14 Quality Principles

8/13/2019 14 Quality Principles

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Quality Principles and

PhilosophiesImran Hussain



Dr. W. E. Deming



Deming’s Background

Main architect for introducing Total Quality into

Japan

Born 1900

Graduated in Electrical Engineering

PhD in mathematical physics

Became statistician for US govt. Sent by US govt. to Japan after WWII to advise

on Japanese census.



Deming’s Philosophy

Quality is about people, not products

Suggested quality concept for designing product

Management need to understand nature of variation and how to interpret statistical data

Promoted importance of leadership

85% of production faults responsibility ofmanagement, not workers

Enumerated a 14-point management philosophy



Product Development Cycle

1. Design the product.

2. Make it.

3. Try to sell it.4. Do consumer research and test the product‟s

uses.

5. Redesign – start the cycle all over again.



Achieving Quality

Companies should direct efforts towards:

Innovation of products

Innovation of processes

Improvement of existing products

Improvement of existing processes



Quality

Costs

Prices

Productivity

Market Share

Stay in business



Attributes of a Leader

Coaches – not judges

Strives to understand variation and its causes

Strives to remove obstacles within theorganization

Responds to all customer forces

Adopts consistency of purpose Places and emphasis on improving processes



Attributes of a Leader

Recognizes that people are not „assets‟; they are„jewels‟

Strives to recognize those who need help and

the gives help Creates and atmosphere of trust

Knows the work he supervises

Does not place an over-reliance on figures Encourages education and continuous

improvement of each person



Deming’s 14-point Management

Philosophy

1. Create constancy of purpose for continual

improvement of products

Create constancy of purpose for improvement of

systems, products and services, with the aim to

become excellent, satisfy customers, and provide

jobs. Reduced defects and cost of development.




Philosophy

2. Adopt a commitment to seek continual

improvements Constantly and forever improve the system

development processes, to improve quality andproductivity, and thus constantly decrease the time and

cost of systems. Improving quality is not a one time

effort.




Philosophy

3. Switch from defect detection to defect

prevention Cease dependencies on mass inspection (especially

testing) to achieve quality. Reduce the need forinspection on a mass basis by building quality into the

system in the first place. Inspection is not the answer. It

is too late and unreliable – it does not produce quality.




Philosophy

4. In dealing with suppliers one should end the

practice of awarding business on price. Move

towards quality of product, reliability of

delivery and willingness to cooperate andimprove. Build partnerships. Minimize total cost. Move towards a single supplier for

any one item or service, making them a partner in along-term relationship of loyalty and trust.




Philosophy

5. Improvement is not confined to products and

their direct processes but to all supporting

services and activities All functions in an organization need to become quality

conscious to deliver a quality product.




Philosophy

6. Train a modern way. Institute training on the job. Everyone must be trained,

as knowledge is essential for improvement.




Philosophy

7. Supervision must change from chasing, to

coaching and support. Institute leadership. It is a manger‟s job to help their

people and their systems do a better job.




Philosophy

8. Drive out fear and encourage two-way

communication. Drive out fear, so that everyone may work effectively.

Management should be held responsible for the faultsof the organization and environment.




Philosophy

9. Remove barriers between departments Break down barriers between areas. People must work

as a team. They must foresee and prevent problems

during systems development and use.




Philosophy

10. Do not have unrealistic targets Set realistic targets. Do not place people under

unnecessary pressure by asking them to do things which

are not achievable. Eliminate slogans, exhortations, andtargets that ask for zero defects, and new levels of

productivity. Slogans do not build quality systems.




Philosophy

11. Eliminate quotas and numerical targets Eliminate numerical quotas and goals. Substitute it with

leadership. Quotas and goals (such as schedule) address

numbers - not quality and methods.




Philosophy

12. Remove barriers that prevent employees

having pride in the work that they perform Remove barriers to pride of workmanship. The

responsibility of project managers must change fromschedules to quality.






Philosophy

14. Publish top management‟s permanent

commitment to continuous improvement of

quality and productivity



Juran



Juran’s 10-point Program

1. Identify customers

2. Determine customer needs

3. Translate

4.

Establishment units of measurement5. Establish measurements

6. Develop product

7. Optimize product design

8. Develop process9. Optimize process capability

10. Transfer



Ishikawa



Ishikawa’s Philosophy

Quality Control Circles (QCC)

A quality control circle consists of a small group of

employees who do similar work and arrange to meet

regularly to identify and analyze work-relatedproblems, to brainstorm and to recommend and

implement solutions.



Quality Control Circles

Select problem

State and re-state problems

Collect facts Brainstorm

Build on each other ideas

Choose course of action Presentation



Genichi Taguchi



Taguchi’s Philosophy

Defines quality in terms of loss

“the loss a product causes to society after beingshipped, other than losses caused by its intrinsicfunction”

He defines a loss function as a measure of the cost ofquality

He also developed a method for determining the

optimum value of process variables which willminimize the variation in a process while keeping meanon target

14 Quality Principles

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