quality

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What is Quality?

“To Satisfy Customer’sRequirements Continuously”

Prof M. Ramani

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Meaning of Quality

Webster’s Dictionary degree of excellence of a thing

American Society for Quality totality of features and

characteristics that satisfy needs Consumer’s and Producer’s

Persecti!e

Prof M. Ramani

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Meaning of Quality%

Consumer’s Persecti!e

Fitness for use ho& &ell roduct or

ser!ice does &hat it issuosed to

Quality of design designing $uality

characteristics into a

roduct or ser!ice A Mercedes and a 'ord

are e$ually ("t for use)*but &ith di+erent designdimensions

Prof M. Ramani

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Dimensions of Quality%

Manufactured Products

Performance basic oerating characteristics of a

roduct, ho& &ell a car is handled or itsgas mileage 'eatures

(extra* items added to basic features)such as a stereo CD or a leather interior in

a car Reliability

robability that a roduct &ill oerateroerly &ithin an exected time frame,that is) a - &ill &or/ &ithout reair for

about se!en yearsProf M. Ramani

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Dimensions of Quality%Manufactured Products 0cont.1

Conformance

degree to &hich a roduct meets re2established standards Durability

ho& long roduct lasts before relacement Ser!iceability

ease of getting reairs) seed of reairs)courtesy and cometence of reair erson

Prof M. Ramani

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Dimensions of Quality%Manufactured Products 0cont.1

Aesthetics ho& a roduct loo/s) feels) sounds)

smells) or tastes Safety

assurance that customer &ill notsu+er in3ury or harm from a roduct,an esecially imortant

consideration for automobiles Percetions

sub3ecti!e ercetions based onbrand name) ad!ertising) and theli/e

Prof M. Ramani

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Ser!ice

-ime and -imeliness

4o& long must a customer &ait forser!ice) and is it comleted on time5

6s an o!ernight ac/age deli!eredo!ernight5

Comleteness% 6s e!erything customer as/ed for

ro!ided5

6s a mail order from a catalogue

comany comlete &hen deli!ered5Prof M. Ramani

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Ser!ice 0cont.1

Courtesy% 4o& are customers treated by

emloyees5 Are catalogue hone oerators nice and

are their !oices leasant5

Consistency 6s the same le!el of ser!ice ro!ided to

each customer each time5 6s your ne&saer deli!ered on time e!ery

morning5

Prof M. Ramani

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Dimensions of Quality%Ser!ice 0cont.1

Accessibility and con!enience 4o& easy is it to obtain ser!ice5 Does a ser!ice reresentati!e ans&er you calls $uic/ly5

Accuracy 6s the ser!ice erformed right e!ery time5 6s your ban/ or credit card statement correct e!ery

month5

Resonsi!eness 4o& &ell does the comany react to unusual situations5 4o& &ell is a telehone oerator able to resond to a

customer’s $uestions5

Prof M. Ramani

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Meaning of Quality%

Producer’s Persecti!e

Quality of Conformance Ma/ing sure a roduct or ser!ice is

roduced according to design if ne& tires do not conform to

seci"cations) they &obble

if a hotel room is not clean &hen a guestchec/s in) the hotel is not functioningaccording to seci"cations of its design

Prof M. Ramani

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Meaning of Quality%

A 'inal Persecti!e

Consumer’s and roducer’sersecti!es deend on eachother

Consumer’s ersecti!e% PR6C7

Producer’s ersecti!e% C8S- Consumer’s !ie& must

dominateProf M. Ramani

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Meaning of Quality

Prof M. Ramani

Fitness forConsumer Use

Fitness forConsumer Use

Producer’s PerspectiveProducer’s Perspective Consumer’s PerspectiveConsumer’s Perspective

Quality of ConformanceQuality of Conformance

• Conformance

tospecications

• Cost

Quality of DesignQuality of Design

• Quality characteristics• Price

MarketingMarketingProductionProduction

Meaning of QualityMeaning of Quality

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What is otal QualityManagement!

• otal 2 Made u of the &hole0or1 Comlete.

• Quality 2 Degree of 7xcellence a roduct

or ser!ice ro!ides to the customer inresent and future.

• Management 2 Act ) art) or manner ofhandling ) controlling) directing) etc.

• QM is the art of managing the &hole toachie!e excellence.

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Denition QM

Prof M. Ramani :;

otal Quality Management 0QM1 is a management strategy aimed at embedding

a&areness of $uality in allorgani<ational rocesses.

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Awareness

http://en.wikipedia.org/wiki/Quality

http://en.wikipedia.org/wiki/Quality

http://en.wikipedia.org/wiki/Awareness

http://en.wikipedia.org/wiki/Management

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What is the need for Quality Management !

