Quality engineering question Please read the pages and make a summary of them with your own words make a very short summary please mention only the necessary parts Also you will put your comments and ideas about the topic It is what you understand You must prepare neat the summary
Quality engineering question Please read the pages and make a summary of them with your own words make a very short summary please mention only the necessary parts Also you will put your comments and ideas about the topic It is what you understand You must prepare neat the summary
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Quality engineering question
Please read the pages and make a summary of them with your own words
make a very short summary please mention only the necessary parts
Also you will put your comments and ideas about the topic
It is what you understand
You must prepare neat the summary
Transcribed Image Text:CHAPTER ONE The Total Quality Approach to Quality Management
CHAPTER ONE The Total Quality Approach to Quality Management
9.
behind management-labor discord ad infinitum without
achieving consensus. From the perspective of total quality, who
or what is to blame for adversarial management-labor rela-
tions is irrelevant. What is important is this: To apply the total
quality approach, organizations must have unity of purpose.
This means that internal politics have no place in a total quality
organization. Rather, collaboration should be the norm.
A question frequently asked concerning this element of
total quality is "Does unity of purpose mean that unions will
no longer be needed?" The answer is that unity of purpose has
nothing to do with whether unions are needed. Collective bar-
gaining is about wages, benefits, and working conditions, not
about corporate purpose and vision. Employees should feel
more involved and empowered in a total quality setting than in
a traditionally managed situation, but the goal of total quality is
to enhance competitiveness, not to eliminate unions. For exam-
TOTAL QUALITY PIONEERS
By the late 1940s, key industrial leaders in Japan had
finally come to the realization that the key to competing in
the international marketplace is quality. At this time, Shigeiti
Mariguti of Tokyo University, Sizaturo Mishibori of Toshiba,
and several other Japanese leaders invited Deming to visit
Japan and share his views on quality. Unlike their counter-
parts in the United States, the Japanese industrialists accepted
Deming's views, learned his techniques, and adopted his phi-
losophy. So powerful was Deming's impact on industry in
Japan that the most coveted award a company there can win
is the Deming Prıze. In fact, the standards that must be met to
win this prize are so difficult and so strenuously applied that it
is now being questioned by some Japanese companies.
By the 1980s, leading industrialists in the United States
were where their Japanese counterparts had been in the late
1940s. At last, Deming's services began to be requested in his
own country. By this time, Deming was over 80 years old. He
had not been received as openly and warmly in the United
States as he was in Japan. Deming's attitude toward corporate
Total quality is not just one individual concept. It is a number
of related concepts pulled together to create a comprehen-
sive approach to doing business. Many people contributed in
meaningful ways to the development of the various concepts
that are known collectively as total quality. The three major
contributors are W. Edwards Deming, Joseph M. Juran, and
Philip B. Crosby. To these three, many would add Armand
V. Feigenbaum and a number of Japanese experts, such as
Shigeo Shingo.
Plan
Analyze
The
Neming
Cycle
Deming's Contributions
Of the various quality pioneers in the United States, the best
known is W. Edwards Deming. Deming's contribution was
ple, in Japan, where companses are known for achieving unity of his ability to see the big picture, envision the impact of qual-
ity on it, and meld different management philosophies into
a new, workable, unitary whole. More than any other quality
pioneer, Deming is responsible for the total quality approach.
Deming came a lung way to acliieve ile status uf inter-
nationally acclaimed quality expert During his formative
years, Deming's family bounced from small town to small
town in Iowa and Wynming, trying in vain to rise out of pow-
erty. These early circumstances gave Deming a lifelong ap-
preciation for economy and thrift. In later years, even after
he was generating a substantial income, Deming maintained
only a simple office in the basement of his modest home out
of which he conducted his international consulting business.
Working as a janitor and at other odd jobs, Deming
worked his way through the University of Wyoming, where
he earned a bachelor's degree in engineering. He went on to
receive a master's degree in mathematics and physics from the
University of Colorado and a doctorate in physics from Yale.
His only full-time employment for a corporation was
with Western Electric. Many feel that what he witnessed dur-
ing his employment there had a major impact on the direction
the rest of his life would take. Deming was disturbed by the
3
Check
Act
purpose, unions are still very much in evidence. Unity of pur-
pose does not necessarily mean that labor and management will
always agree on wages, benefits, and working conditions, but it
does mean that all employees work toward the common goal.
executives in the United States can be described as cantan-
FIGURE 1.3 The Deming Cycle.
