Professional Documents
Culture Documents
Management
Anubha Maurya
A ‘Customer-Centric’ View
Quality
Quantified as
Q Quantity
P Performance
E Expectation
INVOLVEMENT SCIENTIFIC
KNOWLEDGE
What is
Total Quality
Management?
Attainment of
Total Quality
Through Everyone’s
Commitment on a Daily Basis
SO …..
Quality is a state in which value
entitlement is realized for the customer
and provider in every aspect of the
business relationship.
• Performance
• Price
• Promptness
• Global competitiveness
• Concern for environment
• Concern for safety ( for Transport Orgn. )
QUALITY GURUS ….
provides
Management - act, art or manner of planning,
controlling, directing,….
Leadership
Elements Education and Training Supportive structure
Communications Reward and recognition
Measurement
Anubha Maurya
Total Quality Management (TQM) can be seen as a continuously evolved management system, consisting of values, methodologies and tools. The
aim of the system is to increase external and internal customer satisfaction with a reduced amount of resources. It is important to note, that the
techniques and tools in the figure are just examples and not a complete list. In the same way the values may also vary a little between different
organisations and over time. (From Hellsten & Klefsjö, 2000.)
A STRATEGY FOR
PERFORMANCE
EXCELLENCE
Continuous Improvement
KAI + ZEN
To modify, to change Think, make good, make
better
= KAIZEN
Make it easier by studying it, and making the improvement
through elimination of waste.
Why Kaizen CPI (Continual Performance Improvement)
Process
Improvement Project
• Data Driven Methodology to Magnify Impact of
Implemented
Process Improvement
Savings
Time
CPI Project
Savings CPI Projects Emphasize
Control and Long Term
Maintenance
Savings
• Use Small Teams to Optimize Process Performance
CPI
by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements Time
Kaizen
• Total focus on a defined process to create
radical improvement in a short period of
time
• Dramatic improvements in productivity,
quality, delivery, lead-time, set-up time,
space utilization, work in process, workplace
organization
P-Develop the optimal solution (create new process, or
combine different process, modify existing )
D-Implement (Why, how when, who where)
C-Study the result (montior and evaluate)
A-Standardize the solution (Institutionalize, ownership)
A-Plan of the future
Observe the Current
Process
• Crucial first step in process improvement
• Deep understanding of the existing
processes and dependencies
• Identify all the activities currently involved in
developing a new product
• Observe the process first hand
• Flowchart the process
• Take measurements – time, yield, travel
• distance
Identify Value Added (VA), Non-Value Added
Required (NVA-R), and Non-Value Added
• (NVA)
Generally creates more questions than
answers
http://www.managementguides.com. All Rights 46
Difference b/w Kaizen and
Innovation
Everybody
Champions
Group effort Individual idea
Small investment
Large investment
Focus on
Value added and Non value added
MUDA refers to seven waste
• The waste of Overproduction ,The waste of
Processing The waste of Time , The waste
of Inventory , The waste of Motion , The
waste of Unacceptable items (defects), The
waste of Movement (transportation)
Principle of motion handling, material
handling.
Documentation of SOP
FIVES- Seiko, seition, seiketso, seiso,
shitsuke
Visual Management
JIT
Poka Yoke
Team Dynamics
FIVE s
Sorting
Systematic Arrangement
Spic and Span
Standardization
Self discipline
Introduction
• 5S is a method to improve and sustain workplace
organization
• 5S represents 5 disciplines for maintaining a visual
workplace (visual controls and information
• systems).
These are foundational to continual improvement
and a manufacturing strategy based on "Lean
Manufacturing" (waste removing) concepts.
• Reduces clutter
• Reduces the time it takes to look for tools and
• equipment
“A place for everything and everything in its place”
• Improves how the operation appears to customers –
always be “tour ready”
• Creates pride in the workplace
• Visual Factory
• Implementation plan
To Sort To Straighten
Ensure space for each
Eliminate what’s thing, and a thing for
not absolutely each space. No more
necessary searching.
The To Sustain
5S Maintain
continuous effort.
This is a way of
life. To Sweep
To Sanitize Maintain a clean and
orderly space to
Improvement of make problems easily
the workstation. identifiable.
Be organized to Eliminate rejects and
reduce clutter. scrap..
