Modern Importance of Quality

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Modern Importance of Quality

• The first job we have is to turn out quality
  merchandise that consumers will buy and keep on
  buying. If we produce it efficiently and
  economically, we will earn a profit, in which you
  will share.
• - William Cooper Procter

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Definitions of Quality

• Transcendent definition excellence
• Product-based definition quantities of product
  attributes
• User-based definition fitness for intended use
• Value-based definition quality vs. price
• Manufacturing-based definition conformance to
  specifications

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Quality Perspectives
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Customer-Driven Quality

• Meeting or exceeding customer expectations
• Customers can be...
• Consumers
• External customers
• Internal customers

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Total Quality

• People-focused management system
• Focus on increasing customer satisfaction and
  reducing costs
• A systems approach that integrates organizational
  functions and the entire supply chain
• Stresses learning and adaptation to change
• Based on the scientific method

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Principles of Total Quality

• Customer and stakeholder focus
• Participation and teamwork
• Process focus and continuous improvement

...supported by an integrated organizational
infrastructure, a set of management
practices, and a set of tools and techniques
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Customer and Stakeholder Focus

• Customer is principal judge of quality
• Organizations must first understand customers
  needs and expectations in order to meet and
  exceed them
• Organizations must build relationships with
  customers
• Customers include employees and society at large

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Participation and Teamwork

• Employees know their jobs best and therefore, how
  to improve them
• Management must develop the systems and
  procedures that foster participation and teamwork
• Empowerment better serves customers, and creates
  trust and motivation
• Teamwork and partnerships must exist both
  horizontally and vertically

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Process Focus and Continuous Improvement

• A process is a sequence of activities that is
  intended to achieve some result

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Competitive Advantage

• Is driven by customer wants and needs
• Makes significant contribution to business
  success
• Matches organizations unique resources with
  opportunities
• Is durable and lasting
• Provides basis for further improvement
• Provides direction and motivation

Quality supports each of these characteristics
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Quality and Profitability
Improved quality of design
Improved quality of conformance
Higher perceived value
Higher prices
Lower manufacturing and service costs
Increased market share
Increased revenues
Higher profitability
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Evidence that Quality Impacts Business Results

• General Accounting Office study of Baldrige Award
  applicants
• Baldrige stock study (see www.quality.nist.gov)
• Hendricks and Singhal study of quality award
  winners
• Performance results of Baldrige Award winners

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GAO TQ Model
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Three Levels of Quality

• Organizational level meeting external customer
  requirements
• Process level linking external and internal
  customer requirements
• Performer/job level meeting internal customer
  requirements

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Quality and Personal Values

• Personal initiative has a positive impact on
  business success
• Quality begins with personal attitudes
• Quality-focused individuals often exceed customer
  expectations
• Attitudes can be changed through awareness and
  effort (e.g., personal quality checklists)

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DefinitionTotal Quality Management

• Total Quality Management (TQ, QM or TQM) and Six
  Sigma (6?) are sweeping culture change efforts
  to position a company for greater customer
  satisfaction, profitability and competitiveness.
• TQ may be defined as managing the entire
  organization so that it excels on all dimensions
  of products and services that are important to
  the customer.
• We often think of features when we think of the
  quality of a product or service TQ is about
  conformance quality, not features.

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Another meaning of TQM

• Total Quality Management means that the
  organization's culture is defined by and supports
  the constant attainment of customer satisfaction
  through an integrated system of tools,
  techniques, and training. This involves the
  continuous improvement of organizational
  processes, resulting in high quality products and
  services.

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Whats the goal of TQM?

• Do the right things right the first time, every
  time.

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Another way to put it

• At its simplest, TQM is all managers leading and
  facilitating all contributors in everyones two
  main objectives

• (1) total client satisfaction through quality
  products and services and
• (2) continuous improvements to processes,
  systems, people, suppliers, partners, products,
  and services.

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Total Quality also is

• Meeting Our Customers Requirements
• Doing Things Right the First Time Freedom from
  Failure (Defects)
• Consistency (Reduction in Variation)
• Continuous Improvement
• Quality in Everything We Do

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A Quality Management System is

• A belief in the employees ability to solve
  problems
• A belief that people doing the work are best able
  to improve it
• A belief that everyone is responsible for quality

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Elements for Success

• Management Support
• Mission Statement
• Proper Planning
• Customer and Bottom Line Focus
• Measurement
• Empowerment
• Teamwork/Effective Meetings
• Continuous Process Improvement
• Dedicated Resources

