JICA Project Briefing Paper
|
|
- Gordon Richardson
- 6 years ago
- Views:
Transcription
1 JICA Project Briefing Paper TQM IN JAPAN Deming, Juran and Ishikawa Dennis S. Tachiki Faculty of Business Administration Tamagawa University If Japan can achieve high quality products and services, why can t Bangladesh? The current situation in this country is very similar to the situation in Japan between the two world wars. This briefing paper outlines some of the major measures Japan adopted to rise from the ashes of war and become an economic power. The field of quality control in Japan dates back to the 1930s, when Japanese scholars were active in translating the British statistician E.S. Pearson s book on the Application of Statistical Methods of Industrial Standardization and Quality Control (1935), the American statistician Walter A. Shewhart s book on the Economic Control of Quality of Manufactured Products (1931) and other related materials to improve industrial production. Much of this know how stayed in the hands of a small group of statisticians and engineers; however, after World War II many managers began to use these ideas in their daily business activities. 1 W. Edwards Deming, Joseph M. Juran and the Union of Japanese Scientists and Engineers (JUSE) played important roles in shaping what we now know as total quality management (TQM). W. Edwards Deming In 1949, the Supreme Commander of Allied Powers, the allied occupation forces headquarters, invited the distinguished statistician W. Edwards Deming to Japan. He would return to Japan one year later to lecture at the now famous eight-day JUSE seminars where he introduced the quality control practitioners to three basic ideas. The first idea Deming introduced to JUSE was the PDCA Cycle Plan, Do, Check and Action. 1 In the immediate postwar era, the main nomenclature was TQC (total quality control); however, in the 1980s this gave way to TQM (total quality management) to shift the focus from product and service quality to the management of achieving customer satisfaction (i.e, quality). Depending on the time period, then, I will interchangeably use TQC and TQM.
2 ACTION CHECK PDCA CYCLE PLAN DO Managers are expected to make business decisions but they do not always have the resources to fully execute it. The PDCA Cycle is a systematic method guiding managers to consider not only going from planning to execution, but continuing further to evaluate whether a work unit s goals have been achieved (check) and then decide what remedial steps are necessary to achieve their work unit s goals (action). In the plan phase, you define a problem and the methods for solving it. In the do phase you engage in education and training and then implement the plan. In the check phase you evaluate the effects of the implementation based on the measures and metrics adopted in the plan phase. And in the action phase you take the appropriate measures to close the performance gap between what was planned and the actual outcomes. This cycle is repeated continuously (i.e., kaizen) leading to better and better levels of product and service quality. The second idea he introduced to the JUSE was Shewhart s statistical quality control (SQC) and statistical process control (SPC) techniques. Managers are expected to make Kaizen on the spot decisions; however they have little time to look at the big picture. To allow managers to see the bigger picture, Deming demonstrated the power of managing by fact, not by guts (i.e., intuition) through statistical methods. In this connection, perhaps the most known SQC/SPC tool is the control charts. 7 days 1 day 0 CONTROL CHART Upper Limit 3.5 days X Lower Limit Upper Limit R Lower Limit The number of days it takes for a client to receive her/his residency document from the local government agency. t 1 t 2 t 3 t 4 t 5 A control chart shows whether a process is stable or abnormal. Take the case of a client visiting a local government agency to request a residency document. The work unit policy is to process the document within one day (lower limit) but no more than seven days (upper limit). Current it takes on average (x) three and half days. A process is stable if the line graph over t 1, t 2, t 3, t 4 and t 5 Project for Enhancing the Capacity of Public Service Training in Bangladesh 1
3 (where t = time period interval for collecting sample data on a business activity within a work unit) is within the upper and lower limits. This is the case for time periods t 1, t 2, t 3 and t 5. Fluctuations outside the upper and lower limits indicate abnormality that must be investigated and eliminated. This is the case in time period t 4. Instead of waiting for client complaints, a manager would immediately know something is wrong in the processing documents and would investigate what corrective action to take. Deming showed the JUSE how to apply this simple but powerful chart in reducing defects and achieving quality standards. The third idea he introduced was the importance of sampling inspection and dispersion range, average deviation, variance and standard deviation in statistical data. The basic assumption underlying this concept is that all production processes fluctuate; however, it is important to differentiate between naturally occurring fluctuations (uncontrollable) and unwanted errors (controllable). For example, in the control chart above, the trend line for R (range) does not exceed the upper and lower limit at t 4, suggesting this may be an uncontrollable fluctuation that is, in this case a national strike. Deming showed the JUSE how to use these statistical concepts to identify and focus on eliminating unwanted errors from work activities. In short, Deming s main contribution to the development of Japanese TQC was to introduce the concepts and statistical tools for improving product and service quality (see Deming 1986 on his 13 Points ). In his honor, the JUSE named their prestigious quality control award after him that is, the Deming Prize. Joseph