Visual Control & the Workstation
Ergonomics
•Adapt the workstation to the
employee
- more security
- more comfort
•Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints
JIT
Based on supplier relation
It calls for raw material and component to
frequent
JIT goals
Flexible enterprise;
Only produce products needed;
Reducing the inventory in process,
finished goods and raw materials;
Reduce costs of manufacturing;
Creating space in the factory;
Minor "lead time" in manufacturing;
Better customer service;
Less waste;
Greater return on investment.
Poka Yoke
Mistake Proofing device
Automatic continous inspection and
abnormility arises feedback is given and
action is taken
Low cost
Example
Chapter 15 Quality Management
Poka-Yoke Examples
Machines have limit switches connected
to warning lights that tell the operator
when parts are positioned improperly on
the machine.
Fast food restaurants use automated
french-frying machines that can only be
operated one way; the french fries are
prepackaged and the equipment
automated to reduce the chance of
human error.
Introduction
• Mistake proofing and poka yoke is the use of
process or design features to prevent errors
or their negative impact.
• The term Poka yoke is Japanese slang for
“avoiding inadvertent errors” which was
formalized by Shigeo Shingo.
• Inexpensive.
• Very effective.
• Based on simplicity and ingenuity.
After:
67
Ten Types of Human
Mistakes
• Forgetfulness
• Misunderstanding
• Wrong identification
• Lack of experience
• Willful (ignoring rules or procedure)
• Inadvertent or sloppiness
• Slowliness
• Lack of standardization
• Surprise (unexpected machine operation,
• etc.)
Intentional (sabotage)
3 Rules of Poka Yoke
• Don’t wait for the perfect poka yoke. Do it
now!
• If your poka yoke idea has better than 50%
chance to succeed…Do it!
• Do it now….improve later!
69
Think Break
Exercise 1: Wastes
Identification
Identifyo
neexample P
ossib
leca
use P
ropose
d Me
thodo
f
ofea chtypeo
fwaste Ac
tio
n m
easu
rement
belo
w
O
ver
p r
odu
ctio
n
D
ela
ys
T
ran
spo
rta
tio
n
P
roc
ess
In
vento
rie
s
M
otio
ns
D
efec
tiv
epr
odu
cts
Unta
pped
r
esourc
es
M
isu
sedr
eso
urc
es
Statistical Tool
Check sheet
Affinity Diagram
Relations diagrm
Histogram
Tree Diagrm
Pareto Chart Matrix Diagrm
Cause & Effect
Matrix Data anal
Scatter Diagram Arrow Diagram
Control Chart Process decision
Graph prog chart
Control tools are born with variability
Cause of variation is cue to chance or
assignable cause
Variation due to Chance are difficult to
-Product planning
-Product development
-Process Planning
-Production Planning
-Service Industries.
Benefits of QFD
QFD was originally intended to reduce start
up costs, but helped the organization to
reduce cycle time of the product.
QFD meets the customer satisfaction.
where:
L(x) is the monetary value of the loss
associated with deviating from the target,
T;
x is the actual value of the dimension;
Exhibit Nominal-Is-Best Taguchi Loss Function
6.3
Exhibit Traditional Goal Post View of Conforming to
6.2 Specifications
Chapter 6 Goods and Service Design
Solved Problem
Suppose that the specification on a part is 0.500 ± 0.020 cm. A
detailed analysis of product returns and repairs has discovered
that many failures occur when the actual dimension is near the
extreme of the tolerance range (that is, when the dimensions are
approximately 0.48 or 0.52) and costs $50 for repair.
Thus, in Equation 6.1, the deviation from the target, x – T , is 0.02
and L(x) = $50. Substituting these values, we have:
50 = k(0.02)2
or
k = 50/0.0004 = 125,000
Therefore, the loss function for a single part is L(x) = 125000(x –
T)2.
This means when the deviation is 0.10, the firm can still expect an
average loss per unit of:
L(0.10) = 125,000(0.10)2 = $12.50 per part
Chapter 6 Goods and Service Design
Predict performance
Conduct the verification experiment and
plan future action
TOMEX
Integrated approach for managing quality
in order to support the transition to
system management.
Conceptual model
Step by step following recognised
practise
FIVE S
OM BPR
QCC
QMS
TPM
QM
TQM
Managing for Quality
The Big Man W. Edwards
Deming
Ph.D. in Physics
Western Electric in 1920’s, 30’s.