.
kerous at best.
Deming's contributions to the quality movement would
be difficult to overstate. Many consider him the founder
of the movement. The things for which he is most widely
known are the Deming Cycle, his Fourteen Points, and his
Seven Deadly Diseases."
3. Check the product to make sure it was produced in ac-
cordance with the plan (check).
Employee Involvement and Empowerment
4. Market the product (act).
Employee involvement and empowerment is one of the most
misunderstood elements of the total quality approach and
one of the most misrepresented by its detractors. The basis
for involving employees is twofold. First, it increases the
likelihood of a good decision, a better plan, or a more ef-
fective improvement by bringing more minds to bear on the
situation-not just any minds but the minds of the people
who are closest to the work in question. Second, it promotes
ownership of decisions by involving the people who will
have to implement them.
Empowerment means not just involving people but also
involving them in ways that give them a real voice. One of
the ways this can be done is by structuring work that allows
employees to make decisions concerning the improvement
of work processes within well-specified parameters. Should
a machinist be allowed to unilaterally drop a vendor if the
vendor delivers substandard material? No. However, the ma-
chinist should have an avenue for offering his or her input
into the matter.
5. Analyze how the product is received in the marketplace
in terms of quality, cost, and other criteria (analyze).
The Deming Cycle Summarized in Figure 1.3, the Deming
Cycle was developed to link the production of a product with
consumer needs and focus the resources of all departments (re-
search, design, production, marketing) in a cooperative effort to
meet those needs. The Deming Cycle proceeds as follows:
Deming's Fourteen Points Deming's philosophy is both
summarized and operationalized by his Fourteen Points,
which are contained in Figure 1.4. Deming modified the
specific wording of various points over the years, which ac-
counts for the minor differences among the Fourteen Points
as described in various publications. Deming stated repeat-
edly in his later years that if he had it all to do over again, he
1. Conduct consumer research and use it in planning the
product (plan).
2. Produce the product (do).
would leave off the numbers.
amount of waste he saw at Western Electric's Hawthorne plant.
It was there that he pioneered the use of statistics in quality.
Although Deming was asked in 1940 to help the U.S.
Bureau of the Census adopt statistical sampling techniques,
his reception in the United States during these early years
was not positive. With hittle real competition in the interna-
tional marketplace, major U.S. corporations felt little need
for his help. Corporations from other countries were equally
uninterested. However, attitudes toward Deming's idea were
changed by World War II. The need to rebuild after the dev-
astation of World War II, particularly in bombed-out Japan,
brought Deming's ideas on quality to the forefront.
During World War II, almost all of Japan's industry
went into the hısiness of producing war materials After the
war, those firms had to convert to the production of con-
sumer goods, and the conversion was not very successful. To
have a market for their products, Japanese firms had to enter
the international marketplace. This move put them in direct
1. Create constancy of purpose toward the improvement of products and services
in order to become competitive, stay in business, and provide joba.
2. Adopt the new philosophy. Management must leam that it is a new economic
age and awaken to the challenge, leam their responsibilities, and take on
leadership for change.
3. Stop depending on inspection to achieve quality. Build in qualilty from the start.
4. Stop awarding contracts on the basis of low bids.
5. Improve continuously and forever the system of production and service, to
improve quality and productivity, and thus constantly reduce costs.
6. Institute training on the job.
7. Institute leadership. The purpose of leadership should be to help people and
technology work better.
8. Drive out fear so that everyone may work effectively.
9. Break down barriers between departments so that people can work as a team
10. Eliminate slogans, exhortations, and targets for the workforce. They create
adversarial relationships.
11. Eliminate quotas and management by objectives. Substitute leadership.
12. Remove barriers that rob ermployees of their pride of workmanship.
13. Institute a vigorous program of education and self-improvement.
14. Make the transformation everyone's job and put everyone to work on it.
Should the same machinist be allowed to change the
way she sets up her machine? If by so doing she can improve
ler part uf tlhe prucess witluut adversely affecting someune
else's, yes. Having done so, her next step should be to show
other machinists her innovation so that they might try it.
Peak Performance
When effectively practiced, total quality allows every aspect
of an organization to operate at peak levels. This means that
all personnel and processes are operating at their best. Peak
performance is essential to organizations that operate in a
global environment where competition is intense, constant, competition with companies from the other industrialized
and unforgiving.
countries of the world, and the Japanese firms did not fare well.
