quality management
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Slovak University of Technology Faculty of Material Science and Technology in Trnava. Quality management. Definition of Quality. What is the quality ? Quality is conformance to requirements Other definitions: Quality is fitness for use Quality is meeting customer expectations. - PowerPoint PPT PresentationTRANSCRIPT
Quality management
Slovak University of TechnologyFaculty of Material Science and Technology in Trnava
Definition of Quality
What is the quality ? Quality is conformance to requirements
Other definitions:Quality is fitness for useQuality is meeting customer expectations
Explames of Quality Charakteristic
Product
Service
Explames of Quality Charakteristic
Product- Performance- Reasonable price- Durability- Available- Serviceability- Ease of use- Simplicty of deign
Explames of Quality Charakteristic
Product
- Safe- Reliable- Maintainable- Aesthetics- Ease of disposal
Explames of Quality Charakteristic
Service- Responsiveness- Reliable- Comppetene- Accuracy- Courtesy- Ceredibility- Security- Understanding the costumer
Explames of Quality Charakteristic
Service- Completeness- Communication- Available- Safe access- Timeliness
Definition
Quality Is a characteristic of a product (good or
service). It may be measured directly as compliance to some standard or indirectly by customer appreciation or impact.
Definition of Quality
ISO 9001:2000 defined quality than:
Definition
Quality management
Is a method for ensuring that all the activities necessary to design, develop and implementing a product or service are effective and efficient with respect to the system and its perfarmance
Definition
Quality management system (QMS)
A set og policies, processes and procedures required for planning and execution (product/development/service) in then core business area of an Organisation.
Definition
Total quality management (TQM)
A customer focused management philosophy that seeks to continuously improve business processes using analytical tools and teamwork involving all employees. There are several TQm models, the EFQM, the Malcolm Baldridge, ISO 9000 being the most commonly used
The quality philosophies (gurus)
What is a quality guru?
Is a good person, a wise person and a teacher.
The gurus mentioned in this section have done, and continue to do, that in some cases, even after their death
The quality philosophies (gurus)
There have been three gruops gurus since the 1940s:
Early 1950s – American who took the mesage of quality to Japan
Late 1950s – Japanese who developed new concepts in response to the Amwericans
1970s – 1980s Western gurus who followed the Japanese industrial success
The quality philosophies (gurus)
The Americans who went to Japan
W.Edwards Deming
Joseph M. Juran
Philip B. Crosby
The Americans guru
W.E.Deming
14 points for transformation of Western management
PDCA cycle
Deployment the Strategy of quality
Deming
14 point plan for Western management: Constatncy of purpose The new philosophy Cease mass inspection End „lowest price“ purchasing Constantly improve systems Train everyone Institute leadership
Deming
14 point plan for Western management:Drive out fearBreak down barriersEliminate exportationsEliminate targetsPermit pride of workmanshipEncourage educationTop managements commitment
The Americans guru
J.M. Juran
Two different of quality The Juran Trilogy: Three basic managerial
processes: quality planning, quality control and quality improvement
Three levels of quality management The Jurans spirals
J.M.Juran
7 steps program:Establish quality policies and quidesEstablish quality goalsDesign quality plans to reach those goalsAssign responsibility for the plansProvide necessary resourcesRewiev progress against goalsEvaluate manager performance vs.goals
Joseph M. Juran
- he pursued a varied career as an engineer, executive, government administrator, university professor, labor arbitrator, corporate director, and consultant.
- Specializing in managing for quality, he is the editor of Juran`s Quality Handbook.
- Juran defines quality as consisting of two different, bud related concepts:
Joseph M. Juran
One from of quality is income oriented and consists of those features of the product that meet costumer needs and thereby produce income.
A second from of quality is cost oriented and consist of freedom from failures and deficiencies.