M. Juran When JUSE first began promoting the TQC idea in Japan, it encountered resistance from senior and middle management. Senior managers saw quality control activities as adding unnecessary overhead costs. Middle managers did not want the technical staff to interfere in the administration of their work units. In 1954, the JUSE invited Joseph M. Juran, a management consultant, to deliver a series of lectures under the theme of Quality Control and Management to learn how to unblock these organizational bottlenecks. For senior managers who think quality control activities are a waste of time, Juran drew upon the Pareto principle in response. This principle states that some phenomena occur more frequently (the vital few) than others (the trivial many). To illustrate this principle, he introduced the JUSE to the Pareto Diagram, a simple tool for rank ordering the frequency a problem occurs. In the figure below, the horizontal axis lists the possible causes contributing to a work issue. For example, out of the eight Project for Enhancing the Capacity of Public Service Training in Bangladesh 2
4 Missing information Inadequate staff training Lack of computer Misplaced files Copy machine breakdown Staff Miscommunication Low morale Electric shortage problems delaying a client receiving her/his residency document within one week from a local government agency, just eliminating missing information would save three days in document processing time. After solving this problem, the next step is to provide more staff training and then consider purchasing computers. In short, a Pareto Diagram allows managers to distinguish between the vital few issues from the trivial many issues. Then, rather than fighting fires (handling problems as they arise each day), top management should proceed step-by-step to solve the issues hindering employees from achieving the overall goals of their work unit. PARETO DIAGRAM days % Correcting missing information 50 2 problem reduces the document processing time by 1 0 to the JUSE is that middle managers play a key role in planning, control and improvement of product quality, the three key elements of the Juran trilogy (Juran and Godfrey 1998). Juran pointed out that quality control refers to not only product quality, but also the quality of the work process. The technical staff has responsibility for product quality but it is the middle managers who have direct line responsibility for ensuring that the work process flows smoothly. Consequently, as products move across functional departments, managers must cooperate with each other to eliminate unwanted errors and delays causing consumers dissatisfaction. Juran s main contribution to Japanese TQC, then, was to bring management into the quality control picture formerly dominated by the technical staff. In doing so, the JUSE began to shift its national quality promotion activities from a focus primarily on statistical quality control techniques and towards what would become total quality management. A second message he conveyed Quality Control Research Group Engineers and academics established the Union of Japanese Scientists and Engineers (JUSE) in 1946 to promote the use of quality control methods in Japanese industry (see This organization carries out a wide range of activities; however, let me focus on Project for Enhancing the Capacity of Public Service Training in Bangladesh 3
5 the activities of the Quality Control Research Group (QCRG) to illustrate how to take the know how from other countries and adapt it to the local sensibilities in one s own country. JUSE organized the QCRG in 1949 to scan the international quality control field for best practice in three areas: (1) methods for rationalizing production in industry, (2) methods for improving the quality of export goods and (3) methods that would raise the living standards of the Japanese people from the ashes of war. In short, the mission of the QCRG clearly linked quality control methods to national policies addressing issues confronting industry and society. Under this mandate, one key point about the QCRG is that the members were academics and practitioners rather than consultants. When academics and practitioners evaluate a wide variety of quality control methods they are more objective in distinguish between a management fad and what is best practice than consultants who are unlikely to promote a method related to their consulting services. Consequently, early in this history of TQM in Japan, companies could avoid the costly search cost and the even more costly consultant fee in order to arrive at best practice. This was an important factor in the relatively rapid spread of the TQC idea across the private sector in Japan. By putting the private consultant in a supportive role and giving academics and practitioners the leading role in evaluating best practice, it is interesting to note that the Japanese business community was quicker in realizing the merits of Deming and Juran s approaches to quality control than their American counterparts. Indeed, the Americans were to ask several decades later in a famous NBC television program If Japan Can, Why Can t We? Another key point about the QCRG is that they did not naively adopt a best practice. What works in one culture does not necessarily work in another culture. Instead the QCRG experimented with ways to adapt the foreign ideas to the Japanese business environment. For example, one innovation was to make quality control not only the responsibility of the technical staff, but also the line managers. This reduces the tension between staff and line mangers over turf (scope of responsibility) as well as make quality a central part of a work unit s daily business activities rather than something extra you do if you have time. Many of these simple adaptations of best practice made the content of the QC Basic Course, a day training workshop spread over six months, much easier for managers and engineers to understand the concept of TQC. Kaoru Ishikawa, a prominent figure in the QCRG, played a major role in the development and diffusion of the TQC idea in Japan. He was instrumental in (1) simplifying complex statistical concepts and tools Project for Enhancing the Capacity of Public Service Training in Bangladesh 4
