Quality Today [TQM] - Kamran Khan [chromeis.com]

Quality Today
Presented by:
Kamran Shaukat Ali Khan
chromeis.com/TQM

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Quality Today (TQM) - Kamran Khan – ChromeIS.com/institute 2

3
Quality Today
 What is Quality
 Quality Dimensions & Obstacles
 Cost of Quality
 Productivity Enhancement
 Leadership for Quality
 ISO and other Models
 Total Quality Management
 Benchmarking vs Competitive Analysis
 Statistical Process Control
 Check Sheet and other tools
 Six-Sigma
Quality Today (TQM) - Kamran Khan – ChromeIS.com/institute

4
ABSTRACT
-- what means ‘quality’ today?
-- what sneaks quality in a product
-- Myths about quality
-- using modern tools to establish quality
discipline

5
INTRODUCTION
 Originators of Quality?
 Why Quality (Significance)
 …
 An important determinant of business
profitability
 Positively & significantly related to higher
return on investment

6
An innovation happens to CREATE or SERVE the market NEED
Invention
(never existed)
Imitation
(copying)
Technology Lead
(e.g. Pentium Processors)
Innovation
(something new)
Market Lead
(e.g. Common Utensils)
Why Quality…?

7
Quality Today
What is Quality
 Cost of Quality
 Leadership
 Six-Sigma

8
Definitions
 Conformance to Specifications
 Conformance to Standards
 Freedom from defects
 A Degree of Excellence
 Fitness for intended Purpose/Use
… Obsolete Definitions

9
Definitions
 Customer Satisfaction
 Quality is the totality of characteristics of an entity
that bears on its ability to satisfy the stated or
implied needs.
… Today’s Definition

10
Means many things to many people - it is usually associated with cost.
 Fitness for purpose
– J M Duran
 Conformance to requirements
 Providing customers, both internal and external, with products
and services that fully satisfy their negotiated requirements.
– P B Crosby
 The degree of excellence of a thing.
– Concise Oxford Dictionary
 Totality of features and characteristics of a product or service
that bears upon its ability to satisfy stated or implied needs.
– International Standards Organisation
What is Quality?

11
What is Quality? …cont.
 Quality is a predictable degree of uniformity and dependability, at
low cost and suited to the market.
– Dr Edwards Deming
 Quality is meeting the (stated) requirements of the customer-
now and in the future.
– Mike Robinson
 Conformance quality - conforming to specifications; having a
product or service that meets predetermined standards.
 Requirements quality - meeting total customer requirements;
having perceived attributes of a service or product that meet or
exceed customer requirements.

12
What is Quality? …cont.
 Quality is the total composite product and service characteristics
of marketing, engineering, manufacturing and maintenance
through which the product and service in use will meet the
expectations by the customer
– Armand Feigenbaum
 Totality of characteristics of an entity that bear on its ability to
satisfy stated and implied needs
– ISO 8402 : 1994

13
Definition:
 Customer Delight
… Tomorrow’s Definition
Customer Delight
Customer Satisfaction
Bugs free – Fulfilling Req.

14
Basic Quality & Excitement Quality are both UNSPOKEN
Basic Quality
Excitement Quality
More About Quality
 Un-stated Requirements
 Stated Requirements
 Additional features as pleasant surprises to
delight customer
Performance Quality

15
Satisfy the internal as well as external customers
Emphasis on Improvement rather than Maintenance
Encourage Collaboration rather than competition
Recognize Team Effort
Communication Improvement Establish a System
Train & Coach rather than supervise
…and a whole lot more!!
Empower Rather than Controlling subordinates
Strong Commitment to Quality
Prefer Quality over Price
Emphasis: Prevention is better than Detection
Learn from Problems (PDSA)
What to do ?