FIGURE 1.4 Deming's Fourteen Points.
Transcribed Image Text:6
CHAPTER ONE The Total Quality Approach to Quality Management
CHAPTER ONE The Total Quality Approach to Quality Management
7
improvement of products, processes, and people in order to
prevent problems before they occur. The traditional view of
attempt to adopt the total quality approach. This is because
they look at total quality as just another management innova-
tion rather than as a whole new way of doing business that
The total quality approach was defined in Figure 1.2. This requires an entirely new corporate culture. Too few organiza-
into one. Taylor's scientific management did away with this
by making planning the job of management and production
the job of labor. To keep quality from falling through the quality saw employees as passive workers who followed or-
cracks, it was necessary to create a separate quality depart-
ment. Such departments had shaky beginnings, and just who
was responsible for quality became a clouded issue.
As the volume and complexity of manufacturing grew,
quality became an increasingly difficult issue. Volume and
complexity together gave birth to quality engineering in the
1920s and reliability engineering in the 1950s. Quality engi-
neering, in turn, resulted in the use of statistical methods in
the control of quality, which eventually led to the concepts
of control charts and statistical process control, which are now
fundamental aspects of the total quality approach.
Reliability engineering emerged in the 1950s. It began a
trend toward moving quality control away from the traditional
after-the-fact approach and toward inserting it throughout the
design and production processes. However, for the most part, total quality perspective:
quality control in the 1950s and 1960s involved inspections . Productivity versus quality. The traditional view is
KEY ELEMENTS OF TOTAL
QUALITY
ders given by supervisors and managers. It was their labor,
not their brains, that was wanted. With total quality, employ-
ees are empowered to think and make recommendations for
continual improvement. They are also shown the control
boundaries within which they must work and are given free-
definition has two components: the what and the how of
total quality. What distinguishes total quality from other ap-
proaches to doing business is the how component of the defi-
nition. This component has several critical elements, each of Teamwork
which is explained in the remainder of this section and all
of which relate to one of the components of the three-legged
stool in Figure 1.1.
tions begin the implementation of total quality with the long-
term commitment to change that is necessary for success.
dom to make decisions within those boundaries.
The traditional view of quality expected one improve-
ment per employee per year. Total quality organizations
expect to make at least ten or more improvements per em-
ployee per year. Organizations that think traditionally focus
on short-term profits. The total quality approach focuses on
long-term profits and continual improvement.
The following statements summarize some of the major
differences between the traditional view of quality and the
In traditionally managed organizations, the best competitive
efforts are often among departments within the organization.
Internal competition tends to use energy that should be focused
on improving quality and, in turn, external competitiveness.
Strategically Based
Total quality organizations have a comprehensive strategic Continual Process Improvement
plan that contains at least the following elements: vision, mis-
sion, broad objectives, and activities that must be completed
to accomplish the broad objectives. The strategic plan of a
total quality organization is designed to give it a sustainable
competitive advantage in the marketplace. The competitive fundamental goal in a total quality setting-it is necessary to
advantages of a total quality organization are geared toward continually improve systems.
achieving world-leading quality and improving on it, con-
tinually and forever.
Products are developed and services delivered by people
using processes within environments (systems). To continu-
ally improve the quality of products or services-which is a
that resulted in nothing more than cutting out bad parts.
World War II had an impact on quality that is still
being felt. In general, the effect was negative for the United
States and positive for Japan. Because of the urgency to
meet production schedules during the war, U.S. companies
focused more on meeting delivery dates than on quality.
This approach became a habit that carried over even after
that productivity and quality are always in conflict. You
cannot have both. The total quality view is that lasting
productivity gains are made only as a result of quality
improvements.
. How quality is defined. The traditional view is that
quality is defined solely as meeting customer specifica-
tions. The total quality view is that quality means satisfy-
ing customer needs and exceeding customer expectations.
Education and Training
Education and training are fundamental to total quality be-
cause they represent the best way to improve people on a con-
tinual basis. It is through education and training that pcople
who know how to work hard learn how to also work smart.
Customer Focus
In a total quality setting, the customer is the driver. This
point applies to both internal and external customers.