Joseph M. Juran
Juran`s quality planning road map consists of the following steps:
- determinate quality goals
- Identify costumers
- Discover costumers` needs
Joseph M. Juran
- Translate from costumer language to products having desired features
- Develop processes able to produce the product
- Transfer the process, with appropriate controls, to operations
Joseph M. Juran
Control takes place at all levels, from the CEO down to the workers, and all use the same feedback loop, witch is the following:
- Measure performance
- Compare performance to the goal
- Take action if there is a gap
Joseph M. Juran
Juran presented a structured approach for improvement in his book Managerial Breakthrough and included a list of responsibilities that upper managers should not delegate:
- Create awareness of the need and opportunity for improvement
- Make quality improvement a part of every job description
Joseph M. Juran
- Create an infrastructure – a quality council who selects projects for improvement and established teams
- Provide training in quality improvement methods
- Regularly review improvement progress
Joseph M. Juran
- Give recognition to improvement teams- Use the results to spread the word on the power
of the efforts- Revise the reward system to enforce the rate of
improvement- Maintain momentum by enlarging the business
plan to include goals for quality improvement
Joseph M. Juran
Juran also defines three levels of quality management:
- Strategic quality management
- Operational quality management
- The workforce
Joseph M. JuranJuran defines TQM as a collection of certain
quality-related activities:- 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 costumer and on meeting competition, and there are goals for annual quality improvement
- Goals are deployed to the action levels
Joseph M. Juran
- 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
The Americans guru
P.B.Crosby
Defines absolutes of quality management
14 points improvement quality management
Zero defect
Crosby
5 absolutes of qualityQuality means conformance, not goodness or
eleganceThere is no such thing as a quality problem It is always cheaper to do the job right the first
timeCost od quality is the only measure of
performanceZero defect is the only perfomance standart
Crosby
14 step process:Management commitmentQuality improvement teamQuality measurementCost of qualityQuality awarenessCorrective actionZero defects
Crosby
14 step process: Training Zero defects day Goals setting Error cause removal Recognition Quality councils Do it over again
The Japanese guru
Kaoru Ischikawa
Autored the Guide to Quality Control
The autor the Ishikawa diagram and the assembly and use of the „seven basic tools of quality“
Kaoru Ishikawa
He was an early student of Deming and a member of the Union of Japanese Scientists and Engineers. He authored:
Guide to quality control – to help training of foremen and middle managers in Japan of the operation of quality circles.
Quality standards
History of ISO 9000
1987 version
1994 version
2000 version
Quality standards
Industry specific interpretations
AS 9000 – Aerospace Basic Quality System standards
PS 9000 – Pharmaceutical Packaging Materials
QS 9000 – American automotive manufacturers (GM, Ford, Chrysler)
ISO /TS 16949:2002 – American and European automotive manufacturers
Quality standards
Industry specific interpretations
TL 9000 – is the Telecom Quality management and Measurement System Standard
ISO 13 485:2003 – medical industrys equivalent of ISO 9001:2000
ISO series 9000 – 1987 version
The three models for quality management systems:
ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing
ISO 9002:1987 Model for quality assurance in production, installation and servicing
ISO 9003:1987 Model quality assurance in final inspection and test
ISO series 9000 – 1994 version
ISO 9000:94
emphasized quality assurance via preventative actions, instead of just checking final product, and continued to require evidence of compliate with documented procesures.
ISO series 9000 – 2000 version
ISO 9001:2000 combines the three standards ISO 9001, ISO 9002, ISO 9003
Now called ISO 9001:2000 The 2000 version
sought to make a radical change in thinking by actually placing the oncept of process management front and centre
Is to improve effectiveness via process perfoermance metrics – numerical measurement of the efectiveness of tasks and acitvities
Standards ISO series 9000:2000
Assist an organization in developing, implementing, registering, and sustaining a appropriate QMS function independent of the specific product and /or services
Standards ISO series 9000:2000
Includes eight principles that when followed should improve organizational performance
Standards ISO series 9000:2000
8 principles QMS: Customer focus Leadreship Involvement of People Continual Improvement Process Approach Systems Approach Factual Deision Making Mutually Beneficial Supplier Relationships
8 principles QMS
Principle 1: Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
8 principles QMS
Principle 1: Customer focus Key benefits: Increased revenue and market share obtained
through flexible and fast responses to market opportunities.
Increased effectiveness in the use of the organization's resources to enhance customer satisfaction.
Improved customer loyalty leading to repeat business.
8 principles QMS
Principle 1: Customer focus Applying the principle of customer focus
typically leads to: Researching and understanding customer needs
and expectations. Ensuring that the objectives of the organization
are linked to customer needs and expectations.
8 principles QMS
Communicating customer needs and expectations throughout the organization.
Measuring customer satisfaction and acting on the results.
Systematically managing customer relationships. Ensuring a balanced approach between
satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole).
8 principles QMSPrinciple 2: Leadership Leaders establish unity of purpose and
direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
Key benefits: People will understand and be motivated
towards the organization's goals and objectives. Activities are evaluated, aligned and
implemented in a unified way. Miscommunication between levels of an
organization will be minimized.
8 principles QMS
Principle 2: Leadership Key benefits: People will understand and be motivated
towards the organization's goals and objectives. Activities are evaluated, aligned and
implemented in a unified way. Miscommunication between levels of an
organization will be minimized.
8 principles QMS
Applying the principle of leadership typically leads to:
Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole.
Establishing a clear vision of the organization's future.
Setting challenging goals and targets.
8 principles QMS Creating and sustaining shared values, fairness
and ethical role models at all levels of the organization.
Establishing trust and eliminating fear. Providing people with the required resources,
training and freedom to act with responsibility and accountability.
Inspiring, encouraging and recognizing people's contributions.
