MFET 2410 Quality Advocates. American System The idea that product should be produced using interchangeable parts. Developed for musket manufacturing.

MFET 2410Quality Advocates

American System

The idea that product should be produced using interchangeable parts. Developed for musket manufacturing Any trigger or barrel should be able to be

swapped and the musket should still work. Later was spread to other manufacturing

industries.

American System

Players in the American System The French – General Gribeauval and Honore

Blanc (1700’s) The English – Marc Burnel, Henery Maudslay, &

Simon Goodrich (sailing blocks, 1803) The Americans – Thomas Jefferson, Eli Whitney,

John Hall, Simeon North, & Henery Ford

Eli Whitney

Has been credited with the idea and implementation of interchangeable parts. Never actually achieved

Idea was given to him by the Secretary of War, championed by Thomas Jefferson Jefferson took the idea from Blanc in his many visits to France

Whitney was awarded a arms contract in 1798 to produce 10,000 muskets Took 8 years instead of the 2 he promised Parts still needed to be finessed to make them work.

John Hall & Simeon North

John Hall- Gun manufacture at Harpers Ferry. Claimed to achieve interchangeable parts in 1822

Simeon North- Gun manufacture at Connecticut Arms. Has been argue that he first achieved interchangeable parts since

he invented the milling machine.

Both roughly achieved interchangeable parts at the same time, historians just needed something to argue over and write papers about.

The government had other industries learn from the gun manufactures on this new technique to give American industry a leg up on the rest of the world.

Even though the French and British had developed the idea it took them decades after the American to fully implement them.

Henry Ford

Mass production of the Model-T Moving assembly line High wages for workers Hired blacks, women, disabled, & not fond of Jews

Committed to systematically reducing costs and waste. During WWII his company was able to turn out a

bomber every hour.

Frederick Taylor

Frederick Winslow Taylor is a controversial figure in management history.

His innovations in industrial engineering, particularly in time and motion studies (Scientific Management).Paid off in dramatic improvements in productivity.

At the same time, he has been credited with:Destroying the soul of work.Dehumanizing factories.Making men into automatons.

Frederick Taylor- Principles of Scientific Management " Taylor called these elements "merely the elements

or details of the mechanisms of management" He saw them as extensions of the four principles of

management. The development of a true science The scientific selection of the workman The scientific education and development of the workman Intimate and friendly cooperation between the management

and the men

Taylor created planning departments, staffed them with engineers, and gave them the responsibility to: Develop scientific methods for doing work. Establish goals for productivity. Establish systems of rewards for meeting the goals. Train the personnel in how to use the methods and

thereby meet the goals.

Frederick Taylor- Principles of Scientific Management

Taylor- Positive Contributions

Use of experimentation and data to search for the best way to work.

Standardization of tools and procedures.

Managements responsibility to train the workforce.

Taylor- Negative Contributions

All important knowledge is in the heads of management.

Focus on work quotas and time and motion studies.

Money is NOT the best motivator. Enthrone individual work, inhibit team work. Narrowly define each workers’ task and require

strict adherence to quotas and procedures.

Elton Mayo

Known as the founder of the Human Relations Movement and his research in the Hawthorne Studies.

Combatted the ideas of Frederick Taylor. Lack of motivation was due to boredom and

frequent repetition. Motivation can be improved by:

Making employees feel important. Free to make choices. Their work can meet their social needs.

Elton Mayo

Suggested factors for motivation: Better Communication Effective Teamwork Showing interest in employees/coworkers Involve more people in decision making Guaranteeing the wellbeing of employees Guaranteeing that the work the employees are

doing is interesting and non-repetitive

Dr. Armand Feigenbaum

Dr. Armand Feigenbaum (1920 - )Devised the concept of Total Quality

Control, would be later called Total Quality ManagementWrote: Total Quality Control (1951)

Dr. Armand Feigenbaum

"Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction."

The concept of a "hidden" plant—the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory.

Accountability for quality: Because quality is everybody's job, it may become nobody's job—the idea that quality must be actively managed and have visibility at the highest levels of management.

The concept of quality costs

http://en.wikipedia.org/wiki/Armand_V._Feigenbaum

Quality Advocates

Dr. Walter Shewhart proposed:Common (Chance) Causes

Controlled variation that is present in a process due to the very nature of the process.

Special (Assignable) CausesUncontrolled variation caused by something

that is not normally part of the process.

Quality Advocates

Dr. Shewhart: Inventor of Control Charts

Statistical Process Control (SPC) charts were originally called Shewhart charts!

