Quality and Productivity Management

1. Quality and Productivity Management Deming, TQM, and 6 Sigma

2. Deming’s 14 points • Create constancy of purpose for improvement of product and service • Adopt the new philosophy • Cease dependence on inspection to achieve quality • End the practice of awarding business on the basis of price tag alone. Instead minimize total cost by working with a single supplier. • Improve constantly and forever every process for planning, production and service. • Institute training on the job. • Adopt and institute leadership • Drive out fear. • Break down barriers between staff areas. • Eliminate slogans, exhortations, and targets for the workforce. • Eliminate numerical quotas for the workforce and numerical goals for management • Remove barriers that rob people of pride in workmanship. Eliminate the annual rating or merit system. • Institute a vigorous program of education and self improvement for everyone. • Put everyone in the company to work to accomplish the transformation.

3. Total Quality Management • The primary focus is on process improvement. • Most of the variation in a process is due to the system and not the individual. • Teamwork is an integral part of a quality management organization. • Customer satisfaction is a primary organizational goal. • Organizational transformation must occur in order to implement quality management. • Fear must be removed from organizations. • Higher quality costs less not more but it requires an investment in training.

4. Six Sigma Management • Define: The problem to be solved needs to be defined along with the costs, benefits of the project, and the impact on the customer. • Measure: Definitions for each Critical-To-Quality (CTQ) characteristic must be developed. In addition, the measurement procedure must be verified so that it is consistent over repeated measurements. • Analyze: The root causes why defects can occur need to be determined along with the variables in the process that cause the defects to occur. Data are collected to determine the underlying value for each process variable, often using control charts. • Improve: The importance of each process variable on the CTQ characteristic are studied using designed experiments. The objective is to determine the best level for each variable that can be maintained in the long run. • Control: The objective is to maintain the gains that have been made with a revised process in the long term by avoiding potential problems that can occur when a process is changed.

5. SPC – Statistical Process Control • ARL = average run length • Xbar charts • S charts • Process capability index • P charts