8 principles QMS
Creating and sustaining shared values, fairness and ethical role models at all levels of the organization.
Establishing trust and eliminating fear. Providing people with the required resources,
training and freedom to act with responsibility and accountability.
Inspiring, encouraging and recognizing people's contributions.
8 principles QMS
Principle 3: Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
8 principles QMS
Key benefits: Motivated, committed and involved people within
the organization. Innovation and creativity in furthering the
organization's objectives. People being accountable for their own
performance. People eager to participate in and contribute to
continual improvement.
8 principles QMS
Applying the principle of involvement of people typically leads to:
People understanding the importance of their contribution and role in the organization.
People identifying constraints to their performance.
People accepting ownership of problems and their responsibility for solving them.
8 principles QMS
People evaluating their performance against their personal goals and objectives.
People actively seeking opportunities to enhance their competence, knowledge and experience.
People freely sharing knowledge and experience.
People openly discussing problems and issues.
8 principles QMS
Principle 4: Process approach A desired result is achieved more efficiently
when activities and related resources are managed as a process.
Key benefits: Lower costs and shorter cycle times through
effective use of resources. Improved, consistent and predictable results. Focused and prioritized improvement
opportunities.
8 principles QMS
Key benefits:
Lower costs and shorter cycle times through effective use of resources.
Improved, consistent and predictable results. Focused and prioritized improvement
opportunities.
8 principles QMS
Applying the principle of process approach typically leads to:
Systematically defining the activities necessary to obtain a desired result.
Establishing clear responsibility and accountability for managing key activities.
Analysing and measuring of the capability of key activities.
8 principles QMS
Identifying the interfaces of key activities within and between the functions of the organization.
Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization.
Evaluating risks, consequences and impacts of activities on customers, suppliers and other interested parties.
8 principles QMS
Principle 5: System approach to management
Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
8 principles QMS
Key benefits: Integration and alignment of the processes that
will best achieve the desired results. Ability to focus effort on the key processes. Providing confidence to interested parties as to
the consistency, effectiveness and efficiency of the organization.
8 principles QMS
Applying the principle of system approach to management typically leads to:
Structuring a system to achieve the organization's objectives in the most effective and efficient way.
Understanding the interdependencies between the processes of the system.
Structured approaches that harmonize and integrate processes.
8 principles QMS
Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barriers.
Understanding organizational capabilities and establishing resource constraints prior to action.
Targeting and defining how specific activities within a system should operate.
Continually improving the system through measurement and evaluation.
8 principles QMS
Principle 6: Continual improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization.
8 principles QMS
Key benefits: Performance advantage through improved
organizational capabilities. Alignment of improvement activities at all levels
to an organization's strategic intent. Flexibility to react quickly to opportunities.
8 principles QMS
Applying the principle of continual improvement typically leads to:
Employing a consistent organization-wide approach to continual improvement of the organization's performance.
Providing people with training in the methods and tools of continual improvement.
8 principles QMS
Making continual improvement of products, processes and systems an objective for every individual in the organization.
Establishing goals to guide, and measures to track, continual improvement.
Recognizing and acknowledging improvements.
8 principles QMS
Principle 7: Factual approach to decision making
Effective decisions are based on the analysis of data and information
8 principles QMS
Key benefits:
Informed decisions. An increased ability to demonstrate the
effectiveness of past decisions through reference to factual records.
Increased ability to review, challenge and change opinions and decisions.
8 principles QMS
Applying the principle of factual approach to decision making typically leads to:
Ensuring that data and information are sufficiently accurate and reliable.
Making data accessible to those who need it. Analysing data and information using valid
methods. Making decisions and taking action based on
factual analysis, balanced with experience and intuition.
8 principles QMS
Principle 8: Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value
8 principles QMS
Key benefits:
Increased ability to create value for both parties. Flexibility and speed of joint responses to
changing market or customer needs and expectations.
Optimization of costs and resources.
8 principles QMS
Applying the principles of mutually beneficial supplier relationships typically leads to:
Establishing relationships that balance short-term gains with long-term considerations.
Pooling of expertise and resources with partners.
Identifying and selecting key suppliers.
8 principles QMS
Clear and open communication. Sharing information and future plans. Establishing joint development and improvement
activities. Inspiring, encouraging and recognizing
improvements and achievements by suppliers.
Standards ISO series 9000:2000
The basic ISO 9000:2000 series consists of three documents. They are:
ISO 9000:2000 QMS. Fundamentals and vocabulary
ISO 9001:2000 QMS. Requirements
ISO 9004:200 QMS. Guidelines for performance improvements.