Regular plotting of data on an SPC chart will tell if the process is out-of-control (subject to special causes)

Quality AdvocatesDr. Shewhart originated the PLAN, DO,

STUDY, ACT cycle for analysis of problems Frequently called Dr. Deming’s Plan-Do-Study-Act

Cycle

Quality Advocates

Dr. W. Edwards Deming (1900-1993) The Father of Quality Management

“In God we trust; all others must bring data”

“The problem is at the top; management is the problem”

Quality AdvocatesStrongly humanistic philosophy;

problems in a production process are due to flaws in the design of the system, as opposed to being rooted in the motivation or professional commitment of the workforce. Agree?

Quality is maintained and improved when leaders, managers, and the workforce understand and commit to constant customer satisfaction through continuous quality improvement.

Deming’s System of Profound Knowledge

Appreciation for a system

Understanding variation

Theory of knowledgePsychology

Appreciation for a System He defined a system as:

A network of interdependent components that work together to try to accomplish the aim of the system.

The aim for any system should be that everybody gains, not one part of the system at the expense of any other.

Taking a systems approach enables management to view its organization in terms of many internal and external interrelated connections and interactions

When all the connections and interactions are working together to accomplish a shared aim, a business can achieve tremendous results

Improve the system, and the problems go away.

https://www.deming.org/theman/theories/profoundknowledge

Deming’s View of a Production System

23

Suppliers ofmaterials and equipment

Receipt and test of materials

Design and Redesign

Consumer research

ABCD

Production, assembly inspection

Tests of processes, machines, methods

Distribution

Consumers

INPUTS PROCESSES OUTPUTS

Understanding Variation

In any business, there are always variations, between people, in output, in service and in product. 

Dr. Deming located two types of variations within a system: Common Cause - variations are problems built right into the

system, such as defects, errors, mistakes, waste and rework.

Special Cause - variations represent a unique event that is outside the system, such as a natural disaster, or an unexpected strike by public transportation workers.

Distinguishing the difference between variation, as well as understanding its causes and predicting behavior, is key to management’s ability to properly remove problems or barriers in the system.

https://www.deming.org/theman/theories/profoundknowledge

Theory of Knowledge

Knowledge is not possible without theoryExperience alone does not establish a

theory, it only describesTheory shows cause-and-effect

relationships that can be used for prediction

Psychology

People are motivated intrinsically and extrinsically

Fear is demotivating Managers should develop pride and joy

in workRejected management-by-carrot-and-

stick rewards

Deming Chain ReactionImprove quality

Costs decrease

Productivity improves

Increase market share with better quality and lower prices

Stay in business

Provide jobs and more jobs

Dr. Deming’s Fourteen Points

1. Create constancy of purpose for continual improvement of products and service, allocating resources to provide for long range needs rather than only short term profitability, with plan to become competitive, to stay in business, and to provide jobs.

How can this be attained?

Dr. Deming’s Fourteen Points

2. Adopt the new philosophy. We are in a new economic age, created by Japan. We can no longer live with commonly accepted levels of delays, mistakes, defective materials, and defective workmanship. Transformation of Western management style is necessary to halt continued decline of industry.

What does this mean in practice?

Dr. Deming’s Fourteen Points

3. Eliminate the need for mass inspection as the way of life to achieve quality by building quality into the product in the first place. Require statistical evidence of built-in quality in both manufacturing and purchasing functions.

Deming once described American Management as “just burning toast and scraping it.”

THE NECESSITY OF TRAINING FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK IS FOREMOST IN THE MINDS OF FARM OWNERS. SINCE THE FOREFATHERS OF THE FARM OWNERS TRAINED THE FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK, THE FARM OWNERS FEEL THEY SHOULD CARRY ON WITH THE FAMILY TRADITION OF TRAINING FARM HANDS OF FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK BECAUSE THEY BELIEVE IT IS THE BASIS OF GOOD FUNDAMENTAL FARM MANAGEMENT. 

TOTAL NUMBER OF F'S ______

THE NECESSITY OF TRAINING FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK IS FOREMOST IN THE MINDS OF FARM OWNERS. SINCE THE FOREFATHERS OF THE FARM OWNERS TRAINED THE FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK, THE FARM OWNERS FEEL THEY SHOULD CARRY ON WITH THE FAMILY TRADITION OF TRAINING FARM HANDS OF FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK BECAUSE THEY BELIEVE IT IS THE BASIS OF GOOD FUNDAMENTAL FARM MANAGEMENT. 

TOTAL NUMBER OF F'S = 39

Dr. Deming’s Fourteen Points

4. End the practice of awarding business on the basis of price tag alone. Require meaningful measures of quality along

with price. Reduce the number of suppliers for the same

item eliminating those that do not qualify with statistical and other evidence of quality.

Minimize total cost, not merely initial cost, by minimizing variation. This may be achievable by moving toward a long-

term relationship of loyalty and trust. Purchasing managers have a new job, and must

learn it.