6 for use in business (e.g., cause and effect diagram, also called the Ishikawa Diagram) and (2) turning the product development sequence on its head by starting with the voice of the customer rather than research and development. It is still worth reading his publications, especially What Is Total Quality Control? (1985) and Introduction to Quality Control (1990). UNION OF JAPANESE SCIENTISTS AND ENGINEERS Engineers and academics established the Union of Japanese Scientists and Engineers (JUSE) in 1946 to promote the use of quality control methods in Japanese industry. This organization carries out a wide range of activities (see next section on JUSE). In connection to our discussion, however, let me focus on the activities of the Quality Control Research Group (QCRG) to illustrate how to take the know-how from other countries and adapt it to the local sensibilities in one s own country. JUSE organized the QCRG in Members of this research group were active in scanning the international quality control field for information in three areas. First, methods for rationalizing production in industry. Second, methods for improving the quality of export goods. And third, methods that would raise the living standards of the Japanese people from the ashes of war. In short, the QCRG had a clear mission to address pressing issues confronting industry and society through quality control methods. The QCRG played a pivotal role in scanning for best practice in quality control, adapting it to the Japanese business environment and diffusing it through low-cost publications and training courses. One key point about the QCRG is that they evaluated a wide variety of quality control methods to distinguish between a management fad and what is best practice. Consequently, companies could avoid the costly search cost and the even more costly consultant fee in order to arrive at best practice. This was an important factor in the relatively rapid spread of the TQC idea across the private sector in Japan. In this connection, it is interesting to note that the Japanese business community was quicker in realizing the merits of Deming and Juran s approaches to quality control than their American counterparts. Indeed, the Americans were to ask several decades later in a famous NBC television program If Japan Can, Why Can t We? Another key point about the QCRG activities is that they did not naively adopt a best practice. Instead they experimented with ways to adapt the foreign ideas to the Japanese business environment. For example, one innovation was to make quality control not only the responsibility of the technical staff, but also the line managers. This reduces the tension between staff and line mangers over turf (scope of responsibility) as well as make quality a central part of a work unit s daily business activities rather than something extra you do if you have Project for Enhancing the Capacity of Public Service Training in Bangladesh 5
7 time. These simple innovations are the basis for the QC Basic Course, a day training workshop spread over six months on quality control for managers and engineers. Today JUSE is among the leading organizations promoting quality control in Japan. It is the headquarters for QC circle activities in Japan and the secretariat for the prestigious Deming Prize. JUSE also plays an important role in promoting quality control throughout the world through involvement in such organizations as the International Association of Quality and the International Convention for QC Circles. Kaoru Ishikawa was a prominent figure in the JUSE. He played a major role in the development of the TQC idea in Japan (Ishikawa 1990) and with his wide circle of colleagues and students he was instrumental in (1) simplifying complex statistical concepts and tools for use in business (e.g., cause and effect diagram, also called the Ishikawa Diagram) and (2) turning the product development sequence on its head by starting with the voice of the customer rather than research and development. It is still worth reading his publications, especially What Is Total Quality Control? (1985) Project for Enhancing the Capacity of Public Service Training in Bangladesh 6
The Philosophy of TQM An Overview
The Philosophy of TQM An Overview TQM = Customer-Driven Quality Management References for Lecture: Background Reference Material on Web: The Philosophy of TQM by Pat Hammett Customer Quality Measures Customers
More informationWHY QUALITY IS IMPORTANT? PRODUCT AND QUALITY COSTS OF POOR QUALITY COST OF ACHIEVING GOOD QUALITY. Prevention costs.
WHY QUALITY IS IMPORTANT? Lecture 7: Quality management systems PRODUCT AND QUALITY Quality has direct impact on economic results in both ways Costs Incomes Quality assurance Poor quality costs Higher
More informationOperations Management
9-1 Management of Quality Operations Management William J. Stevenson 8 th edition 9-2 Management of Quality CHAPTER 9 Management of Quality McGraw-Hill/Irwin Operations Management, Eighth Edition, by William
More informationIntroduction to Quality Management. BPF 2123 Quality Management System
Introduction to Quality Management BPF 2123 Quality Management System 1 Chapter Outline Introduction Changes in the Business Culture Defining Quality Dimensions of Quality Gurus of Quality / TQM Historical
More informationThe Virus of Variability (Gurus, Graphs and Delay Attribution) Richard Capper The Universal Improvement Company
The Virus of Variability (Gurus, Graphs and Delay Attribution) Richard Capper The Universal Improvement Company What I am going to cover (1) Gurus Dr. W. Edwards Deming, Walter Shewhart, Don Wheeler (2)
More informationDimensions of product and service quality