ISO 9001:2000
QMS adresses: Identifying and sequencing processes Monitoring, measuring and analysing processes Documenting the QMS: quality manual,
procedures, instructions, records Controlling documents and records
ISO 9001:2000
Management responsibility addresses: Top management evidecne of comitment to the
QMS: comunicating, quality policy, quality objectives, management reviews, availability of resources
Top management support of customers focus Quality planning Responsibility of management representative
ISO 9001:2000
Resource management addresses:
Providing resources Ensuring competence, awareness, and training
of human resources Providing suitable infrastructure and work
environment
ISO 9001:2000
Processes for producing products and services (product realization) addresses:
Planning for product realization Requirements for customer – related processes Requirements for designing and developing
product Purcharing processes Controlling production and services Controlling device used for monitoring and
measuring
ISO 9001:2000
Processes for measurement, analysis and improvement addresses:
Monitoring and measuring relative to satisfaction of customer, auditing of QMS, and monitoring, measuring and controlling product
Analysing data Continually improving (corrective and preventive
action)
ISO 9001:2000
When using ISO 9001:2000 as a systems model, remebmer the following things:
8 quality management principles Recognize that customer requirements The information from the customer The organisation have resources available for
required activities, products processes are identified and documented
ISO 9001:2000
When using ISO 9001:2000 as a systems model, remebmer the following things:
Information from production output activities and feedback from customers provide indicators
Results from the management reviews are integrated int the management of resources, product activities
ISO 9001:2000
The benefits from implementation and certification of an ISO 9001 QMS:
Reduction in waste, rework and redundancy Reduction in potential for external failures Cost reductions Increased productivity
ISO 9001:2000
The benefits from implementation and certification of an ISO 9001 QMS:
Improved performance More orderly method of doing business Improvement customer satisfaction – ordered
audits Marketing edge over suppliers that do not have
a certified QMS
ISO 9001:2000
Some of the comments and criticismus of the ISO 9001:2000:
There is a tendency to overdo the quantity and complexity level of procedures
The standards makes no assurances about a companys products
Confusion often exists as to what should be includes in the quality manual
ISO 9001:2000
Some of the comments and criticismus of the ISO 9001:2000:
Understanding the difference between objective evidence and records is confusing
Failing to realize that product realization processes are different than quality QMS processes
Lack of understanding as to the difference between monitoring and measuring
ISO 9001:2000
Documenting the QMS:
Document: information and its supporting medium
Manual of quality: document describing the system of managing the organization
Plan of quality: document specifying what methods and related sources have to be used, who has to use them in a specified project, product in the process or in the agreement
Record: document describing achieved results, providing the proof of performed actions
Documenting the QMS
The QMS can be different from organization to organization by the following:
Size of organization and type of activity Difficulty of processes and their interactions Workers comptency and qualification
Documenting the QMS
Pyramids of quality:
Level A: policy and objectives of quality,
Quality manual
Level B: Quidelines: documented of processes and activities QMS
Level C: instructions and other documents of the QMS quality plan, records, forms
Documenting the QMS
Purpose and benefit of documenting QMS:
Describe the QMS of organization Provides information to the groups with shared
assignments It arrenges to the employees the commitment of
quality management
Documenting the QMS
Purpose and benefit of documenting QMS:
It helps employees to understand their position withing the framework of organization
Provides understanding between employees and management
It sets objectives to achieve given requirements
Documenting the QMS
Purpose and benefit of documenting QMS:
It says how to do things achieve given requirements
It sets clear and effective frame of activity It provides stability of operation based on the
documented processes
Documenting the QMS
Purpose and benefit of documenting QMS:
It demostrates its possibilities to interested partied
It provides tha basic to audit the QMS It provides tha basis to evaluate the effect and
convenience of the QMS
Process management
ISO 9001model promoted the adoption of the process approach when developing, maintaining, and improving activities and services.
Proces defined as:
Any activity that transforms inputs into outputs.
Process management
PM is using:
a collection of practices Techniques and tools to implementing Sustain and improve process effectiveness
Process management
PM includes:
Planning and setting goals, Establishing controls Monitoring and measuring performance Documenting, Improvining cycle time, continually improving
Process management
Process goals (PG) and objectives (PO):
PG are aims, intents, targets or ends PG linked to the strategic plan of the
organization
Process management
PO represent the intende actions that are needed to achieve the process goals
PO may be supported by product or service specifications, work orders and so on
PO may also be based on maintaining the gains in a stable process or the objectives may support the resoution of a previous performance problem or deficiency
Process management
Process objectives are monitored, measured, and reported for decisions as to actions needed.
