URUS

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G
Q
URUS
UALITY
CUSTOMER COMPETITIVE INTELLIGENCE FOR PRODUCT,
PROCESS, SYSTEMS ENTERPRISE EXCELLENCE
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT
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Quality Gurus Joseph M. Juran Phil
Crosby Armand V. Feigenbaum
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Joseph M. Juran
http//www.qualitydigest.com/aug02/articles/01_art
icle.shtml

• Defines quality as a composition of two
  different, though related concepts

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Joseph M. Juran

• One form of quality is income-oriented, and
  consists of those features of the product which
  meet customer needs and thereby produce income
  in this sense, higher quality usually costs more

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Joseph M. Juran

• A second form of quality is cost-oriented and
  consists of freedom from failures and
  deficiencies in this sense, higher quality
  usually costs less

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Joseph M. Juran

• Management for quality, according to Juran,
  involves the elements of quality planning,
  quality control, and quality improvement these
  form Jurans so-called Trilogy. To support
  this triad, Juran has formulated a list of nine
  nondelegable responsibilities for upper managers

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Responsibilities for Upper Managers

• Create awareness of the need and opportunity for
  improvement.
• Mandate quality improvement make it a part of
  every job description.
• Create the infrastructure establish a quality
  council select projects for improvement appoint
  teams provide facilitators.
• Provide training in how to improve quality.
• Review progress regularly.

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Responsibilities for Upper Managers

• Give recognition to the winning teams
• Propagandize the results.
• Revise the reward system to enforce the rate of
  improvement.
• Maintain the momentum by enlarging the business
  plan to include goals for quality improvement.

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Jurans Quality Planning Process

• Identify the customers anyone who will be
  impacted is a customer, whether internal or
  external.
• Determine the customers needs.
• Create product features which can meet the
  customers needs.
• Create processes which are capable of producing
  the product features under operating conditions.
• Transfer the processes to the operating forces

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Jurans Feedback Loop Approach to Quality Control

• Evaluate actual performance levels.
• Compare actual performance levels to targeted
  performance levels.
• Take action to close or eliminate the gap between
  these two levels.
• Quality becomes a part of each upper management
  agenda.
• Quality goals enter the business plan.
• Stretch goals are derived from benchmarking
  focus is on the customer and on meeting
  competition there are goals for annual quality
  improvement

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Juran Continuous ImprovementTotal Quality
Management

• Goals are deployed to the action levels
• Training is done at all levels.
• Measurement is established throughout.
• Upper managers regularly review progress against
  goals.
• Recognition is given for superior performance.
• The reward system is revised.

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Dr. Jurans Views
Dr. Juran believes that self-directed teams will
ultimately become a major successor to
Taylorism. Some of Dr. Jurans other views
include the following FIRST, the product
development cycle should be shortened through use
of participative planning, concurrent
engineering, and the like.
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Dr. Jurans Views
SECOND, supplier relations should be such that a
minimal number of suppliers are used teamwork
between a company and its suppliers would be
based on mutual trust and contracts should be
greater duration.
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Dr. Jurans Views
THIRD, training should be results-oriented rather
than tool-oriented what is desired is related
more toward behavior change than toward education.
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Philip B. Crosby (1926-2001) Zero Defects
Effectively this concept implies that poor or
high quality has little or no meaning and that
in fact it is either conformance or non-
conformance to customer/product requirements
which is of central importance. Quality
management equates to defect prevention.
http//www.philipcrosby.com/pca/C.Articles/article
s/year.2002/philsbio.htm
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Crosbys 14 Stepsto Quality Improvement

• Make it clear that management is committed to
  quality
• Form quality improvement teams with
  representatives from each department
• Determine how to measure where current and
  potential quality problems exist

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Crosbys 14 Stepsto Quality Improvement

• Evaluate the cost of quality and explain its use
  as a management tool
• Raise the quality awareness and personal concern
  of all employees
• Take formal actions to correct problems
  identified through previous steps

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Crosbys 14 Stepsto Quality Improvement

• Establish a committee for the zero defects
  program
• Train all employees to actively carry out their
  part of the quality improvement program
• Hold a zero defects day to let all employees
  realize there has been a change

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Crosbys 14 Stepsto Quality Improvement

• Encourage individuals to establish improvement
  goals for themselves and their groups
• Encourage employees to communicate to management
  the obstacles they face in attaining their
  improvement

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Crosbys 14 Stepsto Quality Improvement

• Recognize and appreciate those who participate
• Establish quality councils to communicate on a
  regular basis
• Do it all over again to emphasize that the
  quality improvement program never ends

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Crosbys Absolutes

• Quality means conformance to requirements if
  you intend to do it right the first time, then
  everyone must know what it is

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Crosbys Absolutes

• Quality comes from prevention. Vaccination is
  the way to prevent organizational disease.
  Prevention comes from training, discipline,
  example, leadership, and so forth.

