Approaches to Quality

1. Approaches to Quality Chapter 2 Dr. Tahseen Al-Doori

2. Late 1970’s • The growth of consumerism • The growth of litigation • The growth of government over quality • The Japanese quality revolution Dr. Tahseen Al-Doori

3. Deming’s Approach According to Deming • “The 14 points all have one aim: to make it possible for people to work with joy.” 1. create constancy of purpose for the improvement of product and service, with the aim to become competitive, stay in Business, and provide jobs. 2. Adopt the new philosophy of cooperation (win-win) in which everybody wins. Put it into practice and teach it to employees, customers, and suppliers. Dr. Tahseen Al-Doori

4. Deming’s Approach 3. cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the first place. 4. End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, on a long term relationship of loyalty and trust. Dr. Tahseen Al-Doori

5. Deming’s Approach 5. Improve constantly and forever the system of production, service, planning, or any activity. This will improve quality and productivity and thus constantly decrease costs. 6. Institute training for skills. 7. Adopt and institute leadership for the management of people, reorganizing their different abilities, capabilities, and aspirations. The aim of leadership should be to help people, machines, and gadgets Dr. Tahseen Al-Doori

6. Deming’s Approach 8. Eliminate fear and build trust so that everyone can work effectively. 9. Break down barriers between departments. Abolish competition and build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service. Dr. Tahseen Al-Doori

7. Deming’s Approach 10. Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the workforce. 11. Eliminate numerical goals, numerical quotas, and management by objectives. Substitute leadership. Dr. Tahseen Al-Doori

8. Deming’s Approach 12. Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict. 13. Institute a vigorous program of education and self-improvement. 14. Put everyone in the company to work to accomplish the transformation. The transformation is everybody’s job. Dr. Tahseen Al-Doori

9. Deming Deming also describe a system of “profound knowledge.” It consist of 4 parts: • appreciation for a system. A system is a network of independent components that work together to accomplish the aim of the system. The greater the interdependence of the various system components, the greater the need for management. Dr. Tahseen Al-Doori

10. 2. knowledge about variation. Deming’s system of profound knowledge: without knowledge of variation people are unable to learn from experience. There are two basic mistakes made when dealing with variation: A. reacting to an outcome as if it were produced by a special cause; when it actually came from a common cause. B. reacting to an outcome as if it were produced by a common cause, when it actually came from a special cause. Dr. Tahseen Al-Doori

11. 3. theory of knowledge knowledge is reflected in new theory. Without theory, there is nothing to revise, that is, there can be no new knowledge, no learning. Deming’s Plan-Do-Study-Act cycle. 4. psychology. Psychology is the science that deals with mental processes and behavior. Deming’s system of profound knowledge: Psychology is important because it provides a theoretical framework for understanding the difference between people, and provides guidance in the proper ways to motivate them Dr. Tahseen Al-Doori

12. Total Quality Control in Japan • TQC is a system of specialized quality control activities initially developed by Feigenbaum. The American used it and the Japanese improved on it and used it for better results. 1. Quality first --- not short term first. 2. Consumer orientation – not producer orientation. 3. The next process is your customer – breaking down the barrier of sectionalism. 4. Using facts and data to make presentations – utilization of statistical methods. Dr. Tahseen Al-Doori

13. 5. Respect for humanity as a management philosophy –full participatory management. When management decides to make company wide quality its goal, it must standardize all processes and procedures and then baldly delegate authority to subordinates. (when you give a job to someone then give him/her full authority to deal with the job). 6. Cross-functional management From the perspective of companywide goals, the main functions are Quality Assurance, Cost Control, Quality Control, and personnel Control. The company must establish cross-functional committees to address these section-spanning issues. Dr. Tahseen Al-Doori

14. Kaizen • Kaizen is a philosophy of continuous improvement, a belief that all aspects of life should be constantly improved. • In Japan, where the concept of KAIZEN originated applies to all aspects of life, not just the workplace. • In America the term is usually applied to work processes. Dr. Tahseen Al-Doori

15. KAIZEN • The KAIZEN approach focuses on ongoing incremental improvement that involves all of stakeholders. • Over the time these small improvements produce changes every bit as dramatic as the “big project” approach. • KAIZEN does not concern itself with changing fundamental systems, but seeks to optimize existing systems. Dr. Tahseen Al-Doori

