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A learning curve is a concept used to measure how quickly a skill can be mastered. Usually shown as a
simple graph, a learning curve often depicts the combination of the time it takes to learn a new idea or
skill set, combined with the rate at which mastery is achieved. Learning curves are often used to measure
an individual¶s progress against an average
The principle of the learning curve theory is process improvement. The process improvement will occur as
a result of the repetitive nature of the tasks.
³Learning curve theory is based on three assumptions:
1. The amount of time required to complete a given task or unit of a product will be less each time the
task is undertaken.
2. The unit time will decrease at a decreasing rate.
3. The reduction in time will follow a predictable pattern´
½
Dr. J.M. Juran, did impact on the quality movement in Japan. He developed a useful framework, referred
as ³a universal thought process about quality, which fits all functions, all levels, all products lines.´ He
called it as ³Quality Trilogy´
1. Quality Planning
2. Quality Control
3. Quality Assurance
A. Quality Planning -
C. Quality Improvement
J
1. ^
R Inspections are costly and unreliable ± and they don't improve quality, they merely find a lack of
quality.
R ruild quality into the process from start to finish.
4.
R Look at suppliers as your partners in quality. ncourage them to spend time improving their own
quality ± they shouldn't compete for your business based on price alone.
R Analyze the total cost to you, not just the initial cost of the product.
Ñ.
R ^ontinuously improve your systems and processes. Ôeming promoted the ½ ^
Ô approach to process analysis and improvement.
R Use
as a model to reduce waste and to improve productivity, effectiveness, and safety.
6.
R pect your supervisors and managers to understand their workers and the processes they use.
R *igure out what each person actually needs to do his or her best.
8.
R Allow people to perform at their best by ensuring that they're not afraid to e press ideas or
concerns.
R ake workers feel valued, and encourage them to look for better ways to do things.
R Use open and honest communication to remove fear from the organization.
9. r
R ruild the "internal customer" concept ± recognize that each department or function serves other
departments that use their output.
R ruild a shared vision.
R Let people know e actly what you want ± don't make them guess. " cellence in service" is short
and memorable, but what does it mean? How is it achieved? The message is clearer in a slogan like
"You can do better if you try."
11.
R Look at how the process is carried out, not just numerical targets. Ôeming said that production
targets encourage high output and low quality.
R ½rovide support and resources so that production levels and quality are high and achievable.
12.
R Allow everyone to take pride in their work without being rated or compared.
R Treat workers the same, and don't make them compete with other workers for monetary or
other rewards..
13.
R Improve your overall organization by having each person take a step toward quality.
R Use effective change management principles to introduce the new philosophy and ideas in
Ôeming's 14 points.