Philosophies of Quality Management new
Summary
TLDRThis lecture introduces key philosophies and strategies in quality management, highlighting the contributions of experts like Armand Feigenbaum, Kaoru Ishikawa, and Shigeo Shingo. It covers the importance of Six Sigma, TQM, and the Japanese 5S principle. The lecture emphasizes the role of quality circles and continuous improvement in achieving organizational success, with a focus on reducing costs and enhancing customer satisfaction.
Takeaways
- 📚 The lecture introduces philosophies of quality management, emphasizing the importance of quality in effective management and leadership.
- 🔍 Six Sigma, developed by Motorola, is a business management strategy aimed at improving the quality of process outputs by minimizing defects and variability.
- 🏆 Dr. W. Edwards Deming's philosophies on quality management have been influential, particularly in Japan, where his teachings led to significant success for companies like Toyota, Fuji, and Sony.
- 🏭 Armand Feigenbaum is recognized for his concept of Total Quality Control (TQM), which integrates quality development, maintenance, and improvement efforts across an organization.
- 🌐 Dr. Kaoru Ishikawa is known for developing quality circles and the cause-and-effect diagram, tools that have been instrumental in workplace transformation and continuous improvement.
- 🏗️ Shigeshi Shingo contributed to the field with his SMED system, aiming to reduce equipment changeover times significantly, thereby increasing efficiency.
- 📊 Walter A. Shewhart is considered the father of modern quality control, introducing statistical process control (SPC) techniques that are widely used in manufacturing.
- 🔄 The concept of Quality Circles (QC) involves employees at all levels working together to solve problems and improve processes within an organization.
- 🛠️ The 5S methodology (Sort, Set in order, Shine, Standardize, Sustain) is a foundational principle in workplace organization and efficiency, originating from Japan.
- 🌟 Quality is now seen as a critical factor for organizational success and growth, with a focus on customer satisfaction, cost reduction, and continuous improvement.
Q & A
What is the primary goal of Six Sigma?
-The primary goal of Six Sigma is to improve the quality of process outputs by identifying and removing the causes of defects and errors, and minimizing variability in manufacturing and business processes.
What is the significance of the term 'six sigma' in the context of manufacturing?
-In the context of manufacturing, 'six sigma' refers to a process that statistically expects 99.99966% of the products manufactured to be free of defects, which equates to 3.4 defects per million.
What potential problem can arise when companies focus on Six Sigma strategy?
-A potential problem with companies adopting a Six Sigma strategy is that they can become so focused internally on process improvements and operational cost savings that they lose focus on growing top-line sales.
Who is Dr. W. Edwards Deming and what is his contribution to quality management?
-Dr. W. Edwards Deming was a statistician who taught statistical process control to leaders of prominent Japanese businesses, leading to significant success for companies like Toyota, Fuji, and Sony. His philosophies of quality management, including the 14 points, have been influential in the field.
What is the concept of Total Quality Management (TQM) and who is credited with its development?
-Total Quality Management (TQM) is an effective system for integrating quality development, maintenance, and improvement efforts across an organization to ensure customer satisfaction and economical costs. It was developed by Armand Feigenbaum.
What is the concept of a 'hidden plant' in quality control?
-The concept of a 'hidden plant' refers to the extra work performed in correcting mistakes, implying that there is effectively an additional plant within any factory dedicated to fixing errors.
Who is Kaoru Ishikawa and what is his contribution to quality management?
-Kaoru Ishikawa was a developer of the concepts of quality circles and the cause and effect diagram, also known as the fishbone diagram or Ishikawa diagram. His philosophy focused on transforming the workplace and encouraging continuous improvement.
What is Shige Shingo's contribution to the field of quality management?
-Shige Shingo contributed the SMED (Single Minute Exchange of Die) system, which aims to reduce changeover times in manufacturing processes, with the belief that every changeover can be reduced by 5/6.
What is the significance of Walter A. Shewhart in the history of quality control?
-Walter A. Shewhart is known as the true father of modern quality control. He introduced the concept of statistical process control (SPC) in manufacturing and developed control chart techniques that have been widely adopted.