• Reasons for $uality becoming a cardinal riority for mostorgani<ations%

• Competition 2 -oday’s mar/et demand high $uality roducts atlo& cost. 4a!ing =high $uality’ reutation is not enough> 6nternalcost of maintaining the reutation should be less.

• Changing customer 2 -he ne& customer is not onlycommanding riority based on !olume but is more demandingabout the ($uality system.*

• Changing product mix 2 -he shift from lo& !olume) high riceto high !olume) lo& rice ha!e resulted in a need to reduce the

internal cost of oor $uality.• Product complexity 2 As systems ha!e become more comlex)

the reliability re$uirements for suliers of comonents ha!ebecome more stringent.

• Higher levels of customer satisfaction 2 4igher customers

exectations are getting sa&ned by increasing cometition.

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Prof M. Ramani

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Denition of #uality

• -oday) there is no single uni!ersal de"nition of $uality.

• Some eole !ie& $uality as erformance tostandards.

• 8thers !ie& it as ?meeting the customer’s needs

• Satisfying the customer.

• @et’s loo/ at some of the more common denitionsof #uality.

• Conformance to specications measures ho$$ell the product or service meets the targetsand tolerances determined %y its designers&

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Prof M. Ramani

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Cost of Quality 0C8Q1

Prof M. Ramani

Costs associated $ithcontrolling #uality&

Costs associated $ithcontrolling #uality&

Costs associated $ithactivities to correct failureto control #uality&

Costs associated $ithactivities to correct failureto control #uality&

'ut(of(pocket costs associated $ith#uality generally fall into t$ocategories)

'ut(of(pocket costs associated $ith#uality generally fall into t$ocategories)

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*+,-C C'.C/P, 'F QM

• A successful -QM rogramme re$uires the follo&ingsix basic concets.

• 1. Top Management Commitment: -omanagement should articiate and comletelyin!ol!e in the total $uality rogramme. -hey shouldensure their comlete commitment to the aroachthrough management meetings) comany

maga<ines or ne&sletters. Also) to managementshould ma/e sure that e!erybody &ithin theorgani<ation from to to bottom is communicatedabout the -QM rogramme.

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• 2. ocus on the customer : Achie!ing customersatisfaction is the heart of -QM. Customers include bothinternal and external customers. So focus on thecustomer is the /ey for any -QM rogramme.

• !. "#ective involvement and utili$ation of theentire %or& force: -his concet is sometimes referredas rincile of emloyees in!ol!ement’ or resect foreole’. -QM is a team &or/. -otal $uality recogni<esthat each erson is resonsible for the $uality of his

&or/ and for the &or/ of the grou. All ersons must betrained in -QM) Statistical Process Control 0SPC1) andother aroriate $uality imro!ement s/ills so thatthey can e+ecti!ely articiate on $uality teams.

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• '. Continuous improvement:: -QM is based onthe $uest for rogress and imro!ement. -QMbelie!es that there is al&ays a better &ay of doingthings) &ay to ma/e better use of the comany’s

total $uality resources) a &ay to be moreroducti!e. 'or this urose !arious $uality toolsand techni$ues may be used.

• (. Treating suppliers as partners: Since the

suliers inBuence the comany’s $uality)therefore a artnering relationshi should bede!eloed bet&een the management and thesuliers.

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• 0& "sta)lishing performance measuresfor the processes: As &e /no&)$uantitati!e data are necessary to measure

the continuous $uality imro!ement acti!ity. -herefore erformance measures such asutime) roducti!ity) sales turno!er)absenteeism) ercent non# conforming)

customer satisfaction) etc.) should bedetermined for each functional area. -heseresults can be used for further imro!ementacti!ities.

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Quality1Cost2elationship

• Cost of #uality – Di+erence bet&een rice of

nonconformance and conformance – Cost of doing things &rong

• to E;F of re!enues

– Cost of doing things right•

E to GF of re!enues – Pro"tability

• 6n the long run) $uality is free

Prof M. Ramani

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Cost to Control Quality

Prof M. Ramani

Prevention+ctivities that seek toprevent defects in theproducts or services %eingproduced&

•Certifying *uppliers

•+esigning forManufactura)ility

•Quality Training

•Quality "valuations

•Process ,mprovements

Prevention+ctivities that seek toprevent defects in theproducts or services %eingproduced&

•Certifying *uppliers

•+esigning forManufactura)ility

•Quality Training

•Quality "valuations

•Process ,mprovements

+ppraisal+ctivities for inspectinginputs and attri%utes ofindividual units of productand service&

•,nspecting Materials

•,nspecting Machines

•,nspecting Processes

•*tatistical Process Control

•

*ampling and Testing

+ppraisal+ctivities for inspectinginputs and attri%utes ofindividual units of productand service&