Dimensions of product and service quality DIMENSIONS OF QUALITY Dimension Meaning and Example Performance Primary product characteristics, such as the brightness of the picture Features Secondary characteristics,
More informationChapter 2 Quality Theory
Chapter 2 Quality Theory 2 1 Quality Gurus and Their Contributions to Quality Theory Edwards Deming Juseph M. Juran Kaoru Ishikawa Armand Feigenbaum Philip Crosby Genichi Taguchi . W. Edwards Deming Gained
More informationSeven Quality Control Tools
Seven Quality Control Tools Workbook 7QC Overview Learn what Quality Control is as well as what the 7QC Tools are. A workbook intended to accompany the Facilitator s Guides for this course. This guide
More informationLecture Notes on Statistical Quality Control
STATISTICAL QUALITY CONTROL: The field of statistical quality control can be broadly defined as those statistical and engineering methods that are used in measuring, monitoring, controlling, and improving
More informationQuality: Getting the Basics Right. Trevor Naidoo
Quality: Getting the Basics Right Lecture outline What is quality? Evolution of quality management Focus of quality management customers Role of employees in quality improvement Quality in service companies
More informationProject Management CTC-ITC 310 Spring 2018 Howard Rosenthal
Project Management CTC-ITC 310 Spring 2018 Howard Rosenthal 1 Notice This course is based on and includes material from the text: A User s Manual To the PMBOK Guide Authors: Cynthia Stackpole Snyder Publisher:
More informationWorkshop 5. Managing Quality. Kate Hughes & John Whiteley
Workshop 5 Managing Quality Kate Hughes & John Whiteley 8-2 The various definitions of quality The transcendent approach views quality as synonymous with innate excellence. The manufacturing-based approach
More informationLEAN PRODUCTION SYSTEM
LEAN PRODUCTION SYSTEM Introduction Lean Overview Process Control Tools 1. Flow Chart / Diagram 2. Check Sheet 3. Histogram 4. Pareto Chart / Diagram 5. Cause-and-Effect Diagram 6. Why-Why Diagram 7. Scatter
More informationLearning Objectives. Defining Quality. Defining Quality 5 Ways. Manufacturing Quality vs. Service Quality. Cost of Quality. Chapter 5 Managing Quality
Chapter 5 Managing Quality Operations Management by R. Dan Reid & Nada R. Sanders 4th Edition Wiley 2010 Learning Objectives Explain the meaning of TQM Identify the costs of Quality Identify Quality leaders
More informationPROJECT QUALITY MANAGEMENT. 1 Powered by POeT Solvers LImited
PROJECT QUALITY MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers LImited WHAT S PROJECT QUALITY MANAGEMENT? WHAT S PROJECT QUALITY MANAGEMENT? Project Quality Management processes include all the activities
More informationTQM i.e. (Total Quality Management) Construction Projects
TQM i.e. (Total Quality Management) In Construction Projects Concepts of i) KAIZEN i. e Continuous Improvement ii) ZERO DEFECTS i. e. Perfection in what ever we do Total quality management is a managerial
More informationProject Quality Management
Project Quality Introduction Unit 1 Unit 2 Unit 3 PMP Exam Preparation Project Integration Project Scope Project Time Unit 4 Unit 5 Unit 6 Unit 7 Project Cost Project Quality Project Human Resource Project
More informationISHIKAWA S 7 TOOL OF QUALITY PARETO DIAGRAMS AND CONTROL CHARTS NEFİSE M. NABİ
ISHIKAWA S 7 TOOL OF QUALITY PARETO DIAGRAMS AND CONTROL CHARTS NEFİSE M. NABİ 2015800325 WHO İS VİLFREDO PARETO Vilfredo Federico Damaso Pareto ; born Wilfried Fritz Pareto, 15 July 1848 19 August 1923)
More informationQuality Management QUESTION BANK
Quality Management QUESTION BANK Q: 1 Define : Quality Quality control Total quality Total quality control Total quality management Q2. What challenges Business /Industry has to face? Q3. What is ISO?
More informationTotal Quality Management
Total Quality Management James R. Evans Total Quality Management Contents About This Course How to Take This Course ix xi 1 Quality in Manufacturing and Service 1 A Brief History Modern Developments
More informationChapter 1. Introduction
Chapter 1 Introduction INTRODUCTION 1.1 Introduction Statistics and statisticians can throw more light on an issue than a committee. of experts for making decisions on real life problems. Professor C.
More informationStatistics and data analysis procedures can be divided into two general categories: quantitative techniques and graphical techniques.
http://en.wikipedia.org/wiki/seven_tools_of_quality http://deming.eng.clemson.edu/pub/tutorials/qctools/qct.htm http://en.wikipedia.org/wiki/5_whys http://en.wikipedia.org/wiki/brainstorming http://syque.com/quality_tools/toolbook/brainstorm/example.htm
More information9. Project Quality Management- Introduction
Construction Project Management (CE 110401346) 9. Project Quality Management- Introduction Dr. Khaled Hyari Department of Civil Engineering Hashemite University Content Quality: What? (The concept of quality)
More informationInformation Technology Project Management Fifth Edition
Information Technology Project Management Fifth Edition By Jack T. Marchewka Northern Illinois University 9-1 Copyright 2015 John Wiley & Sons, Inc. Managing Project Quality Chapter 9 9-2 Copyright 2015
More informationDHANALAKSHMI COLLEGE OF ENGINEERING DEPARTMENT OF MECHANICAL ENGINEERING GE 6757 TOTAL QUALITY MANAGEMENT. Unit-IV TOOLS AND TECHNIQUES II
1 DHANALAKSHMI COLLEGE OF ENGINEERING DEPARTMENT OF MECHANICAL ENGINEERING GE 6757 TOTAL QUALITY MANAGEMENT Unit-IV TOOLS AND TECHNIQUES II 1. What are the various approaches to improving reliability of
More informationKINGS COLLEGE OF ENGINEERING DEPARTMENT OF MANAGEMENT STUDIES QUESTION BANK UNIT 1 INTRODUCTION
KINGS COLLEGE OF ENGINEERING DEPARTMENT OF MANAGEMENT STUDIES QUESTION BANK IV/VII Subject Code/Name: MG1401/Total Quality Management Year/Sem : UNIT 1 INTRODUCTION PART A( 2 marks) 1 Define quality. 2
More informationChapter 1 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. Copyright (c) 2013 John Wiley & Sons, Inc.
