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What is Quality
FEIGENBAUM (1983) DEFINED QUALITY AS FOLLOWS
Quality is total composite product (goods and services)characteristics, through which the product in use will meet
the needs and expectations of the customers. Concept of quality must start with identification of customer
quality requirements and must end only when the finishedproduct is placed into the hands of the customer who remainssatisfied through various stages of relationship with the seller
American Society of Quality Control (ASQC) and American National Standard Institute (ANSI) defined Quality is totality of features and characteristics of product
(goods and services) that bears on its ability to satisfy givenneeds”
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Approaches to define Quality Transcendent Approach
Quality is absolute and universally recognisable. It is common notion used by laymen
There is no subjective judgement and is estimated by lookingat the product. Innate excellence ex. MB AND RR
Product Based Approach Attributes of a particular product in a specific category
Precise and measurable variable These attributes are accepted as bench of quality by the
industry Others in the same industry try to produce close to this
quality. Ex . Ice cream.- Fat content.
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Approaches to define Quality User Based Approach
Defined as “Fitness for use”
Viewed from user’s perspective and is dependent on how
well does the product meet needs of the consumer. Also known as Customer Oriented Approach
Production Based Approach An outcome of engineering or operational excellence
and is measured in terms of quality of conformance
The producer has specifications and produces theproduct as per the specifications
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Approaches to define Quality Value Based Approach
Quality is viewed in context of price
Quality is satisfactory, if it provides desired performanceat an acceptable price
Customer looks at the total value proposition and notthe price alone
ice
BenefitsValue
Pr
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Attributes of Quality Performance
Product’s primary operating characteristics.
Features Augmented product – The “bells & whistles” of the
product . Ex car
Reliability Ability of the product to function at the specified level
of performance Conformance
Degree to which characteristics of the product meet pre-established standards
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Attributes of Quality Durability
Length of time a product can be used before itdeteriorates or becomes non functional
Serviceability
Speed, competence & courtesy
Aesthetics
Perceived Quality Look, feel sound, taste, smell
Resulting from advertisement, image, brand name,earlier use, hearsay
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Evolution of Quality Management
MassInspection
Quality
Control(AcceptanceSampling)
Quality Assurance
Total Quality Control
Company wide Quality Control
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Evolution of Quality Management Mass Inspection
Inspecting
Salvaging
Sorting Grading
Rectifying
Rejecting
Quality Control Quality manuals
Product testing using SQC
Basic quality planning
Quality Assurance Emphasis on prevention
Proactive approach using
SPC Advance quality planning
Total Quality Control All aspects of quality of
inputs
Testing equipments
Control on processes
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Evolution of Quality Management Company wide Quality Control
Measured in all functions connected with production such as R&D
Design Engineering
Purchasing,
Operations etc
Total Quality Management Measured in all aspects of business, Top management commitment
Continuous improvement
Involvement & participation of employees
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Evolution of Quality Management
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Evolution of Quality Management
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Gurus of TQM
Dr. W E Deming Dr. J M Juran Dr. Philip Crosby
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Gurus of TQM
Dr. Kaoru IshikawaDr. Genichi Taguchi Dr. Masaaki Imai
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Gurus of TQM
Dr. Shigeo Shingo Dr. Yoshio Kondo Dr .Armand V. Feigenbaum
Dr. James Harrington
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W E Deming Reduction in process variability by extensive use of
statistics will lead to improvement in quality andincrease in productivity
Talked about New Climate (organisational culture)
Joy in work
Innovation
Co-operation Win-Win approach
He proposed a 14 point TQM programme
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W E Deming 14 Points
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W E Deming – PDCA Cycle
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Seven Deadly Sins Lack of vision and mission as regards quality & process
improvement
Emphasis on short term profit
Personal performance appraisal systems Mobility of management
Running a company on visible figures alone Customer satisfaction level
Employee morale
Relationship with your vendors
Confidence the market has in your company
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Excess non-productive expenditure
Excessive cost of warranty
Seven Deadly Sins
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Deming’s Prize Establish in 1950 originally for Japanese companies for
major advances in quality improvement
Deming’s Prize is given under Japanese Union of Scientists & Engineers
These days Deming’s Prize is awarded to non Japanesecompanies and even individuals
2001 – Sundaram Brake Linings, the world’s firstfriction material company to win
2008 – Tata Steel is the first integrated steel plant in Asia to win
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Malcolm Baldrige National Quality
Award MBNQA is given by United States National Institute of
Standards and Technology Original stated purpose of the award were
promote quality awareness recognise quality achievements of the US companies publicise successful quality strategies
Current award criteria are stated To help improve organizational performance practices, capabilities
and results
To facilitate communication and sharing of the best practiceinformation among US organizations of all types To serve as a working tool for understanding and managing
performance and for guiding planning and opportunities forlearning
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Malcolm Baldrige National Quality
Award The categories are
Leadership
Strategic Planning
Customer & Market Focus
Measurement, Analysis and Knowledge Management
Workforce Focus
Process Management Results
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J M Juran Developed the idea of trilogy
Quality Planning
Quality Improvement
Quality Control
Conformance to specifications is necessary but notsufficient requirement of a product.