•,nspecting Materials

•,nspecting Machines

•,nspecting Processes

•*tatistical Process Control

•*ampling and Testing

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Costs of 'ailing to ControlQuality

Prof M. Ramani

-nternal Failure

Costs associated$ith defects inprocesses andproducts that arefound prior todelivery tocustomers&

•

+isposing of *crap•-e%or&

•-einspecting-etest ing

•+elaying Processes

-nternal Failure

Costs associated$ith defects inprocesses and

products that arefound prior todelivery tocustomers&

•

+isposing of *crap•-e%or&

•-einspecting-etest ing

•

+elaying Processes

/3ternal Failure

Costs associated$ith defects inprocesses andproducts that aredetected afterdelivery tocustomers&

•

/arranty -epairs•ield -eplacements

•Product 0ia)ility

•-estoring

reputation

/3ternal Failure

Costs associated$ith defects inprocesses and

products that aredetected afterdelivery tocustomers&

•

/arranty -epairs•ield -eplacements

•Product 0ia)ility

•-estoring

reputation•

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Prevention Costs

• Quality lanning costs – costs of de!eloing and

imlementing $ualitymanagement rogram

• Product#design costs – costs of designing

roducts &ith $ualitycharacteristics

• Process costs – costs exended to

ma/e sure roducti!erocess conforms to$uality seci"cations

• -raining costs – costs of de!eloing and

utting on $ualitytraining rograms for

emloyees andmanagement

• 6nformation costs – costs of ac$uiring and

maintaining data

related to $uality) andde!eloment of reortson $uality erformance

Prof M. Ramani

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+ppraisal Costs

• 6nsection and testing – costs of testing and insecting materials)

arts) and roduct at !arious stages and atthe end of a rocess

• -est e$uiment costs – costs of maintaining e$uiment used in

testing $uality characteristics of roducts

•

8erator costs – costs of time sent by oerators to gar datafor testing roduct $uality) to ma/ee$uiment ad3ustments to maintain $uality)and to sto &or/ to assess $uality

Prof M. Ramani

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-nternal Failure Costs

• Scrap costs – costs of oor#$uality

roducts that must be

discarded) including labor)material) and indirect costs• Rework costs

– costs of "xing defecti!eroducts to conform to$uality seci"cations

•

Process failure costs – costs of determining &hyroduction rocess isroducing oor#$ualityroducts

• Process downtimecosts – costs of shutting do&n

roducti!e rocess to"x roblem

• Price-downgradingcosts – costs of discounting

oor#$uality roductsHthat is) selling roductsas (seconds*

Prof M. Ramani

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/3ternal Failure Costs

• Customer comlaintcosts – costs of in!estigating and

satisfactorily resonding toa customer comlaintresulting from a oor#$uality roduct

• Product return costs – costs of handling and

relacing oor#$ualityroducts returned bycustomer

• Warranty claims costs – costs of comlying &ith

roduct &arranties

• Product liabilitycosts – litigation costs

resulting fromroduct liability andcustomer in3ury

• @ost sales costs – costs incurred

because customersare dissatis"ed &ithoor $ualityroducts and do notma/e additionalurchases

Prof M. Ramani

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Prof M. Ramani

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Prof M. Ramani

Why Quality

Quality Up

6mage u

Ser!icecost do&n

Re&or/ IScra costdo&n

6n!entoryDo&n Jassume#goods soldK

Processing -ime do&n

Comlaint IWarranty costdo&n

6nsection Itest cost do&n

Sales

olume u

Price051Cometition

do&n

Re!enueu

Producti!ity

L###meaning5

Caitalcost do&n#5

8erationCost do&n

Prots up

Scale

7conomiesu

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Prof M. Ramani

Why Quality Management

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Prof M. Ramani

Why Quality Management

4&Question of survival in an intense competitiveenvironment

-oday @P 0@iberali<ed) ri!ati<ed andlobali<ed1 system has made the global mar/et a

single one###allo&ing almost free exchange of goods and

ser!ices. Suliers not only face cometition in the localmar/et but also from the international mar/et. -he emhasis is on delighting and &inning o!ercustomers. Nust conforming to seci"cation and

satisfying customers is no more enough.5& -ncrease customer consciousness)

Customers are more educated no&.-he needs ofcustomers /ee on changing. Lnless the

suliers are caable of satisfying the changed

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Prof M. Ramani

eed for earning prot instead of making pro

st rice O ro"t Sales rice 0SP1

e sulier organi<ation can only ma/e ro"t byntrolling the cost. -he comonents of the cost ric

e material cost) labour cost and energy cost) etc.!ery dicult to control. 8nly thing can be controll

uality cost’.ality cost# cost incurred by organi<ation for ma/ing

n#conforming roducts. -he cost of reair) reroced scraing non#conforming roducts. -o reduce $uat) the ob3ecti!e of the sulier should be to ma/eht the "rst time and e!ery time # a -QM aroach.

