ch 8:quality management gurus and their key contributions Flashcards
is a set of opinions and ideas for improving the quality of products or services, which widely called?.
Total quality management (TQM)
“management philosophy”
Its main aims are to satisfy customers and survive in the market.
Total quality management (TQM)
had the significant roles to expend and transform the concept of quality from a mere technical system to a broader body of knowledge know as total quality with management implications in production.
quality experts (gurus)
Guru means a?
“respected teacher”, “spiritual leader”, “good person”,
arise person who in his field has not only made a great contribution and innovation, but also a large-scale revolution.
Guru
People who have established themselves and profiled philosophical trend in quality, are?.
the gurus of quality
and he became known as the “father of statistical quality control.”
1.1.Walter Shewhart.
The Gurus
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1. Walter Shewhart
2. William Edwards Deming
3. Joseph M. Juran
4. Armand Feigenbaum
5. Philip B. Crosby
6. Kaoru Ishikawa
7. Genichi Taguchi
8. Taiichi Ohno and Shigeo Shingo
was a genuine pioneer in the field of quality control,
1.1.Walter Shewhart.
He developed control charts for analyzing the output of processes to determine when corrective action was necessary.
1.1.Walter Shewhart.
compiled a famous list of 14 points he believed were the prescription needed to achieve quality in an organization.
1.2.W. Edwards Deming.
he felt that it was management’s responsibility to correct the system to achieve the desired results.
1.2.W. Edwards Deming.
His message was that the cause of inefficiency and poor quality is the system, not the employees.
1.2.W. Edwards Deming.
In addition to the, he stressed the need to reduce variation in output (deviation from a standard), which can be accomplished by distinguishing between special causes of variation (i.e., correctable) and common causes of variation
1.2.W. Edwards Deming.
viewed quality as fitness-for-use.
1.3.Joseph M. Juran.
He also believed that roughly 80 percent of quality defects are management controllable; thus, management has the responsibility to correct this deficiency.
1.3.Joseph M. Juran.
He described quality management in terms of a trilogy consisting of quality planning, quality control, and quality improvement.
1.3.Joseph M. Juran.
is credited as one of the first to measure the cost of quality, and he demonstrated the potential for increased profits that would result if the costs of poor quality could be reduced.
1.3.Joseph M. Juran.
was instrumental in advancing the “cost of nonconformance” approach as a reason for management to commit to quality.
1.4.Armand Feigenbaum.
He recognized that quality was not simply a collection of tools and techniques, but a “total field.”
1.4.Armand Feigenbaum.
According to him, it is the customer who defines quality.
1.4.Armand Feigenbaum.
developed the concept of zero defects and popularized the phrase “Do it right the first time.”
1.5.Philip B. Crosby.
He stressed prevention, and he argued against the idea that “there will always be some level of defectives.”
1.5.Philip B. Crosby.
Among his key contributions were the development of the cause-and effect diagram (also known as a fishbone diagram) for problem solving and the implementation of quality circles, which involve workers in quality improvement.
1.6.Kaoru Ishikawa.
He was the first quality expert to call attention to the internal customer —the next person in the process, the next operation, within the organization.
1.6.Kaoru Ishikawa.
is best known for the loss function, which involves a formula for determining the cost of poor quality.
1.7.Genichi Taguchi.
The idea is that the deviation of a part from a standard causes a loss, and the combined effect of deviations of all parts from their standards can be large, even though each individual deviation is small.
1.7.Genichi Taguchi.
developed the philosophy and methods of kaizen, a Japanese term for continuous improvement (defined more fully later in this chapter), at Toyota.
1.8.Taiichi Ohno and Shigeo Shingo.
Continuous improvement is one of the hallmarks of successful quality management.
1.8.Taiichi Ohno and Shigeo Shingo.
continuous improvement
kaizen
is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality.
- Quality Tools
The Seven Basic Tools of Quality
The Seven Basic Tools of Quality
(enumerate)
- Cause and Effect Diagram
- Check Sheet
- Flow Diagram
- Pareto Analysis
- Histogram
- Run Chart
- Control Chart
One analysis tool is the Cause-and-Effect developed by who?
Kaoru Ishikawa developed them in 1943.
2.1.Cause and Effect Diagram
Cause-and-Effect diagram aka?
Fishbone diagram or Ishikawa diagrams
they resemble one with the long spine and various connecting branches.
Fishbone diagram
organizes and displays the relationships between different causes for the effect that is being examined. The major categories of causes are put on major branches connecting to the backbone, and various sub-causes are attached to the branches.
The fishbone chart
This chart helps organize the brainstorming process.
The fishbone chart
A tree-like structure results, showing the many facets of the problem.
The fishbone chart
The method for using this chart is to put the problem to be solved at the head, then fill in the major branches.
The fishbone chart
People, procedures, equipment and materials are commonly identified causes.
The fishbone chart
is a sheet or form used to record data.
