for many years to come. A professor of engineering at the University of Tokyo and a student of Dr. W. Edwards Deming, Ishikawa was active in the quality movement in Japan, and was a member of the Union of Japanese Scientists and Engineers. He was awarded the Deming Prize, the Nihon Keizai Press Prize, and the Industrial Standardization Prize for his writings on quality control, and the Grant Award from the American Society for Quality Control for his educational program on quality control.
Ishikawa's book, Guide to Quality Control (1982), is considered a classic because of its in-depth explanations of quality tools and related statistics. The tool for which he is best known is the cause and effect diagram. Ishikawa is considered the Father of the Quality Circle Movement. Letters of praise from representatives of companies for which he was a consultant were published in his book What Is Total Quality Control? (1985). Those companies include IBM, Ford, Bridgestone, Komatsu Manufacturing, and Cummins Engine Co. Ishikawa believed that quality improvement initiatives must be organization-wide in order to be successful and sustainable over the long term. He promoted the use of Quality Circles to: (1) Support improvement; (2) Respect human relations in the workplace; (3) Increase job satisfaction; and (4) More fully recognize employee capabilities and utilize their ideas. Quality Circles are effective when management understands statistical techniques and act on recommendations from members of the Quality Circles.
improvement. Maintaining that a company-wide participation was required from the top management to the front-line staff. As every area of an organisation can affect quality, all areas should study statistical techniques and implement as required with internal and external Quality Audit programmes. Going on to name areas such as engineering, design, manufacturing, sales, materials, clerical, planning, accounting, business and personnel that can not only improve internally but also provide the essential information to allow strategic management decisions to be made concerning the company. To illustrate this viewpoint Ishikawa said, The results of these company-wide activities are remarkable, not only in ensuring the quality of industrial products but also in their contribution to the companys overall business. Under the company-wide Ishikawa umberella are not just a companys internal quality control activities but the company itself, the quality of management, human respect, after sales service and customer care. Therefore suggesting the following:
5. Wasteful work and rework are reduced. 6. Technique is established and improved. 7. Expenses for inspection and testing are reduced. 8. Contracts between vendor and vendee are rationalized. 9. The sales market is enlarged. 10. Better relationships are established between departments. 11. False data and reports are reduced. 12. Discussions are carried out more freely and democratically. 13. Meetings are operated more smoothly. 14. Repairs and installation of equipment and facilities are done more rationally. 15. Human relations are improved.
Determine goals and targets Determine methods of reaching goals Engage in education and training Implement work Check the effects of implementation Take appropriate action
ARMAND V. FEIGENBAUM
Feigenbaum was still a doctoral student at the Massachusetts Institute of Technology when he completed the first edition of Total Quality Control (1951). An engineer at General Electric during World War II, Feigenbaum used statistical techniques to determine what was wrong with early jet airplane engines. For ten years he served as manager of worldwide manufacturing operations and quality control at GE. Feigenbaum serves as president of General Systems Company, Inc., Pittsfield, Massachusetts, an international engineering firm that designs and installs integrated operational systems for major corporations in the United States and abroad. Feigenbaum was the founding chairman of the International Academy for Quality and is a past president of the American Society for Quality Control, which presented him its Edwards Medal and Lancaster Award for his contributions to quality and productivity. His Total Quality Control concepts have had a very positive impact on quality and productivity for many organizations throughout the industrialized world.
The SMED (Single Minute Exchange of Die) System (1985), and Zero Quality Control: Source Inspection and the Poka Yoke System (1986). Shingo's greatness seems to be based on his ability to understand exactly why products are manufactured the way they are, and then transform that understanding into a workable system for low-cost, high quality production. Established in 1988, the Shingo Prize is the premier manufacturing award in the United States, Canada, and Mexico. In partnership with the National Association of Manufacturers, Utah State University administers the Shingo Prize for Excellence in Manufacturing, which promotes world class manufacturing and recognizes companies that excel in productivity and process improvement, quality enhancement, and customer satisfaction. Rather than focusing on theory, Shingo focused on practical concepts that made an immediate difference. Specific concepts attributed to Shingo are:
Poka Yoke requires stopping processes as soon as a defect occurs, identifying the source of the defect, and preventing it from happening again. Mistake Proofing is a component of Poka Yoke. Literally, this means making it impossible to make mistakes (i.e., preventing errors at the source). SMED (Single Minute Exchange of Die) is a system for quick changeovers between products. The intent is to simplify materials, machinery, processes and skills in order to dramatically reduce changeover times from hours to minutes. As a result products could be produced in small batches or even single units with minimal disruption. Just-in-Time (JIT) Production is about supplying customers with what they want when they want it. The aim of JIT is to minimize inventories by producing only what is required when it is required. Orders are "pulled" through the system when triggered by customer orders, not pushed through the system in order to achieve economies of scale with the production of larger batches.
TOM PETERS
(1942 -
Tom Peters was born in 1942 in Baltimore, USA and residing in "crazy Northern California" from 19742000, Tom now lives on a 1,600-acre Vermont working farm with his wife, the artist and entrepreneur Susan Sargent. He studied engineering at Cornell University(B.C.E., M.C.E.) and is a business graduate of Stanford (M.B.A., Ph.D.). He holds honorary doctorates from several institutions, including the State University of Management in Moscow (2004). In the U.S. Navy from 1966-1970, he made two deployments to Vietnam (as a Navy Seabee) and survived a tour in the Pentagon. He was a senior White House drug-abuse advisor in 1973-74, and then worked at McKinsey & Co. from 1974 to 1981, becoming a partner and Organization Effectiveness practice leader in 1979. He left the firm to work independently prior to the publication of 'In Search of Excellence'. What distinguishes Peters is that he is not tied to a particular perspective. If there is a consistent strand through his work, Peters believes it is 'a bias for action'. Forget the theorising, get on with the job. Other bestsellers: A Passion for Excellence (1985, with Nancy Austin Thriving on Chaos (1987) Liberation Management (1992: acclaimed as the "Management Book of the Decade" for the '90s) The Tom Peters Seminar (1993) The Pursuit of WOW! (1994) The Circle of Innovation (1997).
MASAAKI IMAI
(1930 -
Masaaki Imai was born in Tokyo in 1930. In 1955, he received his bachelor's degree from the University of Tokyo, where he also did graduate work in international relations. In 1962, he founded Cambridge Corp., an international management and executive recruiting firm. As a consultant, he assisted more than 200
foreign and joint-venture companies in Japan in fields including recruiting, executive development, personnel management and organizational studies. From 1976 to 1986, Imai served as president of the Japan Federation of Recruiting and Employment Agency Associations. In 1986, Imai established the Kaizen Institute to help Western companies introduce kaizen concepts, systems and tools. That same year, he published his book on Japanese management, Kaizen: The Key to Japan's Competitive Success. This best-selling book has since been translated into 14 languages. Imai's new book, Gemba Kaizen: A Commonsense, Low-Cost Approach to Management, was published by McGraw-Hill .