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The Continuous Improvement Process
Measurement
Empowerment/ Shared Leadership
Customer Satisfaction
Measurement
Business Results
Measurement
Process Improvement/ Problem Solving
Team Management
. . .
Measurement
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Modern History of Quality Management

• Frederick W. Taylor wrote Principles of
  Scientific Management in 1911.
• Walter A. Shewhart used statistics in quality
  control and inspection, and showed that
  productivity improves when variation is reduced
  (1924) wrote Economic Control of Manufactured
  Product in 1931.
• W. Edwards Deming and Joseph M. Juran, students
  of Shewhart, went to Japan in 1950 began
  transformation from shoddy to world class
  goods.
• In 1960, Dr. K. Ishikawa formalized quality
  circles - the use of small groups to eliminate
  variation and improve processes.
• In the late 70s and early 80s
• Deming returned from Japan to write Out of the
  Crisis,
• and began his famous 4-day seminars in the
  United States
• Phil Crosby wrote Quality is Free
• NBC ran If Japan can do it, why cant we?
• Motorola began 6 Sigma

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History of Quality Management

• Demings 14 Points
• 1. Create constancy of purpose for improvement
• 2. Adopt a new philosophy
• 3. Cease dependence on mass inspection
• 4. Do not award business on price alone
• 5. Work continually on the system of production
  and service
• 6. Institute modern methods of training
• 7. Institute modern methods of supervision of
  workers
• 8. Drive out fear
• 9. Break down barriers between departments
• 10. Eliminate slogans, exhortations, and targets
  for the work force
• 11. Eliminate numerical quotas
• 12. Remove barriers preventing pride of
  workmanship
• 13. Institute a vigorous program of education and
  retraining
• 14. Take action to accomplish the transformation

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History of Quality Management

• Demings Concept of Profound Knowledge
• Understanding (and appreciation) of Systems
• - optimizing sub-systems sub-optimizes the total
  system
• - the majority of defects come from systems, the
  responsibility of
• management (e.g., machines not in good
  order, defective material, etc.
• Knowledge of Statistics (variation, capability,
  uncertainty in data, etc.)
• - to identify where problems are, and point
  managers and workers
• toward solutions
• Knowledge of Psychology (Motivation)
• - people are afraid of failing and not being
  recognized,
• so they fear how data will be used against them
• Theory of Knowledge
• - understanding that management in any form is a
  prediction, and is
• based on assumptions

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History of Total Quality

• According to Dr. Joseph M. Juran (1991)
• On the assembly line at the Ford Motor Company
  in 1923, most of the workers producing Model Ts
  were immigrants and could not speak English.
  Many were also illiterate. Workers learned
  their trade by modeling the actions of other
  workers. They were unable to plan,
  problem-solve, and make decisions. As a result,
  the Taylor scientific school of management
  flourished, and MBAs and industrial engineers
  were invented to do this work. Today, however,
  the workforce is educated. Workers know what is
  needed to improve their jobs, and companies that
  do not tap into this significant source of
  knowledge will truly be at a competitive
  disadvantage.

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History of Total Quality
According to Phil Crosby, Quality is . .
. An attitude - Zero Defects - Continuous
Improvement A measurement - Price of
Conformance, plus - Price of Nonconformance
(defects)
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TQ Transforming an Organization
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What is Six Sigma?

• A goal of near perfection in meeting customer
  requirements
• A sweeping culture change effort to position a
  company for greater customer satisfaction,
  profitability and competitiveness
• A comprehensive and flexible system for
  achieving, sustaining and maximizing business
  success uniquely driven by close understanding
  of customer needs, disciplined use of facts,
  data, and statistical analysis, and diligent
  attention to managing, improving and reinventing
  business processes
• (SourceThe Six Sigma Way by Pande, Neuman and
  Cavanagh)

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Is 99 Quality Good Enough?

• 22,000 checks will be deducted from the wrong
  bank accounts in the next 60 minutes.
• 20,000 incorrect drug prescriptions will be
  written in the next 12 months.
• 12 babies will be given to the wrong parents each
  day.

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Six Sigma Quality

• The objective of Six Sigma quality is 3.4
  defects per million opportunities!

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But is Six Sigma Realistic?