16
Quality Check Theory – Shewhart:1931
58.4
58.6
58.8
59
59.2
59.4
59.6
59.8
60
60.2
1
2
3
4
5
6
7
8
59-60 is within Quality but above trend is threatening
Req. 59-60 ml of medicine to be filled in bottle.
Refer to graph and observe the statistics
Identify 2 possible concerns regarding Quality

17
Quality Loss Function – Taguchi: 1950
 Customer Requires delivery in 4-6 Days
 Actual Delivery Takes: 4 Days in routine
 Actual Delivery Took: 5 Days
 Customer Requirement is being met
 But Quality has been compromised

18
Quality Today
 What is Quality
 Cost of Quality
 Six-Sigma

19
Dimensions of Quality – Gravin
 Performance
 Features
 Conformance
 Reliability
 Durability
 Service
 Response
 Aesthetics
 Repute
: Stated Req.
: Additional offering
: To Standards/ISO/CMM
: Consistency in performance
: Life time of product/service
: After sale support/behavior
: Curtsey & Delivery time etc
: Looks & beautifying things
: brand name/advertising

20
Meaning of Quality
The meaning of Quality
Consumers PerspectiveProducts Perspective
Quality of Conformance
…………………………
Conformance to
specifications
+ Cost
Quality of design
…………………………
Quality Characteristics
+ Price
Fitness for
consumer use
Production Marketing

21
Obstacles to Quality
Different hindrances in achieving Quality
Misconception:
Additional cost
Adherence
Poor Reading habits
Resistance to Change
Poor Writing habits
Inertia in
accepting
Quality
Standardization
is absolute

22
Rehabilitation and Cultural Change
The Clues are there!
 Official Lifestyle Change (+ve)
 Top Management Involvement
 Instill the importance of Quality (Quality Circle)
 Everyone’s responsibility
 Concept of Internal & External customers
 Quality at source (Reduced Inspection)
 Focus on using Strength rather then weaknesses
 Quality consistency (high priority rather than level of output)
Trainings for fresh
“Train the Trainer”
Individual Development

23
Strategic Implications of QMS
 Quality is key to effective strategy
 Clear strategic goal, vision, mission
 High quality goals
 Operational plans & policies
 Feedback mechanism
 Strong leadership

24
Quality Today
 What is Quality
Cost of Quality
 Six-Sigma

25
Cost of Quality
 Cost of achieving good quality
 Prevention
 Appraisal
 Cost of poor quality
 Internal failure costs
 External failure costs

26
Quality is Free – Crosby:1950
Preventing: Cost of poor quality
 Prevention Cost
 Appraisal Cost
 Internal Failure Cost
 External Failure Cost
 Myths
 High Cost
 Overhead
 Wastage of Money
0
5
10
15
20
25
30
Cost
Poor Q. Cost
Time/ Quality

27
Quality Index Example
Quality Costs $ 2004 2005 2006 2007
Prevention $ 27,000.00 41,500.00 74,600.00 112,300.00
Appraisal $ 155,000.00 122,500.00 113,400.00 107,000.00
Internal failure $ 386,400.00 469,200.00 347,800.00 219,100.00
External failure $ 242,000.00 196,000.00 103,500.00 106,000.00
Total $ 810,400.00 829,200.00 639,300.00 544,400.00
Accounting:
Sales $ 4,360,000.00 4,450,000.00 5,050,000.00 5,190,000.00
Mfg. Costs $ 1,760,000.00 1,810,000.00 1,880,000.00 1,890,000.00

28
Quality Index
Total quality Cost *100/base
$810,400 *100 / 4,360,000 = 18.58
Year Sales Cost
2004 18.58 46.04
2005 18.63 45.18
2006 12.66 34.00
2007 10.49 28.80

29
Quality Indexes
 Labor Index
quality cost / labor hours
 Cost Index
quality cost / manufacturing cost
 Sales Index
quality cost / sales
 Production Index
quality cost / units produced

30
Quality Today
 What is Quality
 Cost of Quality
Productivity Enhancement
 Six-Sigma

31
Quality and Productivity
 Productivity = output / input
 Fewer defects increase output
 Improved Quality reduces inputs

32
Productivity Enhancement Techniques

33
How Should I…?
Adjusting Perceptions…
Commitment
Continuous Improvement
No Expectation of Quick Reward
Enabling Vs. Restricting
Organized
Team
Synergy
Leadership Outcome
Empowerment Innovation

34
Quality Today
 What is Quality
 Cost of Quality
Leadership for Quality
 Six-Sigma

35
 “Leadership is the ability to inspire people to
make a total, willing and voluntary commitment
to accomplishing or exceeding organizational
goals”
Leadership and Quality Management
 Understand Employees Needs
 Understand Individuals’ Beliefs