1 Learning Objectives 2 1.1 Definitions Meaning of Quality and Quality Improvement 1.1.1 The Eight Dimensions of Quality 1. Performance 2. Reliability 3. Durability 4. Serviceability 5. Aesthetics 6. Features
More informationTHE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT
THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT A Study On Motivational Factor For Sustaining Quality Control Circles -An Empirical Study Conducted In Bangalore, India Ganesh R. Ph.D Scholar, SCSVMV
More informationQuality Management Chapter 14
Quality Management Chapter 14 1 Objectives What is Quality? Total Quality Management TQM in Service Cost of Quality Quality Improvements Quality Awards and Certifications 2 What is Quality? The Meaning
More informationImplementation of Total Quality Management in Construction Company
International OPEN ACCESS Journal Of Modern Engineering Research (IJMER) Implementation of Total Quality Management in Construction Company Syed Md. Shahwaz Mechanical Engineer(QA/QC and NDT) Anwesha Engineering
More informationTrend and Business. Business and Quality Management
Trend and Business Business and Quality Management Nattasit Chaisaard PH.D. Candidate (Civil Engineering) Lecturer of School of Management Science Sukhothai Thammathirat Open University Quality is Buzzword?
More informationTotal Quality Service. Unit 5
Total Quality Service Unit 5 1 What is TQM? Total quality management (TQM) is an approach for continuously improving the quality of every aspect of business life.it is a never ending process of improvement
More informationQuality. Monitoring & Controlling Processes. Planning. Processes. Executing Processes. Process. Knowledge Area. Monitoring &
PMBOK 5 Ed. DEI- Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Process
More informationUNIT 2 QUALITY PHILOSOPHY
UNIT 2 QUALITY PHILOSOPHY 1 Quality What is quality? It is a relative word It lies in the eyes of the perceiver According to ISO 9000:2000, it is defined as the degree to which a set of inherent characteristics
More informationIE 362 Quality Control. Week1. (Quality and TQM) Lecture Outline
IE 362 Quality Control Week1 Introduction to Quality Improvement. (Quality and TQM) Dr. Sun Olapiriyakul Lecture Outline Meaning of quality 8 dimensions of quality TQM Quality concepts and philosophies
More informationApplication of Continuous Improvement Process in Manufacturing Industry
Application of Continuous Improvement Process in Manufacturing Industry Edwin Joy Pulikkottil 1, Sibinraj R 2 1,2PG Scholar, Dept. of Mechanical Engineering, ECET Coimbatore, India ---------------------------------------------------------------------***---------------------------------------------------------------------
More informationIntroduction to Control Charts
Introduction to Control Charts Highlights Control charts can help you prevent defects before they happen. The control chart tells you how the process is behaving over time. It's the process talking to
More informationA STUDY ON EFFECTIVE MAKING TOOL OF AN ORGANIZATION QUALITY CIRCLE!!!
A STUDY ON EFFECTIVE MAKING TOOL OF AN ORGANIZATION QUALITY CIRCLE!!! Priyanka Manhas 1 Abstract Quality circles have been hailed to be effective tool for linking employees to the process of decision making
More informationInternational Journal on Textile Engineering and Processes, ISSN: , Vol 1, Issue 1, Jan2015
Total Quality Management in Terry Fabric Manufacturing Pranjali Chandurkar, CTF Abstract The challenge that companies face as the 21st Century gets underway, is to succeed in global economy where competition
More informationQuality Management. It costs a lot to produce a bad product. Norman Augustine
Quality Management It costs a lot to produce a bad product. Norman Augustine Cost of quality 1. Prevention costs 2. Appraisal costs 3. Internal failure costs 4. External failure costs 5. Opportunity costs
More informationThe SAGE Encyclopedia of Quality and the Service Economy
The SAGE Encyclopedia of Quality and the Service Economy Total Quality Management (TQM) Contributors: Su Mi Dahlgaard-Park Editors: Su Mi Dahlgaard-Park Book Title: Economy Chapter Title: "Total Quality
More informationYou can t fatten a pig by weighing it!