A check sheet
It is one of the simplest methods for collecting data and determining trends.
check sheet
The recording can be used to determine the occurrence of events such as non-conformity.
check sheet
It is a way of collecting and classifying data so that it can be easily presented or analyzed.
check sheet
It is particularly useful at the start of a problem-solving process for data gathering.
check sheet
It can also be used for monitoring performance once change has been implemented.
check sheet
Flow diagrams/charts aka?
Process map
are used to assist in systemically breaking down the organizational process into a step by step picture of each component.
Flow Diagram
Symbols are used to indicate activities, decisions, beginning and ending points and the flow that the process takes.
Flow Diagram
After a process has been identified for improvement and given high priority, it should then be broken down into specific steps and put on paper in a flowchart.
Flow Diagram
This procedure alone can uncover some of the reasons a process is not working correctly.
Flow Diagram
Other problems and hidden traps are often uncovered when working through this process.
Flow Diagram
is developed around the basic concept that 80% of a specific effect is due to 20% of the cause (80-20 rule).
Pareto analysis
can be used to display categories of problems graphically so they can be properly prioritized.
The Pareto chart
There are often many aspects of a process or system that can be improved, such as the number of defective products, time allocation, or cost savings. This indicates which problem to tackle first by showing the proportion of the total problem that each of the smaller problems comprise.
A Pareto chart or diagram
This is based on the Pareto principle: 20% of the sources cause 80% of the problem.
The Pareto chart
is a vertical bar graph displaying rank in descending order of importance for the categories of problems, defects or opportunities.
A Pareto chart
Generally, you gain more by working on the problem identified by the tallest bar than trying to deal with the smaller bars.
A Pareto chart
is used for illustrating the frequency and the extent in the context of two variables.
Histogram
is a chart with columns. This represents the distribution by mean.
Histogram
If the histogram is normal, the graph takes the shape of a?
bell curve.
helps you analyze what is going on in the process and helps show the capability of a process, whether the data is falling inside the bell-shaped curve and within specifications
histogram
visually display the variation in a process over time.
Run charts
displays an average line taken from the data and will have data points and lines connecting them. In this manner the user can readily see how each data point varies from the average.
The run chart
typically display the limits that statistical variability can explain as normal.
Control charts
If your process is performing within these limits, it is said to be in control; if not, it is out of control.
Control charts
is the best tool for monitoring the performance of a process.
Control chart
These types of charts can be used for monitoring any processes related to function of the organization.
Control chart
These charts allow you to identify the following conditions related to the process that has been monitored.
✓ Stability of the process
✓ Predictability of the process
✓ Identification of common cause of variation
✓ Special conditions where the monitoring party needs to react
Control chart
Control chart allow you to identify the following conditions related to the process that has been monitored. what are the conditions?
✓ Stability of the process
✓ Predictability of the process
✓ Identification of common cause of variation
✓ Special conditions where the monitoring party needs to react
his idea was not accepted in the US, so he introduced it to Japan
William Edwards Deming
kaizen came from the two japanese words?
kai—change
zen—good
his idea is believed to be the origin of TQM
William Edwards Deming
an award given (in japan?) that indicates that you are one of the companies that implements TQM and provides quality products/services
The Deming’s Award
the he is one of the pioneers of modern quality management movemnent
Joseph M. Juran
Juran Trilogy
3 components of quality managemnet
- planning
- control
- improvement
Quality tool—pareto principles
Joseph M. Juran
controlling quality and managerial breakthrough
Joseph M. Juran
“Father of total Quality Control”
Armand Feigenbaum
prevention»inspection(?)
Philip B. Crosby
“four absolutes of quality”
Philip B. Crosby
four absolutes of quality?
- quality is conformance to requirements
- the system of quality is prevention
- the performance standards is zero defects
- the measurement of quality is the price of nonconformance
the idea of quality should be free. the cost of preventing defects is lower than trying to fix it late
Philip B. Crosby
a japanese quality management expert
Kaoru Ishikawa
the father of japanese quality / japanese circle
Kaoru Ishikawa
he advocated for the ff:
- Quality is a company wide issue
- Seven simplified tools of quality control
- Remove the root cause, not the symptoms
- Quality Circle
Kaoru Ishikawa
all must be pervasive influence on the way every issue of business is conducted.
Quality is a company wide issue
small groups of similar employees that meet regularly to plan and carry out process changes to improve quality, productivity and the work
Quality Circle
Japanese engineer and a quality control expert
Genichi Taguchi
Robust design
Genichi Taguchi
implements statistical methods that measures the deviation of the product from it’s target standards
Genichi Taguchi
japanese indus engineer
Taiichi Ohno and Shigeo Shingo
toyota production system
Taiichi Ohno and Shigeo Shingo
the father of the toyota production system
Taiichi Ohno
maximizing efficiency and minimizing waste
Taiichi Ohno
Industrial engineer and business consultant
Shigeo Shingo
this is used to collect data in real-time
Check sheet
manual collection of data
Check sheet
tally sheet
Check sheet
individual values using descending order
Pareto chart