36
Leadership Characteristics
 Walk the talk
 Persuasiveness
 Positive Influence
 Good Communication
 Positive Role Model
 Balanced Commitment

37
Types of Leadership
 Delegating
 Assigns responsibilities
 Assigns authority
 Provides minimal input
 Verifies work
 Recognizes employees for accepting responsibility
 Directing
 Engages in unilateral decision making
 Expects employees to follow order
 Give information about what to do
 Gives information about how to do
 Gives information about why it should be done
 Recognizes employees for following instructions

38
Types of Leadership Styles
 Participative
 Provides guidance
 Gets involved when necessary
 Accepts works and decisions of employees
 Helps others analyze and solve problems
 Recognizes employees for seeking support
 Consultative
 Seeks input, advice and suggestions
 Makes final decision
 Recognizes employees for their contribution
 …

39
Misconceptions about Leaders
 Leaders Exists at the top
 Leaders are born not made
 Leaders are Charismatic
 Leadership is rare Skill
 Leaders don’t need to be learners

40
Leadership for Quality
 Customer (both internal & External) Focus
 Obsession with Quality
 They empower rather than control Subordinates
 Emphasize collaboration rather than competition
 Regular & Continuous education & Training programs
 Try to improve communication (continuously)
 Looking for Faults in a system not specific Problem
 Select suppliers on the basis of quality and not price
 Teamwork
 Establish organizational system to support quality effort

41Quality Today (TQM) - Kamran Khan – ChromeIS.com/institute

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Habits of Highly Effective People
 Proactive not reactive
 There is nothing I can do ::Lets look at our alternatives
 I must ::I prefer
 She makes me so mad ::I control my own feelings
 Begin with the End in Mind
 Never compromise with honesty
 Keep a sense of humor
 Exercise daily (healthy body  healthy brain)
 Never fear mistakes
 Go through leadership articles daily
(regularly read about world leaders)
 Put First things First
 Think Win-Win
 First understand, Then be understood
 Synergy
 Stop blaming – take responsibility

43
Employees & Quality Improvement
 Quality circles
 Employees’ suggestions
 Process improvement teams
 Self-managed work teams

44
The Quality Circle Process
Organization
8-10 members
same area
moderator
Problem Analysis
Causes & effect
data collection &
analysis
Training
Group processes
Data collection
Problem analysis
Presentation
Implementation
Monitoring
Solution
Problem results
Problem ID
List alternatives
Consensus
Brainstorming

45
Customer
Orientation

46
Customer & Quality Management
Customers can be:
 Internal Customers
 What is needed from me?
 What is use of my output?
 Gaps between what is needed & what one gets
 External Customers (customer defined values)
 Performance
 Features
 Service
 Warranty
 Price
 Reputation

47
Customer value Analysis (CVA)
 Customer Value Analysis:
 Determine attributes customers value most
 Rate the relative importance of Attributes
 Assess your organization performance against these attributes
 Let customers Compare these attributes with your competitors
 Repeat the process periodically
 Issues in hand:
 Understand your Customer
 Identify customers’ needs
 Continuous communication with your customer

48
Quality Today
 What is Quality
 Cost of Quality
 Leadership
 Six Sigma

49
The Four Absolutes of Quality
 Quality is conformance to requirements
- Do what you said you would do
 The system for producing quality is NOT prevention, NOR is it appraisal
- Solve problems permanently
 The performance standard is ZERO defects
- Right first time and every time
 Quality is measured by the cost of Non-Conformance
- Repair / re-work is paid for out of profits

50
Traditional Way of Quality Control
 Takes place
 During
 And at the end of the process
 Three Main points where inspection is done
 When raw material is purchased
 When production is going on
 When product ready to be dispatched
 Disadvantages:
 Does not add value
 Is not timely
 Done by Quality Control Inspection Team

51
ISO 9000 Categories
 ISO 9001 – Suppliers and Designers
 ISO 9002 – Production
 ISO 9003 – Inspection and Test
 ISO 9004 – Quality Management
 ISO 14000 – Environmental Hazards
 ISO 27001 – Security

