Professional Documents
Culture Documents
BY
DR. SUKARNUR CHE ABDULLAH
ROOM : T1 - A12 8A
TEL : 0355435179
E-MAIL: sukarnur@salam.uitm.edu.my
SECTION 1
INTRODUCTION TO TQM
HISTORY:
-
PRODUCTION
SYSTEMS
What is a SYSTEM
A system is a group of related parts that works
together to achieve a goal.
The goal is whatever the system is supposed to
do.
Classification of SYSTEMS
Systems
Natural Systems
Human Being
Animals
Plants
Technological Systems
Others
Organizations
Products
Subsystems
A system can have many parts. Subsystems are
smaller systems that are combined to produce
larger systems.
Example:
System....
Computer
Subsystems... Keyboard, disk drive, monitor, printer,
etc
INPUT
Resources put into
the system
PROCESS
Combines
resources
OUTPUT
What comes from
the system
Input
Input includes anything that is put in to system. The input comes
from the resources.
A resource is anything that provides supplies or support for the
system.
All technological systems requires input from 7 categories of
resources.
People
Information
Energy
Materials
Tools and
machines
Time
Capital
Process
Process is a series of actions leading to an outcome.
Process transforms resources into product or service.
This is where resources are combined.
Production processes usually have 2 major subsystems:
Management and Production
INPUT
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PROCESS
OUTPUT
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PROCESS
Managing
Producing
Planning
Preprocessing
Organizing
Processing
Controlling
Postprocessing
OUTPUT
Output
Output is the result of a system.
Example:
Tv, computer, table, car, vegetables, meals..
Education, maintenance, catering..
All these outputs are planned and desirable. Waste materials
are another kind of output produced by most systems. There
fore, companies want to reduce or eliminate waste.
Undesirable outputs from production systems include air and
water pollution, chemicals that are difficult to dispose of , and
noise.
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Feedback
Feedback occurs when information about the output
of a system is sent back to the system.
Feedback can improve the performance of a system.
INPUT
PROCESS
FEEDBACK
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OUTPUT
Production Systems
The goal of a production system is to manufacture or
construct products.
Clothes, appliances, books Manufacturing
Building, road, bridge Construction
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Characteristics of Goods
Tangible product
Consistent product
definition
Production usually
separate from
consumption
Can be inventoried
Low customer
interaction
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Characteristics of Service
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Intangible product
Produced & consumed
at same time
Often unique
High customer
interaction
Inconsistent product
definition
Often knowledge-based
Service
Reselling unusual
Difficult to inventory
Quality difficult to measure
Selling is part of service
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Defining Quality
ASQC - quality is a subjective term for which
each person has his or her own definition
Whats your definition?
Defining Quality
In technical usage, quality can have two
meanings:
the characteristics of a product or service that
bear on its ability to satisfy stated or implied
needs, and
a product or service free of deficiencies
Stouts View
Quality
Performance
Expectation
Defining Quality
Definition of Quality by managers of 86 firms:
-Perfection
-Consistency
-Eliminating waste
-Speed of delivery
-Compliances with policies and procedures
-Providing a good, usable product
-Doing it right the first time
-Delighting and pleasing customers
-Total customer services and satisfaction
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Producers view
conformance to requirements (Crosby)
costs of quality (prevention, scrap, warranty)
increasing conformance raises profits
Governments view
products should be safe
not harmful to environment
Product-Based Quality
The presence or absence of a given product attribute.
User-Based Quality
Quality of the product as determined by its ability to
meet the users expectations.
Manufacturing-Based Quality
How well the product conforms to its design
specification or blueprint.
Value-Based Quality
How much value each customer separately attributes
to the product in calculating their personal cost-benefit
ratio.
Transcendent (Judgmental)
definition of Quality
Excellence
You just know it when you see it..
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Product-based definition
Quantities of product attributes
User-based definition
Fitness for intended use.
How well the product its intended use.
Satisfying customer needs
Value-based definition
Relationship of usefulness or satisfaction to
price.
Value-based Approach
Manufacturing
dimensions
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived quality
Service dimensions
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Manufacturing-based definition
Conformance to specifications, or desirable
outcome of the engineering and
manufacturing practice.
Targets and tolerances: 236 +- 0,3cm
On time arrival
10:30 pm
Same taste
everytime,
everywhere
Quality Perspectives
transcendent &
product-based
Customer
products
and
services
user-based
needs
value-based
Marketing
Design
manufacturingbased
Manufacturing
Distribution
Information flow
Product flow
Shift to Quality
Isolated
Economies
Focus on
quantity
Pre-World War II
Period of
change from
quantity to
quality
1945
Global
Economy
Focus on
quality
1990s
Customer-Driven Quality
Meeting or exceeding customer
expectations
Customers can be...
Consumers
External customers
Internal customers
Total Quality
- Customer satisfaction and reducing costs
- A systems approach that integrates organizational
functions and the entire supply chain
- Stresses learning and adaptation to change
- Based on the scientific method
Demings View of a
Production System
Suppliers of
materials and
equipment
Design and
Redesign
Receipt and test
of materials
A
B
C
D
Consumer
research
Consumers
Production, assembly
inspection
Distribution
INPUTS
PROCESSES
OUTPUTS
Organizational Level
External customer requirements.