What is a Quality Circle and what are its main objectives?
-A Quality Circle (QC) is a small group of employees from various levels within an organization, voluntarily involved in identifying, analyzing, and solving work-related problems. Its main objectives include improving and developing the organization, fostering open exchange of ideas, and enhancing individual abilities and potentials.
What are the 5S principles in quality management?
-The 5S principles are a method of work organization involving Sort (Seiri), Set in order (Seiton), Shine (Seiso), Standardize (Seiketsu), and Sustain (Shitsuke). These principles aim to create and maintain a workplace that is clean, organized, efficient, and standardized.
Outlines
📚 Introduction to Quality Management Philosophies
This paragraph introduces the lecture on philosophies of quality management, outlining the learning objectives which include discussing the contributions of various quality management pioneers like Armand Hui, Fijian Bomb, Karu Ishiko, and Shijo Shingle. It also covers defining the contribution of W. Edwards Deming and understanding concepts like quality circles and the Japanese 5S principle. The lecture begins with an overview of Six Sigma, a business management strategy developed by Motorola in 1986, aimed at improving the quality of process outputs by identifying and removing causes of defects. It also touches upon the potential pitfalls of focusing too much on internal process improvements at the expense of top-line sales growth. The lecture then delves into the teachings of Dr. W. Edwards Deming, whose statistical process control techniques helped Japanese businesses like Toyota and Sony achieve superior quality and lower costs.
🏆 Contributions of Armand Feigenbaum and Total Quality Management (TQM)
Armand Feigenbaum, an American quality control expert, is highlighted for his concept of Total Quality Control (TQM). His philosophy emphasized integrating quality development, maintenance, and improvement efforts across an organization to achieve customer satisfaction and economical production. Feigenbaum introduced the idea of a 'hidden plant,' where correcting mistakes consumes resources as if there's an additional plant within the factory. He also stressed the importance of accountability for quality at the highest management levels. His contributions have been recognized with numerous awards and honors, including the ASQ's Lancaster Award and the Edwards Medal. Feigenbaum's work on TQM includes defining it as a company-wide process committed to customer satisfaction and continuous improvement, with four main objectives: better quality, quicker response, greater flexibility, and lower costs.
🎓 Dr. Kaoru Ishikawa and His Impact on Quality Management
Dr. Kaoru Ishikawa, known for developing quality circles and the cause-and-effect diagram (Fishbone Diagram), is discussed. His philosophy centered on transforming the workplace culture to instill pride in work quality and continuous improvement. Ishikawa enhanced Deming's PDCA model into a six-step plan for quality management. His contributions to the field of total quality include his work on the integration of quality management within companies, the importance of top management's involvement, and the promotion of a culture of quality and innovation.
🏭 Shige Shingo and the SMED System
Shige Shingo, honored at Utah State University's 14th Annual Productivity Conference, is recognized for his Single Minute Exchange of Die (SMED) system. Shingo's approach aimed to reduce machine setup times drastically, asserting that every changeover could be improved by 5/6. His work is a significant contribution to operational excellence and efficiency in manufacturing.
📊 Walter A. Shewhart: Father of Modern Quality Control
Walter A. Shewhart, known as the father of modern quality control, introduced Statistical Process Control (SPC) in manufacturing. His work at Western Electric's Hawthorne Works led to the development of control chart techniques, which have become a staple in quality management. Shewhart's influence extends to his student, W. Edwards Deming, and his contributions to the field include the foundational principles of statistical control of industrial processes.
🔍 Quality Circles and the 5S Methodology
Quality Circles (QC) are defined as small, voluntary groups of employees from various hierarchical levels working together to solve work-related problems. The QC process involves identifying, analyzing, and solving technical and manual issues to improve product and service quality. The 5S methodology, a set of organizational techniques, is also discussed: Seiri (sorting), Seiton (systematizing), Seiso (shining), Seiketsu (standardizing), and Shitsuke (self-discipline). These methods are designed to create order, cleanliness, and discipline in the workplace, contributing to overall operational efficiency and quality.
