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| Deals with societal losses through failure to meet customer requirements, failure to meet ideal performance, and harmful side effects. |
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- Zero Defects
- Quality = Price of non-conformance
- Quality is prevention
- Quality without tears
- Human error caused by lack of attention
- Behavioral approach to quality
- Still responsibility of mgmt, but not stats
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| Hierarchy of Needs(Societal) |
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| Hygiene Factors > Not Met > Dissatisfied Motivators > Met > Satisfied |
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- Scientific Management
- Time and motion studies
- Controversial for dehumanizing factories
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- Founder of stats
- SPC(Statistical Process Control)
- Father of many modern ideas regarding quality
- Total Quality Management
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- Quality Management
- quality = fitness for use
- Pareto principle 80/20
- Need for widespread training
- project-by-project approach to improving quality
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- Red Bead Experiment
- 14 Points
- Quality Prize
- not known to USA until 1980s
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"Any time you're having a problem, 80-85% of the time it is not people, it's the ________,
it's the ________ being used,
it's the ________ itself,
its something people can do nothing about." |
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Process, Equipment, Design
Don Peterson |
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| Responsibility of quality lies at the _______. |
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| And there is no substitute for ________. |
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What could be measured, must be measured ________.
Control charts could show what is in statistically controlled and what is not. |
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| ...the important thing was that quality control was about ______ and not ______. |
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People, Products
Koji Kobayashi |
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| Beware of _______, you better know how to use them. Be guided by _______. |
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| (Peterson) began to see how fundamentally important ________ are in his(Deming) basic management principles. |
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| The American approach and in Europe we consider meeting the limits is 'good enough', where as Japanese theory deals more with striving for ________ ________. |
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| Quality is a way of _________. |
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| If you do NOT seek ________ ________ in all that you do, you really have not implemented a true quality process. |
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continuous improvement
Florida Power and Light |
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Need not competition but ________.
Competition will ruin a nation.
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Pareto Chart
identify greatest defects |
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Fishbone
cause and effect |
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Control Chart
output of a process/system |
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Scatter Diagram
Correlation of 2 characteristics |
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Histogram
frequency distribution |
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- Constantly improve every system of production and service
- Create constancy of purpose
- Drive out fear and create trust
- End business practices driven by price alone
- Encourage education and self-improvement
- Eliminate arbitrary numerical quotas and MBO Focus on improvement
- Eliminate exhortations for work force
- Institute teaching
- Learn and adopt the new philosophy
- Optimize team and individual efforts
- Remove barriers that rob people of pride of workmanship
- Take action to accomplish the transformation
- Teach and institute leadership
- Under the purpose of inspection
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| Maslow's Hierarchy of Needs |
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- 5 levels of basic needs
- Higher levels exist
- ...including spritual needs, aesthetic appreciation, understanding
- Do not feel higher level needs until lower needs met first
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Juran's Triangle
-an approach to cross-functional mgmt
-quality planning, control, improvement |
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- Use of experimentation and data to search for the best way to work
- Standardization of tools and procedures
- Managements responsibility to train the workforce
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- All important knowledge is in the heads of management
- Focus on work quotas and time and motion studies
- Money is NOT the best motivator
- Enthrone individual work, inhibit team work
- Narrowly define each workers' task and require strict adherence to quotas and procedures
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- Company policies
- supervision
- salary
- status
- security
- working conditions
- interpersonal relations
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- Achievement recognition
- Interest in the task
- Enlarged responsibility
- Growth and advancements
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- All variation came from the process
- No evidence that any worker was better than another
- Don't blame employees
- Improve processes
- Pay for performance can be futile
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- inspection after process complete doesn't improve quality
- quality inspectors add no value
- Some defective products still reach customer
- quality efforts at all stages
- End-of-line inspection won't discover defects until after a lot of time/effort wasted
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- Clear instructions to workers and process will behave as intended
- Clear instruction will not improve an out-of-control process
- Intimidation creates fear which does nothing to improve a process
- Praise will not improve process
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- Slogans raise quality as an issue, but also mgmt saying a reminder is required
- incentives will not improve a process
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- process has a natural variation
- each day will produce diff data w/in natural range
- We must collect data to understand range
- Process must capable of meeting requirements
- If customer's requirements are tighter than we can consistently produce acceptable products are by accident only
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- Statistical Process Control
- lack of info hindered processes
- aid the mgmt in making scientific, efficient, economical decisions
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