IRS Tax Advice (phone-in)
(66810 ppm)


Restaurant Bills

Doctor Prescription Writing

Payroll Processing


Average Company
Order Write-up

Journal Vouchers
Wire Transfers
Air Line Baggage Handling

Defects Per Million Opportunities (DPMO)
Purchased Material Lot Reject Rate
(233 ppm)
Best in Class
Domestic Airline Flight Fatality Rate
(3.4 ppm)
(0.43 ppm)
SIGMA
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Six Sigma Improvement MethodsDMAIC vs. DMADV
Define
Measure
Analyze
Continuous Improvement
Reengineering
Design
Improve
Validate
Control
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Six Sigma DMAIC Process
Control
Define Define who your customers are, and what
their requirements are for your products and
services Their expectations. Define your team
goals, project boundaries, what you will focus on
and what you wont. Define the process you are
striving to improve by mapping the process.
Improve
Define
Analyze
Measure
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Six Sigma DMAIC Process
Measure Eliminate guesswork and assumptions
about what customers need and expect and how well
processes are working. Collect data from many
sources to determine speed in responding to
customer requests, defect types and how
frequently they occur, client feedback on how
processes fit their needs, how clients rate us
over time, etc. The data collection may suggest
Charter revision.
Control
Improve
Define
Analyze
Measure
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Six Sigma DMAIC Process
Analyze Grounded in the context of the customer
and competitive environment, analyze is used to
organize data and look for process problems and
opportunities. This step helps to identify gaps
between current and goal performance, prioritize
opportunities to improve, identify sources of
variation and root causes of problems in the
process.
Control
Improve
Define
Analyze
Measure
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Six Sigma DMAIC Process
Control
Improve Generate both obvious and creative
solutions to fix and prevent problems. Finding
creative solutions by correcting root causes
requires innovation, technology and discipline.
Improve
Define
Analyze
Measure
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Six Sigma DMAIC Process
Control Insure that the process improvements,
once implemented, will hold the gains rather
than revert to the same problems again. Various
control tools such as statistical process control
can be used. Other tools such as procedure
documentation helps institutionalize the
improvement.
Control
Improve
Define
Analyze
Measure
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Six Sigma DMADV Process
Design Develop detailed design for new process.
Determine and evaluate enabling elements.
Create control and testing plan for new design.
Use tools such as simulation, benchmarking, DOE,
Quality Function Deployment (QFD), FMECA
analysis, and cost/benefit analysis.
Validate
Design
Define
Analyze
Measure
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Six Sigma DMADV Process
Validate
Validate Test detailed design with a pilot
implementation. If successful, develop and
execute a full-scale implementation. Tools in
this step include planning tools,
flowcharts/other process management techniques,
and work documentation.
Design
Define
Analyze
Measure
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History of Quality Assurance (1 of 2)

• Skilled craftsmanship during Middle Ages
• Industrial Revolution rise of inspection and
  separate quality departments
• Statistical methods at Bell System
• Quality control during World War II
• Quality management in Japan

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History of Quality Assurance (2 of 2)

• Quality awareness in U.S. manufacturing industry
  during 1980s Total Quality Management
• Malcolm Baldrige National Quality Award (1987)
• Quality in service industries, government, health
  care, and education
• Current and future challenge keep progress in
  quality management alive

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Productivity and TQM

• Traditional view
• Quality cannot be improved without significant
  losses in productivity.
• TQM view
• Improved quality leads to improved productivity.

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Basic Tenets of TQM

• 1. The customer makes the ultimate determination
  of quality.
• 2. Top management must provide leadership and
  support for all quality initiatives.
• 3. Preventing variability is the key to
  producing high quality.
• 4. Quality goals are a moving target, thereby
  requiring a commitment toward continuous
  improvement.
• 5. Improving quality requires the establishment
  of effective metrics. We must speak with data and
  facts not just opinions.

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The three aspects of TQM
Tools, techniques, and training in their use for
analyzing, understanding, and solving quality
problems
Counting Customers Culture
Quality for the customer as a driving force and
central concern.
Shared values and beliefs, expressed by leaders,
that define and support quality.
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Quality Throughout

• A Customers impression of quality begins with
  the initial contact with the company and
  continues through the life of the product.
• Customers look to the total package - sales,
  service during the sale, packaging, deliver, and
  service after the sale.
• Quality extends to how the receptionist answers
  the phone, how managers treat subordinates, how
  courteous sales and repair people are, and how
  the product is serviced after the sale.
• All departments of the company must strive to
  improve the quality of their operations.

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Value-based Approach

• Manufacturing Dimensions
• Performance
• Features
• Reliability
• Conformance
• Durability
• Serviceability
• Aesthetics
• Perceived quality

• Service Dimensions
• Reliability
• Responsiveness
• Assurance
• Empathy
• Tangibles

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The TQM System
Continuous Improvement
Objective
Customer Focus
Process Improvement
Total Involvement
Principles
Leadership Education and Training Supportive
structure Communications Reward and
recognition Measurement
Elements