52
Implications of ISO 9000
 Adopted by U.S. Navy, DuPont, 3M, AT&T & others
 Certification required by many foreign firms
 U.S. firms export > $100 billion/yr Europe
 Truly international in scope
 ISO Accreditation
 European registration
 3rd
party registrar assesses quality program
 European Conformity (CE) mark authorized
 United States 3rd
party registrars
 American National Standards Institute (ANSI)
 American Society of Quality Control (ASQC)
 Registrar Accreditation Board (RAB)

53
International Organization for Standardization
 International standardization began in the electro-
technical field
 ISO’s Principal activity is to develop technical Standards
 Network of the national standards institutes of 156
countries
 ISO is a non-governmental organization

54
Members of ISO
 Member Bodies
 Full members
 Each have one vote
 Correspondent Members
 Pay reduced membership fees
 Do not yet have a fully developed national standards
activity
 Are entitled to participate in any policy or technical body as
observers
 No voting rights
 Subscriber Members
 Are institutes from countries with very small economies

55
The hallmarks of the ISO brand
 Equal footing
 Each participating member in ISO has one vote
 Voluntary
 As a non-governmental organization, ISO has no legal authority to enforce their
implementation
 Market-driven
 ISO develops only those standards for which there is a market requirement
 Consensus
 ISO incorporate any changes after consent of members
 Worldwide
 Worldwide operations – worldwide members
 Global Industries
 Having members from various industries worldwide to make is generic model

56
ISO 9000 & ISO 14000
 Generic Management System Standards
 Generic means that the same standards can be applied
 to any organization, large or small
 whatever its product - including whether its "product" is actually a service
 in any sector of activity
 whether it is a business enterprise, a public administration, or a government department
 Management system refers to what the organization does to manage its
processes, or activities
 ISO 9000 is concerned with “Quality Management”
 concerns with: customer's quality requirements
 applicable regulatory requirements
 aims to: enhance customer satisfaction
 achieving continual improvement of its performance in pursuit of these
objectives
 ISO 14000 is Primarily concerned with “Environment
Management”

57
Quality Management Principles
 Customer Focus
 Leadership
 Involvement of People
 Process approach
 System approach
 Continual improvement
 Factual approach to decision making
 Mutual beneficial supplier relationship

58
Quality Today
 What is Quality
 Cost of Quality
 Six Sigma

59
To Accompany Ritzman & Krajewski, Foundations of Operations Management © 2003 Prentice-Hall, Inc. All rights reserved.
 Product Design
 Process Design
 (Purchasing)
 Benchmarking
 Problem Solving Tools
TQM Wheel
Customer
satisfaction

60
TQM Principles
1. Top management leadership (Long term)
2. Customer Focus
3. Quality as a strategic issue
4. Statistical Quality Control
5. Shared problem solving
6. Continuous Improvement (business and production Process)
7. Training & education for all employees
8. All employees responsible for quality

61
TQM: Deming Philosophy
PlanPlan
DoDo
CheckCheck
ActAct
DemingDeming
WheelWheel

62
Deming’s 14 Points
1. Create and communicate to all employees a statement of the
aims and purposes of the company.
2. Adapt to the new philosophy of the day; industries and
economics are always changing.
3. Build quality into a product throughout production.
4. End the practice of awarding business on the basis of price
tag alone; instead, try a long-term relationship based on
established loyalty and trust.
5. Work to constantly improve quality and productivity.

63
6. Institute on-the-job training.
7. Teach and institute leadership to improve all job
functions.
8. Drive out fear; create trust.
9. Strive to reduce intradepartmental conflicts.

64
10. Eliminate exhortations for the work force; instead, focus on
the system and morale.
11. a- Eliminate work standard quotas for production. Substitute
leadership methods for improvement.
b- Eliminate MBO. Avoid numerical goals. Alternatively, learn
the capabilities of processes, and how to improve them.
12. Remove barriers that rob people of pride of workmanship
13. Educate with self-improvement programs.
14. Include everyone in the company to accomplish the
transformation.

