Total Quality Management
• A Great
Concept ....
• ..... But What
is IT?
Two Perspectives
• Producer Definition
– Conformance to
specifications
– Reflects priorities on
consistent quality and
high-performance
design
• Consumer Definition
– Value and Fitness of
Use
– Hardware, support and
psychological
impressions
Aspects of Quality
* Manufacturing *
•
•
•
•
•
•
•
•
Performance
Features
Reliability
Servicability
Durability
Conformance
Aesthetic Characteristics
Perceived Quality
Aspects of Quality
* Services *
•
•
•
•
•
Reliability
Responsiveness
Tangibles
Assurance
Empathy
The Quality Gurus
• Deming: Management is Responsible
• Crosby: Quality is Free
• Juran: Quality Trilogy
– Planning
– Control
– Improvement
TQM
Wheel
Customer
satisfaction
Deming
Wheel
Plan
Deming
Wheel
Plan
Do
Deming
Wheel
Plan
Do
Check
Deming
Wheel
Plan
Act
Do
Check
Deming
Wheel
Plan
Act
Do
Check
Deming’s 14 Points
• Establish the objective of constant innovation and
improvement
• Adopt a new philosophy, we cannot accept the old
mistakes and defects
• Cease dependence on mass inspection, require statistical
evidence that quality is built in
• End the practice of awarding busines on the basis of price
• Use statistical methods to find troublespots
• Institute modern methods of training on the job
• Improve supervision - do what is right for the company,
don’t just turn out the required quantity
Deming’s 14 Points
•
•
•
•
•
Drive out FEAR ....
Break down BARRIERS ...
Eliminate posters and slogans
Eliminate work standards that prescribe a numerical quota
Remove barriers between workers and their right to pride
in workmanship
• Institute a vigorous retraining program
• Create top management structure that will push EVERY
DAY for these points
RIVETHEAD: Tales From The
Assembly Line
By Ben Hamper
• A violation of
how many of
Deming’s points?
ISO 9000
• Standards for companies doing business in
the EC
• Certification by hearing from qualified
external examiner
• Certification does NOT mean anything
about quality of a product ....
• Instead, it means that company can provide
documentation supporting their quality
claims.
Quality Management Costs
Cost Category
As Quality
Increases, Costs:
Prevention
Appraisal
Internal Failure
External Failure
Increase
Decrease
Decrease
Decrease
Costs of Detecting a Defect
Cost of
Detection
($)
Process
Final Testing
Customer
Costs of Detecting a Defect
Cost of
Detection
($)
Process
Final Testing
Customer
Costs of Detecting a Defect
Cost of
Detection
($)
Prevention
Costs
Process
Final Testing
Customer
Seven Quality Tools
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•
•
•
•
•
•
Checklists
Histograms
Bar Charts
Pareto Charts
Scatter Diagrams
Cause-and-Effect Diagrams
Graphs
Quality
Function
Deployment
The House of Quality
Voice of the
Customer
Isolation
Easy to open
and close door
Relative importance
Voice of the
Customer
Easy to close from outside
Stays open on a hill
Easy to open from outside
Doesn’t kick back
..
.
Doesn’t leak in rain
No road noise
..
.
7
5
3
3
3
2
Voice of the
Customer
Competitive
Analysis
Competitive
Analysis
Our car
A’s car
B’s car
Customer perceptions
1
2
3
4
5
Competitive
Analysis
Voice of the
Engineer
- Peak closing force
- Energy to open door
+ Check force on 10º slope
+ Check force on level ground
- Energy to close door
...
+ Water resistance
+ Road noise reduction
Open-close
effort
+ Acoustic transmission, window
+ Door seal resistance
Voice of the
Engineer
Sealinginsulation
...
Voice of the
Engineer
Correlations
Correlations
X
Relationships
Strong positive
Medium positive
X Medium negative
X
Strong negative
X
Correlations
Technical
Comparison
Technical
Comparison
lb
lb
ft-lb
lb
lb/ft
-
db
psi
Our car door
11
12
6
10
18
3
.10
9
70
A’s car door
9
12
6
9
13
2
.10
5
60
B’s car door
9.5
11
7
11
14
2
.10
6
60
Technical difficulty
4
5
1
1
3
1
3
3
5
Imputed importance (%)
10
6
4
9
1
6
2
4
3
Estimated cost (%)
5
2
2
9
5
6
6
9
2
7.5
9
6
7.5
12
3
.10
9
70
Objective
measures
ft-lb
Targets
Measurement units
Technical
Comparison
Trade-offs
Trade-offs
X
Relationships
X
Strong positive
Medium positive
X Medium negative
X
X
X
X
X
X
Strong negative
X
X
X
Trade-offs
Cause-and-Effect
Diagrams
Machines
Personnel
Effect
Materials
Process
Checker Board Airlines
Delayed
flight
departures
Checker Board Airlines
Equipment
Aircraft late to gate
Mechanical failures
Delayed
flight
departure
s
Checker Board Airlines
Equipment
Personnel
Aircraft late to gate
Mechanical failures
Passenger processing at gate
Late cabin cleaners
Unavailable cockpit crew
Late cabin crew
Delayed
flight
departure
s
Checker Board Airlines
Equipment
Personnel
Aircraft late to gate
Mechanical failures
Passenger processing at gate
Late cabin cleaners
Unavailable cockpit crew
Late cabin crew
Late baggage to aircraft
Late fuel
Late food service
Materials
Delayed
flight
departure
s
Checker Board Airlines
Equipment
Personnel
Passenger processing at gate
Aircraft late to gate
Late cabin cleaners
Mechanical failures
Unavailable cockpit crew
Late cabin crew
Delayed
flight
departure
Poor announcement of departures
s
Late baggage to aircraft Weight/balance sheet late
Delayed check-in procedure
Late fuel
Late food service
Materials
Waiting for late passengers
Procedures
Checker Board Airlines
Equipment
Personnel
Passenger processing at gate
Aircraft late to gate
Other
Late cabin cleaners
Mechanical failures
Unavailable cockpit crew
Weather
Late cabin crew
Air traffic delays
Delayed
flight
departure
Poor announcement of departures
s
Late baggage to aircraft Weight/balance sheet late
Delayed check-in procedure
Late fuel
Late food service
Materials
Waiting for late passengers
Procedures