Guidelines includes: It must be know what value is desired, what to
measure, how to measure it, unit of measure, device/method to be udes
How objectives are monitored is a function of who does itm how often it is to be done
Process management
Process analysis:
Design a new process or change to a process To prepare for an audit of a process or system As part of the building project plans for a new
facility To aid in planning a preventive action
Process management
Process analysis:
As a diagnostic technique for locating possible problem areas
As a tool for identifying non value added steps As a technique for comparing before and after
changes to a process As a technique for helping quality improvement
teams to understand a process
Process management
Process maping/flowcharting used:
To comunicate and create understanding of a process flow
To identify non value added steps for potential elimination or modifiction
To serve as a procedure on how to perform a task or job
Process management
Process maping/flowcharting used:
To serve as a part of the istructional material aused training a new performer
To envision the flow of a new or redesigned process
To serve as a simulator tool for a hypothecal walk through of a process
Process management
What to look for in the Process map:
Branching steps exceed the number of steps in the main flow
Checking steps are missing or excessive Steps take the process flow back and forth
between different work units Important steps are missing There are steps that add no value to the end
product or service
Process management
There are redundant steps Steps may need to be decomposed into several
steps There are dead ends There are disconnects Flow is too difficult to understand, confuses
performens
Quality improvement
Quality improvement action taken to improve a product, process or system that is not associated with nonconformity.
It requires a defined process for continual improvement and reduction in manufcturing variation.
Quality improvement
Defined processes may include:
Kaizen Six sigma PDCA Cycle Statistical process control
KAIZEN
Is a Japanese word:
Kai – means change or school
Zen – means good or wisdom
It has come to mean a continual and incremental improvement (as opposed to reengineering)
KAIZEN
In a kaizen event a cross-functional team focuses: on a target process, studies it, collects and analyzes data, discusses improvement alternatives, and implements changesThe intense event may consume three to five
consutive days.
SIX SIGMA
A process improvement initiative that uses a variety of techniquies and tools all focused on producing defect-free products and services.
Statisticaly speaking – sigma is a term indicating, to what extent a process varies from perfection
SIX SIGMA
The quantity of units processed divided into the number of defects actually occuring, multiplied by one milion results in defects per milion. Adding a 1,5 sigma shift in the mean results in the following defects per milion
SIX SIGMA
Six sigma , as a philosophy, translates to the organizational belief that it is posible to produce totally defect free product or services – albeit more a dream than a reality for most organisations.
PDCA Cycles
The problem solving model presented a general proces improvement model the plan – do - check – act (PDCA) cycle.
P - Plan – study the situation
- determine what needs to be done
- develop a plan and measurement
process for what needs to be done
PDCA Cycles
D – Do: implement the plan
C – Check: - determine whether the plan worked - study the resultsA – Act: - if it worked, instiutionalize/ standartize the change - if it didnt, try somthing else - continue the cycle
STATISTICAL PROCESS CONTROL (SPC)
Simply comparing the results of a process to itself over time is not sufficient i an environmental where external competitive pressures and an internal desire for continual improvement exist.
The focus of this section is on how to effectively analyze information to enable the organization to manage and improve processes – whether at the strategic or operational level.
STATISTICAL PROCESS CONTROL (SPC)
Types of Control Charts:
A control charts id used to determine whther or not a process is stable, which means that it has predictable performance. By monitoring the output of a process over time, a control chart can be udes to assess whether the application of process changes or other adjustments have resultes in improvements
STATISTICAL PROCESS CONTROL (SPC)
Types of Control Charts: Individuals and moving range (X/MR), used
when the sample size is one Average and range or average and standard
deviation (x-bar/R or x- bar/s) used when the sanple size is a rational subgroup
Exponentially weigted moving average (EWMA), used for smoothing out short term variance in order to detect longer – term trends
STATISTICAL PROCESS CONTROL (SPC)
Cumulative sum (CUSUM), used to detect very small changes that occur over time
Hotellings t-squared, used to analyze multiple variables on one chart
Attribute – type control charts include: np charts, used to chart number of defective
units where sample size is constans
STATISTICAL PROCESS CONTROL (SPC)
p charts, used for tracking fraction of units defective, where sample size is not constant
c charts, used to chart number of defects in a constant sample size
u charts, for number of defects where sample size is changing
Quality methods and tools for improve
Quality tools a techniques:
7 classic quality tools
7 new quality tools
7 classical quality tools
Flowchart Check list Cause and Effect Diagram (Ishikawa diagram) Pareto Chart Control Charts Histogram Scatter Diagrams
The quality costs
Is a method used by organization to show the financial impact of quality activities.
