apu mbus bm027 chap 3a teachings of q gurus deming

8/13/2019 Apu Mbus Bm027 Chap 3a Teachings of q Gurus Deming

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Chapter 3 (Part A)

Teachings ofQuality Gurus -

Deming

MANAGING BUSINESS

BM027-3.5-2-MBUS


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Module Code and Module Title Title of Slides

Learning Outcomes

At the end of this chapter, you shouldbe able to:

Understand and use the quality

approaches developed by Edwards

Deming, and other quality gurus.


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The Quality Gurus

Dr. W. Edwards Deming, Dr. Joseph Juran,Philip Crosby, Armand V. Feigenbaum, Dr. H.

James Harrington, Dr. Kaoru Ishikawa, Dr.

Walter A. Shewhart, Shigeo Shingo, Frederick

Taylor, and Dr. Genichi Taguchi

All have made a significant impact to our day-to-

day life.

Contributions for improvement for all types oforganizations including :- state and national governments, military organizations,

educational institutions, healthcare organizations etc.


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Quality Philosophies

Writer

Definition

of

Quality

Orientation Developed

Deming Fitness for

purpose

Customer 1. Demings Philosophy

2. Fourteen Points of Quality

3. Deming PDCA Cycle4. System of Profound Knowledge

Juran Fitness for

use

Customer 1. Quality Trilogy

2. The Five Quality Characteristics

3. Internal Customer

4. The Four Phases of ProblemSolving

5. Quality Council

6. The Quality Spiral

Crosby Conformance

to

requirements

Supplier 1. Five Absolutes of Quality

2. Fourteen-Point Plan for Quality


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Demings Philosophy

1. Concept of pride and joyat work.

2. Continuous improvement based on reduction invariation.

3. Higher quality leads to higher productivity which leads tomore output.

Higher

Quality

HigherProductivity

More

Output


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Demings Philosophy

4. Improvements in quality leads to lower costs, whichleads to lower prices; this, in turn, leads to sustaininglong term competitive advantage.

5. Top management must assume the overridingresponsibilityfor quality improvement.

Improvements

in

Quality

Lower

CostLower

Prices

Sustaining

Long Term

Competitive

Advantage


7/16Module Code and Module Title Title of Slides

Demings 14 Points

1. "Create consistency of purpose towardsimprovement".

2. "Adopt the new philosophy".

3. "Cease dependence on inspection".4. "Move towards a single supplier for any one item."

5. "Improve constantly and forever".

6. "Institute training on the job".

7. "Institute leadership".8. "Drive out fear".



9. "Break down barriers between departments".

10. "Eliminate slogans and targets".

11. "Eliminate management by objectives".12. "Remove barriers to pride of workmanship".

13. "Institute education and self-improvement".

14. "The transformation is everyone's job".

Demings 14 Points



The Deming Cycle(PDCA Cycle)

PDCA ("Plan-Do-Check-Act") is an iterative

four-step problem-solving process typically

used in business process improvement.
http://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svg



The PDCA Cycle

PLANEstablish objectives & processes - to deliver results in accordance with the

expected output.

DO

Implement the new processes - often on a small scale.

CHECK

Measure the new processes and compare the results against the expected

results.

ACTION

Standardize the improved result.
http://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svghttp://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svg



System of Profound Knowledge

Is the underlying foundations of Demings 14points.

It consists of four interrelated parts:

1. Appreciation for a system2. Understanding of variation3. Theory of knowledge4. Psychology



Appreciation for

system

Understanding

of variation

Theory ofknowledge

Knowledge ofPsychology

Demings System of Profound

Knowledge



Systems

Deming stressed that systems must be focusedtowards a purpose. Stockholderscan realise financial benefits,

Employeescan receive opportunities for training andeducation,

Customerscan receive products and services thatmeet their needs and create satisfaction ,

the communitycan benefit from businessleadership, and

the environment can benefit from responsiblemanagement.



Variation

Modern technologyenables to produce with very littlevariation; but human behaviour and performancecontinues to hamper quality efforts.

To reduce variation through improvements intechnology, process design, and training.

To be familiar with statistical techniques and otherproblem solving tools.

Excessive variation - products that fail or performerratically and inconsistent service.



Knowledge

Experience only describesit cannot be tested or

validated. Theory (knowledge), on the other hand, helps

one to understand cause and effect.

Managers should learn and discover(acquire

knowledge) what works and what is appropriate for their

individual organisation.



Psychology

It helps us to understand people, interactions between

people and circumstances.

People can be motivated intrinsicallyand extrinsically; Demings does not believe pay is a motivator.

apu mbus bm027 chap 3a teachings of q gurus deming

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