Welcome Paul Hollingworth Why most management information is rubbish and what you can do to make it better You can t fatten a pig by weighing it! Overview To manage effectively, it is essential to have
More informationQuality management in construction projects
Quality management in construction projects MSc, PMP, CQE ASQ. Introduction The quality as a concept has a deep root in the history, anyway the quality profession greatly evolved after World War II when
More informationInformation Technology Project Management
Information Technology Project Management by Jack T. Marchewka Power Point Slides by Jack T. Marchewka, Northern Illinois University Copyright 2006 John Wiley & Sons, Inc. all rights reserved. Reproduction
More informationShewhart and the Probability Approach. The difference is much greater than how we compute the limits
Quality Digest Daily, November 2, 2015 Manuscript 287 The difference is much greater than how we compute the limits Donald J. Wheeler & Henry R. Neave In theory, there is no difference between theory and
More informationFull file at
WHAT IS THEORY? CHAPTER 2 QUALITY THEORY MULTIPLE-CHOICE QUESTIONS 1. A coherent group of general propositions used as principles of explanation for a class of phenomena is referred to as a: A. postulate
More informationApplications of The Deming s 14 Principles. Who was Dr. W. Edwards Deming? Deming s Principles 10/14/13. W. Edwards Deming s 14 Points
Applications of The Deming s 14 Principles Who was Dr. W. Edwards Deming? Dr. W. E. Deming was one of the world s leaders of Quality management. PRESENTED BY SACHIN KHANDELWAL 21 MEHUL LUDBE 22 SANDEEP
More informationTotal Quality Management
Seminar Series On Total Quality Management BIJAY LAL PRADHAN, Ph.D. Quality Assurance & Accreditation Centre, T.U. M Sc Statistics, FDPM(IIMA) Total Quality Management Course Title : Seminar on Total Quality
More informationApplication of statistical tools and techniques in Quality Management
Application of statistical tools and techniques in Quality Management Asst. Professor Dr Predrag Djordjevic University of Belgrade, Technical Faculty in Bor, Serbia QUALITY IN SOCIETY The concept was known
More informationThe JURAN Quality Program
The JURAN Quality Program Revolutionized by Dr. Joseph M. Juran-- The Father of Quality Commerce 399 Group Project Presented by Group A4: Claire, Dan, Grace, Roy, Xinna June 30th 2005 "My job of contributing
More informationQUALITY MANAGEMENT organization
Quality Management Definition: Quality management is the act of overseeing all activities and tasks needed to maintain a desired level of excellence. This includes the determination of a quality policy,
More informationCHAPTER 3 PROJECT MANAGEMENT AND QUALITY. Dr. Abdul Aziz A. Bubshait. CEM 515 Construction Quality Assurance
CHAPTER 3 PROJECT MANAGEMENT AND QUALITY Dr. Abdul Aziz A. Bubshait CEM 515 Construction Quality Assurance ١ Introduction Many excellent organizations seek to define the customers' project requirements
More informationTechniques and Tools OPRE
Techniques and Tools OPRE 6364 1 TQM Operationalized Find out what the customer wants Design a product or service that meets or exceeds customer wants Design processes that facilitates doing the job right
More informationGeneral Frame Work of New TQM Based on the ISO/IEC25000 Series of Standard
Intelligent Information Management, 2013, 5, 126-135 http://dx.doi.org/10.4236/iim.2013.54013 Published Online July 2013 (http://www.scirp.org/journal/iim) General Frame Work of New TQM Based on the ISO/IEC25000
More informationLean Manufacturing. Introduction & Background to Lean
Lean Manufacturing Introduction & Background to Lean Professor Trevor Spedding P160 t.spedding@gre.ac.uk 01634 883425 Grahame Baker P237 g.baker@gre.ac.uk 01634 883302 Sam Berkhauer P345 BS983@gre.ac.uk
More informationOnline Student Guide Types of Control Charts
Online Student Guide Types of Control Charts OpusWorks 2016, All Rights Reserved 1 Table of Contents LEARNING OBJECTIVES... 4 INTRODUCTION... 4 DETECTION VS. PREVENTION... 5 CONTROL CHART UTILIZATION...
More informationProcess Performance and Quality Chapter 6
Process Performance and Quality Chapter 6 How Process Performance and Quality fits the Operations Management Philosophy Operations As a Competitive Weapon Operations Strategy Project Management Process
More informationSTATISTICAL TECHNIQUES AND INSTRUMENTS USED IN QUALITY MANAGEMENT
Business Statistics Economic Informatics STATISTICAL TECHNIQUES AND INSTRUMENTS USED IN QUALITY MANAGEMENT Assoc.Prof. Tomiţă Constantin Vasile Ph. D University of Craiova Faculty of Economics and Business
More informationSHORT ANSWER QUESTIONS (KEY) UNIT- I
SHORT ANSWER QUESTIONS (KEY) UNIT- I 1. Define quality. Quality is the totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs. 2. What do you mean by quality
More informationChapter 9 1. List and briefly explain the dimensions of product and service quality
Chapter 9 1. List and briefly explain the dimensions of product and service quality Product Quality the dimensions of product quality include: 1. performance main characteristics or function of the product
More informationBenchmarking. A Seminar report on.
A Seminar report on Benchmarking Submitted in partial fulfillment of the requirement for the award of degree Of Mechanical SUBMITTED TO: www.studymafia.org SUBMITTED BY: www.studymafia.org Preface I have
More informationComputer Science and Software Engineering University of Wisconsin - Platteville 3. Statistical Process Control
Computer Science and Software Engineering University of Wisconsin - Platteville 3. Statistical Process Control Yan Shi SE 3730 / CS 5730 Lecture Notes Outline About Deming and Statistical Process Control
More informationTotal Quality Management (TQM): A Strategy for Competitive Advantage
Available online at : http://euroasiapub.org Vol. 6, Issue 9, September - 2016, pp. 51~55 Thomson Reuters ID: L-5236-2015 Total Quality Management (TQM): A Strategy for Competitive Advantage Dr Mahesh.