These costs must be true measure of the quality effort. Such an analysis provides:
A method of assessing the effectiveness of the management of quality
A means of determining problem areas, opprtunities, savings and action priorites
The quality costs
Prevention costs: Product or service requirements – setting
specification or incoming materials, proesse, finished products/services
Quality planning – creation of plans for quality, reliability, operational, production, inspection
Quality assurance – creation and maintenance of the QMS
Training – deelopment, preparation and maintenance of programmes
The quality costsAppraisal costs are associated with the suppliers
and customers evaluation of purchased materials, processes, products ad services to ensure they conform to speifications. They could include:Verification – checking of incoming material,
process set-up, products againts agreed specifications
Quality audits – check that the QMS is functioning correctly
Vendor rating – assessment and approval of suppiers, for products and services
The quality costs
Failure costs can be split into those resulting form:
Internal failure costs
External failure costs
Total cost of quality
The quality costs
PAF model (Process Cost Model):
COQ (cost of quality)
COC (cost of conformance)
CONC (cost of non conformance)
COQ = COC + CONC
Total Quality Management (TQM)
Definitions:
Total: Everyone should be involved
Quality: customers should be provided with an uniform quality product that meets their expectations
Management: the way Total Quality is conducted
TQM definitions
„Is the set of management processes and systems that create delighted customers through empowered employees, leading to hogher revenue and lower cost.“
The Juran Institute, Inc.
TQM - principles
Commitment of everybody in the organization The companys success depends on the
participation of everybody Opportunities for complete participation by
everybody Opportunities to do their job propertly
TQM pre-requisites
Leadership from the top Effective management of the cost of quality Focus on customer satisfaction Continuous improvement of everyone in quality
improvement
TQM
Leaders:
W.E.Deming J.M.Juran K. Ishikawa A.V. Feigenbaum P.B. Crosby
TQM - Feigenbaum
10 benchmarks of Quality:
Q is a company – wide processQ is what the customer says it isQ and cost are sum not a differenceRequires individual and teamworkQ is a way of managing
TQM - Feingenbaum
10 bechmarks of QualityQ and innovation are mutually dependentQ is an ethicRequires continuous improvement Is the most cost – effective, least capital –
intensive route to productuvity Is implemented with a tot system connected
with customers and suppliers
Quality Plans
A quality plan is a document, or documents, that specify quality standards, practices, resources, specifications, and the sequence of activities relevant to a particular product, service, project, or contract.
Quality Plans
Quality plans shoul define:
Objectives to be attained
Steps in the processes that constitute the operating practice or procedures of the organization
Quality Plans
Allocation of responsibilities, authority, and resources during the different phases of the process or project
Specific documented standards, practices, procedures, and instuctions to be applied
Quality Plans Suitable testing, inspection, examination, and
audit programs at appropriate stages
A documented procedure for changes and modifiacations to a quality plan as work proceeds
A method for measuring the achievement of the quality objecitves
Other actions necessary to meet the objectives
Benefits of TQM
Following are some of the direct and indirect benefits that may result form TQM:
Strengthened competitive position
Adaptability to changing or emerging market conditions and to emvironmental and other goverment regulations
Higher productivity
Enhanced maket image
Benefits of TQM
Elimination of defects and waste
Reduced costs and better cos management
Higher profitability
Improved costumer focus nad satisfaction
Increased costumer loyalty and retention
Benefits of TQM
Increased job security
Improved employee morale
Enhanced shareholder and stakeholder value
Improved and innovative processes
TQM Implementation Approaches
Following is a generic model for implementing TQM:
Top management learns abou and decides to commit to TQM
TQM Implementation Approaches
The ornganization assesses current culture, customer stisfacton, and quality management system
Top management identifies core values and principles to be used, and communicates them
TQM Implementation Approaches
A TQM master plan is developed on the basis of steps 1,2 and3
The organization identifies nad prioritizes costumer demands and aligns products and services to meet those demands
Management maps the critical processes through which the organization meets its costumer` needs
TQM Implementation Approaches
Management oversees the formation of teams for process improvement efforts
The momentum of the TQM effort is managed by steering committee
Managers contribute individually to the effort through hoshin planning, training, coaching or other methods
TQM Implementation Approaches
Daily process management and standardization take place
Progress is evaluated and the plan is revised as needed
Constant employee awareness and feedback on status are provided and a reward / recognition process is estabilished
Kaoru Ishikawa
What Is Total Quality Control? The Japanese Way – he defines total quality control in the following ways>
- Quality control (QC) is the responsibility of all workers and all divisions
- Total quality control (TQC) is a group activity and cannot be done by individuals – teamwork
- TQC will not ail is all members cooperate, form the president down to line workers and sales personnel
Kaoru Ishikawa
- In TQC, middle management will be frequently talked about and criticized – be prepared
- QC circle activities are a part of TQC- Do not confuse objectives with the means to
attain them- TQC is not a miracle drug, its properties are
more like those of Chinese herb medicine
Kaoru IshikawaTo achieve total quality control, a thought revolution
must occur:- Quality first – not short-term profit first- Consumer operation – not producer operation- The next process is your costumer – break down the
barrier of sectionalism- Use facts and data to make presentations –utilize
statistical methods- Respect for humanity as a management philosophy –
full participatory management- Cross-function management
Kaoru Ishikawa
Ishikawa advocated four types of audit:
1. Audit by the president
2. Audit by the head of the unique –for example, division head or branch office manager
3. QC audit by the QC staff
4. Mutual QC audit
The seven classic quality tools
1. Flowchart
2. Check sheet
3. Cause-and-effect diagram
4. Pareto Chart
5. Control Charts
6. Histograms
7. Scatter Diagrams
Flowchart
Is a map of the sequence of steps and decision points in a process.