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*arriers in QM

-he !arious roadbloc/s in imlementing -QM are%

• @ac/ of management commitment.

• @ac/ of faith in and suort to -QM acti!ities

among management ersonnel.• 'ailure to areciate -QM as a cultural re!olution.

6n other &ords) inability to change organi<ationalculture.

• Misunderstanding about the concet of -QM.

• 6mroer lanning.

• @ac/ of emloyees commitment.

• @ac/ of e+ecti!e communication.

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*arriers in QM

• @ac/ of continuous training and education.

• @ac/ of interest or incometence of leaders.

• 6ne+ecti!e measurement techni$ues and lac/ ofaccess to data and results.

• on#alication of roer tools and techni$ues.

• 6nade$uate use of emo&erment and team &or/.

• 6nade$uate attention to internal and external

customers.• Delay or non#imlementation of $uality

imro!ement team’s recommendations.

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*enets of QM

angi%le*enets

• -mproved product

#uality• -mproved productivity

• 2educed #uality costs

• -ncreased market andcustomers

• -ncreased prota%ility

• 2educed employeegrievances

-ntangi%le *enets• -mproved employee

participation

• -mproved team$ork

•

-mproved $orkingrelationships

• -mproved customersatisfaction

• -mproved communication

• /nhancement of 7o%

interest&

• /nhanced pro%lem(solvingcapacity&

• *etter company image

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Quality Managementurus

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C'.2-*U-'., *8 QU+9-8:U2U,

• -o fully understand the -QMmo!ement) &e need to loo/ at the

hilosohies of notable indi!iduals&ho ha!e shaed the e!olution of

-QM. -heir hilosohies and

teachings ha!e contributed to our/no&ledge and understanding of$uality today.

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8utlineWe have eight Gurus :

1. Deming

2. Juran

3. Crosby

4. Feigenbaum5. Ishikaa

!. Garvin

". #hingo

$. %agu&hii ' Des(ite there are eight gurus in assessing tota) *ua)ity

management + but there are ,i--eren&es in their o(inions

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Walter +& ,he$hart

• Walter A. She&hart &as a statistician at ell @absduring the :Ts and :TEs. She&hart studiedrandomness and recogni<ed that !ariabilityexisted in all manufacturing rocesses. 4e

de!eloed $uality control charts that are used toidentify &hether the !ariability in the rocess israndom or due to an assignable cause) such asoor &or/ers or miscalibrated machinery. 4e

stressed that eliminating !ariability imro!es$uality. 4is &or/ created the foundation fortoday’s statistical rocess control) and he is oftenreferred to as the ?grandfather of $uality control.

•

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• W& /d$ards Deming is often referred to as the?father of $uality control.

• 4e &as a statistics rofessor at e& Uor/ Lni!ersity inthe :TGs. After World War 66 he assisted many Naanese

comanies in imro!ing $uality. -he Naanese regardedhim so highly that in :T;: they established the DemingPrize, an annual a&ard gi!en to "rms that demonstrateoutstanding $uality. 6t &as almost E years later thatAmerican businesses began adoting Deming’s

hilosohy. A number of elements of Deming’shilosohy deart from traditional notions of $uality. -he "rst is the role management should lay in acomany’s $uality

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Deming’s Philosophy ; 4< Points=

• Create and pu%lish aims>purpose of rm

• 9earn the ne$ philosophy

• Understand purpose of inspection

• ,top a$arding %usiness on price alone• -mprove constantly and forever the

system

• -nstitute training

• each and institute leadership

• Drive out fear? create trust and aclimate for innovation

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•

'ptimi@e eAorts of teams? groups andstaA areas

• /liminate e3hortations for the $ork force

• /liminate numerical #uotas for $orkforceand M*'

• 2emove %arriers that ro% people of prideof $orkmanship

• /ncourage education and self(empo$erment for everyone

• ake action to accomplish the

transformation

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Who &as W. 7d&ards

Deming• Dr. W. ,ar,s Deming is knon as the -ather o- the

Ja(anese (ost/ar in,ustria) reviva) an, as regar,e, by many as the )ea,ing *ua)ity guru in the 0nite,

#tates. e (asse, on in 13.

• is e(ertise as use, ,uring Wor), War II to assist the0nite, #tates in its e--ort to im(rove the *ua)ity o- ar

materia)s

Who &as W 7d&ards

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Who &as W. 7d&ardsDeming

- e got his D in the states in (hysi&s an, maths

- Get his -irst em()oyment &han&e in an e)e&tri&ity

&om(any in Chi&ago

- e taught (hysi&s + mathemati&s + statisti&s an, *ua)ity

in Ja(an .