More informationProcess Performance and Quality
Process Performance and Quality How Process Performance and Quality fits the Operations Management Philosophy Chapter 6 Operations As a Competitive Weapon Operations Strategy Project Management Process
More informationQuality Control Introduction to Quality
Quality Control Introduction to Quality What is Quality? Definitions of Quality Degree of excellence, or general excellence ( has quality) Attribute or faculty ( Has many good qualities) Relative nature,
More informationQuality improvement without improving quality
Quality improvement without improving quality Presented By: Kojiro Tobita & Goldratt Consulting Japan team Date: 11, June, 2014 1 My quality management history Have served as an executive officer of Omron
More informationQuality Management (PQM01) Chapter 04 - Quality Control
Quality Management (PQM01) Chapter 04 - Quality Control Slide 1 Slide 2 Involves monitoring specific project results to determine if they comply with relevant quality standards, and identifying ways to
More informationLESSON -6: CONTRIBUTIONS TO TQM
LESSON -6: CONTRIBUTIONS TO TQM OBJECTIVES TQM Gurus About Deming About Juran About Crosby PDSA cycle in a nutshell. 5S concepts Kaizen concepts contributions of quality gurus like given below: - Stewart
More informationHead, Mechanical Engineering g Department & Coordinator, Centre for Quality Management System, Jadavapur University, Kolkata, India
TQ2ESMS On 27 th March 2013 At Taipei, Taiwan By Prof Dr Sadhan K Ghosh h Head, Mechanical Engineering g Department & Coordinator, Centre for Quality Management System, Jadavapur University, Kolkata, India
More informationProject Quality Management. For the PMP Exam using PMBOK
Project Quality Management For the PMP Exam using PMBOK Guide 5 th Edition PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc. Contacts Name: Khaled El-Nakib, PMP, PMI-RMP
More informationChapter 8 Producing Quality Goods and Services
Chapter 8 Producing Quality Goods and Services 1 Explain the nature of production. 2 Outline how the conversion process transforms raw materials, labor, and other resources into finished products or services.
More informationTQMPHILOSOPHYFOR FUTURE OF HIGHER EDUCATION. Sandip D. Gadekar Ph.D. Scholar Dept.ofEdu. Ext. SPPU Pune
TQMPHILOSOPHYFOR FUTURE OF HIGHER EDUCATION Sandip D. Gadekar Ph.D. Scholar Dept.ofEdu. Ext. SPPU Pune Scholarly Research Journal's is licensed Based on a work at www.srjis.com Introduction The quality
More informationTOTAL QUALITY MANAGEMENT AND LIBRARIES AND INFORMATION CENTERS
TOTAL QUALITY MANAGEMENT AND LIBRARIES AND INFORMATION CENTERS Mr. Sanjay Patel L. M. College of Pharmacy, Ahmedabad, India ABSTRACT In this paper I am discussing Objectives in libraries, Quality Control,
More informationExpert Reference Series of White Papers. Tools and Techniques Useful in Quality Planning, Assurance, and Control
Expert Reference Series of White Papers Tools and Techniques Useful in Quality Planning, Assurance, and Control info@globalknowledge.net www.globalknowledge.net The Tools and Techniques Useful in Quality
More informationHuman Performance Improvement: Who Says We Can t Measure Ourselves? Sheila P. Dennis, CFPS VP, David Consulting Group Malvern, PA
Human Performance Improvement: Who Says We Can t Measure Ourselves? 2011 Sheila P. Dennis, CFPS VP, David Consulting Group Malvern, PA 1 What do we know about human performance? We are a competitive species.
More informationProject Quality Management
1 Project Quality Management Unit 8 Eng.elsaka09@gmail.com Project Quality Management Includes the processes and activities of the performing organization that determine quality policies, objectives, and
More informationWe will address the following questions
Deming and Juran: Teachings and Enduring Impact ASQ Orange Empire Dinner Presentations April 10 & May 8, 2018 Dr. Phillip R Rosenkrantz Professor Emeritus, Cal Poly Pomona We will address the following
More informationSTATISTICAL QUALITY CONTROL. Majid Rafiee Department of Industrial Engineering Sharif University of Technology
STATISTICAL QUALITY CONTROL Majid Rafiee Department of Industrial Engineering Sharif University of Technology rafiee@sharif.ir Quality Improvement in Modern Business Environment Copyright Notice Parts
More informationMethods Engineering. Methods Engineering
Methods Engineering 1 Methods Engineering Part II Chapters: 8. Introduction to Methods Engineering and Operations Analysis 9. Charting Techniques 10.Motion Study and Work Design 2 1 Chapter 8 Introduction
More informationThe Importance of Understanding Type I and Type II Error in Statistical Process Control Charts. Part 1: Focus on Type 1 Error
The Importance of Understanding Type I and Type II Error in Statistical Process Control Charts Part 1: Focus on Type 1 Error Phillip R. Rosenkrantz, Ed.D., P.E. California State Polytechnic University
More informationSEMBODAI RUKMANI VARATHARAJAN ENGINEERING COLLEGE
SEMBODAI RUKMANI VARATHARAJAN ENGINEERING COLLEGE DEPARTMENT OF ELECTRONICSAND COMMUNICATION ENGINEERING QUESTION BANK Sub.Code :GE6757 Branch / Year / Sem : ECE/IV/VII Sub.Name :TOTAL QUALITY MANAGEMENT
More informationMODULE 3 Introduction to Quality and Quality Improvement in Health) Unit 3.3 The Theoretical Framework for Modern Quality Improvement
