Gurus of TQM
Walter.A.Shewhart -TQC &PDSA
W.Edwards Deming- PDCA and 14 Points Methodology
Joseph.M.Juran-Jurans Trilogy
A.Feiganbaum-Customer requirement,CWQC,(Company Wide
Quality Control),Employee Involvement, TQC.
Kaoru Ishikawa-Disciple of Juran & Feigenbaum. TQC in Japan,
SPC, Cause &Effect Diagram,QC.
Philips.B.Crosby. Four Absolutes-Quality-Req, Prevention of
NC,Zero Defects & Measure of NC.
Taguchi.G-Loss Function.
Quality Guru
Institute modern methods of supervision.
(The responsibility of foremen must be changed from sheer
numbers to QUALITY.)
Drive out fear. (Encourage employees to speak up.)
Break down barriers between departments.
Eliminate slogans, exhortations, and targets for the work
force.
Eliminate work standards that prescribe numerical quotas.
Remove barriers to pride in workmanship. (Poor supervisors,
poor materials, inadequate equipment, lack of training, etc.)
Institute a vigorous program of education and selfimprovement for everyone.
Place everybody in the company to work to accomplish the
transformation and create a structure in top management that
will push every day on the above points.
TQM-PDCA
4. Act
Institutionalize
improvement;
continue cycle.
How to improve
next time ?
1. Plan
Identify problem
and develop plan
for improvement.
What to Do?
How to Do ?
3. Study/Check
2. Do
Assess plan; is it
working?
Things as per plan ?
Implement plan on
a test basis.
Do as planned.
Quality Guru
Joseph.M.Juran- Jurans Triology
1. Quality Planning
2. Quality Improvement
3. Quality Control
1. Quality Planning
Identify the customers
Determine their needs
Translate those needs into our language.
Develop the product that can respond to those
needs
Optimize the product features to meet our and
customer needs
3. Quality control
Provide that the process can be produce the product under the
operating conditions
Quality Guru
Philips B Crosby's name is best known in relations
to the concepts of Do It Right First time and
Zero Defects. He considers traditional quality
control, acceptable quality limits and waivers of
sub-standard products to represent failure rather
than assurance of success.
Crosby therefore defines quality as conformance to
the requirements which the company itself has
established for its products based directly on its
customers' needs.
Quality Guru
Four absolutes of quality requirements
The definition-Quality is conforming to the
requirements
The system-prevention not appraisal
The performance standards-Zero defects
The measurement the price of non conforming to
the requirements
Crosbys 14 steps
1. Management commitment
2. Quality improvement teams
3. Quality measurements
4. Cost of quality
5. Quality awareness
6. Corrective action
7. Zero defect planning
8. Supervisor training
9. ZD day
10.Goal setting
11.Error cause removal
12.Recognition
13.Quality council
14.Do it over again
Quality Guru
Ishikawa defines quality as the development,
design, production and service of a product that is
most economical, most useful, and always
satisfactory to the consumer.
He argues that quality control extends beyond the
product and
encompasses after-sales service, the quality of
management, the quality of individuals and the
company itself.
QC Tools
Quality Guru
Quality Guru
Taguchi emphasizes an engineering approach to
quality. Taguchi defines quality as the loss
imparted to the society from the time a product is
shipped.
Examples of loss include: failure to reach ideal
performance, failure to meet the customers
requirements, breakdowns, and harmful sideeffects caused by products. Thus, the smaller the
loss, the more desirable the product.
The key elements of Taguchis quality concepts are
briefly stated below.
Quality Guru
(1) Quality improvement should concentrate on reducing the
variation of the products key performance characteristics with
regard to their target
values .
(2) The loss suffered by a customer due to a products performance
variation is often approximately proportional to the square of the
deviation of the performance characteristics from its target value.
(3) The final quality and cost of manufactured products are
determined to a large extent by the engineering design of the
product and the manufacturing process.
(4) A products or processs performance variation can be reduced
by
exploiting the non-linear effects of the product or process
parameters on
the performance characteristics.
(5) Statistically planned experiments can be used to identify the
settings of
product/process parameters that reduce performance variation.
Advantages of TQM
Helps to focus clearly on the needs of the market
Facilitate to aspire for top quality performer
Channelises the procedures necessary to achieve quality
performance
Helps examine critically and continuously all processes
to remove non-productive activities and waste
Gears organization to fully understand the competition
and develop an effective combating strategy
Helps develop good procedures for communication
Helps revive the process needed to develop the strategy
of never ending improvement
TQM Focus
TQM Focus
TQM Focus
TQM Focus
Contribution of Quality
Gurus
Quality Guru
Major Contribution
Walter A Shewart
W.Edwards Deming
Joseph M Juran
Armand V Feigenbaum
Philip B Crosby
Kaoru Ishikawa
Genichi Taguchi
TQMEX Model
TQMEX Model
MODEL -
(QCCs)
QMS
TPM
TQM
5S
JAPANESE
ENGLISH
MEANING
SEIRI
STRUCTURISE
ORGANISE
SEITON
SYSTEMATISE
NEATNESS
SEISO
SANATISE
CLEANLINESS
SEIKETSU
STANDARDISE
STANDARDISATION
SHITSUKE
SELF-DISCIPLINE
DISCIPLINE
increased
productivity,
fewer
Quality Circles
Total Productive
Maintenance(TPM)
Total Productive
Maintenance(TPM)
TPM aims to maximize overall equipment
effectiveness
TPM establishes thorough system of planned
maintenance for the equipment entire life span.
TPM should be implemented by cross functional
teams from various department.
TPM involves every single employees from the top
management to workers on the shop floor.
TPM is based on the promotion of planned
maintenance through autonomous small group
activities