6 Deming is best knon -or his management (hi)oso(hy +

estab)ishing *ua)ity + (ro,u&tivity an, &om(etitive

(osition .

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Deming

• Deming focus on 5 ideas :

1. #tatisti&a) (ro&ess &ontro))ing 7#C8

2. Deming (hi)oso(hy

3. Deming 14 (oints

4. Deming Cy&)e 7-or &ontinuous im(rovements8

5. #even ,ea,)y ,iseases o- *ua)ity

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Deming1. Statistical process controlling : it9s a (ro&ess hi&h aims

at a&hieving goo, *ua)ity ,uring manu-a&ture through

(revention rather than ,ete&tion .

6 It is &on&erne, ith &ontro))ing the (ro&ess 7ma&hine8

hi&h make the (ro,u&t through ins(e&ting the ma&hine

rather than the (ro,u&t itse)-.

•. For eam()e hy the sa)esman &an9t se)) the same amount

every month

•. #C i)) anser this *uestion by ,is&overing an,

ana)y;ing these items :/

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Deming

1. Common causes : hi&h inherent to the (ro&ess as

<a&hine -ai)s

2. Special causes : =ot inherent to the (ro&ess an, shou), be

,e-ine, su&h as (oor (er-orman&e

3. Natural Variation: (ro,u&ing &ertain amount o- ,e-e&ts

4. Significantly different variation: Dis&overing ea&t)y

here it is by management.

Note. Deming said :6$>? ,e(en,s on management

62>? ,e(en,s on em()oyee

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Deming

. Deming !ilosop!y : %he *ua)ity an, the (ro,u&tivity

in&reases hen the (ro&ess -)u&tuation De&reases

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Deming "" Deming 14 points # $ %ill mention some:

1. Create &onstan&y o- (ur(ose to im(rove (ro,u&t an, servi&e.

2. %he ne age o- *ua)ity re*uires a &ommitment &ontinuous)y to

im(rove .

3. Constant)y im(rove + 0se the DC@ &y&)e

4. Don9t have si))y s)ogans that mean nothing

5. #u(ervision must &hange -rom &hasing to &oa&hing an,

su((ort

!. Aemove Barriers that (revent em()oyees having (ri,e in their

ork + Barriers su&h as time (ressure an, -o&us on (ro-it rather

than *ua)ity

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Demings cycle

DemingVs Se!en Deadly

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DemingVs Se!en DeadlyDiseases

*The amount of severe criticism of western management and

organizational practices

1. &ac' of constancy of purpose

2. (mp!asis on s!ort)term profits : e shou), -o&us on the

ho)e -inan&ia) (erio, rather than -o&us at the en,

3. *oo muc! staff mo+ility : it o&&urs hen managers &ant ,e-ine

the a&tua) (rob)ems an, not )earning -rom them

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DemingVs Se!en Deadly

Diseases4. ,ver dependence on figures : (arti&u)ar)y -inan&ia) hi&h

&an be message, to )ook great in the short term hi)e )ong

term su--ers

Note :

It9s a rong ay to -o&us on short term resu)ts + rather than

&oa&hing an, he)(ing em()oyees on a )ong term

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Who &as Noseh Nuran5

Jose(h Juran is an internationa))y a&&)aime, *ua)ity guru+

simi)ar to ,ar,s Deming+ strong)y in-)uen&ing Ja(anese

manu-a&turing (ra&ti&es. Jose(h Juran9s be)ie- that quality

does not happen by accident gave rise to the *ua)ity

tri)ogy.

http://www.mftrou.com/edwards-deming.html

http://www.mftrou.com/edwards-deming.html

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Noseh Nuran

uran ,deas are :

1. Eua)ity ,e-inition

2. Breakthrough &on&e(t

3. Interna) &ustomer

4. Eua)ity %ri)ogy

5. areto ana)ysis

!. Cost o- *ua)ity

". Eua)ity &oun&i)

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Noseh Nuran

1. -uality definition : ( Fitness of purpose)

%he statement is not that mu&h easy + as it re*uires asking

many *uestions )ike :

•. What is the rea) (ur(ose

•. @re &ustomer interna) or eterna) users

•. Who are the (ossib)e &ustomers

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Noseh Nuran2. rea't!roug! % se*uen&es o- (ro&ess im(rovements +

hi&h take to ourneys

• ourney -rom sym(tom to &ause

• ourney -rom &ause to reme,y

3. $nternal customers : *ua)ity is asso&iate, ith &ustomersatis-a&tion an, ,issatis-a&tion

• Satisfaction : o&&urs hen the (ro,u&t has su(erior (er-orman&e an, -eatures

• Dissatisfaction : hen e have ,e-e&ts an, ,e-i&ien&ies

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Noseh NuranCustomer satisfaction !as t%o dimensions:

• Interna) : Bui),ing the (ro,u&t an, the servi&e &orre&t)y

• terna) : mat&hing &ustomer re*uirements an, meet theire(e&tations

4. -uality council : @ grou( o- e(erts ho are res(onsib)e -orsu(ervising in the a(()i&ation o- *ua)ity

"/uran ig 0- : *ua)ity ,oesn9t the &on&ern o- the (ro,u&tionor the tota) *ua)ity ithin the organi;ation + but it eten,s to

)ink beteen organi;ation ,e(artments+ o(erations an,servi&es .

