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·| 
PAST PRESENT
-| ality is the -| ality is everyone¶s
responsibility of responsibility, incl ding
workers and direct management, workers,
labo r employees the indirect labo r force
working on the and the overhead staff
prod ct
-Defects sho ld be -Defects sho ld be
hidden from the highlighted and
c stomers and bro ght to the s rface
management for corrective action..
ë  
·| 
PAST PRESENT
-Vdentification of -Vdentification of q ality
q ality problems lead problems lead to
to blame, fa lty improvement in q ality
j stification and
exc ses
-Defects are ca sed -Defects are ca sed by
mainly by the people processes

-Vncreased q ality will -Vmproved q ality


increase project costs red ces overall project
costs..
ë  
·| 
PAST PRESENT
-| ality is internally -| ality is c stomer
foc ssed foc sed

-| ality will not occ r -People want to


witho t close prod ce q ality
s pervision of people prod cts

-| ality is inspected at -| ality is b ilt in to the


the end of the prod ct right from the
prod ction cycle initial phase.
ë 
|ALVTY CONTROL

|ALVTY ASSRANCE

TOTAL |ALVTY MANAGEMENT .


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Deming¶s Chain Reaction

Vmprove | ality
Provide jobs and Cost decreases beca se of
more jobs less rework, fewer
mistakes, fewer delays,
snags, better se of
machine time and
Stay in b siness materials

Prod ctivity improves


Capt re the market with better
q ality and lower price
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-Ñind problems. Vt is management¶s job to work


contin ally on the system.
-Vnstit te modern methods of training on the job.
-Vnstit te modern methods of s pervision of prod ction
workers. The responsibility of foremen m st be changed
from n mbers to q ality.
-Drive o t fear that everyone may work effectively for
the company.
· 
 

-[reak down barriers between departments.


-Eliminate n merical goals, posters and slogans for the
workforce asking for new levels of prod ctivity witho t
providing methods.
-Eliminate work standards that prescribe n merical
q otas.
-Remove barriers that stand between the ho rly worker
and his right to pride of workmanship.
· 
 

-Vnstit te a vigoro s programme of ed cation and


retraining.
-Create a str ct re in top management that will p sh
everyday on the above 13 points.
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‡Scrap
‡Rework Visible costs
‡Warranty costs

‡ Conversion efficiency of materials

‡ Vnadeq ate reso rce tilization

‡ Excessive se of material
ÿidden Costs ‡ Cost of redesign and re-inspection

‡ Cost of resolving c stomer problems

‡ Lost c stomers / Goodwill

‡ ÿigh inventory
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|ALVTY |ALVTY
CLTRE VS: CLTRE VS NOT:
Listening to c stomers Ass ming yo know the
and determining their c stomer¶s req irements
req irements
Vdentifying cost of Overlooking hidden
q ality and foc sing costs of poor q ality
on prevention
Doing things right the Doing things again to
first time make them right
Contin o s process One-time fix..
improvement
|ALVTY |ALVTY
CLTRE VS: CLTRE VS NOT:
Taking ownership at Assigning
all levels responsibility to one
department
Demonstrating Assigning
leadership and responsibility for
commitment q ality to others
Concentrating on Depending only on
defect prevention defect detection
Vnvolving s ppliers in Vgnoring s ppliers.
q ality improvement
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| ality is a Jo rney,
not a Destination

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