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DEMING’S PHILOSOPHY AND 14 POINTS FOR MANAGEMENT:The cost of quality

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Total Quality Management ­ MGT510
VU
Lesson # 14
DEMING'S PHILOSOPHY AND 14 POINTS FOR MANAGEMENT
4.
End Price Tag Decisions ­ Purchasing decisions traditionally have been driven by cost through
competitive bidding, not by quality. Costs due to inferior materials and components increase
costs in later stages of production and can far exceed the "savings" realized through competitive
bidding. The purchasing department is a supplier to the production department and must
understand its new role. Suppliers themselves are part of the whole system.
5.
Improve constantly ­ Western management has typically thought of improvement in the
context of large, expensive innovations such as robotics and computer-integrated
manufacturing. The success of Japanese manufacturers, however, is due primarily to
continuous, small, incremental improvements in design and production. Improved design results
from understanding customer needs and from continual market surveys and other sources of
feedback. Improved production is achieved by reducing the causes of variation in order to
establish a stable, predictable production process. Statistical methods provide one means for
doing this. Improvement should go beyond production, encompassing transportation,
engineering, maintenance, sales, service, and administration ­ all areas of the organization.
6.
Institute Training ­ Employees need the proper tools and knowledge to do a good job, and it is
management's responsibility to provide these. In addition to specific job skill, all employees
should be trained in statistical tools for quality problem solving and continuous improvement.
Training not only improves quality and productivity, but also enhances workers' morale by
showing them that the company is dedicated to helping them and is investing in their future.
Deming notes that in Japan, entry-level managers spend 4 to 12 years on the factory floor and in
other activities to learn the problems of production. At Honda f America in Maryville, Ohio, all
employees start out on the production floor regardless of their job classification.
7.
Institute Leadership ­ The job of management is leadership and guidance, not supervision and
work direction. Supervisors should be coaches, not policemen, and supervision should provide
the link between management and the workforce. Leadership can help to eliminate fear and
encourage teamwork.
8.
Drive out Fear ­ Fear in work manifests in many ways: fear of reprisal, fear of failure, fear of
the unknown, fear of change. Many workers fear punishment or reprisals for not meeting quotas
and for problems of the system that are beyond their control. Managers compete against each
other to protect their own jobs or to receive higher performance ratings. Fear encourages
short0term, selfish thinking, not long-term improvement for the benefit of all.
9.
Optimize Team Efforts ­ Barriers between individuals and departments lead to poor quality,
because "customers" do not receive what they need from their "suppliers." This is often the
result of internal competition for raises or performance ratings. Teamwork helps to break down
barriers between internal customers and suppliers. The focus should be on meeting customer
needs and improving processes. Teamwork is an important means of achieving a company's
goals.
10.
Eliminate Exhortations ­ Motivation can be better achieved through trust and leadership than
slogans. Slogans calling for improved quality usually assume that poor quality results from a
lack of motivation. Workers cannot improve solely through motivational methods when the
system in which they work constrains their performance. On the contrary, they will become
frustrated and their performance will decrease further.
11.
Eliminate Quotas and MBO ­ Numerical quotas reflect short-term perspectives and do not
encourage long-term improvement, particularly if rewards or performance appraisals are tied to
meeting quotas. Workers may shortcut quality to reach the goal. If the quota is met, they have
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Total Quality Management ­ MGT510
VU
no incentive to continue production or to improve quality. Arbitrary management goals without
a method for achieving them have no meaning. Further, variation in the system makes year-to-
year or quarter-to-quarter comparisons meaningless. The typical American MBO system
focuses on results, not process, and encourages short-term behavior. Management must
understand the system and the variation within it and seek to improve it in the long term.
12.
Remove Barriers to Pride in Workmanship ­ The Taylor system has promulgated the view of
workers as a "commodity." Factory workers are given monotonous tasks, provided with inferior
machines, tools, or materials, told to run defective items to meet sales pressures, and report to
supervisors who know nothing about the job.
Deming believed that one of the biggest barriers to pride in workmanship is performance
appraisal. Performance appraisals
·
Destroy teamwork by promoting competition among employees for limited resources;
·
Foster mediocrity since objectives typically are driven by numbers and what the boss wants;
·
Focus on short-term results and discourage risk taking; and
·
Are not focused on serving the customer.