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Noseh Nuran

(. uran uality cost : 6 ppraisal Costs: Costs o- a&tivities ,esigne, to ensure *ua)ity or

un&over ,e-e&ts 7ins(e&tion86 revention Costs :@)) %E training+ %E ()anning to (revent ,e-e&ts

-rom o&&urring

6ailure Costs / &osts in&urre, by ,e-e&tive (arts(ro,u&ts or -au)tyservi&es.

6 $nternal ailure Costs : Costs in&urre, to -i (rob)ems that are,ete&te, be-ore the (ro,u&tservi&e is ,e)ivere, to the &ustomer.

6 (ternal ailure Costs : @)) &osts in&urre, to -i (rob)ems that are,ete&te, a-ter the (ro,u&tservi&e is ,e)ivere, to the &ustomer.

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Noseh Nuran

X /uran t!ree role models : e assume, that every (ro&ess

has an interna) &ustomer an, su(()ier hi&h )inke, to ea&h

other through a (ro&ess to rea&h the o(timum *ua)ity .

!. /uran areto analysis : @ universa) (rob)em so)vingmetho,o)ogy in hi&h e )ist the key (rob)ems into a tab)e

an, ranking them -rom the highest to the )oest an, trying

to so)ve the ,e-i&ien&ies

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Noseh Nuran

. -uality *rilogy :

-uality planning : " ,etermine the organi;ation interna) an,

eterna) &ustomers 6 ,etermine &ustomer nee,s +

re*uirements an, e(e&tations 6 ,esign the (ro,u&t to

a&hieve &ustomer satis-a&tion 6 (re(are a ,esign to a&hievea goo, *ua)ity

-uality controlling : " ,etermine variation an, make ,e&isions

6 measure (er-orman&e an, resu)ts

6&om(are the resu)ts ith the state, obe&tives .

-uality improvements : 6 ,e-ine *ua)ity goa)s 6 train the

orkers 6 ,eve)o( a (rob)em so)ving statement

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Who is Phili Crosby5

X Hnon as %he Fun 0n&)e o- the Eua)ity Aevo)ution

6Where hi) Crosby e&e))en&e as in -in,ing a

termino)ogy -or *ua)ity that mere morta)s &ou), un,erstan,.7Dr. Deming an, Dr. Juran ere the great brains o- the

*ua)ity revo)ution8

6e (o(u)ari;e, the i,ea o- the &ost o- (oor *ua)ity+ thatis+ -iguring out ho mu&h it rea))y &osts to ,o things ba,)y

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Crosby • <r. Crosby ,e-ine, *ua)ity as a conformity to certain

specifications.

Cros+y four a+solutes are :

1. *!e definition of 6uality is conformance to re6uirements+

it is not a((ro(riate to say goo, or ba, *ua)ity as *ua)ity

&ant be measure, but &on-orman&e &an be

2. *!e system of t!e 6uality is prevention : make a

(revention strategy an, it shou), be su((orte, by #C in

or,er to un,erstan, the (ro&ess an, ,is&over the ,e-au)t

be-ore o&&urring

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Crosby

3. *!e performance is 7ero defects% make the re*uirement

right -rom the -irst time + an, make the *ua)ity a&&e(te, by a

number o- stan,ar, items .

4. *!e measurements of 6uality is t!e price of N,N)

conformance : be&ause &ost *ua)ity is the (rime motivation

-or management .

3 C8,S9 6uality costs :

6 rice of N,N conformance :7a)) the &osts invo)ve, in notgetting the (ro,u&t or a servi&e right .

6 rice of conformance : &osts -or ,oing things right

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Crosby

Cros+y !as 14 points li'e Deming # li'e :

- <anagement &ommitment

- Bui),ing aareness

-

,u&ating em()oyees- Eua)ity &oun&i)s

@n, others but the main ,i--eren&e beteen Deming an,

&rosby is that :

66Deming -o&us on *ua)ity management .66Crosby -o&us on a&tion ()an an, im()ementation (ro&ess .

