Theoretical Basis of the Quality Movement

1. Theoretical Basis of the Quality Movement Presented by Dr. Joan Burtner Certified Quality Engineer Associate Professor of Industrial Engineering and Industrial Management Mercer University

2. Quality Time Line (part 1) • Late 1800’s • Taylorism • Scientific Management • 1920’s • Shewhart • Statistical approach • Process variation • 1930’s • Dodge and Romig • Acceptance Sampling Dr. Joan Burtner, Associate Professor of Industrial Engineering

3. Quality Time Line (part 2) • 1950’s • Deming • Top Management Responsibility • Statistically-based approach to quality • 1980’s • US industrial leaders begin to embrace quality • Deming and Taguchi • Push quality upstream into engineering design • 2000 and beyond • Institutionalization of quality • Global marketplace Dr. Joan Burtner, Associate Professor of Industrial Engineering

4. Deming’s Fourteen Points • 1. Create constancy of purpose for the improvement of production or service  Improve the product or service. Plan for the future  Make a long-term commitment to quality  Strategies required to make profits in this quarter only are different from those needed to keep the company in business for the next 20 or 30 years Dr. Joan Burtner, Associate Professor of Industrial Engineering

5. Deming’s Fourteen Points • 2. Adopt the new philosophy New Philosophy: We cannot accept the levels of errors that could be tolerated in the past.  Only management is in the position to do something about the vast majority of errors. Dr. Joan Burtner, Associate Professor of Industrial Engineering

6. Deming’s Fourteen Points • 3. Cease dependence on mass inspection.  Instead, require statistical evidence that quality is built in. You can’t improve quality through inspection.  100% inspection is like planning for defects.  In some cases, final inspection may still be required. Dr. Joan Burtner, Associate Professor of Industrial Engineering

7. Deming’s Fourteen Points • 4. Improve the quality of incoming material .  End the practice of awarding business on the basis of price tag alone.  Reduce the number of suppliers. Dr. Joan Burtner, Associate Professor of Industrial Engineering

8. Deming’s Fourteen Points • 5. Improve constantly & forever the system of production & service.  Continual reduction of waste  Continual improvement of quality  Work on the process instead of the product. Dr. Joan Burtner, Associate Professor of Industrial Engineering

9. Deming’s Fourteen Points • 6. Institute modern methods of training.  Company supported  Training management about the company, training about the customer’s needs, proper training for job. Dr. Joan Burtner, Associate Professor of Industrial Engineering

10. Deming’s Fourteen Points • 7. Adopt and institute leadership.  Supervisor’s job should be to coach workers, assist them in solving problems, not meeting quotas.  Management must take immediate action on problems of defective parts, lack of maintenance on machines, etc. Dr. Joan Burtner, Associate Professor of Industrial Engineering

11. Deming’s Fourteen Points • 8. Drive Out Fear  Eliminate fear in the workplace  Fear will disappear as management improves and as employees develop confidence in management. Dr. Joan Burtner, Associate Professor of Industrial Engineering

12. Deming’s Fourteen Points • 9. Break down barriers between staff areas.  Eliminate the “Over the wall” mentality.  Coordinated effort, teamwork, teams of people in design, engineering, production, & sales. Dr. Joan Burtner, Associate Professor of Industrial Engineering

13. Deming’s Fourteen Points • 10. Eliminate slogans, exhortations, and targets for the workforce.  Need road map to improvement, better materials & equipment .  The only goals that make sense are internal goals. Dr. Joan Burtner, Associate Professor of Industrial Engineering

14. Deming’s Fourteen Points • 11. Eliminate numerical quotas  Deming gives no grades.  Eliminate work standards a) Impossible for some, too easy for others, no clues for how to improve b) Replace with leadership.  The only permissible number is a plain statement of fact for survival. Dr. Joan Burtner, Associate Professor of Industrial Engineering

15. Deming’s Fourteen Points • 12. Remove barriers to pride in workmanship.  Involve employees at all levels in the improvement process.  Supply workers with the proper tools, methods, materials. Dr. Joan Burtner, Associate Professor of Industrial Engineering

16. Deming’s Fourteen Points • 13. Encourage education and self-improvement for everyone.  Educated people learn new things more easily, are more easily trained for new job.  People, like the process, should be continuously improving. Dr. Joan Burtner, Associate Professor of Industrial Engineering

17. Deming’s Fourteen Points • 14. Take action to accomplish the transformation.  Create a management structure that supports these principles. Dr. Joan Burtner, Associate Professor of Industrial Engineering

18. Contact Information • Email: Burtner_J@Mercer.edu • US Mail: Mercer University School of Engineering 1400 Coleman Avenue Macon, GA • Phone: (478) 301- 4127 Dr. Joan Burtner, Associate Professor of Industrial Engineering