Juran

J.M.JURAN - tried to get organizations to move away from the traditional manufacturing-based view of quality as conformance to specification user based approach He created the phrase Fitness for Use.

JURANS QUALITY MANAGEMENT APPROACH Juran advocated 10 steps for quality improvements as follows:Build awareness of the need and opportunity for improvement.Set goals for improvement.Organize to reach the goals (establish a quality council, identify problems, select projects, appoint teams, designate facilitators).Provide training.Carry out projects to solve problems.Report progress.

Give recognition.Communicate results.Keep scoreMaintain momentum by making annual improvement part of the regular systems and processes of the company.

JURAN TRILOGY

JurantrilogyQuality planning

Quality control

Quality ImprovementChronic (constant) problems - - - req.the principle of Breakthrough

Sporadic (irregular) problems - - - req. the principle of Control

Planning activities includeEstablish the quality goal.

Identify customers.

Discover customer needs.

Develop product features.

Develop process features.

Establish process controls and transfer to operations.

Control activities includeChoosing the control subject: i.e., choosing what we intend to regulate.Choosing a unit of measure.Setting a goal for the control subject.Creating a sensor which can measure the control subject in terms of the unit of measure.Measuring actual performance.Interpreting the difference between actual performance and the goal.Taking action (if any) on the difference.

Quality improvement (Breakthrough activities) includeOrganizing for breakthrough in knowledge - defining the organizational mechanism for obtaining the knowledge for achieving a breakthrough.Creation of a steering arm - defining and staffing a mechanism for directing the investigation for quality improvement.Creation of a diagnostic arm - defining and staffing a mechanism for executing the technical investigation.Diagnosis - collecting and analyzing the facts required and recommending the action needed.Breakthrough in cultural pattern - determining the effect of a proposed change on the people involved and finding ways to overcome resistance to change.Breakthrough in performance - obtaining agreement to take action.Transition to the new level - implement the change.

Ishikawa

Quality GurusK. ISHIKAWA - created - Quality circles and - Cause-and-effect diagrams.

Ishikawa claimed that there had been a period of over-emphasis on statistical quality control that caused people to dislike it. Ishikawa saw the worker participation as the key to the successful implementation of TQM. Quality circles were an important vehicle to achieve this.

Ishikawas definition of Quality

Development, design, production and service of a product that is most economical, most useful, and always satisfactory to the Consumer

Ishikawas quality management approach

six fundamental principlesQuality first - not short-term profits firstCustomer orientation - not producer orientation;The next step is your customer - breaking down the barrier of sectionalism;Using facts and data to make presentations - utilization of statistical methodsRespect for humanity as a management philosophy, full participatory managementCross - functional management.

Taguchi

TAGUCHIs definition of quality uses the concept of the loss that is imparted by the product or service to society from the time it is created.

He created Quality Loss Function (QLF) that included factors such as costs of warranty, customer complaints, and loss of customer goodwill.

TAGUCHI - was concerned with engineering in quality through the optimisation of product design combined with statistical methods of quality control. He encouraged interactive team meetings between workers and managers to criticise and develop product design. TAGUCHIS QUALITY MANAGEMENT APPROACH

Questions?*

Total Quality ManagementTQM is a philosophy which applies equally to all parts of the organization.TQM can be viewed as an extension of the traditional approach to quality.TQM places the customer at the forefront of quality decision making.Greater emphasis on the roles and responsibilities of every member of staff within an organization to influence quality.All staff are empowered.

Total Quality ManagementDoing things right..

.FIRST time.Internetix (2005)

TQM & organizational Cultural ChangeTraditional ApproachLack of communicationControl of staff Inspection & fire fighting Internal focus on rule Stability seeking Adversarial relations Allocating blame TQMOpen communicationsEmpowermentPreventionExternal focus on customerContinuous improvementCo-operative relationsSolving problems at their roots

Customers expectations for the product or serviceCustomers perceptions of the product or serviceCustomers perceptions of the product or serviceCustomers expectations for the product or serviceCustomers perceptions of the product or serviceExpectations > perceptionsExpectations = perceptionsExpectations < perceptionsPerceived quality is governed by the gap between customers expectations and their perceptions of the product or serviceCustomers expectations of the product or serviceSource: Slack et al. 2004

Continuous ImprovementPhilosophy that seeks to make never-ending improvements to the process of converting inputs into outputs.Kaizen: Japanese word for continuous improvement.

Obstacles to Implementing TQMLack of a company-wide definition of quality.Lack of a formalized strategic plan for change.Lack of a customer focus.Poor inter-organizational communication.Lack of real employee empowerment.Lack of employee trust in senior management.View of the quality program as a quick fix.Drive for short-term financial results.Politics and turf issues.

PDCA Cycle repeated to create continuous improvementTimePerformanceContinuousimprovementPlanDoCheckAct

Recognizing and rewarding QualityPromotion of high quality goods and servicesMalcolm Baldrige National Quality Award (MBNQA) (United States)Deming Prize (Japan)European Quality Award (European Union)ISO9000 certification

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