Fitness for use by the consumer of the targeted marketsegment is an essential requirement in addition toconformance
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J M Juran’s Trilogy
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Juran’s 10 Points Build awareness of need and opportunities for
improvement
Set goals for improvement
Organise the overall improvement programme Provide the training
solve problems through project methodology
Report progress
Give recognition Communicate results
Keep score
Institutionalise the improvement process
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Philip Crosby Do it right the first time Zero Defects Absolutes of QM
Quality is defined as conformance to requirements, not as'goodness' or 'elegance' The system for causing quality is prevention, not appraisal –
Quality is Free The performance standard must be Zero Defects, not "that's
close enough" The measurement of quality is the Price of Non-conformance,
not indices. Cost of quality is only the measure of operational
performance
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Crosby 14 points Management commitment Quality improvement team Quality measurement Evaluation of cost of quality Quality awareness Corrective action Establish committee for zero defect planning Supervisor training
Zero Defect Day Goal Setting Error cause removal Recognition
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Cost of Quality Prevention Cost
Cost associated with time spend in planning the quality system
Consists of the following
Process control costs
Information systems costs
Training Costs
General Management cost
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Cost of Quality Appraisal Costs
Cost incurred on measurement & analysis of data in order todetect & correct problems
Consist of Cost of maintaining, testing & inspection
Process control costs
Internal Failure Cost Incurred due to non-conformance
Include Scrap and rework costs
Cost of corrective action
Downgrading costs
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Cost of Quality External Failure Cost
Occur when poor products reach customer
Include
Costs of customer complaints and returns
Product recall costs
Warranty claims costs
Product liability costs
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Genichi Taguchi His methodologies held ensure customer satisfaction
Taguchi’s Loss Function
Taguchi Method – Design of Experiments
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A quality product is a product that causes a minimalloss (expressed in money!) to society during it's entirelife. The relation between this loss and the technical
characteristics is expressed by the loss function
Taguchi’s Loss Function
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Kaoru Ishikawa Simplified statistical techniques for QC
Cause and Effect diagrams (Ishikawa Diagrams or FishBone Diagrams)
Company wide quality control
quality does not only mean the quality of product, butalso of after sales service, quality of management, the
company itself and the human life
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Ishikawa Diagram
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Ishikawa Diagram Diagrams which show the causes of a certain event
Three sets of causes
6 M’s Machine
Method
Material
Maintenance / Management Man
Mother Nature
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Ishikawa Diagram 8 Ps
Price
Promotion
Process
Place(Distribution)
Plant
Policies Procedures
Product (or Service)
4 Ss
Surroundings
Suppliers
Systems
Skills
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Masaaki Imai Introduced the concept of Kaizen or continuous
improvement
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Shigeo Shingo “Fool-Proofing” or “Poke- Yoke”
Source Inspection systems
No statistical sampling is necessary Zero defects through good engineering and process
investigation rather than slogans and exhortations
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Yoshio Kondo Emphasised inter-relationship between quality and
people
Creativity – joy of thinking
Physical activity – joy of working
Sociality – joy of sharing pleasure and pain withcolleagues
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Toyota Production System
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Toyota Production System Long – Term Philosophy
Base your Management Decisions on a Long-TermPhilosophy, even at the Expense of Short-TermFinancial Goals
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14 Principles of TPS The Right Process Will Produce the Right Results
Create Continuous Process Flow to Bring Problems to the Surface
Use “Pull” Systems to avoid Over Production
Level out the Work Load (Heijunka)
Build a Culture of Stopping to Fix Problems, to get Quality Right the First Time
Standardised Tasks are the foundation for Continuous Improvement and EmployeeEmpowerment
Use Visual Control so no Problems are Hidden
Use Only Reliable, Thoroughly Tested Technology that Serves your People and Processes
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Continue …….