MODULE 3 Introduction to Quality and Quality Improvement in Health) Unit 3.3 The Theoretical Framework for Modern Quality Improvement Unit 3.3: Objectives Discuss Deming s theory of profound knowledge
More informationCERTIFIED QUALITY IMPROVEMENT ASSOCIATE
CQIA CERTIFIED QUALITY IMPROVEMENT ASSOCIATE Quality excellence to enhance your career and boost your organization s bottom line asq.org/cert Certification from ASQ is considered a mark of quality excellence
More informationTQM International Pvt. Ltd. Lead Facilitator: Dr. Noriaki Kano. Supported by: Mr. Anil Sachdev
A TQM for the 21 st Century (06 08 December, 2018 Radisson Blu Hotel Pune Kharadi) By Dr. Noriaki Kano (with experience sharing by Companies Practising TQM) Lead Facilitator: Dr. Noriaki Kano Supported
More informationSeven Basic Tools of Quality Control: The Appropriate Techniques for Solving Quality Problems in the Organizations Neyestani, Behnam
www.ssoar.info Seven Basic Tools of Quality Control: The Appropriate Techniques for Solving Quality Problems in the Organizations Neyestani, Behnam Preprint / Preprint Arbeitspapier / working paper Empfohlene
More informationAn Introduction to Hoshin Kanri, a.k.a. Strategic Goal Deployment How to Use this Process to Deploy Your Strategic Goals
An Introduction to Hoshin Kanri, a.k.a. Strategic Goal Deployment How to Use this Process to Deploy Your Strategic Goals Pete Winiarski Win Enterprises, LLC Hoshin Kanri has its roots in the 1950s, with
More informationQuality Engineering. Page 1. Grahame Baker. Medway School of Engineering QUALITY ENGINEERING QUALITY ENGINEERING
Quality Engineering Grahame Baker Medway School of Engineering Pembroke 237 Telephone 01634 883302 G.Baker@greenwich.ac.uk QUALITY ENGINEERING 1 Quality Concepts Statistical Concepts Process Improvement.
More informationThe Application Guide for The Deming Prize The Deming Grand Prize
2018.2 The Application Guide for The Deming Prize The Deming Grand Prize 2018 For Companies and Organizations Overseas The Deming Prize is an annual award presented to an organization that has implemented
More informationLean Gold Certification Blueprint
The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types
More informationLecture 1: Introduction to Software Quality Assurance. Software Quality Assurance (INSE 6260/4-UU) Winter 2016
Lecture 1: Introduction to Software Quality Assurance Software Quality Assurance (INSE 6260/4-UU) Winter 2016 Overview Course Outline Project Software Quality Software Quality Assurance 2 Course Outline
More informationBBA Sixth Semester Total Quality Management
Chapter - II BBA Sixth Semester Total Quality Management -BIJAY LAL PRADHAN M Sc Statistics, FDPM(IIMA) PhD Scholar (TQM) Syllabus Introduction to Quality and Quality management Conceptual Frameworks for
More informationTOTAL QUALITY MANAGEMENT THE TIME HAS COME FOR METALLURGICAL PLANTS
TOTAL QUALITY MANAGEMENT THE TIME HAS COME FOR METALLURGICAL PLANTS Stephen R. Brown Chairman Emeritus 10195 N. Oracle Road, Suite 105 Tucson, Arizona 85704 ABSTRACT The principles of quality management
More information4. Which of the following are generally easy to detect using statistical methods, and it is usually economical to remove them?
1. In total quality perspective, quality planning, and strategic business planning are treated as which of the following? a. Different b. *Consistent c. Indistinguishable d. Dissimilar 2. The marketing
More informationStatistical Process and Quality Control
Statistical Process and Quality Control *** LIMITED TIME OFFER: FREE $100 AMAZON GIFT CARD! *** REGISTER TODAY! This 2-day seminar includes the steps and techniques used to quantify variability in manufacturing
More informationTotal Quality Management Chapter 3 Quality Management Philosophies
Total Quality Management Chapter 3 Quality Management Philosophies Chapter3 1 Quality Management Philosophies Dr. W. Edwards Deming: (1900-1993) is considered to be the Father of Modern Quality Dr. Deming
More informationSession III. LEAN Enterprise and Six Sigma
Session III LEAN Enterprise and Six Sigma LEAN Enterprise Is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining Lean Manufacturing,
More informationQUALITY ASSURANCE VS QUALITY CONTROL. Dr. Savena Borisova, Ass. Prof. Medical University Sofia, External Evaluator
QUALITY ASSURANCE VS QUALITY CONTROL Dr. Savena Borisova, Ass. Prof. Medical University Sofia, External Evaluator 1 1. What Are Quality Assurance and Quality Control? 1. What is quality management? 1.
More informationUNIT I - INTRODUCTION
UNIT I - INTRODUCTION Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs Analysis Techniques for Quality Costs, Basic concepts of Total Quality Management, Historical Review,
More information[Company] [Company Address] [Project Name] [Sub-Project, phase, etc.]
This template is downloaded from project-management.magt.biz [Company] [Company Address] Tel: Fax: [Company Phone] [Company Fax] [Company E-mail] May 16, 2015 [Ref. number] Marc Arnecke, PMP [Sub-Project,
More informationDaily Management and Policy Management Vehicles for Quality-centred Management For Tomorrow. Yukihiro Ando
Daily Management and Policy Management Vehicles for Quality-centred Management For Tomorrow Yukihiro Ando 1 Brief Profile of Yukihiro Ando Positions: A TQM Consultant An Academician: The International
More information