WWII taught Quality Control for war effort
Ignored after the war
Japan wanted to learn from the US
• Deming went to help with census
• Started teaching them quality control
• 1951 Deming Prize for high level of achievement in
quality practices
1980 NBC “If Japan Can…Why Can’t We?” US discovers
Exhibit Extra The Deming Cycle
The Process
• Product/service design
• Manufacture/service delivery
• Test
• Sales
• Market surveys
• Redesign and improvement
Improve Quality
Chain
Reaction Costs decrease because of
less rework, fewer mistakes,
delays, better use of time &
materials
Productivity
Improves
Stay in business
can’t lead
• Focus on getting product “out the door”
Good supervisors are coaches, not prison
guards
8. Drive Out Fear
Managers and workers must have mutual
respect, 2 way communication
Pointing out quality problems and will
people
Deming thinks the system is responsible for
problems
Workers demoralized when they cannot fix
more variation
11. Eliminate Numeric
Quotas
They do not encourage improvement
• If you do improve it, they’ll just raise the quota
Risk of missing quotas
Once you meet the standard, why try harder?
He also originated the concept of ‘cost of quality’ as a means of quantifying
benefits of adopting a total quality management approach.
Kaoru Ishikawa
Ishikawa shaped the Japanese quality movement through his vision and
activities associated with the Union of Japanese Scientists and Engineers
(JUSE). He developed the concept of true and substitute quality
characteristics, the former referring to the customer’s view of product
performance and the latter referring to the producer’s view.
Ishikawa has been associated with the development of many quality tools,
primarily the Cause-effect diagram, also called the Fishbone diagram or
the Ishikawa diagram. He also developed the Quality circle concept in the
early 1960s.
Joseph Juran
Joined Western Electric in 1920s.
1951 – Quality contol handbook
Taught quality principles to Japanese in 1950s
• Quality directed by senior management
• Train whole mgt hierarchy in quality
• Strive for evolutionary changes in Quality
• Report progress to executive levels
• Involve the workforce in quality
• Quality part of reward/recognition structure
Difference in Juran
Not a major cultural shift
• Top management understands money
• Workers understand parts
• Middle management has to translate
Eliminate defects through statistical study
Views of Quality “Fitness
for Use”
Quality is related to:
• Product performance that results in customer satisfaction
• Freedom from product deficiencies, which avoids customer
dissatisfaction
The mission of the firm is to:
• Achieve high design quality
The mission of each department is to:
• Achieve high conformance quality
conditions
Provide control to maintain improvements
Genichi Taguchi
Taguchi delved on the engineering approach to quality. He termed
variation as ‘noise’ and attempted to minimize noise through quality
activities. He proposed the use of optimization theory and techniques,
along with experimental design, with the ultimate focus of minimizing
loss to society.
Taguchi targets design for quality by defining three design levels:
System design (primary): functional design focussed on pertinent
technology
Parameter design (secondary): means of reducing cost and
improving performance without removing cause of variation
The Taguchi approach to both parameter design and tolerance design
makes use of cost-performance optimization and experimental design
technology.
Shigeo Shingo
Shingo says that statistical based quality control is not conducive
to zero defects. He proposed a poka-yoke system (mistake
proofing) to totally eliminate defects.
The mistake-proofing concept is a human or machine based series
of 100% source inspections, self -checks or successive checks to
detect abnormalities as and when they occur and correct them on
the current unit of production as well as system-wide.
Philip B. Crosby
• Wrote Quality is Free in 1979, which brought quality to
the attention of top corporate managers in the U.S.
• Crosby’s Absolutes of Quality Management include:
Quality means conformance to requirements, not
elegance.
There is no such thing as a quality problem.
There is no such thing as the economics of quality;
doing the job right the first time is always cheaper.
The only performance measurement is the cost of
quality, which is the expense of nonconformance.
The only performance standard is Zero Defects
(ZD).
Crosbys 14 steps
Management Commitment
Q Improvement Team
Q Measurement
Cost of Quality
Q Awareness
Corrective Action
Zero defect planning
Supervisor training
ZD Day
Goal Setting
Error Cause removal
Recognition
Quality Council
Do it over again
Six Sigma
• Six Sigma is a business improvement
approach that seeks to find and eliminate
causes of defects and errors in
manufacturing and service processes by
focusing on outputs that are critical to
customers and results in a clear financial
return for the organization.
• Used by companies including Motorola,
Allied Signal, Texas Instruments, and
General Electric.
Chapter 15 Quality Management
Six Sigma
Defects are any mistakes or errors that are
passed on to the customer (many people
also use the term nonconformance).
Six Sigma
• The Six Sigma concept characterizes
quality performance by defects per
million opportunities (dpmo),
computed as DPU × 1,000,000
opportunities for error (or, as is
often used in services, errors per
million opportunities – epmo).