14 Principles of TPS Add Value to the Organisation by Developing Your People
and Partners
Grow Leaders who thoroughly understand the Work, Livethe Philosophy and Teach it to Others
Develop Exceptional People and Teams who follow yourCompany’s Philosophy
Respect your Extended Network of Partners and Suppliersby Challenging them and Helping them Improve
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14 Principles of TPS
Continuously Solving Root Problems Drives OrganisationalLearning
Go and See for Yourself to thoroughly Understand theSituation
Make Decisions Slowly by Consensus, thoroughly Considering all Options, Implement Decisions Rapidly
Become a Learning Organisation through RelentlessReflection (Hansei) and Continuous Improvement(Kaizen)
“4 P” Model of the Toyota Way
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Philosophy
(Long-term Thinking)
People andPartners
(Respect, Challenge
and Grow Them)
Process
(Eliminate Waste)
Problem
Solving(Continuous
Improvement
& Learning)
•Continual organizational learning through Kaizen
•Go see for yourself to thoroughly understand the
situation (Genchi Genbutsu )
•Make decisions slowly by consensus, thoroughly
considering all options; implement rapidly
•Grow leaders who live the philosophy
•Respect, develop, and challenge yourpeople and teams
•Respect, challenge, and help your suppliers
•Create process “flow” to surface problems
•Use pull systems to avoid overproduction
•Level out the workload (Heijunka)•Stop when there is a quality problem (Jidoka)
•Standardize tasks for continuous improvement•Use visual control so no problems are hidden
•Use only reliable, thoroughly tested technology
•Base management decisions on along-term philosophy, even at the
expense of short-term financial goals
4 P Model of the Toyota Way
“4 P” Model of the Toyota Way
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Philosophy
(Long-term Thinking)
People andPartners
(Respect, Challenge
and Grow Them)
Process
(Eliminate Waste)
Problem
Solving(Continuous
Improvement
& Learning)
•Continual organizational learning through Kaizen
•Go see for yourself to thoroughly understand the
situation (Genchi Genbutsu )
•Make decisions slowly by consensus, thoroughly
considering all options; implement rapidly
•Grow leaders who live the philosophy
•Respect, develop, and challenge yourpeople and teams
•Respect, challenge, and help your suppliers
•Create process “flow” to surface problems
•Use pull systems to avoid overproduction
•Level out the workload (Heijunka)•Stop when there is a quality problem (Jidoka)
•Standardize tasks for continuous improvement•Use visual control so no problems are hidden
•Use only reliable, thoroughly tested technology
•Base management decisions on along-term philosophy, even at the
expense of short-term financial goals
Where Most
“Lean” Companies
are
4 P Model of the Toyota Way
“4 P” Model of the Toyota Way
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Philosophy
(Long-term Thinking)
People andPartners
(Respect, Challenge
and Grow Them)
Process
(Eliminate Waste)
Problem
Solving(Continuous
Improvement
& Learning)
•Continual organizational learning through Kaizen
•Go see for yourself to thoroughly understand the
situation (Genchi Genbutsu )
•Make decisions slowly by consensus, thoroughly
considering all options; implement rapidly
•Grow leaders who live the philosophy
•Respect, develop, and challenge your
people and teams
•Respect, challenge, and help your suppliers
•Create process “flow” to surface problems
•Use pull systems to avoid overproduction
•Level out the workload (Heijunka)•Stop when there is a quality problem (Jidoka)
•Standardize tasks for continuous improvement•Use visual control so no problems are hidden
•Use only reliable, thoroughly tested technology
•Base management decisions on along-term philosophy, even at the
expense of short-term financial goals
Toyota’s
Terms
4 P Model of the Toyota Way
Toyota Production System House