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Armand allin 'eigenbaum

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Armand allin 'eigenbaum• 7born 1228 is an @meri&an *ua)ity &ontro) e(ert an,

businessman. Feigenbaum &on&e(ts o- %ota) Eua)ity

Contro) + knon to,ay as tota) *ua)ity management +

&ombines management metho,s an, e&onomi& theory

ith organi;ationa) (rin&i()es.

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Armand allin 'eigenbaum• he ,oes not get the great attention that the others

7Deming+ Juran+ Ishikaa+ et&.8 get. But+ he is s(e&ia)..

Feigenbaum a)so be)ieve, that *ua)ity as a ay o-

o(erating or a ay o- )i-e+ thus the term %ota) Eua)ity.

• an, be)ieves that *ua)ity has be&ome the sing)e most

im(ortant -or&e )ea,ing to organi;ationa) su&&ess an,

groth.

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• Feigenbaum ,e-ine, tota) Eua)ity &ontro) as an e--e&tive

system -or integrating the *ua)ity ,eve)o(ment+ *ua)ity

maintenan&e+ an, *ua)ity im(rovement e--orts o- the various

grou(s in an organi;ation so as to enab)e (ro,u&tion an,

servi&e at the most e&onomi&a) )eve)s hi&h a))o -u))&ustomer satis-a&tion

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@rman, is a)so kno -or his &on&e(t o- the hi,,en

()ant the i,ea that so mu&h etra ork is (er-orme, in&orre&ting mistakes that there is e--e&tive)y a hi,,en

()ant ithin any -a&tory

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• @&&ountabi)ity -or *ua)ity: Be&ause *ua)ity is

everybo,ys ob+ it may be&ome nobo,ys obthe i,eathat *ua)ity must be a&tive)y manage, an, have

visibi)ity at the highest )eve)s o- management

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'eigenbaum belie!es that there are three elements to$uality%

* Quality Leadership the management in a &om(any

must a)ays be striving -or *ua)ity. %hey must (ut

items in ()a&e that a))o them to measure *ua)ity+&ontro) *ua)ity an, im(rove *ua)ity. %here must be

&onstant -ee,ba&k an, oversight o- the organi;ation to

assure that *ua)ity &ontinues.

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'eigenbaum belie!es that

there are three elementsto $uality%* Modern Quality Technology

the *ua)ity -un&tion &annot a&hieve *ua)ity ithout thehe)( o- others. veryone must be traine, an, )e, to

*ua)ity.

* Organizational ommitmenteveryone in the organi;ation must be)ieve in *ua)ity.

D id A i

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Da!id A. ar!in

Da!id A. ar!in is the Professor ofusiness Administration at the

4ar!ard usiness School.

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Y6f $uality is to be

managed) it must "rstbe understood.Y

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So he studied one industry &hich&as acti!e in both the LnitedStates and Naan ## the room airconditioning industry ##

analy<ing the roducts todetermine &hich lants in &hichcountry &ere turning out the

highest $uality. -hen he analy<ede!ery ste of the manufacturingrocess) to "nd the di+erencesthat made the di+erence.

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4is "ndings &ere oftensurrising. Some things thate!eryone thought guaranteedhigher $uality 0such as

exhausti!e testing1 did not)&hile some things rarelymentioned in the literature

0such as the &ay the factorydealt &ith layo+s and seniority)and the length of roduction

runs1 made a big di+erence.

-he eight dimensions of

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-he eight dimensions of$uality

• Da!id ar!in identi"ed his eightdimensions of $uality &hich hemaintained co!ered the meaning of

$uality to managers) oerators andcustomers


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• Performance% Main oeratingcharacteristics such as o&er)sound) seed etc.

• Features) -he extras thatsulement the maincharacteristics

• 2elia%ility) 4o& often it brea/sdo&n

• Conformance) 4o& close it is to

the design seci"cation or ser!ice


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• Dura%ility) @ength of life)toughness in use) ser!ice fre$uency etc.

• ,ervicea%ility) 7ase) cost andfriendliness of ser!ice.

• +esthetics) Aearance and

imression.• Perceived #uality) -he feel) "nish

and manner in &hich the customer

is dealt &ith.

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Haoru Ishikaa

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Zaoru 6shi/a&aZaoru 6shi/a&a &as a Naanese

rofessor and inBuential $ualitymanagement inno!ator best/no&n in north America for the

6shi/a&a or cause and e+ectdiagram 0also /no&n as "shbonediagram1 that are used in theanalysis of industrial rocess.