Dr. Deming’s Fourteen Points

5. Constantly and forever improve the system of production and service. Improve constantly and forever the system of

planning, production and service, in order to improve every process and activity in the company, to improve quality and productivity, and thus to constantly decrease costs.

Institute innovation of product, service, and process.

It is management’s job to work continually on the system (design, incoming supplies, maintenance, improvement of equipment, supervision, training, retraining, etc.)

Dr. Deming’s Fourteen Points

6. Institute TrainingInstitute modern methods of training for

everybody’s job, including management, to make better use of every employee.

New skills are required to keep up with changes in materials, methods, product design, machinery, techniques, and service.

People learn in different ways. Once a worker has brought their work into

statistical control, further lessons will not help.

Dr. Deming’s Fourteen Points

7. Institute Leadership of PeopleAdopt and institute leadership aimed at helping

people to do a better job. The responsibility of managers and supervisors

must be changed from sheer numbers to quality. Improvement of quality will automatically

improve productivity. Management must ensure that immediate action

is taken on reports of inherited defects, maintenance requirements, poor tools, fuzzy operational definitions, and all conditions detrimental to quality.

Dr. Deming’s Fourteen Points

8. Drive Out Fear Encourage effective two way communication

and other means to drive out fear throughout the organization so that everybody may work effectively and more productively for the company.

Does your system of reward generate fear?

Dr. Deming’s Fourteen Points

9. Break Down Barriers Break down barriers between departments and staff

areas. People in different areas, such as Research, Design,

Sales, Administration, and Production must work in teams to tackle problems that may be encountered with products or service.

Dr. Deming’s Fourteen Points

10.Eliminate Exhortations Eliminate the use of slogans, posters, and

exhortations for the work force, demanding zero-defects and new levels of productivity, without providing methods.

Such exhortations only create adversarial relationships; 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.

Dr. Deming’s Fourteen Points

11.Eliminate Arbitrary Numerical Targets Eliminate work standards that prescribe

quotas for the work force and numerical goals for people in management.

Substitute aids and helpful leadership in order to achieve continual improvement of quality and productivity.

Dr. Deming’s Fourteen Points

12.Permit Pride in Workmanship Remove the barriers that rob hourly workers

and people in management of their right to pride of workmanship.

This implies abolition of the annual merit rating and of management by objective.

Again, the responsibility of managers, supervisors, foreman must be changed from sheer numbers to quality.

Dr. Deming’s Fourteen Points

13.Encourage Education Institute a vigorous program of education,

and encourage self improvement for everyone.

What an organization needs is not just good people; it needs people that are improving with education.

Advances in competitive position will have their roots in knowledge.

Dr. Deming’s Fourteen Points

14.Top Management Commitment and Action Clearly define management’s permanent commitment

to ever increasing quality and productivity, and their obligation to implement all of these principles.

Indeed, it is not enough that top management commit themselves for live to quality and productivity.

They must know what it is they are committed to – that is what they must do.

Create a structure in top management that will push every day on the preceding 13 Points, and take action in order to accomplish the transformation.

Support is not enough; action is required.

Deming’s Deadly Diseases

Lack of constancy of purpose. Emphasis on short term profits. Evaluation of performance, merit rating, or annual

review. Mobility of management; job hopping. Management by the use only of visible figures, with

little or no consideration of figures that are unknown or unknowable.

Excessive medical costs ($1,400 per auto sold at GM)

Excessive costs of liability, swelled by lawyers that work on contingency fees.

Deming’s Obstacles Neglecting long-range planning Relying on technology to solve problems Seeking examples to follow rather than developing solutions Excuses, such as "our problems are different" Obsolescence in school that management skill can be taught in

classes Reliance on quality control departments rather than management,

supervisors, managers of purchasing, and production workers Placing blame on workforces who are only responsible for 15% of

mistakes where the system designed by management is responsible for 85% of the unintended consequences

Relying on quality inspection rather than improving product quality

http://en.wikipedia.org/wiki/Edward_Deming

Quality Advocates

Dr. Deming’s Red Bead Experiment Dr. Deming used the Red Bead Experiment to clearly and dramatically

illustrate several points about poor management practices

Quality Advocates

Dr. Deming’s Funnel ExperimentThe Funnel Experiment was devised

by Dr. Deming to describe the adverse effects of tampering with a process by making changes to it without first making a careful study of the possible causes of the variation in that process.

W. Edward Deming: Prophet Unheard (please watch)

Part 1: http://www.youtube.com/watch?v=GHvnIm9UEoQ&list=PLCADAD3F2F91BD570

Part 2: http://www.youtube.com/watch?v=mKFGj8sK5R8&list=PLCADAD3F2F91BD570

Part 3: http://www.youtube.com/watch?v=6WeTaLRb-Bs&list=PLCADAD3F2F91BD570&index=3

Quality Advocates

Dr. Joseph M. Juran (1904- 2008) VITAL FEW and the TRIVIAL MANY (80% of a problem

is caused by 20% of the causes)Dr. Juran felt that leaders must choose those vital few

projects that will have the greatest impact on improving ability to meet customer needs.