🌟 Summary of Quality Management Principles and Practices
The final paragraph summarizes the lecture's key points, emphasizing the importance of quality in organizational success and growth. It reiterates the principles of Total Quality Management (TQM), the transformative philosophy of Dr. Ishikawa, the voluntary nature of Quality Circle participation, and the selection process for circle leaders. The paragraph concludes by underscoring the significance of quality in driving company performance and competitiveness in the market.
Mindmap
Keywords
💡Quality Management
💡Six Sigma
💡Total Quality Management (TQM)
💡Quality Circle
💡Dr. W. Edwards Deming
💡Armand Feigenbaum
💡Kaoru Ishikawa
💡Shigeo Shingo
💡Walter A. Shewhart
💡5S Principle
Highlights
Introduction to philosophies of quality management and its significance in effective management and leadership.
Overview of Six Sigma, a business management strategy developed by Motorola.
Six Sigma's focus on improving process outputs by identifying and removing defects.
The role of employees trained as black belts and green belts in Six Sigma.
The concept of a sigma rating and its importance in manufacturing processes.
Potential problems with companies adopting a Six Sigma strategy.
Dr. W. Edwards Deming's influence on quality management in Japan post-WWII.
The 14 Points of Philosophies of Quality Management by Dr. Deming.
Armand Feigenbaum's concept of Total Quality Control (TQM).
Kaoru Ishikawa's development of Quality Circles and the Cause and Effect Diagram.
Shigeo Shingo's SMED system for reducing changeover times in manufacturing.
Walter A. Shewhart's contributions to statistical process control (SPC).
The definition and purpose of Quality Circles in an organization.
Characteristics and organization of a Quality Circle.
The process of a Quality Circle from formation to project execution.
The seven QC tools used for data collection, summarization, and analysis.
Introduction to the Japanese 5S principle for workplace organization.
Summary of the importance of quality in organizational success and growth.
Transcripts
hello students
welcome to the lecture on philosophies
of quality management and after this
lecture we will be able to learn the
following objectives
discuss the contribution of armand hui
fijian bomb
explain contribution of karu ishiko
contribution of shijo shingle
define contribution of w alter a show
heart
describe concept of quality circle
understand the japanese 5s principle
let's start with the introduction
the concept of quality is at the core of
many of our ideas about effective
management and leadership and programs
like total quality management and six
sigma have been at the heart of many
companies success
hello class today we will overview six
sigma
professor zigfried who developed six
sigma
well jack six sigma is a business
management strategy originally developed
by motorola in the united states of
america in 1986.
today it is widely used in many
sectors of industry
professor just what does six sigma do
well jack six sigma seeks to improve the
quality of process outputs by
identifying and removing the causes of
defects errors and minimizing
variability in manufacturing
and business processes
it uses a set of quality management
methods including statistical methods
and creates a special infrastructure of
employees within the organization
employees become trained as black belts
green belts etc and are experts in these
methods
each six sigma project carried out
within an organization follows a defined
sequence of steps and has quantified
financial targets cost reduction and or
profit increase
the term six sigma originated from
terminology associated with
manufacturing specifically terms
associated with statistical modeling of
manufacturing processes
the maturity of a manufacturing process
can be described by a sigma rating
indicating its yield or the percentage
of defect-free products it creates
a six sigma process is one in which
99.99966 percentage of the products
manufactured are statistically expected
to be free of defects 3.4 defects
per million
motorola set a goal of six sigma for all
of its manufacturing operations and this
goal became a by word for the management
and engineering practices used to
achieve it
professor are there problems with
companies adopting a six sigma strategy
the only danger jack is that companies
can be so focused internally on process
improvements and improving operational
cost savings they lose focus on growing
top line sales
well jack and ned that should do it
today for six sigma
we know now that quality needs to be
built into every level of a company and
become part of everything the
organization does
a new business philosophy
we owe this informative thinking to dr w
edwards deming
a statistician who went to japan to help
with the census after world war ii
deming also taught statistical process
control to leaders of prominent japanese
