Chapter 10

Methods of Quality Management

质量管理方法
College of nursing
Meng Qinghui 2007-4
 Objectives
• Mastery: concept s of quality; process of
quality management; method of quality
management(PDCA Cycle).
• Familiarity: characteristics of Total
Quality Management; principles of TQM.
• Know: evolution of quality view.
Contents

一、 Concepts of Quality

二、 Evolution of Quality Management

三、 PDCA Cycle
四、 Total Quality
Management(TQM)
What is Quality?

Quality is “fitness for use”

(Joseph Juran)
Quality is “conformance to requirements”
(Philip B. Crosby)
Quality of a product or services is its ability to
satisfy the needs and expectations of the
customer.
Evolution of Quality Management
Evolution of Quality Management
Salvage, sorting, grading, blending, corrective
Inspection actions, identify sources of non-conformance

Develop quality manual, process performance

Quality data, self-inspection, product testing, basic
Control quality planning, use of basic statistics,
paperwork control.
Quality systems development, advanced quality
Quality
planning, comprehensive quality manuals, use of
Assurance quality costs, involvement of non-production
operations, failure mode and effects analysis, SPC.

TQM Policy deployment, involve supplier & customers,

involve all operations, process management,
performance measurement, teamwork, employee
involvement.
PDCA Cycle
Deming’s view of a production as a
system

Receipt & test of Design & Consumer

materials redesign Research

Suppliers, Production,
materials & assembly, Distribution Consumers
equipment inspection

Test of processes,
machines, methods, cost
Deming’s Chain Reaction

Improve Quality
Provide jobs and Cost decreases because of
more jobs less rework, fewer
mistakes, fewer delays,
snags, better use of
Stay in business machine time and materials

Productivity improves
Capture the market with
better quality and lower price
The Deming Cycle or PDCA Cycle
PLAN
Plan a change to the process. Predict
the effect this change will have and plan
how the effects will be measured
ACT DO
Adopt the change as a Implement the change
permanent modification on a small scale and
to the process, or measure the effects
abandon it.
CHECK
Study the results to
learn what effect the
change had, if any.
PDCA Cycle
一 . DEVELOP AN IMPROVEMENT PLAN ：
• Define the problem ；
• Formulate critical success factors related to the
vision;
• Formulate objectives;
• Define performance measures and targets;
二 . IMPLEMENT THE IMPROMENT PLAN ON A
LIMITED SCALE ：
• Collect data
• Training those involved
• Describe the process
• Formulate project teams.
三 . CHECK IF IT WORKS ：
• Evaluate the trial project 。
• Provide feedback;
• What have we learned.
四 . IMPLEMENT THE VERIFIED
IMPROVEMENTS ：
• Document them in standard procedures;
• Training those involved;
• Repeat the cycle.
 W. Edwards Deming’s 14 Points

1) Create constancy of purpose towards improvement

of product and services.
2) Adopt the new philosophy. We can no longer live
with commonly accepted levels of delays, mistakes,
defective workmanship.
3) Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.
4) End the practice of awarding business on the basis
of price tag.
 W. Edwards Deming’s 14 Points

5) Find problems. It is management’s job to work

continually on the system.
6) Institute modern methods of training on the job.
7) Institute modern methods of supervision of
production workers. The responsibility of foremen
must be changed from numbers to quality.
8) Drive out fear that everyone may work effectively
for the company.
 W. Edwards Deming’s 14 Points

9) Break down barriers between departments.

10)Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of
productivity without providing methods.
11)Eliminate work standards that prescribe
numerical quotas.
12)Remove barriers that stand between the hourly
worker and his right to pride of workmanship.
 W. Edwards Deming’s 14 Points

13)Institute a vigorous programme of education and

retraining.
14)Create a structure in top management that will
push everyday on the above 13 points.
Deming’s System of Profound Knowledge

Appreciation for Knowledge

system about variation

Theory about Knowledge of

knowledge psychology
Total Quality Management
(TQM)
Meaning of TQM

• Total - Made up of the whole

• Quality - degree of excellence a product or
service provides
• Management - Act, art or manner of
planning, controlling, directing,….

Therefore, TQM is the art of managing the

whole to achieve excellence.
excellence
What is TQM ?
• Total quality management (TQM) is
continuously improving quality by
focusing on customers’ requirements,
improving the processes which relate to
these expectations and involving everyone
in the process of improvement.
The TQM Formula

TQM = CQI through

Customer Focus +
Process Improvement +
Total Involvement
The Concepts of TQM
• Quality – Meeting the customers’ requirements
reliably and in a continuously improving manner

• Process -- Steps/activities which convert inputs

into a valuable output for customers

• Customer -- Persons/entities who use or benefit

from the output of a process; may be internal or
external to the work team

• Supplier -- Persons/entities who provide inputs to

a process; may be internal or external to the work
team
The Customer-Supplier Chain
Work team

Requirements

Input Output
Feedback
Supplier Customer
LEARNING AND TQM

Learning

Process Improvement

Quality Improvement

Customer Shareholder Employee

Satisfaction Satisfaction Satisfaction
BASIC PRINCIPLES OF TQM
Approach Management Led

Scope Company Wide

Scale Everyone is responsible for Quality

Philosophy Prevention not Detection

Standard Right First Time

Control Cost of Quality

Theme On going Improvement

FOUR KEY PRINCIPLES

•Measure quality so you can affect it

•Focus on a moving customer

•Involve every employee

•Think long term - Act short term

THE CASE FOR QUALITY
1 Success of competitors who take quality seriously

2 Rising expectations of customers

3 Quality differentiates companies from the

competition

4 Narrowing of supplier bases by quality conscious

companies

.
THE CASE FOR QUALITY
5 Growing evidence that growth in market
share comes from sustained quality.

6 Cost advantages

7 High cost of catastrophic failure

8 Inspection poor substitute for right first time

SEVEN DEADLY SINS OF TQM

• Flight to nowhere
• One size fits all
• Substituting TQM for leadership
• Inside - Out indicators
• Mandatory religion
• Quality kept as a separate activity
• Teaching to the test

Booz-Allen & Hamilton

Quality is a Journey,
not a Destination
结束