Questions are:
Which product and service meet your
expectations
Which do not.
What product and services do you need that you
are receiving.
What product and services do not need that you
are receiving.
Process Level
Organizational units are classified as functions or
departments.
Questions:
What product and services are most important to the
external customer
What process produces those products and services
What are the key inputs to the process
Which processes have the most significiant effects on
the organization customer-driven performance
standards
Who are my internal customers and what are their
needs
Attribute to TQM
Customer focus
Strategic Planning
Continuous Improvement
Customer Focus
Service package
Customer relationship
Internal customer
Commitment and
Leadership
Continuous Improvement
+
3 Classes of Customer
Needs
~
Quality Advocates
U.S. Quality Innovators:
- Walter Shewhart (1920s -1940s)
- W. Edwards Deming (post WWII through 1980s)
- Joseph M. Juran (consultant post WWII through1980s)
- Armand V Feingenbaum (post WWII through 1980s)
- Philip Crosby (1980s)
Walter A Shewhart
W. Edwards Deming
William Edwards Deming (October 14, 1900 December 20,
1993) was an American Statistician, professor, author, lecturer
and consultant.
He is perhaps best known for his work in Japan.
Deming received a BSc in electrical engineering from the
University of Wyoming at Laramie(1921), a M.S. from the
University of Colorado (1925), and a Ph.D from Yale University
(1928). Both graduate degrees were in mathematics and
physics.
There, from 1950 onward, he taught top management how to
improve design (and thus service), product quality, testing, and
sales (the last through global markets) through various
methods, including the application of statistical methods.
Quality Advocates
Joseph M. Juran
Contributions:
also well-known for helping improve Japanese
quality.
directed most of his work at executives and the field
of quality management.
- developed the Juran Trilogy for managing quality:
Quality planning, quality control, and quality
improvement.
Feigenbaum
Developed the concept of Total Quality Control.
System for managing the entire value-chain connecting
supplier to customer.
His Three Steps to Quality are quality leadership,
modern quality technology and organisational
commitment.
Philip Crosby
Quality management advocate, consultant, and
author.
Quality is Free
Kaoru Ishikawa
Contributions:
Genichi Taguchi
Contributions:
Taguchi methods emphasize consistency of
performance and reduced variation
Quality loss function (deviation from target is a loss to
society).
Parameter design (robust engineering) which is an
application of Design of Experiments:
Identify key variables
Reduce variation on the important variables
Open up tolerances on unimportant variables
Overview of the
Malcolm Baldrige
National Quality Award
(MBNQA)
Aproach Deployment
Continuous
Improvement (55%)
Deming Prize
The Deming prize, established in December 1950 in
honor of W. Edward Deming, was originally designed to
reward Japanese companies for major advances in quality
management. Over the years it has grown, under the
guidance of Japanese Union of Scientists and Engineers
(JUSE) to where it is now also available to non-Japanese
companies, albeit usually operating in Japan, and also to
individuals recognized as having made major contributions
to the advancement of quality.
Two categories of awards are made annually, the Deming
Prize for Individuals and the Deming Application Prize.
SIX SIGMA
Six Sigma is a business management strategy originally
developed by Motorola, USA in 1981. As of 2010, it enjoys
widespread application in many sectors of industry,
although its application is not without controversy.
Six Sigma seeks to improve the quality of process outputs
by identifying and removing the causes of defects (errors)
and minimizing variability in manufacturing and business
process.
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Graph of the normal distribution, which underlies the statistical assumptions of the Six
between the mean, , and the curve's inflection point. The greater this distance, the greater
Because of the properties of the normal distribution, values lying that far away from the
point in the future (1.5 sigma shift), there is still a good safety cushion. This is why Six
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Methods
Six Sigma projects follow two project methodologies inspired
by Deming's Plan-Do-Check-Act (PDCA) Cycle.
These methodologies, composed of five phases each, bear the
acronyms DMAIC and DMADV.
DMAIC is used for projects aimed at improving an existing
business process.
DMADV is used for projects aimed at creating new product or
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process designs.
DMAIC
The DMAIC project methodology has five phases:
Define the problem, the voice of the customer, and
the project goals, specifically.
Measure key aspects of the current process and
collect relevant data.
Analyze the data to investigate and verify causeand-effect relationships. Determine what the
relationships are, and attempt to ensure that all
factors have been considered. Seek out root
cause of the defect under investigation.
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DMADV
The DMADV project methodology, also known as
DFSS ("Design For Six Sigma"), features five
phases:
Define design goals that are consistent with
customer demands and the enterprise strategy.
Measure and identify CTQs (characteristics that
are Critical To Quality), product capabilities,
production process capability, and risks.
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Implementation roles
One key innovation of Six Sigma involves the
"professionalizing" of quality management functions.
Prior to Six Sigma, quality management in practice was
largely relegated to the production floor and to
statisticians in a separate quality department.
Formal Six Sigma programs borrow martial arts ranking
terminology to define a hierarchy (and career path) that
cuts across all business functions.
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Quality Assurance
Prevention
SPC
Quality Control
Detection
SQC
Inspection
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Current Practices
*
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in US.
Contd
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Contd