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C hapter 20

C hapter 20. M anaging improvement – the TQM approach. Source: Corbis/Munshi Ahmed. Quality is free – the optimum is zero defects. Philip Crosby. Deming’s 14 points. W. Edwards Deming. How to use statistics. Total quality control. Armand Feigenbaum.

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C hapter 20

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  1. Chapter 20 Managing improvement – the TQM approach Source: Corbis/Munshi Ahmed

  2. Quality is free –the optimum is zero defects Philip Crosby Deming’s 14 points W. Edwards Deming How to use statistics Total quality control Armand Feigenbaum Quality circles and cause-and-effect diagrams Kaoru Ishikawa Quality as fitness for use, rather than conformance to specification Joseph Juran Loss function Genichi Taguchi Minimize variation The quality gurus

  3. Quality is strategic • Teamwork • Staff empowerment • Involves customers and suppliers Makes quality central and strategic in the organization • Quality systems • Quality costing • Problem solving • Quality planning Broadens the organizational responsibility for quality • Statistics • Process analysis • Quality standards Solves the root cause of quality problems Prevents ‘out of specification’ products and services reaching market • Error detection • Rectification Total quality management can be viewed as a natural extension of earlier approaches to quality management

  4. Includes all parts of the organization Includes all staff of the organization Includes consideration of all costs Includes every opportunity to get things right Includes all the systems that affect quality Never stops Total Quality Management Source: Corbis/Richard T Nowitz

  5. The cost of rectifying errors increases more rapidly the longer they remain uncorrected in the development and launch process 10000 1000 Cost of rectifying error 100 10 1 Concept Pilot production Market use Design Prototype Stage in development and launch process

  6. Total cost of quality Appraisal Internal failure Appraisal Prevention Increasing the effort spent on preventing errors occurringin the first place brings a more than equivalent reductionin other cost categories Costs of quality Time

  7. Introduction Growth Levelling off Disillusionment Repackaging Starting to hit the more difficult problems Learning and understanding Increasing enthusiasm Attempts to revitalize the programme Waning enthusiasm The pattern of some TQM programmeswhich run out of enthusiasm Effectiveness of the TQM initiative

  8. Changing Quality Assumptions Reactive Proactive Inspection Prevention AQL ZD Blame placing Problem solving Quality cost more Quality cost less Quality is technical Quality is managerial Schedule first Quality first Defects hidden Defects highlighted

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