The Evolution of Quality Management – PowerPoint Presentation

The Evolution of Quality Management

QSO 300Southern New Hampshire University

Quality is defined as conformance to a specification.Note: Without a specification, there is no basis for measuring quality.

Quality Definition

Quality Assurance Basics

Quality can only be measured against a specificationQuality is free Quality cannot be inspected into a product All trends must be measured Continuous improvement is the goalMost people think they know quality when they see it

Quality Assurance

Quality assurance is typically broken into : Quality Engineering* Quality Control Product Design Manufacturing Process Design Packaging Procurement Distribution Reliability Field Service *Quality engineering plays a key role in product liability issues

Types of Quality

Product Design Quality – What we make – Customer focusProcess Quality – How we make it – Continuous improvementService Quality – How we deliver it

The Cost of Quality

– Cost of Prevention– Cost of Detection/Appraisal– Cost of Failure Internal Failure Costs (scrap, rework) External Failure Costs (returns, warranty costs)

THE GURUS OF QUALITY(WHO ARE THESE GUYS?)

Frederick Taylor – Scientific Management Developed a series of concepts that laid a foundation for work improvement techniques. Taylors principles included: A. A Daily Task – each person in every organization should have a clearly defined, large task that should take one day to complete. B. Standard Conditions – the worker should have standard tools and conditions to complete the task. C. High Pay for Success D. High Cost for Failure E. Tasks in large, sophisticated organizations should be made difficult, so as to require skilled workers.

The Early Impact of Scientific Management on Quality

Central inspection departments were created in many factories thatadopted the scientific management approach. This actually led to a decrease in quality levels, since some of the master craftsmen,formerly responsible for quality, became detached from the process.

Reported that variations existed in every facet of manufacturing and that these variations could be understood through the use of statistical tools such as sampling and probability analysis.Work processes could be brought under control by defining when a process should be left alone and when intervention was necessary.Shewhart developed control charts to track performance over time, therefore allowing workers to monitor their work and predict whenthey were about to exceed process limits.Published The Economic Control of Quality of Manufactured Products

Walter A. Shewhart

Best known for the 14 Points of Quality and the 7 Deadly Diseases.Demings 7 Deadly Diseases:1) Lack of constancy of purpose2) Emphasis on short-term profits3) Evaluation of performance, merit rating, or annual review4) Mobility of management5) Management by use of visible numbers6) Excessive medical costs7) Excessive costs of liabilityDeming advocated the use of statistical quality control. Deming believed that Quality is primarily the result of seniormanagement actions, since it is the system of work that determineshow work is performed and only managers can create the system.

Dr. W. Edwards Deming

Dr. Joseph M. Juran– Documented three fundamental managerial processes for the task of managing quality, known as the Juran Trilogy:1) QUALITY PLANNING – A process that identifies the customers, their requirements, the product and service features the customers expect, and the processes that will deliver those products and services with the correct attributes. This knowledge must then be transferred to the producing arm of the organization.2) QUALITY CONTROL – Process in which the product is evaluated against the requirements.3) QUALITY IMPROVEMENT – Mechanisms must be put in place so that quality can be achieved on a continuous basis.Juran emphasized the benefits of pursuing quality to reduce costs.

Defines quality as conformance to a specificationand teaches four fundamental absolutes of quality:1) Quality is conformance to requirements, not elegance.2) Do it right the first time—prevention, not appraisal.3) The performance standard is zero defects.4) The measurement of quality is the cost of quality. Costs of imperfection, if corrected, have an immediate impact on bottom-line performance.

Phillip Crosby quality is free

Developed an approach to quality that emphasized that quality extends beyond the manufacturing department.Feigenbaums concept became known as total quality control.

Dr. Armand Feigenbaum

The Gurus Common Teachings

The common thread of each of the quality qurus is the concept of continuous improvement.

THE EVOLUTION OF QUALITY

1) THE INSPECTION ERA:Inspection was formalized as a way of sorting out the bad parts from the good parts. Inspectors were not expected to understand or address causes of poor quality, just make sure that it did not get out the door to the customer.2) THE STATISTICAL QUALITY CONTROL ERAShewharts control chart enabled firms to improve quality through statistical studies. The issue of quality became one of acknowledging variation and using principles of probability and statistics to distinguish acceptable (normal) from unacceptable (abnormal) variation.Note: In the post–WWII era, quality efforts in the U.S. remainedfocused on inspection and sorting—heavily influenced by the military.Japan focused on new methods and concepts in the same time frame.

THE QUALITY ASSURANCE ERA – During this stage, statistics and manufacturing control remained important, but it was recognized that coordination with other areas such as design, engineering, planning, and services was key to improving quality levels. A. Cost of Quality (Juran) – avoidable and unavoidable B. Total Quality Control (Feigenbaum) – underlying principle was that quality starts with design of the product and ends when the product is in the hands of a satisfied customer. C. Reliability Engineering – techniques to reduce failure rates. – Failure Mode and Effect Analysis (FMEA) – Individual component analysis – Redundancy – Monitoring of Field Failures D. Zero Defects (Crosby)Note: This era was characterized by reactive, as opposed to proactive, quality programs.

THE STRATEGIC QUALITY MANAGEMENT ERAIn this era, quality has the attention of top management and is considered as a process. – The focus is on the customer (internal and external) and measuring value in the eyes of the customer. This includes quality of design, quality of conformance, and quality of performance. – Three-level approach to quality: 1. Crisis resolution (Ex. Replace the broken belt on the sander) 2. Problem solving (Ex. Why did the belt break? How can we keep belts from breaking?) 3. System improvement (Ex. Why are we producing parts that need to be sanded?)

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