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What business are you in?

What business are you in?. CEO of GM announced, “GM wasn’t in the business of making cars, GM was in the business of making money”. Taylor > Drucker > McNamara According to Tom Peters from “In Search of Excellence” fame. Chapter 3. Quality Management. Chapter 3: Quality Management.

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What business are you in?

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  1. Chapter 3: Quality Management

  2. What business are you in? • CEO of GM announced, “GM wasn’t in the business of making cars, GM was in the business of making money”. • Taylor > Drucker > McNamara • According to Tom Peters from “In Search of Excellence” fame Chapter 3: Quality Management

  3. Chapter 3 Quality Management Chapter 3: Quality Management

  4. Chapter 3:Quality Management

  5. Examples Chapter 3: Quality Management

  6. West Babylon School District • Began applying continuous improvement and quality to its administrative and education processes. • TQE • Applied Deming’s “14 Points” for management to administrative process. • Numerous improvements made. Chapter 3: Quality Management

  7. National Semiconductor • Early proponent of total quality • Quality circles 1981 • Preventive maintenance 1982 • Statistical process control 1983 • Design of experiment techniques 1984 • Design for manufacturing techniques 1986 Chapter 3: Quality Management

  8. National Semiconductorcontinued • Second stage of quality initiatives (1990s) • Focused on customer-supplier relationships • Customer satisfaction • Customer score cards • Process analysis • Employee empowerment • Team strategies • Problem solving techniques • Visioning Chapter 3: Quality Management

  9. National Semiconductorcontinued • Third stage • Personal mastery • Shared vision • Systems thinking • Team learning Chapter 3: Quality Management

  10. NCR • Produces business information processing systems • Recognized need to continuously improve its products • Major component of its continuous improvement program is use of statistical techniques Chapter 3: Quality Management

  11. NCR continued • Began using statistical process control techniques in 1985 to monitor its autoinsertion operation on its printed circuit board assembly line. • Line was producing an unacceptable number of defects. • Reasons included misinserted or broken parts, using the wrong parts and so on. Chapter 3: Quality Management

  12. NCR continued • Quality engineering department established process averages, control limits and guidelines for action for “out-of-control” conditions. • Production was stopped when out-of-control condition detected until cause identified. • Random samples of 1000 insertions were collected each hour and the results plotted on a c chart. • Out-of-control situations were investigated to identify the assignable cause. Chapter 3: Quality Management

  13. NCR concluded • Learned a great deal about the autoinsertion operation using the control charts. • Problem of broken parts was traced to a specific supplier. • Because of the success of this experiment, statistical process control was implemented across the entire assembly line. • NCR has since changed its approach from “inspect and repair” to “prevent and design for quality.” Chapter 3: Quality Management

  14. Timber Companies • Because of environmental restrictions and limited quantities of large-diameter trees, many timber companies are using statistical quality control techniques to maximize the quality and quantity of finished lumber produced Chapter 3: Quality Management

  15. Converting Logs into Finished Lumber • Debarked log split down the middle • Split log resawed to create boards • Ends of boards trimmed • Boards are stacked • Log debarked • Boards dried in kiln for 2 to 30 days • Boards are planed Chapter 3: Quality Management

  16. Applying SPCto the Stacking Operation • Important because this determines straightness of finished lumber. • Lumber stacked in layers. • Separators placed between layers to form air channels and transfer weight of wood. • Automated equipment used to stack lumber making it necessary to monitor the alignment of the separators. Chapter 3: Quality Management

  17. Stacking Operation continued • Estimated cost of misplaced separator is $31.50 owing to board warping. • Average sawmill handles upwards of 30,000 separators each day. • Measuring board placed in front of each column of separators to monitor separator alignment. • Stack of lumber contains approximately 15 columns of separators and 360 separators. Chapter 3: Quality Management

  18. Stacking Operation concluded • Total number of misplaced separators is divided by the total number of separators in the stack of lumber and result plotted on p chart. • Using p chart, workers monitor the stacking equipment and identify problems before an out-of-control situation arises. Chapter 3: Quality Management

  19. Quality Management Perspectives Chapter 3: Quality Management

  20. Quality Costs • Two primary sets of costs involved in quality • Control costs • Failure costs • These costs are often as high as 15 to 35% of sales • Costs often broken down into four categories Chapter 3: Quality Management

  21. Category 1:Prevention Costs • Costs associated with trying to prevent defects and errors • Training for quality • Educating suppliers • Designing product for quality • Designing production system for quality • Preventive maintenance Chapter 3: Quality Management

  22. Category 2: Appraisal Costs • Costs of determining current quality • Measuring and testing parts • Running special test laboratories • Acquiring special testing equipment • Conducting statistical process control • Inspecting incoming materials Chapter 3: Quality Management