65
Benchmarking  Standard or
point of
reference
 “Benchmarking is a systemic method by which
organization can measure themselves against the
best industry Practices”
 “Benchmarking is the process of comparing and
measuring an organization’s operations or its
internal processes against those of a best-in-class
performer from inside or outside its industry”

66
Benchmarking
 Continuous, systematic process that measures products,
services and practices against those of industry leaders.
Basic Steps
 Planning
 Analysis
 Integration
 Action
Planning
 Determine what to Benchmark
 Form a benchmark team
 Identify benchmarking partners
 Determine the measures of performance
 Collect the data
Analysis
 Determine the gap between your firm’s
current performance and that of the
benchmark firms
 Identify the causes of significant gaps
Integration
 Establish goals
 Obtain the support of managers who must
provide resources for accomplishing the
goals
Action
 Develop action plans and team
assignments
 Implement the plans
 Monitor progress and recalibrate the
benchmarks as improvement is made

67
Types of Benchmarking
 Process benchmarking - identifying and observing the best practices from
one or more benchmark firms.
 Financial benchmarking - performing a financial analysis and comparing
the results in an effort to assess overall competitiveness and productivity.
 Performance benchmarking - allows the initiator firm to assess their
competitive position by comparing products and services with target firms.
 Product benchmarking - the process of designing new products or
upgrades to current ones. This process can sometimes involve reverse
engineering which is taking apart competitors products to find strengths and
weaknesses.
 Strategic benchmarking - involves observing how others compete. This
type is usually not industry specific, meaning it is best to look at other
industries.
 Operational benchmarking - embraces everything from staffing and
productivity to office flow and analysis of procedures performed.
 Functional benchmarking - focus single function in order to improve the
operation of that particular function.

68
What is our
Performance level?
How do we do it?
What are others
Performance level?
How did they get
there?
Creative
adaptation
Breakthrough Performance
Key Points:
 It is a mean of identifying
processes that require major
change
 Done between consenting
companies (which may or may
not be competitors)
 Compares your process or
practice with target company
to find “secrets of success”
 Equally beneficial for large
and small companies
Benchmarking

69
Benchmarking vs. Competitive analysis
 Competitive analysis involves comparing
competitor’s product against yours.
 While Benchmarking involves comparing how
product is engineered, manufactured, distributed
and supported.

70
Benchmarking Process
 Obtain management commitment
 Understand Current Performance
 Identify your strong and weak processes and document them
(Baseline your own processes)
 Decide what to benchmark (Find out high impact areas i.e. Critical
success factors)
 Form benchmarking teams
 Research the best-in-class
 Collect data
 Analyze the data and establish the gap
 Plan action to close the gap/surpass
 Implement change
 Monitor

71
 Will and Commitment
 Vision/Objective link
 Goal to become the best (& simply not to improve)
 Openness to new ideas
 Process Documented
 Understanding of existing Processes, Products, Services and
customer needs
 Process Analysis skills
 Research, Communication and Team building skills
Prerequisites to Benchmarking

72
 Internal Focus
 Unrealistic timetable
 Poor team composition
 Settling for ordinary-in-class
 Insensitivity to Partners
 Limited Top Management Support
Obstacles to Benchmarking

73
Statistical Process Control
 Take periodic samples from process
 Plot sample points on control chart
 Determine if process is within limits
 Prevent quality problems

74
Statistical Process Control
 Monitors standards, makes measurements and take corrective
actions as the product or service is being produced.
 Stats
 Collection
 Tabulation
 Analysis
 Presenting
 For Decision making
 Population and Sample
 It is a technical tool
 Controls the process
 Has the capability to improve it

75
SPC: Variation
 Common Causes
 Variation inherent in a process
 Can be eliminated only through improvements in the system
 Special Causes
 Variation due to identifiable factors
 Can be modified through operator or management action
 Types of Data Collected:
 Attribute data
 Product characteristic evaluated with a discrete choice
Good/bad, yes/no
 Variable data
 Product characteristic that can be measured
Length, size, weight, height, time, velocity

76
Development of Control Chart
 Based on in-control data
 If random causes present discard data
 Correct control chart limits
 Scale [brackets]
 USL & LSL
 Defects or variance

