3. Feigenbaum believed that …
responsibility for quality must rest with the persons who do
the work (quality at the source)
quality should be company‐wide, not confined to the
quality control departments
4. Feigenbaum’s believed that …
control must start with identification of customer quality
requirements and end only when the product has been
placed in the hands of a customer who remains satisfied
5. quality of products and
services
Markets, Money,
Management, Men,
Motivation,
Materials, Machines
and Mechanization,
Modern information
methods and
Mounting product
requirements
Influence
s
6. Feigenbaum’s 3 – Step
Philosophy
STEP 1 Quality Leadership
Management should take the lead in enforcing quality efforts.
It should be based on sound planning.
7. Feigenbaum’s 3 – Step
Philosophy
STEP 2 Management Quality Technology
The traditional quality programs should be replaced by the
latest quality technology for satisfying the customers in future.
8. Feigenbaum’s 3 – Step
Philosophy
STEP 3 Organizational Commitment
Motivation and continuous training of the total work force tells
about the organizational commitment towards the
improvement of the quality of the product and the services.
11. Six Sigma
management driven, scientific methodology for product
and process improvement in financial performance and
Customer satisfaction
increase in performance and decrease in process variation
lead to defect reduction and improvement in profits,
employee morale and quality of product
15. The Quality Loss Function
(QLF)
1. We cannot reduce cost without affecting quality.
2. We can improve quality without increasing cost.
3. We can reduce cost by improving quality.
4. We can reduce cost by reducing variation. When we do
so, performance and quality will automatically improve.
16. Taguchi’s Methods
1. System Design Stage – customer and marketing
knowledge
2. Parameter Stage - how the product should perform
against defined parameters
3. Tolerance design stage - finding the balance between
manufacturing cost and loss
18. The Academician
academic publications with the first journal in TQM
created an environment for research on TQM
19. 100 Methods for TQM
conceptual framework of using TQM methods
help employees understand the use of TQM tools as
requirement of achieving organization's goals
provide educators and practitioners with a comprehensive
use of TQM methods
21. Juran believed that…
quality does not happen by accident; it must be planned
quality control should be conducted as an integral part of
management control
22. Juran believed that…
majority of quality problems are the fault of poor
management, not poor workmanship, and that long‐term
training to improve quality should start at the top with
senior management
29. Kaizen Principles (practice of continuous
improvement)
Good processes bring good results
Go see for yourself to grasp the current situation
Speak with data, manage by facts
Take action to contain and correct root causes of problems
Work as a team
Kaizen is everybody’s business
32. Quality is ….
Quality Is Free.
Doing it right the first time (DIRFT)
Zero defect
33. 4 Absolutes of Quality
1. The definition of quality is conformance to requirements
(not as goodness)
2. The system of quality is prevention (not appraisal)
3. The performance standard is zero defects (not “that’s
close enough”)
4. The measurement of quality is the price of
nonconformance (not indexes)
35. Poka - Yoke
stopping processes as soon as a defect occurs, identifying
the defect source and preventing it from happening again
36. Just in Time
supplying the customer with what they want, exactly when
they want it
minimize inventories by only producing what is required,
when it is required reducing costs and waste throughout the
production process
37. SMED (single minute exchange
of die)
quick changeovers between products - simplifying
materials, machinery, processes and skills, changeover times
could be reduced from hours to minutes
Quick changeovers meant products could be produced in
small batches or even single units, with minimal disruption
40. 14 points for management
provide a framework to developing knowledge in the
workplace and can be used to guide long term business
plans and aims
Philosophical code for management
42. Believed that …
importance of adapting management processes to create
profitable situations for both businesses and consumers,
promoting the utilization of control charts
lack of information greatly hampered the efforts of control
and management processes in a production environment
45. STATISTICAL QUALITY
CONTROL
used in training programs to improve quality and
production in World War II industrial plants
used to analyze the quality problems and solve them
use of statistical methods in the monitoring and
maintaining of the quality of products and services
46. Benefits of Statistical Quality
Control
It provides a means of detecting error at
inspection.
It leads to more uniform quality of
production.
It improves the relationship with the
customer.
It reduces inspection costs.
It reduces the number of rejects and saves
the cost of material.
47. Benefits of Statistical Quality
Control
It provides a basis for attainable specifications.
It points out the bottlenecks and trouble spots.
It provides a means of determining the capability of the
manufacturing process.
It promotes the understanding and appreciation of quality
control.
48. ASSIGNMENT
Create a fake facebook profile for Crosby, Juran, and
Demings.
Same outputs means ZERO (and I mean it)
Download from
http://www.educatorstechnology.com/2013/03/3-awesome-
facebook-templates-for-your.html and choose no. 2