Deming suggest that there are three categories of performance: the majority who work within
the system, those outside the system on the superior side, and those outside they system on the
inferior side. Statistical methods provide the means of making this classification. Superior
performers should be compensated specially; inferior performers need extra training or a
different job.
13.
Institute Education ­ "Training" in number 6 refers to job skills; education refers to self-
development. Firms have a responsibility to develop the value and self-worth of the individual.
Investing in people is a powerful motivation method.
14
Take Action ­ The TQM philosophy is a major cultural change and many firms find it difficult.
Top management must institute the process and include everyone in it.
T Continuous improvement is an ongoing effort to improve products, services or processes. These
efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once.
Among the most widely used tools for continuous improvement is a four-step quality model--the plan-
do-check-act (PDCA) cycle, also known as Deming Cycle or Shewhart Cycle:
·
Plan: Identify an opportunity and plan for change.
·
Do: Implement the change on a small scale.
·
Check: Use data to analyze the results of the change and determine whether it made a
difference.
·
Act: If the change was successful, implement it on a wider scale and continuously assess your
results. If the change did not work, begin the cycle again.
Other widely used methods of continuous improvement -- such as Six Sigma, Lean, and Total Quality
Management -- emphasize employee involvement and teamwork; measuring and systematizing
processes; and reducing variation, defects and cycle times.
Continuous or Continual?
The terms continuous improvement and continual improvement are frequently used interchangeably. But
some quality practitioners make the following distinction:
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Total Quality Management ­ MGT510
VU
·
Continual improvement: a broader term preferred by W. Edwards Deming to refer to general
processes of improvement and encompassing "discontinuous" improvements--that is, many
different approaches, covering different areas.
·
Continuous improvement: a subset of continual improvement, with a more specific focus on
linear, incremental improvement within an existing process. Some practitioners also associate
continuous improvement more closely with techniques of statistical process control.
The cost of quality
It's a term that's widely used ­ and widely misunderstood.
The "cost of quality" isn't the price of creating a quality product or service. It's the cost of NOT
creating a quality product or service.
Every time work is redone, the cost of quality increases. Obvious examples include:
·
The reworking of a manufactured item.
·
The retesting of an assembly.
·
The rebuilding of a tool.
·
The correction of a bank statement.
·
The reworking of a service, such as the reprocessing of a loan operation or the replacement of a
food order in a restaurant.
In short, any cost that would not have been expended if quality were perfect contributes to the cost of
quality.
Total Quality Costs
As the figure below shows, quality costs are the total of the cost incurred by:
·
Investing in the prevention of nonconformance to requirements.
·
Appraising a product or service for conformance to requirements.
·
Failing to meet requirements.
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Total Quality Management ­ MGT510
VU
Quality Costs--general description
Failure Costs
Prevention Costs
The costs resulting from products or services not
The costs of all activities specifically designed
conforming to requirements or customer/user needs.
to prevent poor quality in products or services.
Failure costs are divided into internal and external
Examples are the costs of:
failure categories.
·
New product review
Internal Failure Costs
·
Quality planning
Failure costs occurring prior to delivery or shipment
of the product, or the furnishing of a service, to the
·
Supplier capability surveys
customer.
·
Process capability evaluations
Examples are the costs of:
·
Quality improvement team meetings
·
Scrap
·
Quality improvement projects
·
Rework
·
Quality education and training
·
Re-inspection
Appraisal Costs
·
Re-testing
The costs associated with measuring, evaluating
·
Material review
or auditing products or services to assure
conformance to quality standards and
·
Downgrading
performance requirements.
External Failure Costs
These include the costs of:
Failure costs occurring after delivery or shipment of
·
Incoming and source inspection/test of
the product -- and during or after furnishing of a
purchased material
service -- to the customer.
·
In-process and final inspection/test
Examples are the costs of:
·
Product, process or service audits
·
Processing customer complaints
·
Calibration of measuring and test
·
Customer returns
equipment
·
Warranty claims
·
Associated supplies and materials
·
Product recalls
Total Quality Costs:
The sum of the above costs. This represents the difference between the actual cost of a product or
service and what the reduced cost would be if there were no possibility of substandard service, failure of
products or defects in their manufacture.