External customers define the quality of the product or ser-
vice delivered. Internal customers help define the quality of Freedom Through Control
the people, processes, and environments associated with the
products or services.
the war.
Japanese companies, on the other hand, were forced to
learn to compete with the rest of the world in the produc- . How quality is measured. The traditional view is that
tion of nonmilitary goods. At first, their attempts were un-
successful, and "Made in Japan" remained synonymous with
poor quality, as it had been before World War II. Around
1950, however, Japan decided to get serious about quality
and establishing ways to produce quality products.
Japanese manufacturers overcame a reputation for pro-
ducing cheap, shabby products and developed a reputation
as world leaders in the production of quality products. More
than any other sıngle factor, it was the Japanese miracle-
which was not a miracle at all but the result of a concerted
quality is measured by establishing an acceptable level
of nonconformance and measuring against that bench
mark. The total quality view is that quality is measured
by establishing high-performance benchmarks for
customer satisfaction and then continually improving
performance.
. How quality is achieved. The traditional view is that
quality is inspected into the product. The total quality
view is that quality is determined by product and process
design and achieved by effective control techniques.
Involving and empowering employees is fundamental to total
quality as a way to simultaneously bring more minds to bear
on the decision-making process and increase the ownership
employees feel about decisions that are made. Total qual-
ity detractors sometimes mistakenly see employee involve-
ment as a loss of management control, when in fact control
is fundamental to total quality. The freedoms enjoyed in a
total quality setting are actually the result of well-planned
Obsession with Quality
In a total quality organization, internal and external custom-
ers define quality. With quality defined, the organization
must then become obsessed with meeting or exceeding this
definition. This means all personnel at all levels approach all
aspects of the job from the perspective of "How can we do
this better?" When an organization is obsessed with quality,
"good enough" is never good enough.
and well-carried-out controls. Controls such as scientific
methodologies lead to freedom by empowering employees
to solve problems within their scope of control.
effort that took 20 years to really bear frult-that got the rest
of the world to focus on quality. When Western companies
finally realized that quality was the key factor in global com-
petition, they responded. Unfortunately, their first responses
were the opposite of what was needed.
In spite of these early negative reactions, Western com-
panies began to realize that the key to competing in the global
marketplace was to improve quality. With this realization, the
total quality movement finally began to gain momentum.
Attitude toward defects. The traditional view is that
defects are an expected part of producing a product.
Measuring defects per hundred is an acceptable standard.
The total quality view is that defects are to be prevented
using effective control systems and should be measured
in defects per million (Six Sigma).
. Quality as a function. The traditional view is that
quality is a separate function. The total quality view is
that quality should be fully integrated throughout the
organization-it should be everybody's responsibility.
. Responsibility for quality. The traditional view is that
employees are blamed for poor quality. The total quality
view is that at least 85% of quality problems are manage-
Scientific Approach
Unity of Purpose
Total quality detractors put off by such concepts as employee Historically, management and labor have had an adversarial
empowerment sometimes view total quality as nothing more
than another name for "soft" management or "people" man-
agement. Although it is true that people skills, involvement,
and empowerment are important in a total quality setting, they
represent only a part of the equation. Another important part
is the use of the scientific approach in structuring work and in
making decisions and solving problems that relate to the work.
This means that hard data are used in establishing bench
marks, monitoring performance, and making improvements
relationship in U.S. industry. One could debate the reasons
--- -
QUALITY TIP
Continually Improving People, Processes, and
TWO VIEWS OF QUALITY
Products
The total quality approach seeks to improve everything all the
time forever. This means that it encompasses continually im-
The total quality philosophy introduced a whole new way
of looking at quality. The traditional view of quality mea-
sured process performance in defective parts per hundred
produced. With total quality, the same measurement is
thought of in terms of defective parts per million produced.
The traditional view focused on after-the-fact inspections
of products. With total quality, the emphasis is on continual
proving (1) how woll poople ora able to do thoir jobo, (2) how wcll
processes perform, and (3) the quality af products and services
provided by tne peopie and processes. To achieve total quality, it
is nacassary to focus moro on solving problams and continually
improving and less on blaming individuals for problems.
ment's fault.
- Supplier relationships. The traditional view is that sup-
plier relationships are short term and cost driven. The
total quality view is that supplier relationships are long
term and quality oriented.
Long-Term Commitment
Organizations that implement management innovations
after attending short term seminars often fail in their initial
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