Flowcharting a process is a good starting point for a team, as it helps the group gain a common understanding of what is involved in the process.
Each team member typically has a perspective based on his/her own role, but may not have a full understanding of the entire process.
Can also point out missing, redundant, or erroneous steps.
Flowchart
An example of a flowchart is shown in Figure
Flowchart
A flowchart may be used to:
- Document the as-is condition of a process
- Reflect changes that are to be made to a process
- Design an entirely new process
Check Sheet
Is a tool for gathering information on root causes.
With most of the tool, it facilitates the use of facts, rather than just opinions, in talking about and solving problems.
Check Sheet
Check sheets are used to gather data on the frequency of occurrence of particular events or defects.
Some applications a more visually oriented data collection device.
Check Sheet
The check sheet in figure illustrates at a glance what the largest problems are in terms of frequency of occurrence.
Cause-and-Effect Diagram
Also called an Ishikawa diagram Alternatively called fishbone diagram Is used to show the many different causes that may
contribute to a particular problem The problem, is started in a box at the right side of
the chart and likely causes are listed around major categories that can lead to the effect
The four Ms are categories of problem sources typically used for manufacturing problems
Cause-and-Effect Diagram For service processes the four Ps are often
used. Provides a way of organizing what may be a
long list of potential causes. The items for the diagram may be created
through a brainstorming session or by a review of the process flowchart to explore what can go wrong at each step
Is completed, data must be gathered to determine which of the causes is most likely to be acting on the problem being studied.
Cause-and-Effect Diagram
Figure shows some of the reasons that outpatient clients may not be able to locate the X-ray department in a hospital
Pareto Chart
Could also be used by a supervisor within each of the higher-cost work centers to pinpoint the particular machines that are the primary sources of trouble.
Note that although the z-axis of a Pareto chart is often the frequency of a problem.
It is also important to do a similar analysis based on costs
Control Charts Are a refinement of the original run chart Serves two vital purposes as a data-gathering
tool It shows when a process is being Influenced by special causes, creating an out-of-
control condition It indicates how a process behaves over time Should be examined for nonrandom patterns in
data points As analysis of patterns can indicate what source
of variation is most liklely
Pareto Chart and Control Chart
Pareto chart
Control chart
Histograms
While control charts allow seeing how a process performs over time
Provides a graphical picture of the frequency distribution of the data
Allows detection of distributions that do not demonstrate a typical bell-shaped curve
Show how the process spread and central tendency relate to process specifications
Histograms
A histogram is shown in figure
Scatter diagrams
Shows whether or not there is a correlation between two variables
Correlation does not necessarily mean a direct cause and effect relationship
If it appears that values for one of the variables can be predicted based on the value of another variable
Scatter diagrams
- Shows whether or not there is a correlation between two variables.
- Correlation does necessarily mean a direct cause and effect relationship
- If it appears thet values for one of the variables can be variables can be predicted based on the value of another variable, then there is correlation
Scatter diagrams
Scatter diagram
Statistical Process Control
- The results of a process to itself over tine is not sufficient in an environment where external competitive pressures
- The focus of this selection is on how to effectively analyze information
- The organization to manage and improve processes – whether at the strategic or operation level
Statistical Process Control
Types of Control Charts
- Control charts is used to determine whether or not a process is stabile
- By monitoring the output of a process over time
Statistical Process Control
- A control charts can by used to assess whether the application of process changes
- If the process produces measurable pats
Statistical Process Control
There are many types of control charts:• Individuals and moving range (X/MR)
• Average and range or average and standard deviation (x-bar/R or x-bar/ s)
• Exponentially weighed moving average (EWMA)
• Hotelling`s t-squared, used analyze multiple variables on chart
Statistical Process Control
• Hotelling`s t-squared, used analyze multiple variables on chart
• Cumulative sum (CUSUM)
Statistical Process Control
Attribute-type control charts include:
• np charts
• p charts
• c charts
• u charts
Statistical Process Control
• np charts – used to chart number of defective units where sample size
• p charts – used for tracking fraction of units defective, where sample size is not constants
• c charts – used to chart number of defects in a constant sample size
• u charts – for number of defects where sample size is changing
Statistical Process Control
Four guidelines are used as a basic test for randomness in control charts:
- The points should have no visible pattern- Approximately two-thirds of the points should be
close to the centerline- Some points should be close to the outer limit- An approximately equal number of points should
fall above and bellow the centerline
Statistical Process Control
- Control charts are also based on the concept of statistical probability
- Control limits are based on the distribution for the type of data being analyzed
- Control chard can be used for both analysis of a process
- For process control purposes an alternative to control charts, pre-control, can sometimes be used
Pre-control