16. KAIZEN • All employees in an organization have responsibilities for two aspects of quality: • Process improvement and • Process control Dr. Tahseen Al-Doori

17. Dr. Tahseen Al-Doori

18. Dr. Tahseen Al-Doori

19. TaiichiOhno of Toyota Five types of waste: • Errors requiring rework. (Rework refers to any activity required to fix or repair the results of another process step. In service processes, management intervention to resolve a customer complaint may be considered rework.) 2. Work with no immediate customer, either internal or external, resulting in work in progress or finished goods inventory. Dr. Tahseen Al-Doori

20. TaiichiOhno of Toyota 3. Unnecessary process steps. 4. Unnecessary movement of personnel or materials. 5. Waiting by employees as unfinished work in an upstream process is completed. 6. Design of product or processes that do not meet the customer’s needs. Dr. Tahseen Al-Doori

21. Value is the opposite of waste This should be identified by considering the following: • Is this something the customer is willing to pay for? • Does the step change form, fit, or function of the product? Stated differently, does it convert input to output? If the answer for both is “no”, then it’s likely the activity does not create value in the customer’s eyes, even if it is necessary to ensure quality in the current process. Dr. Tahseen Al-Doori

22. ISO 9000 • The best know system of quality standards and published by the ISO (International Organization for Standardization). • The use of ISO 9000 is extremely widespread, KIC uses it for standards. 86% of registration is in Europe and the far east. • ISO 9000 registration is achieved by third party registrar audits. Audits are not preformed by customers but by specially trained, independent, third party auditors. Dr. Tahseen Al-Doori

23. ISO 9000 • While ISO 9000 applies to any organization and to all product categories, it does not specify how the requirements are to be implemented. • ISO 9000 does not replace product, safety, or regulatory requirements or standards. • The concept that underlies the ISO 9000 standards is that consistently high quality is best achieved by a combination if technical product specifications and management system standards. ISO 9000 standards provide only the management systems standards. • IT SHOULD BE NOTED THAT ISO 9000 IS DESIGNED AS A MINIMAL QUALITY STANDARDS. Dr. Tahseen Al-Doori

24. Stapp summarization of the issues with pre-2000 standards • Ebook page 44 • 10 points to be discussed. Dr. Tahseen Al-Doori

25. Deming Prize • The Deming Prize for individual person is awarded to an individual who shows significant achievement in the theory or application of quality control. • The Deming application Prize is awarded to an enterprise that achieves the most distinctive improvement of performance through the application of statistical quality control. This award is further broken down into the Deming Application Prize for small enterprises and the Deming Application Prize for Division. • The Deming Application Prize for overseas Companies is awarded to an overseas company that displays the meritorious implementation of TQM. Dr. Tahseen Al-Doori

26. Deming Prize • Areas examined by the subcommittee members for TQM are: • Policy • Organizational design • Education/ training • Information • Analysis • Standardization • Control • Quality assurance • Effectiveness • Future plans Dr. Tahseen Al-Doori

27. Total Quality Management TQM • There are four basic components: • Put customers first • Make continuous improvements • Aim for zero defects • Training and development. Dr. Tahseen Al-Doori

28. Put Customers First • A quality product or service satisfies customer’s needs and expectations. If customers are not put first, then customer expectations will be difficult to satisfy and consequently quality will not be achieved. Customers can be put first through a variety of initiatives including: 1. undertaking market research 2. Looking after all customers whether internal or external. 3. Listening to customer views and opinions Dr. Tahseen Al-Doori

29. Make continuous improvement The Japanese term “Kaizen” believes that there are no limits to continuous improvement. This means that a TQM organization will continuously strive to improve their product / service and increase the quality standards. Dr. Tahseen Al-Doori

30. Aim for Zero Defects There are a number of reasons behind the aim to eradicate defects. * Defects are expensive because they will lower the customer’s confidence in the product. * It is more expensive to rectify defects than it is to prevent them occurring in the first place. Dr. Tahseen Al-Doori

31. Training and Improvement An organization will need to train their employees to ensure that they understand the principles of TQM. In a TQM organization, employees will need to understand how TQM is to be achieved or maintained and how they as an employee will ensure that the organization emulates TQM. Dr. Tahseen Al-Doori

32. Six Sigma • Lean six sigma • http://www.youtube.com/watch?v=k6-GafaZC1E Dr. Tahseen Al-Doori