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Quality Contributions• Lser 'riendly Quality Control

•

'ishbone Cause and 7+ectDiagram # 6shi/a&a diagram

• 6mlementation of Quality Circles

• 7mhasi<ed the V6nternalCustomerV

• Shared ision

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Quality Contributions cont. he &as /no&n for the use of the se!en basic

tools of $uality%

K Pareto analysis% &hich are the big roblems5

K Cause and e+ect diagrams% &hat causes theroblems5

K Strati"cation% ho& is the data made u5

K Chec/ sheets% ho& often it occurs or is done5

K 4istograms% &hat do o!erall !ariations loo/ li/e5K Scatter charts% &hat are the relationshis

bet&een factors5

K Process control charts% &hich !ariations tocontrol and ho&5

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6shi/a&a diagram -he 6shi/a&a diagram 0or "shbone diagram or also

cause#and#e+ect diagram1 are diagrams) thatsho&s the causes of a certain e!ent. A commonuse of the 6shi/a&a diagram is in roduct design.Also it re!eals /ey relationshis among !arious!ariables)

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Categories of causes

• The ! M"s

– Machine) Method) Materials) Maintenance) Manand Mother ature 07n!ironment1

0recommended for the manufacturing industry.• The # $"s

– Price) Promotion) Peole) Processes)Place[Plant) Policies) Procedures) and Product0or Ser!ice1 0recommended for theadministration and ser!ice industries1.

• The % &"s

– Surroundings) Suliers) Systems) S/ills0recommended for the ser!ice industry0

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#higeo #hingo

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Shigeo Shingo

Shigeo Shingo) born in Saga City) Naan) &as a

Naanese industrial engineer &ho distinguishedhimself as one of the &orld9s leading exerts onmanufacturing ractices and -he -oyotaProduction System. Shingo is /no&n far more inthe West than in Naan.

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#higeo #hingo is strong)y asso&iate, ith Just/in/

%ime manu-a&turing+ an, as the inventor o- :

:1 -he single minute exchange of die0SM7D1 system) in &hich set u times are

reduced from hours to minutes) and1 -he Po/a#Uo/e 0mista/e roo"ng1

system. 6n Po/a Uo/e) defects areexamined) the roduction system

stoed and immediate feedbac/ gi!enso that the root causes of the roblemmay be identi"ed and re!ented fromoccurring again.

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Shigeo Shingo

4e distinguished bet&een errors) &hich areine!itable) and defects) &hich result &hen

an error reaches a customer) and the aim ofPo/a#Uo/e is to sto errors becomingdefects. Defects arise because errors aremade and there is a cause and e+ect

relationshi bet&een the t&o.

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Po/e#yo/e

'ero uality control is the ideal roduction

system and this re$uires both Po/a#Uo/e andsource insections.

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Geni&hi %agu&hi

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enVichi -aguchi

en"ichi Taguchi is an engineer andstatistician. -aguchi de!eloed a

methodology for alying statistics toimro!e the $uality of manufactured goods.

-aguchi methods ha!e been contro!ersialamong some con!entional Western

statisticians) but others ha!e accetedmany of the concets introduced by him as!alid extensions to the body of /no&ledge.

-aguchi methodology

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-aguchi methodology

-aguchi methodology is fundamentally arototying method that enables thedesigner to identify the otimal settings toroduce a robust roduct that can sur!i!emanufacturing time after time) iece afteriece) and ro!ide &hat the customer&ants. -oday) comanies see a close lin/

bet&een -aguchi methods) &hich can be!ie&ed along a continuum) and $uality

function deloyment 0Q'D8.

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-aguchi contributions%

-aguchi has made a !ery inBuentialcontribution to industrial statistics. -he /eyelements of his $uality hilosohy are%

• -aguchi loss function% used to measure

"nancial loss to society resulting from oor$uality,

• -he hilosohy of o+#line $uality control%designing roducts and rocesses so that

they are insensiti!e to arameters outsidethe design engineerVs control, and• 6nno!ations in the statistical design of

exeriments% notably the use of an outerarray for factors that are uncontrollable in

real life) but are systematically !aried in

8+ line $uality control

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8+#line $uality control

-aguchi reali<ed that the best oortunity toeliminate !ariation is during the design of aroduct and its manufacturing rocess and

it consists of E stages%

• System design,

• Parameter design, and

• -olerance design

• ,ystem design

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• ,ystem design

• -his is design at the concetual le!el) in!ol!ing

creati!ity and inno!ation.

• Parameter design

• 8nce the concet is established) the nominal!alues of the !arious dimensions and designarameters need to be set. -aguchiVs radicalinsight &as that the exact choice of !aluesre$uired is under#seci"ed by the erformancere$uirements of the system. -his allo&s the

arameters to be chosen so as to minimi<e thee+ects on erformance arising from !ariation inmanufacture) en!ironment and cumulati!edamage. -his is sometimes called robusti"cation.

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• olerance design

• With a successfully comleted

parameter design) and anunderstanding of the e+ect thatthe !arious arameters ha!e onerformance) resources can be

focused on reducing andcontrolling !ariation in the critical

quality

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