2philosophyofTQM

1Eng.401:TotalQualityManagementCourseNotes:TQMPhilosophy-AnOverviewHammettU.ofMichiganThePhilosophyofTQMAnOverviewReferencesforLecture:BackgroundReferenceMaterialonWeb:ThePhilosophyofTQMbyPatHammettTQM=Customer-DrivenQualityManagementCustomerQualityMeasuresCustomerstypicallyrelatequalityto:1)Feature-basedmeasures(“haveorhavenot”)ndeterminedbydesignndiamondexample:marquiseshapediamondvs.rounddiamond2)Performancemeasures(“rangeofvalues”)nconformancetodesignoridealvaluendiamondexample:4Cs--carat,clarity,color,cutInthisclass,wewillfocusmoreonanalyzingperformancemeasures.2Eng.401:TotalQualityManagementCourseNotes:TQMPhilosophy-AnOverviewHammettU.ofMichiganWhataretheDifferentViewsofQuality?nCustomer’sView(moresubjectiveview):nqualityofthedesign(look,feel,andfunction).nconsiderbothfeatureandperformancemeasurestoassessvaluenValue=Quality/Price(valuedeterminedbyindividualcustomers)nProducer’sView(moreobjectiveview):nconformancetorequirements(termcoinedbyPhilipCrosby).ne.g.,#ofdefectspermillionproductsisameasureofconformance.ncostsofquality(prevention,appraisal,scrap&warrantycosts).npreventioncosts:training,writingqualityproceduresnappraisalcosts:inspectingandmeasuringproductcharacteristicsnscrapandreworkcosts:internalcostsofdefectiveproductsnwarrantycosts:externalcostsforproductfailuresinthefieldnincreasingqualityconformancereducesproductcostsandraisesprofits.HistoryofQualityParadigms(producer/customerrelationship)nCustomer-craftqualityparadigm:ndesignandbuildeachproductforaparticularcustomer.nproducerknowsthecustomerdirectly.nMassproductionandinspectionqualityparadigm:nfocusondesigningandbuildingproductsformassconsumption.npushproductsonthecustomer(limitcustomerchoices).nqualityismaintainedbyinspectinganddetectingbadproducts.nmajorinnovationtothisparadigm:statisticalprocesscontrolnTQMor“Customer-DrivenQuality”paradigm:npotentialcustomersdeterminewhattodesignandbuild.nhigherqualityobtainedbyfocusingonpreventingproblemsandcontinuouslyreducingvariabilityinallorganizationalprocesses.3Eng.401:TotalQualityManagementCourseNotes:TQMPhilosophy-AnOverviewHammettU.ofMichiganTheQualityHierarchy(Evolution)1.Inspection2.QualityControl(QC)3.QualityAssurance(QA)4.TotalQualityManagementinspectproducts.DetectionFinding&FixingMistakes(REACTIVE)operationaltechniquestomakeinspectionmoreefficient&toreducethecostsofquality.(example:SPC)plannedandsystematicactionstoinsurethatproductsorservicesconformtocompanyrequirements(example:reliabilityanalysis).incorporatesQC/QAactivitiesintoacompany-widesystemaimedatsatisfyingthecustomer.(involvesallorganizationalfunctions)Preventionstopproblemsatsource;greaterdesignemphasis(PROACTIVE)TQMDefinedTQMisamanagementphilosophywhichseekstointegrateallorganizationalfunctions(marketing,finance,design,engineering,production,customerservice…)tofocusonmeetingcustomerneedsandorganizationalobjectives.Itviewsorganizationsasacollectionofprocesses.Itmaintainsthatorganizationsmuststrivetocontinuouslyimprovetheseprocessesbyincorporatingtheknowledgeandexperiencesofworkers.4Eng.401:TotalQualityManagementCourseNotes:TQMPhilosophy-AnOverviewHammettU.ofMichiganTheSimpleObjectiveofTQM“Dotherightthings,rightthefirsttime,everytime.”SomeBasicTenetsofTQM1.Thecustomerdeterminesquality.2.Improvingqualityrequirestheestablishmentofeffectivequalitymetrics.Wemustspeakwithdatanotjustopinions.3.Peopleworkingwithinsystemscreatequality.4.Qualityisamovingtarget.Itrequiresacommitmenttowardsustainedcontinuousimprovement.5.Preventionnotdetectionisthekeytoproducinghighquality.Wemustdesignqualityintoproductsandreducevariability.6.TopManagementmustprovideleadershipandsupportforallqualityinitiatives.5Eng.401:TotalQualityManagementCourseNotes:TQMPhilosophy-AnOverviewHammettU.ofMichiganAPPENDIX:InnovatorsofModernQualityThinkingU.S.QualityInnovatorsandtheMainYearsoftheirWork:nWalterShewhart(1920s-1940s)nW.EdwardsDeming(postWWIIthrough1980s)nJosephM.Juran(consultantpostWWIIthrough1980s)nPhilipCrosby(1980s)nArmandFeigenbaum(1970s-1980s)JapaneseQualityInnovators:nKaoruIshikawa(postWWII-1980s)nGenichiTaguchi(1960s-1980s)nShigeoShingo(postWWII-1980s)WalterAShewhartnPioneerofModernQualityControlnrecognizedtheneedtoseparatevariationintoassignableandunassignablecauses(defined“incontrol”.)n“founderofthecontrolchart”(e.g.X-barandRchart).noriginatoroftheplan-do-check-actcycle.nperhapsthefirsttosuccessfullyintegratestatistics,engineering,andeconomics.ndefinedqualityintermsofobjectiveandsubjectivequalitynobjectivequality:qualityofathingindependentofpeople.nsubjectivequality:qualityisrelativetohowpeopleperceiveit.(value)6Eng.401:TotalQualityManagementCourseNotes:TQMPhilosophy-AnOverviewHammettU.ofMichiganW.EdwardsDemingnStudiedunderShewhartatBellLaboratoriesnContributions:nwellknownforhelpingJapanesecompaniesapplyShewhart’sstatisticalprocesscontrol.nMainContributionishisFourteenPointstoQuality(somekeypointsbelow)ncreateconstancyofpurpose.nceasemassproduction-buildqualityintoproducts.ndriveoutfearandbuildemployeetrust.nbreakdowndepartmentalbarriers(createwin-wins