Lecture 3 Flashcards
Shewhart’s Variations
Common Cause Variation
Special Cause Variation
Deming
Strongly humanistic philosophy
Demings 14 Points
Economic Chain Reaction
7 Deadly Diseases
Point 1 - Create constancy of purpose
Constant purpose toward improvement to stay competitive
Point 2 - Adopt a new philosophy
Managment must take on the challenge, learn its responsibliities, and take on leadership of change
Point 3 - Eleminate need for Inspection
Cease dependence on mass inspection
Done by building quality into the product in the first place
Point 4 - End Awarding based on price
Minimize total cost
Move to single long-term supplier
Point 5 - Improve Constantly and Forever
Improve system to improve quality will decrease cost
Point 6 - Institute training on the job
People must have the necessary training and knowledge to do their job
Point 7 - Improve Leadership
Supervision should be to help
Supervision of managemnet as well as workers
Point 8 - Drive out fear
So everyone may work effectively for the company
Point 9 - Break down barriers between depts
People must work as a team to foresee problems of production
Point 10 - Eliminate slogans and targets when asking for zero defects
This only creates adversarial relationships
Causes of low quality and productivity belong to the system
Point 11 - Eliminate work standards
Eliminate management by objectives
Eliminate management by number and goals
Point 12 - Remove barriers to rob workers of pride
Supervisors responsibility must be changed from sheer numbers to quality
Point 13 - Institure vigorous program of education and self-improvement
This is more generalized education than job training
Point 14 - Put everybody to work
In order to occomplish the transformation
Deming’s 7 Deadly Diseases
Lack of constancy of purpose
Emphasis on short-term profits
Evaluation of performance, merit rating, or annual review
Mobility of management
Running a company on visible figures alone
Excessive medical costs for employee health care
Excessive costs of warrantees
Deming’s PDSA Cycle
Plan - key Do Check Act Used for Quality Improvement
Juran’s Discoveries
Used Pareto’s Rule
Big Q vs little q
Control vs Breakthrough
Project by Project Improvement
Vital Few and the Trivial Many
Using Pareto’s Rule
Must choose vital few projects that will have the greatest impact on improving needs
Majority of problems are caused by few causes
Big Q vs little q
little q - products in manufacturing
Big Q - All processes in all industries
Control vs Breakthrough
Should occur simultaneously
Control
Process-related activity that ensures processes are stable and provides a relatively consistent outcome
Breakthrough
Improvement that implies that the process has been studied and some major improvement has resulted in large, nonrandom imporvement to the process
Project-by-Project Improvement
A planning based approach
Managers must prioritize projects
Analysts must use language of managament, money
Ishikawa’s Contributions
Basic 7 tools of quality
7 Tools of Quality
Flow Chart Control Chart Check Sheet Histogram Pareto Diagram Cause and Effect Diagram Scatter Diagram
Crosby Contributions
Quality is Free
4 Absolutes of Quality
5 Erroneus Assumptions
4 Absolutes of Quality
Quality Definition - Conformance to requirements
Quality System - Prevention of defects
Quality Performance Standard - Zero defects
Quality Measurement - Costs of quality
5 Erroneus Assumptions
Quality means goodness, luxury or shininess
Quality is intangible and therefore not measureable
An economics of quality exists
Workers are the source of quality problems
Quality originates in the quality department