Focused on top-down management and technical methods rather then worker pride and satisfaction.

Quality Advocates

VITAL FEW and the TRIVIAL MANY Dr. Juran felt that leaders must choose those vital

few projects that will have the greatest impact on improving ability to meet customer needs.

Focused on top-down management and technical methods rather then worker pride and satisfaction.

Quality Advocates

Big Q versus Little q Proposed the big ‘Q’ and little ‘q’ in

Quality ‘q’ = the products in manufacturing ‘Q’ = ALL processes in all industries

Quality Advocates

Dr. Juran’s Three Universal Processes of Managing for Quality Quality Planning: The process of understanding

what the customer needs and designing all aspects of a system to meet those needs reliably.

Quality Control: Used to constantly monitor performance for compliance with the original design standards.

If performance falls short of the standard, plans are put into action to deal quickly with the problem.

Quality Improvement: Occurs when new, previously un-obtained, levels of performance ~ Breakthrough Performance ~ are achieved!

Quality Advocates

Dr. Juran’s 10 step to quality improvement 1. Build awareness of opportunity to improve.2. Set-goals for improvement.3. Organize to reach goals.4. Provide training5. Carryout projects to solve problems.6. Report progress.7. Give recognition.8. Communicate results.9. Keep score.

10. Maintain momentum by making annual improvement part of the regular systems and processes of the company

Quality Advocates

Philip Crosby (1926-2001) “QUALITY IS FREE"

The lack of quality is costly. Spending money to reduce waste or improve efficiency saves money in the long run.

Quality Advocates

Crosby’s Four Absolutes of Quality

1. Quality Definition: Conformance to requirements

2. Quality System: Prevention of defects

3. Quality Performance Standard: Zero defects

4. Quality Measurement: Costs of quality

Quality Advocates

Crosby’s Five Erroneous Assumptions about quality Quality means goodness, luxury or shininess Quality is intangible and therefore not measurable An economics of quality exists Workers are the source of quality problems Quality originates in the quality department.

Quality Advocates

Dr. Kaoru Ishikawa (1915-1989) Dr. Ishikawa’s Cause and Effect Diagram

Quality Advocates

Dr. Ishikawa’s Cause and Effect Diagram

Quality Advocates

Dr. Ishikawa promoted the use of quality circles

Dr. Ishikawa focused on four areas to influence quality: Market-in Quality Worker Involvement Quality Begins and Ends with Education Selfless Personal Commitment

Quality Advocates

Dr. Genichi Taguchi (1924-2012 ) Taguchi loss function, used to measure financial loss to

society resulting from poor quality; The philosophy of off-line quality control, designing

products and processes so that they are insensitive ("robust") to parameters outside the design engineer's control; and

Innovations in the statistical design of experiments, notably the use of an outer array for factors that are uncontrollable in real life, but are systematically varied in the experiment.

http://en.wikipedia.org/wiki/Genichi_Taguchi

Quality Advocates

The Taguchi Loss Function

Modern Quality

Toyota Production SystemLean ManufacturingSix Sigma

Toyota Production System

Has also become known as Lean Manufacturing

The main goals of TPS:Design out overburden (muri)Design out inconsistency (mura)Eliminate waste (muda)

Toyota Production System

7 wastes:Over productionTime on handTransportationProcessing itselfStock at handMovementMaking defective product

Toyota Production System

PrinciplesContinuous Improvement

Long term visionImprove business operations (Kaizen)Go to source to find facts

Respect for peopleRespect other and make every effort to

understand each otherTeamwork

Toyota Production System

In the 1990’s Toyota began sharing the TPS system with their suppliers to improve the goods they received.

Toyota also “donated” the TPS system to non-profits such as the Food Bank of New York.

Lean Manufacturing

Based on the fundamentals of TPSLean Systems:

Design a simple manufacturing systemRecognize that there is room for

improvementContinuously improve the system

design

Six Sigma

Was developed as a means to fit the distribution of the parts made within a ±6σ of the tolerance limits

Essentially 99.99966% of parts are good.

Developed by GE and Motorola

Six Sigma

The tools use is the DMAIC cycleAnother iteration of the PDCA

cycle by DemingThe DMAIC cycle provides a series

of steps for improving the process.

Six Sigma

Define design goals that are consistent with customer demands and the enterprise strategy.

Measure and identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks.

Analyze to develop and design alternatives Design an improved alternative, best suited per analysis in

the previous step Verify the design, set up pilot runs, implement the

production process and hand it over to the process owner(s).

http://en.wikipedia.org/wiki/Six_sigma