77
Check Sheets
 A Process is in Control if:
 No sample points outside limits
 Most points near process average
 About equal number of points above & below centerline
 Points appear randomly distributed
 Remember:
 Ensures that data is collected carefully and accurately
 Creativity is important in designing of Check sheet
 …

78
Tools to Measure Quality
 Check Sheets
 Scatter Diagram
 Cause & Effect Diagram
 Pareto Chart
 Flow Charts
 Histograms
 Process Flow Diagram PopulationandSample

79
Cause and effect Diagram
 Also called
 Ishikawa diagram after Dr. Kaoru Ishikawa
 Fishbone diagram (because of its shape)
 C & E are used to find out either the bad
effect or good effect
 Team participation

80
People Material Work Methods
Govt. Reg.EquipmentEnvironment
Quality
Causes Effects
C&E Diagram: Construction

81
House Paint
Peeling
Material Work Method
EnvironmentEquipment
brush
dirty
bad bristles
humidity
Air pollution
Temperature
Acid Rain
C&E Diagram: House Paint Peeling

82
C&E Diagram: Procedure
 Identify the Effect or Quality Problem
 Place it on the right side of a piece of paper
 Identify the major causes
 Participation by every member
 Quantity of ideas rather than quality of ideas
 Criticism of idea not allowed
 Create a solution oriented atmosphere
 Let the ideas incubate for a period of time

83
Pareto Diagram: Procedure
 Determine the method of classifying the data by
problem, cause, non-conformity etc.
 Decide if Rupees, Frequency or both are to be used
to rank the characteristics
 Collect data for appropriate time interval or use
historical data
 Summarize the data and rank order categories from
largest to smallest
 Construct the diagram and construct the vital few

84
Pareto Diagram
 First used for economic theory by Alfredo
Pareto
 “Vital few” and “useful many”
 Examples
 Few customers account for majority of sale
 Few suppliers account for majority of rejected
parts
 Few items account for majority of inventory cost

85
NonconformityFrequency
Painting
Welding
Molding
Packing
49%
31%
14%
6 %
Pareto Diagram: Constructing
Packing
Painting
Welding
Molding
21%
53%
NonconformityRupees

86
Process Flow Diagram
 Shows flow of product or service as it moves through various
processes
 It becomes easy to visualize the entire system
 Identifies potential trouble spots
 Measure of Dispersion
 Range
 R= X (highest) - X (lowest)
 Standard Deviation
 Measure of Central Tendency
 Average
 Mean
 Median
 Mode

87
Production
exec
Telephone
Fax
Letter
Log In
Notify Customer
-delivery date
Schedule
Production
Inventory
Hold
Contract
Review
Credit
Check
PFD – Order Entry Activity

88
Defining Quality
Quantifying…
 “Degree to which a set of
inherent characteristics
fulfills requirements”
 Q = P/E
 Where Q is quality
 P is Performance
 E is Expectations

89
Where to apply QA
 Design
 Process
 Human
 Deming’s Philosophy:
 “inspection with the aim of finding bad ones and throwing
them out is too late, ineffective and costly. Quality comes
not from inspection but improvement of the process”

90
Quality Eras

91
Early 1900’s: Tailorism
 The philosophy of job decomposing which separated the tasks of
the craftsman into deskilled isolated operations
 The links between Customer/ Design/ Manufacture/ Inspection
were broken
craftsman
inspection
product
product
inspection

92
History (cont..)
 1920’s: Bell Telephone Labs
 A group was formed to develop new theories and methods
of inspection to improve and maintain quality
 This is where the term Quality Assurance was first used
 Developed
 Control Charts
 Sampling Techniques
 Economics of Quality
 1930’s: First book on Quality Control
 WW-2: US military adopts a system of statistical sampling and the
imposition of strict standards to be met by suppliers.
- time

93
 1950’s: Deming and Juran’s introduction to
Japan of Statistical Quality Control
Techniques
 juran.com/drjuran.html
History (cont..)