businesses
after applying deming's techniques
japanese businesses like toyota
fuji and sony saw great success
their quality was far superior to that
of their global competitors and their
costs were lower
the 14 points of philosophies of quality
management
create a constant purpose toward
improvement
adopt the new philosophy
stop depending on inspections
use a single supplier for any one item
improve constantly and forever
use training on on the job
implement leadership
eliminate fear
break down barriers between
departments get rid of unclear slogans
eliminate management by objectives
remove barriers to pride or workmanship
implement education and self-improvement
make information everyone's job
let us discuss contribution of armand we
fagin bomb
armand welland fagenbaum born 1922 is an
american quality control expert and
businessman
he devised the concept of total quality
control later known as total quality
management tqm
his contributions to the quality volume
of knowledge include total quality
control is an effective system for
integrating the quality development
quality maintenance and quality
improvement efforts of the various
groups in an organization so as to
enable production and service at the
most economical levels which allow full
customer satisfaction the concept of a
hidden plant the idea that so much extra
work is performed in correcting mistakes
that there is effective effectively a
hidden plant within any factory
accountability for quality because
quality is everybody's job it may become
nobody's job the idea that quality must
be actively managed managed and have
visibility at the highest levels of
management
awards and honors of armand fagenbaum
first recipient of asq's lancaster award
asq 1965 edwards meddle in recognition
of his
origination and implementation of basic
foundations for modern quality control
security industrial association award of
merit
member of the advisory group of the us
army chairman of the system-wide
evaluation of quality assurance
activities of the army material command
consultant with the industrial college
of the armed forces
union college founders medal
fellow of the american association for
the advancement of science
life member of the institute of
electrical and electronics engineers
life member of the american society of
mechanical engineer
thus a total quality system is defined
as
the agreed company wide and plant-wide
operating work structure
documented ineffective integrated
technical and manageable procedures for
guiding the coordinate actions of the
people the machines and the information
of the company and plant in the best and
most practical ways to ensure customer
quality satisfaction and economical
costs of quality
operating quality costs are divided into
prevention costs including quality
planning appraisal costs including
inspection
internal failure costs including scrap
and rework
external failure costs including
warranty costs complaints etc
reductions in operating quality costs
result from setting up a total quality
system for two reasons
lack of existing effective customer
oriented customer standards may mean
current quality of products is not
optimal given use expenditure on
prevention costs can lead to a
several-fold reduction in internal and
external failure costs
the new 40th anniversary edition of dr
a.v fishing bonds book total quality
control now further defines tqc for the
1990s in the form of 10 crucial
benchmarks for total quality success
these are that
quality is a company-wide process
quality is what the customer says it is
quality and cost are some not a
difference
quality requires both individual and a
team solitary
quality is a way of managing
quality and innovation are mutually
dependent
quality is an ethic
quality requires continuous improvement
quality is the most cost effective
least capital intensive route to
productivity
quality is implemented with a total
system connected with customers and
suppliers
let us discuss contribution of kauru
ushika
total quality management or tqm for
short is defined an operational
philosophy committed to customer
satisfaction and continuous inward
improvement
the tqm is committed to being the best
in all functions through the use of
quality and excellence
founded by the late w edwards feming
tqm's primary goal is to reduce costs
and improve the quality of companies
product the tqm has four main objectives
better less variable quality quicker
less variable response to customers
needs greater flexibility in adjusting
to customers needs and lastly lower cost
through quality improvement and
non-value adding work
about karu ishikawa dr karu ishikawa was
the developer of the concepts of quality
circles and the cause and effect diagram
commonly known as fishbone diagram or
the ishiko diagram
ishiko was born in the city of tokyo on
july 13 1950.
he lived to be the age of 73 when he
passed away on april 16 1989.