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Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-TimeRight Part, Right
Amount, Right Time
• Take Time Planning
• Continuous Flow• Pull System
• Quick Changeover
• Integrated Logistics
Jidoka(In-station Quality)
Make Problems
Visible
• Automatic Stops• Andon
• Person – Machine
Separation
• Error Proofing
• In-station Quality
Control
• Solve Root Cause of
Problems (5 Why’s)
Best Quality – Lowest Cost – Shortest Lead Time –
Best Safety – High Morale Through shortening the production flow by eliminating waste
People & Teamwork• Selection
• Common Goals
• Ringi Decision Making
• Cross – Trained
Waste Reduction• Genchi Genbutsu
• 5 Why’s
• Eyes for Waste
• Problem Solving
Continuous Improvement
Toyota Production System House
em ng s yc e
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Check
Check
Check
Check
Plan
Plan
Plan
Plan
Act Act Act Act Do Do Do Do
Across Companies
Company
Group
Project
em ng s yc e
Creating Flow
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Evaluate
Results
(Check)
Surface
Problems
(Plan)
Counter
Measures
(Do)
Eliminate
Waste
Create
Flow(Act)
Creating Flow
Three Ms
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MudaWaste
Muri
Overburden
Mura
Unevenness
Three Ms
Toyota’s Leader View
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PEOPLE
Long – term Asset – > Learned Skills
Machinery Depreciates -> Loses Value
People Appreciates -> Continue to Grow
PHILOSOPHICAL
Technical• Stability
• JIT
• Jidoke
• Kaizen• Heijunka
Management
• True North• Tools to Focus
Management Attention
• Go and See
• Problem – Solving• Presentation Skills• Project Management
• Supportive Culture
Philosophy / Basic Thinking• Customer First• People are most Important Asset
• Kaizen
• Go and See -> Focus on Floor• Give feedback to Team Members and Earn Respect
• Efficiency Thinking
• True (vs. apparent) Condition
• Total (vs. Individual) Team Involvement
Toyota s Leader View
Supply Chain Need Hierarchy
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Learning
Enterprise
Enabling Systems
Clear Expectations
Stable, Reliable Processes
Fair and Honorable Business Relations
Next Level of
Improvement
Stability
Supply Chain Need Hierarchy
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Myth vs RealityMyth
What TPS is Not
A Tangible recipe for Success
A Management Project orProgram
A set of Tools forImplementation
A system for Production Flooronly
Implementable in a Short or Mid-term Period
Reality
What TPS Is A Consistent way of Thinking
A Total Management Philosophy
Focus on Total Customer Satisfaction
An Environment of Teamwork and Improvement
A Never-ending Search for a Better Way
Quality Built in Process
Organised, Disciplined Workplace
Evolutionary
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Motivational Theories & TPS
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5 S Seiri – Sorting
Seiton – Straighten or Set in order
Seiso – Sweeping, shining or cleaniness
Seikestu – Standardising
Shitsuke – Sustaining the discpline
5 S’
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SortClear out rarely used
Items by Red Tagging
Straighten
Organise and Label aPlace for Everything
Shine
Clean ItStandardise
Create Rules to Sustain
the first 3 5’S
SustainUse Regular Management
Audits to Stay Disciplined Eliminate
Waste
5 S’s
Waste in a Value System
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Time
Casting
Transportation
StagingSetup
Machining
Inspection
Assembly
Staging
Raw
MaterialTime Finished
Parts
Value – Added Time
Non-Value-Added
Time (Waste)
• Value-added Time is only a Small Percentageof the Total Time
• Traditional Cost Savings focuses only on
Value-adding Items
• Lean Thinking Focuses on the Value Stream
to Eliminate Non-Value-Adding Items
Waste in a Value System
Waste in a Truck Assembly Line
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aste a uc sse b y e