  23. Category 3: Internal Costs of Defects • Costs incurred when defects are found before shipment/delivery to customer. • Labor and materials going into scrap • Reworking and retesting to correct defects • Downtime of equipment and labor while waiting for repairs • Yield losses Chapter 3: Quality Management

  24. Category 4: External Costs of Defects • Costs of trying to correct defects after receipt by customer. • Lost of customer goodwill • Recalls to correct problem • Warranty, insurance, and legal suit settlements Chapter 3: Quality Management

  25. Quality Management Philosophies Chapter 3: Quality Management

  26. Chapter 3: Quality Management

  27. W. Edwards Deming • Major source of poor quality is variation • Quality improvement the responsibility of top management • All employees should be trained in use of problem solving tools and especially statistical techniques Chapter 3: Quality Management

  28. Deming’s 14 Points • Create constancy of purpose • Adopt the new philosophy • Cease dependence on mass inspection • End practice of awarding business on basis of price tags • Improve constantly and forever • Institute modern methods of training Chapter 3: Quality Management

  29. Deming’s 14 Points continued • Institute modern method of supervision • Drive out fear • Breakdown organizational barriers • Eliminate arbitrary numerical goals • Eliminate work standards and quotas • Remove barriers that reduce pride of workmanship Chapter 3: Quality Management

  30. Deming’s 14 Points continued • Institute a vigorous program of education and training • Push the other 13 points everyday Chapter 3: Quality Management

  31. Joseph Juran Chapter 3: Quality Management

  32. Joseph Juran • Quality Control Handbook (1951) • Quality Trilogy • Quality Planning • Quality Control • Quality Improvement • Need to place more emphasis on planning and improvement Chapter 3: Quality Management

  33. Joseph Juran continued • Organizations move through 4 phases • Minimize prevention and appraisal costs – results in increased external failure costs • Increase appraisal costs – finds defects sooner and raises internal costs • Process control introduced increasing appraisal costs but lowering internal and external failure costs • Prevention costs increased in effort to lower total quality costs Chapter 3: Quality Management

  34. Phillip Crosby Chapter 3: Quality Management

  35. Philip B. Crosby • Quality is conformance to requirements, not elegance • Better to produce item right the first time than to try to inspect quality in • Quality at the source - responsibility shifted from quality control department to workers Chapter 3: Quality Management

  36. Total Quality Management (TQM) • Quality problems do not exist, rather organizations have functional problems • Zero defects only meaningful performance standard • Cost of quality the only performance measure Chapter 3: Quality Management

  37. Economic Control of Quality of Manufactured Product(1931) Chapter 3: Quality Management

  38. History of TQM • Dr. Shewart began using statistical control at the Bell Institute in 1930s • Military standards developed in 1950s • After World War II, Japanese Union of Scientist and Engineers began consulting with Deming • Deming Prize introduced in Japan in 1950 Chapter 3: Quality Management

  39. History of TQM continued • Juran writes “Total Quality Control” 1951 • Juran makes first trip to Japan in 1954 • “Quality” Japan’s national slogan in 1956 • First quality circles created in 1957 • 10,000 quality circles by 1966 • 100,000 quality circles by 1977 • First U.S. quality circle 1974 Chapter 3: Quality Management

  40. Five Steps in TQM • Determine what customers want • Develop products and services • Develop production system • Monitor the system • Include customers and suppliers Chapter 3: Quality Management

  41. New Responsibilities of Quality Control Department • Training employees how to control quality • Conducting random quality audits • Consulting on quality problems • Determining cost of quality • Helping implement quality control ideas • Overseeing final test of finished goods Chapter 3: Quality Management

  42. Quality Circles • Focus on all problems facing workers • Composed of natural work groups • Not limited to shop employees • Usually spend couple hours per week on company time analyzing problems Chapter 3: Quality Management

  43. Process analysis Runs chart Control chart Pareto chart Histogram Scatter diagram Fishbone chart Presentation skills Analysis skills Brainstorming Quality Tools Chapter 3: Quality Management

  44. Tools for Quality Control Chapter 3: Quality Management

  45. Tools for Quality Control continued Chapter 3: Quality Management

  46. Insufficient Time Spent Covering Curriculum Chapter 3: Quality Management

  47. Taguchi Methods • Design for Manufacturability (DFM) • Procedure for statistical testing to determine best combination of product and transformation system design that will make output relatively independent of normal fluctuations in the production system Chapter 3: Quality Management

  48. Quality Function Deployment (QFD) • Tools for helping translate customer desires directly into product service attributes. Chapter 3: Quality Management

  49. Benchmarking Comparing an organization’s performance to performance of other organizations. Chapter 3: Quality Management

  50. Purposes for Benchmarking • Comparing an organization’s performance to the best organization’s performance • Comparing an organization’s business processes with similar processes • Comparing products and services • Identifying best practices to implement • Projecting trends Chapter 3: Quality Management

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