he earned his degree in engineering from
the university of tokyo ishikawa's
philosophy
ishiko's philosophy focused on
transforming the workplace he wanted
people to begin to take pride in the
quality of their work often times in his
book what is total quality control he
mentions the fact that top management
cannot be disconnected from the total
quality management of the company
he wrote about challenging managers not
only to implement the quality into their
company but to keep the mentality of
continuous improvement
ishikawa's contributions
over ishikawa's career
he has greatly impacted the world of
total quality
we will discover the several ways he did
so the first contribution includes
enhancing deming's pdca model or planned
do check act model he transformed it
into a six step plan the six steps
include
determine goals and targets
determine methods of reaching goals
engage in education and training
implement work
check the efforts of implementation and
lastly take appropriate action to
accomplish goals and targets
let us now discuss the contribution of
shijo shingle
at utah state university's 14th annual
productivity conference in the spring of
1989 where studio shingle was receiving
an honorary doctoral degree
at utah state university's 14th annual
productivity conference in the spring of
1989 where shijo shingo was receiving an
honorary doctoral degree and at the same
time lending his name to the shingo
prize for operational excellence
speaking through a translator dr shingo
began with a short greeting to the
audience of about 500 attendees mostly
educators and then launched into an
explanation of his smed single minute
exchange of dice system
every change over he declared can be
reduced by 59 by 60th
let us now talk about the contribution
of walter a shoehart
walter ashohart was founding editor of
the willis series of mathematical
statics a role that he maintained for 20
20 years
originally an engineer and statistician
walter a stuh shirhat is all known as
the true father of modern quality
whereas w edwards deming was his student
and spiritual son
shear heart introduced the concept of
statistical process control spc in
manufacturing
more on walter shearhart
it was the inspection engineering
department of the western electric
company at hawthorne at shoehorn joint
in 1918.
he worked there on statistical tools to
examine when a corrective action must be
applied to a process his writings were
on statistical control of industrial
processes and applications to
measurement processes in science
the control chart techniques which he
developed have been widely adopted
dr shirhat prepared a little memorandum
only about a page in length
about a third of that page was given
over to a simple diagram which we would
all recognize today as a schematic
control chart
let us discuss the concept of quality
circle
quality circle qc is a formal
institutionalized mechanism for
productive and participative
problem-solving interaction among the
employees of an organization the qcs
consists of small group of employees
from all levels of the existing
hierarchical structure within an
organization voluntarily involved in the
process of identifying analyzing and
formulating solutions to various
technical manual and automation related
problems encountered in daily work life
the following could be grouped as broad
intentions of a quality circle
to contribute towards the improvement
and development of the organization or a
department
to overcome the barriers that may exist
within the prevailing organizational
structure so as to foster an open
exchange of ideas
to develop a positive attitude and feel
a sense of involvement in the
decision-making processes of the
services offered
to respect humanity and to build a happy
workplace worthwhile to work
to display human capabilities totally
and in a long run to draw out the
infinite possibilities
to improve the quality of products and
services
to improve competence which is one of
the goals of all organizations
to reduce cost and redundant efforts in
the long run
with improved efficiency the lead time
on convened of information and its sub
assemblies is reduced resulting in an
improvement in meeting customers due
dates
customer satisfaction is the fundamental
goal of any library
it will ultimately be achieved by
quality circle and will also help to be
content competitive for a long time
characteristics of a qc circle
small group the circle is normally
composed of 3 to 10 volunteers who come
from the same work area and are under
the same supervisor
continual control and improvement in the
quality of work products and service
qc continues to look for opportunities
for improvement from the time they
receive their inputs to the time they
deliver their product or service to
their customers
autonomous operation they are free to
choose the problems to solve they
identify what data to collect in order
to better understand why the problems
exist
and their members analyze the problems
causing among themselves
though they sometimes consult other
departments that affect their work
utilization of quality control concepts
tools and techniques
the circle works with the aid of data
throughout its problem-solving
activities
self-development a qc circle contributes
not only to the development of the sound
working environment but also to the
enhancement of individuals abilities and
potentials
quality circle organization
the introduction of qc program is
managed by the qc steering committee and
qc office
qc steering committee qc steering
committee may consist of the following
officials
dto chairman dp co-chairman gm
production
gm hrd
gm e n m
gm
excavation
gm materials
gm safety
gm ied
roles of the qc steering committee
define the ultimate goal of the qc
program in the company
formulate a master plan for the
installation of the program
formulate a plan on how to recognize the
exemplary performance of circles members
leaders and facilitators
formulate a plan on how to monitor and
evaluate the components of the old qc
program
formulate a budget for the program and
identify sources of funds
define qualifications and functions of
facilitators act on concerns that may be
raised by the qc office the facilitators
or the qcs themselves
evaluate the overall status of the qc
program including training rewards and
recognition promotional activities and
procedures for evaluation of qc case
studies and activities
formulate corrective and preventive
actions based on findings in the
evaluation
qc office
the following officials may hold the
office of qc
gm manpower
djm ied
dtm hrd
roles of the qc office
the qc office is responsible for the
day-to-day management of the qc
activities in the company
specifically the office implements
policies and plans formulated by the qc
facilitators one facilitator for each
mining e and m excavation finance and
personal in each area facilitators are
normally managers and experienced
engineers and comprise a key element
that greatly influences the success of
the qc circle program especially at the
beginning of its development
training guiding leaders coordinating
training courses working closely with
the department heads
assist leaders in their qc activities
motivating qc leaders and members
arranging qc case presentations
coordinating qc activities
periodic participation in qc proceedings
qc leaders
participation in the basic activity of a
qc is normally on a voluntary basis yet
there are several ways in which circle
leaders are actually selected
circle leaders must be selected
carefully particularly when it is at the
beginning of its activities
basic functions of a circle leader
conducting qc circle meetings deciding
roles of individuals and proceeding of
qc activity
learning qc tools and techniques
disseminating what is learned in trying
to improve members abilities
establishing annual activity plan
encouraging members participating in the
industry-wide conventions training
coordination meetings
studying about qc activities and
disseminating the knowledge
seeking advice and support from the qc
office on behalf of its members
quality circle process
quality manager culinary engineer shift
in charge submits
an implementation plan
cullery manager culinary engineer shift
in charge ask for volunteers
leader registers the qc circle
leader trains members
identification of pilot circle project
qc presents case to management
pilot circle evaluated
execution of keys qc project
reward and recognition to the qc
seven qc tools the seven qc tools are
used to collect
summarize and analyze data quantitative
and qualitative
whereas basic techniques such as
brainstorming the yy approach affinity
diagrams
5s
3mu 5w1h
and 4me are used to assist members to
think creatively
the 7 qc tools
stratification
pareto diagrams
cause and effect diagrams ishiko
diagrams
graphs
check sheets
histograms
scatter diagrams
control charts
5s is the acronym for five japanese
words
siri
sit on
ceso
siketsu
and
shitsuke
and which signify order cleanliness
purity and commitment the principles
underlying a 5s program appear to be
common sense and they are
but until the advent of 5s many
businesses ignored these basic
principles
there is an order and logic to how 5s is
carried out which is
siri or sorting siri means sorting
through everything in each work area it
requires keeping only what is necessary
sit on or system systematize
this is the next step it requires
organizing
arranging and identifying everything in
a work area for efficient retrieval and
return to its proper place
ciso or shining once everything from
each individual work area to the entire
facility is sorted and organized it
needs to be kept that way siketsu or
standardized siketsu ensures that the
first three steps of 5s program continue
to be effective
the good practices developed in the
first three steps need to be
standardized shitsuke or self-discipline
this implies continuous training and
maintenance of standards the
organization must build a formal system
for monitoring the results of the
program
a follow-up is a must for the four steps
to continue to be practice
now in the end let us summarize what we
have learned in this lecture quality is
seen as having become the single most
important force leading to
organizational success and company
growth in national and international
markets
the tqm is committed to being the best
in all functions through the use of
quality and excellence
founded by the late w edwards deming
tqm's primary goal is to reduce costs
and improve the quality of the company's
product
ishikawa's philosophy focused on
transforming the workplace he wanted
people to begin to take pride in the
quality of their work
the circle is normally composed of three
to one volunteers who come from the same
work area and are under the same
supervisor
participation in the basic activity of a
qc is normally on a voluntary basis yet
there are several ways in which circles
leaders are actually selected
you
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