94
History (cont..)
 Industrial Revolution:
 applied to the manufacture of rifles for the US Army
 Made high demands on the manufacturing process
 Quality Assurance imperative (especially for large buyers)

95
 1960’s and 70’s : Increasing Japanese
domination of large sectors of world
trade in manufacturing
 1972 Institute of Quality Assurance
(IQA) established
History (cont..)
 Early 90’s: Japan still increasing its
domination of manufacturing sectors
and services; with one of the fastest
growing economies
 The West in recession and focusing
heavily on quality systems

96
Quality is free - the optimum is zero
Philip Crosby
defects.
W. Edwards
Deming
Deming’s 14 points.
How to use statistics.
Armand
Feigenbaum
Total quality control.
Joseph Juran
Quality as fitness for use, rather than
conformance to specification.
Genichi Taguchi
Loss function.
Minimize variation.
Kaoru Ishikawa
Quality circles and cause and effect
diagrams.
More Quality Gurus

97
Problem Solving…
Different Approaches…
 Juran’s Trilogy
 Planning
 Control
 Improvement
 PDSA (Shewhart’s and Deming)
 Kaizen (Japanese approach)
 Reengineering
 Six Sigma

98
Juran’s Trilogy
 Plan
 Identify customers (internal/external)
 Discover the Needs
 Develop Product/Service features
 Develop Process able to produce product/service features
 Control
 Determine what to be controlled and their unit of measure
 Set goals for the control
 Measure actual performance
 Compare actual performance to goals
 Act on difference
 Improvement
 Attain levels of performance that are higher than current levels
 Establish Quality Council
 Adopt Problem Solving Methods

99
Act Plan
DoStudy
Identify the
opportunity
Analyze the
Process
Develop the
Optimal Solution
Implement
Study the
results
Standardize
The solution
Plan for future
PDCA / PDSA

100
PDCA / PDSA
 Identify the Opportunities
 Identify the problems
 Prioritize the Problems
 Form a team
 Define the Scope (sphere of problem observed)
 Give clear authority, objective, scope, composition and
direction and control to the team
 Analyze the Current Process
 Establish Process Flow Diagram
 Define Target Performance Measures
 Analyze the available data
 If needed, change data collection tools/techniques
 Determine root cause, using different techniques

101
PDCA / PDSA
 Develop the Optimal Solution
 Creativity and Brainstorming needed
 One of the following may be adopted
 Creating new process
 Combine different processes
 Modify the existing process
 Implement Changes
 Preparing the implementation plan
 5Ws and How
 Obtain Approval
 From the Quality Council
 From the departments where change will be implemented
 Implementing the Process Improvements

102
PDCA / PDSA
 Study the Results
 Monitor the change
 Evaluate the Change
 Study the effectiveness of the improvement

103
Kaizen
5 S…
 Seiri : Proper Arrangement
 Seiton : Put things in order
 Seiso : Clean up
 Shiketsu : Personal Cleanliness
 Shitsuke : Discipline
 Kai: “change”
 Zen: “good”
Kaizen Check List…
 Personnel
 Work techniques
 Work Methods
 Procedures
 Time
 Facilities
 Equipment
 Tools
 Material
 Plant layout
 Paradigms (mind sets)
Kaizen involves:
 People
 Processes
 Products

104
Quality Today
 What is Quality
 Quality Dimensions& Obstacles
 Cost of Quality
 Six Sigma

105
Quality
Improvement
The Pursuit of
QUALITY
is a JOURNEY
not a DESTINATION!
Where are you; on your
STARTING
blocks?
QUALITY starts here and NOW!

106
Six-Sigma – What is it?
 Six Sigma is a business management strategy, originally developed by
Motorola, that today enjoys wide-spread products in diversified sectors of
industry.
 Six Sigma seeks to identify and remove the causes of defects and errors in
manufacturing and business processes.
 It uses a set of quality management methods, including statistical methods, and
creates a special infrastructure of people within the organization ("Black Belts"
etc.) who 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 or profit
increase)
 Innovation Algorithm
DMAIC (Define-Measure-Analyze-Improve-Control)
Design for Six Sigma Algorithm
DMADV (Define-Measure-Analyze-Design-Verify)  (DFFS)
Makes Integrative Use of:
Various strategies and tools from Statistics, QMS, Business, Engineering etc

Quality Today [TQM] - Kamran Khan [chromeis.com]

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Quality Today [TQM] - Kamran Khan [chromeis.com]

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