Chapter 15 Quality Management
Six Sigma
• A DPU measure might be lost bags per
customer. However, customers may have
different numbers of bags; thus the number of
opportunities for error is the average number
of bags per customer.
• If the average number of bags per customer is
1.6, and the airline recorded 3 lost bags for
8,000 passengers in one month (note: 12,800
opportunities for error in one month), then
epmo = (3/8,000 DPU) × 1,000,000/1.6 =
234.375
Chapter 15 Quality Management
Customers Suppliers
ISO 9000:2000
• Quality standards were created in 1987 and
revised in 1994 and 2000 to improve product
quality, improve the quality of operation’s
processes, and provide confidence to
organizations and customers that quality
system requirements are fulfilled.
• Internationally recognized (and sometimes
required to do business in certain countries).
• Standardizes key terms in quality and
provides a set of basic principles for initiating
quality management systems.
ISO 9000
An international set of standards for quality
management.
Applicable to a range of organisations from
instantiated as
documents
Organisation Organisation
quality manual quality process
is used to de
velop instantiated as
Supports
Documentation
standards
Particularly important - documents are the tangible
manifestation of the software.
Documentation process standards
• Concerned with how documents should be developed,
validated and maintained.
Document standards
• Concerned with document contents, structure, and
appearance.
Document interchange standards
• Concerned with the compatibility of electronic
documents.
Documentation
process
Incorporate
Create Review Re-draft
review
initial draft draft document
comments
Stage 1:
Creation Approved document
Stage 2:
Polishing Approved document
Stage 3:
Production
Document
standards
Document identification standards
• How documents are uniquely identified.
Document structure standards
• Standard structure for project documents.
Document presentation standards
• Define fonts and styles, use of logos, etc.
Document update standards
• Define how changes from previous versions
are reflected in a document.
Document
interchange
standards
Interchange standards allow electronic documents to be
exchanged, mailed, etc.
Documents are produced using different systems and on
different computers. Even when standard tools are used,
standards are needed to define conventions for their use
e.g. use of style sheets and macros.
Need for archiving. The lifetime of word processing systems
may be much less than the lifetime of the software being
documented. An archiving standard may be defined to
ensure that the document can be accessed in future.
Quality planning
A quality plan sets out the desired product
qualities and how these are assessed and
defines the most significant quality attributes.
The quality plan should define the quality
assessment process.
It should set out which organisational
standards should be applied and, where
necessary, define new standards to be used.
Quality plans
Quality plan structure
• Product introduction;
• Product plans;
• Process descriptions;
• Quality goals;
• Risks and risk management.
Quality plans should be short, succinct
documents
• If they are too long, no-one will read them.
Software quality
attributes
8 QUALITY MANAGEMENT
PRINCIPLES( As per ISO 9000 Standard )
• CUSTOMER FOCUS
• LEADERSHIP
• INVOLVEMENT OF PEOPLE
• PROCESS APPROACH
• SYSTEM APPROACH TO MANAGEMENT
• CONTINUAL IMPROVEMENT
• FACTUAL APPROACH TO DECISION MAKING
• MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS
Quality control
This involves checking the software
development process to ensure that
procedures and standards are being
followed.
There are two approaches to quality
control
• Quality reviews;
• Automated software assessment and
software measurement.
Quality reviews
This is the principal method of validating the quality
of a process or of a product.
A group examines part or all of a process or
system and its documentation to find potential
problems.
There are different types of review with different
objectives
• Inspections for defect removal (product);
• Reviews for progress assessment (product and
process);
• Quality reviews (product and standards).
Problem Solving
Methodology Phase 1:
Define
Phase 2:
Characterization
Measure
Phase 3:
Breakthrough
Analyze
Strategy
Phase 4:
Improve
Optimization
Phase 5:
Control
absolutes
Implementation – everyone in
Importance of understanding the
customer’s needs
Worker / management partnership
Basic Tenets
(belief) 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.
Total Quality Management
Operation
Management
Discipline and profession that studies
and practice process of planning,
designing, operating production system
and subsystem
OM dels with process
Management should be interpreted
broadly to include designing the system
and performing all activites reqd.
Productivity
Using resources more efficiently thereby
reducing the unit cost of production.
Org should have strategy to that reflects
scheduling machine
Heuristic – Scheduling Jobs, Designing
facilities, Designing production process
Queuing Analysis – Planning capacity,