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Crosbys Absolutes

• Quality performance standard is zero defects
  errors should not be tolerated
• Quality measurement is the price of nonconformance

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Armand V. FeigenbaumThree Steps to Quality

• Quality leadership
• Modern quality technology
• Commitment of the organization

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Armand V. Feigenbaum Four Deadly Sins

• Hothouse quality
• Wishful thinking
• Producing overseas
• Confining quality to the factory

http//www.union.edu/PUBLIC/ECODEPT/kleind/ct/foru
m/2005/afeigenbaum_2005.htm
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Nineteen Stepsto Quality Improvement

• TQC is defined as
• An effective system for integrating the quality
  maintenance and quality improvement efforts of
  the various sectors of an organization so as to
  enable marketing, engineering, production, and
  service at the most economic levels which will
  allow for full customer satisfaction.

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Nineteen Stepsto Quality Improvement

• Quality vs. quality. Q refers to luxurious
  quality, whereas q refers to high quality, not
  necessarily luxury. Regardless of organizational
  niche, q must be closely maintained and
  improved.

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Nineteen Stepsto Quality Improvement

• The C or control in TQC represents a
  management tool
• Setting quality standards
• Acting when standards are exceeded
• Planning for improvements in the standards
• Appraising conformance to those standards

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Nineteen Stepsto Quality Improvement

• INTEGRATION QC requires integration of
  typically un- coordinated activities into a
  framework. This framework should assign
  responsibility for customer-driven quality
  efforts across all activities of the organization.

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Nineteen Stepsto Quality Improvement

• Quality increases profits. Properly carried out,
  TQC programs are highly cost effective since they
  result in improved levels of customer
  satisfaction, reduced operating losses and field
  service costs, and improved use of resources.
  Without quality, customers will not return.
  Without repeat business, no business will survive.

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Nineteen Stepsto Quality Improvement

• Quality is an expectation, not a desire. In
  Demings terms, quality begets quality as one
  supplier becomes quality oriented, others must
  follow suit.

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Nineteen Stepsto Quality Improvement

• The greatest quality improvements are likely to
  come from people improving the process, not
  through adding machines.
• TQC applies to all products and services no
  person, process, or department is exempt.

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Nineteen Stepsto Quality Improvement

• Quality is a total life-cycle consideration. QC
  enters into all phases of a production process,
  starting with customer specifications, through
  design engineering and assembly, to shipment,
  installation, and field service.

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Nineteen Stepsto Quality Improvement

• Control the process through control of new
  designs, incoming material, product, and process.

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Nineteen Stepsto Quality Improvement

• A total quality system is the agreed
  company-wide and plant-wide operating work
  structure, documented in effective, integrated
  technical and managerial procedures, for guiding
  the coordinated actions of all resources
  including people, machines, and information in
  the best and most practical ways to assure
  customer quality satisfaction and economical
  costs of quality. The quality system provides
  integrated and continuous control to all key
  activities, making it truly organizational in
  scope.

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Nineteen Stepsto Quality Improvement

• Benefits accruing from TQC programs tend to
  include improvement in product quality and
  design, reduced operating costs and losses,
  improved employee morale, and reduction of
  production line bottlenecks.

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Nineteen Stepsto Quality Improvement

• Quality costs are a means for measuring and
  optimizing TQC activities. Operating costs are
  divided into four different categories
  prevention costs, appraisal costs, internal
  failure costs, and external failure costs.

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Nineteen Stepsto Quality Improvement

• The tenet that quality is everybodys job must be
  clearly demonstrated. Every organizational
  component has a quality-related responsibility.
  This must be explicit and visible.

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Nineteen Stepsto Quality Improvement

• Organizations need quality facilitators who can
  disseminate information, provide training and so
  forth not quality police.

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Nineteen Stepsto Quality Improvement

• TQC is not a temporary quality improvement plan,
  it is guiding an ongoing practice and philosophy.
• Statistical methods should be used whenever and
  wherever they are useful, but they are only one
  part of TQC and are not TQC itself.

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Nineteen Stepsto Quality Improvement

• The best people-oriented activities should be
  implemented before resorting to automation, which
  is not a cure-all and can provide the stuff of
  which implementation nightmares are made.

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Nineteen Stepsto Quality Improvement

• Control quality at its source quality should be
  an upstream and everywhere in the stream
  concept and practice, not merely downstream as
  has too often been the case.

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G
Q
URUS
UALITY
CUSTOMER COMPETITIVE INTELLIGENCE FOR PRODUCT,
PROCESS, SYSTEMS ENTERPRISE EXCELLENCE
End of Session
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT