Philosophies of Quality Management new

Summary

This 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

00:00

📚 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.

05:02

🏆 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.

10:03

🎓 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.

15:03

🏭 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.

20:04

📊 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.

25:05

🔍 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.

Keywords

💡Quality Management

Quality Management refers to the systematic approach to setting quality standards and assessing an organization's efficiency in meeting those standards. In the video, it is central to the discussion on philosophies and practices that drive organizational success. The lecture emphasizes how quality management principles, like those advocated by Dr. W. Edwards Deming, have been instrumental in the success of companies like Toyota and Sony.

💡Six Sigma

Six Sigma is a set of techniques and tools for process improvement. The video explains that it was developed by Motorola to improve quality by identifying and eliminating defects in manufacturing processes. A key point in the script is that a Six Sigma process aims for 99.99966% defect-free products, which is a testament to the high standards set by this methodology.

💡Total Quality Management (TQM)

TQM is a management approach that emphasizes the importance of quality in all organizational functions. The video mentions that TQM, as conceptualized by Armand Feigenbaum, involves integrating quality development, maintenance, and improvement efforts across an organization to achieve customer satisfaction and economical production. TQM is highlighted as a philosophy that requires a company-wide commitment to quality.

💡Quality Circle

A Quality Circle, as discussed in the video, is a small group of employees who voluntarily meet to identify, analyze, and solve work-related problems. These circles are part of a broader quality improvement strategy, aiming to foster a sense of involvement and continuous improvement among employees. The video script provides an example of how Quality Circles can lead to better product and service quality, which in turn enhances customer satisfaction.

💡Dr. W. Edwards Deming

Dr. W. Edwards Deming was a statistician who played a pivotal role in the development of quality management principles. The video script notes his influence on Japanese businesses post-World War II, where his teachings on statistical process control led to significant improvements in quality and cost reduction. Deming's 14 Points of Management are mentioned as foundational to the philosophy of quality management.

💡Armand Feigenbaum

Armand Feigenbaum is recognized in the video as an American quality control expert who introduced Total Quality Control, later known as Total Quality Management (TQM). His concept emphasized the integration of quality development and improvement across an organization. The video mentions his idea of a 'hidden plant,' illustrating the potential waste in quality correction efforts.

💡Kaoru Ishikawa

Kaoru Ishikawa is known for developing the concept of Quality Circles and the Cause and Effect Diagram, also known as the Ishikawa Diagram. The video script discusses his philosophy of involving everyone in the workplace to take pride in the quality of their work, which is a cornerstone of continuous improvement and employee engagement.

💡Shigeo Shingo

Shigeo Shingo, honored in the video, is known for his Single Minute Exchange of Die (SMED) system, which revolutionized manufacturing by reducing changeover times. His work is an example of how focusing on operational efficiency can lead to significant improvements in quality and productivity.

💡Walter A. Shewhart

Walter A. Shewhart is recognized as the father of modern quality control. The video script mentions his introduction of Statistical Process Control (SPC) in manufacturing. Shewhart's work laid the groundwork for using statistical methods to monitor and control production processes, which is crucial for maintaining quality standards.

💡5S Principle

The 5S Principle is a method for workplace organization and standardization. The video explains that it involves five steps: Sort, Set in order, Shine, Standardize, and Sustain. These steps aim to create a clean, orderly, and efficient work environment, which is essential for maintaining quality and safety in operations.

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