- Is an alternative to statistically based control charts
- The specification range into four equal zones- zones: Green zone – good Yellow zone – caution Red zone - defect
Pre-control
- Is often used when a process is just being started
The rules for pre-control:• Include both sampling frequency • With the sample frequency being varied
according to how well the process
Process Improvement Model
1. Select the process to improve
2. review current performance
3. Identify improvement needs or opportunities
4. Implement process changes
5. Evaluate progress
Process Improvement Model
1. This is done trough analysis of feedback from customers
2. Current performance measures are reviewed to ensure that they are adequate
3. Areas of the process where improvement would be most beneficial are selected
4. A plan is developed and communicated regarding changes in the process steps
5. Process performance is again reviewed to see heather the desired impact was achived
Process Improvement Model
Steps for problem are : Leadership Strategic Customer Involvement Process Data Prevention
Process Improvement Model
Leadership – senior executives should oversee the process of continual improvement
Strategic – improvements should be targeted primarily at those processes that will provide a strategic gain
Costumer – process changes should be based on and/or take into account costumer feedback
Involvement – because of their knowledge and responsibility
Process Improvement Model
Process – approach all projects from the view that what is to be improved is a process that transforms inputs into outputs
Data – decisions such as what processes to improve and what to change to make it better
Prevention – because the idea is to create processes that are able to meet or exceed requirements
Documentation hierarchy
A quality management system documentation hierarchy
Procedures and Work Instructions
In documenting procedures are addressed:- Documentation is to conform to a standard- Documentation appropriately deployed and kept
up to date- Documented system being followed by the
people who produce the work- Are the required records kept- Documentation system periodically assessed for
effectiveness
Procedures and Work Instructions
Variations include:- Outline with bulleted text- Process map with annotations- Process map with adjacent outline text- Photographs depicting different stages in
process with outline text- Checklists
The EFQM Excellence Model
Regardless of sector, size, structure or maturity, to be successful, organisations need to establish an appropriate management framework.
The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing organisations for the European Quality Award. It is now the most widely used organisational framework in Europe and it has become the basis for the majority of national and regional Quality Awards.
The EFQM Excellence Model
The EFQM Excellence Model is a practical tool that can be used in a number of different ways:
As a tool for Self-Assessment As a way to Benchmark with other
organisations As a guide to identify areas for Improvement As the basis for a common Vocabulary and
a way of thinking As a Structure for the organisation's
management system
The EFQM Excellence Model
The EFQM Excellence Model is a non-prescriptive framework based on 9 criteria:
Five of these are 'Enablers' Four are 'Results'. The 'Enabler' criteria cover what an organisation
does. The 'Results' criteria cover what an organisation
achieves. 'Results' are caused by 'Enablers' and 'Enablers'
are improved using feedback from 'Results'.
The EFQM Excellence Model
The Model, which recognises there are many approaches to achieving sustainable excellence in all aspects of performance, is based on the premise that:
„ Excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People, Partnerships and Resources, and Processes“.
The EFQM Excellence Model
The EFQM Model is presented in diagram form below. The arrows emphasise the dynamic nature of the Model. They show innovation and learning helping to improve enablers that in turn lead to improved results.
The EFQM Excellence Model
The EFQM Excellence Model
Results orientation Excellence is a constant exercise in keeping the
interest of all stake holders in balance. These stake holders are the share holders or budgetproviders, people, customers, suppliers, partners and the society in general. Only in case we have concrete measurable results, we can say we did well.
The EFQM Excellence Model
Customer focus The customer ( and only the customer) finally
judges the quality of goods and service. Marketparticipation and customerloyalty are best considered through the eye of actual and potential customers: do we deliver what they need?
The EFQM Excellence Model
Leadership and constancy of purpose
Good leaders determine a clear objective for the organisation. They take care both of an environment and an organisation in which people can perform in excellence.
The EFQM Excellence Model
Management by processes and facts
You can only take the right decisions when you base yourself on the right figures. Besides this you make sure that processes are completely understood and mastered.
The EFQM Excellence Model
People development and involvement
People perform best in an organisation with clear values and a culture of trust and empowerment.
The EFQM Excellence Model
Continuous learning, innovation and improvement
The performance of an organisation is at its most when knowledge is managed and shared and when there is a culture directed to constant learning, innovation and improvement.
The EFQM Excellence Model
Partnership development
An organisation performs more efficiently when the relationships with other organisations are held in a win-win balance. Automatically there is trust, participating knowledge and a certain integration between both partners.
Public responsibility
In the long run every organisation benefits from acting ethically. Try to exceed the expectations and the norm of society!