quality management 2014 quality gurus cont. mohammad z. al-farran
TRANSCRIPT
Quality Management 2014
QUALITY GURUSCONT.
MOHAMMAD Z. AL-FARRAN
Quality Gurus
1
•Philip B. Crosby
2
•W. Edwards Deming
3
•Armand V. Feigenbaum
4
•Kaoru Ishikawa
5
•Joseph M. Juran
6
•John S. Oakland
7
•Shigeo Shingo
8
•Genichi Taguchi
Joseph M. Juran
Juran’s philosophy is perhaps best summed as
“Quality does not happen by accident; it has to be planned.”
Juran’s definition of quality is
“Fitness for use or purpose.”
Joseph M. Juran
Operational framework of three quality processes
1. Quality planning
2. Quality control
3. Quality improvement
Joseph M. Juran
1. Quality planning
S 1
•Establish the project.
S 2
•Identify the customers.
S 3
•Identify the needs of those customers.
S 4
•Analyze and prioritize customer needs.
S 5
•Develop a product that can respond to customer needs.
S 6
•Optimize the product features
Joseph M. Juran
1. Quality planning
S 7
•Identify process and goals.
S 8
•Develop a process that is able to produce the product.
S 9
•Optimize the process features and goals.
S 10
•Process can produce product under operating conditions.
S 11
•Identify control needs.
S 12
•Transfer the process to operations.
Joseph M. Juran
Determining how best to meet project goals under normal operating conditions
2. Quality control
Units of measurement
Standards of performance
Degrees of conformance
Performance
measures
Joseph M. Juran
2. Quality control
Joseph M. Juran
This process is concerned with breaking through to a new level of performance
3. Quality improvement
Joseph M. Juran
3. Quality improvement
S 1
•Prove the need for quality improvement.
S 2
•Identify project.
S 3
•Set goals for continuous improvement.
S 4
•Build a team to achieve goals.
S 5
•Train team members.
S 6
•Diagnose the causes.
Joseph M. Juran
3. Quality improvement
S 7
•Prepare report.
S 8
•Formulate theories.
S 9
•Provide remedial action.
S 10
•Prove that the remedies are effective.
S 11
•Deal with resistance to change.
S 12
•Incorporate improvement into the company’s systems.
John S. Oakland
Absolute importance to the pursuit of quality as the cornerstone of organizational success
“Quality starts at the top” with quality parameters inherent in every organizational decision
John S. Oakland
Ten points for senior management
John S. Oakland
Ten points for senior management
John S. Oakland
Total Quality Management Model
Shigeo Shingo
Embraced the “scientific management ideas” originated by Fredrick Taylor in the early part of the 20th century.
Statistical methods detect error too late in the manufacturing process.
Preventative measures aimed at eliminating error sources.
Shigeo Shingo
His approach emphasizes zero defects through good engineering and process investigation and rectification.
Shingo is also associated with the Poka-Yoke system to achieve zero defects.
Poka-Yoke: Checklists which prevents errors or gives rapid feedback.
Genichi Taguchi
Founding ideas of quality
Statistical method to identify and eradicate quality problems.
Designing products and processes to build in quality right from the outset.
Genichi Taguchi Taguchi’s prime concern is with
customer satisfaction and with the potential for “loss of reputation and goodwill” associated with failure to meet customer expectation
He saw that loss not only occurred when a product was outside its specification but also when it varied from its target value.
Genichi Taguchi
Tagouchi’s concept of product developmenthas three stages:
1. System design stage2. Parameter stage3. Tolerance design stage
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