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Table of Contents:
  1. OVERVIEW OF QUALITY MANAGEMENT:PROFESSIONAL MANAGERIAL ERA (1950)
  2. TOTAL QUALITY MANAGEMENT AND TOTAL ORGANIZATION EXCELLENCE:Measurement
  3. INTEGRATING PEOPLE AND PERFORMANCE THROUGH QUALITY MANAGEMENT
  4. FUNDAMENTALS OF TOTAL QUALITY AND RATERS VIEW:The Concept of Quality
  5. TOTAL QUALITY MANAGEMENT AND GLOBAL COMPETITIVE ADVANTAGE:Customer Focus
  6. TOTAL QUALITY MANAGEMENT AND PLANNING FOR QUALITY AT OFFICE
  7. LEADERS IN QUALITY REVOLUTION AND DEFINING FOR QUALITY:User-Based
  8. TAGUCHI LOSS FUNCTION AND QUALITY MANAGEMENT
  9. WTO, SHIFTING FOCUS OF CORPORATE CULTURE AND ORGANIZATIONAL MODEL OF MANAGEMENT
  10. HISTORY OF QUALITY MANAGEMENT PARADIGMS
  11. DEFINING QUALITY, QUALITY MANAGEMENT AND LINKS WITH PROFITABILITY
  12. LEARNING ABOUT QUALITY AND APPROACHES FROM QUALITY PHILOSOPHIES
  13. TOTAL QUALITY MANAGEMENT THEORIES EDWARD DEMING’S SYSTEM OF PROFOUND KNOWLEDGE
  14. DEMING’S PHILOSOPHY AND 14 POINTS FOR MANAGEMENT:The cost of quality
  15. DEMING CYCLE AND QUALITY TRILOGY:Juran’s Three Basic Steps to Progress
  16. JURAN AND CROSBY ON QUALITY AND QUALITY IS FREE:Quality Planning
  17. CROSBY’S CONCEPT OF COST OF QUALITY:Cost of Quality Attitude
  18. COSTS OF QUALITY AND RETURN ON QUALITY:Total Quality Costs
  19. OVERVIEW OF TOTAL QUALITY APPROACHES:The Future of Quality Management
  20. BUSINESS EXCELLENCE MODELS:Excellence in all functions
  21. DESIGNING ORGANIZATIONS FOR QUALITY:Customer focus, Leadership
  22. DEVELOPING ISO QMS FOR CERTIFICATION:Process approach
  23. ISO 9001(2000) QMS MANAGEMENT RESPONSIBILITY:Issues to be Considered
  24. ISO 9001(2000) QMS (CLAUSE # 6) RESOURCES MANAGEMENT:Training and Awareness
  25. ISO 9001(2000) (CLAUSE # 7) PRODUCT REALIZATION AND CUSTOMER RELATED PROCESSES
  26. ISO 9001(2000) QMS (CLAUSE # 7) CONTROL OF PRODUCTION AND SERVICES
  27. ISO 9001(2000) QMS (CLAUSE # 8) MEASUREMENT, ANALYSIS, AND IMPROVEMENT
  28. QUALITY IN SOFTWARE SECTOR AND MATURITY LEVELS:Structure of CMM
  29. INSTALLING AN ISO -9001 QM SYSTEM:Implementation, Audit and Registration
  30. CREATING BUSINESS EXCELLENCE:Elements of a Total Quality Culture
  31. CREATING QUALITY AT STRATEGIC, TACTICAL AND OPERATIONAL LEVEL
  32. BIG Q AND SMALL q LEADERSHIP FOR QUALITY:The roles of a Quality Leader
  33. STRATEGIC PLANNING FOR QUALITY AND ADVANCED QUALITY MANAGEMENT TOOLS
  34. HOSHIN KANRI AND STRATEGIC POLICY DEPLOYMENT:Senior Management
  35. QUALITY FUNCTION DEPLOYMENT (QFD) AND OTHER TOOLS FOR IMPLEMENTATION
  36. BASIC SQC IMPROVEMENT TOOLS:TOTAL QUALITY TOOLS DEFINED
  37. HOW QUALITY IS IMPLEMENTED? A DIALOGUE WITH A QUALITY MANAGER!
  38. CAUSE AND EFFECT DIAGRAM AND OTHER TOOLS OF QUALITY:Control Charts
  39. STATISTICAL PROCESS CONTROL (SPC) FOR CONTINUAL QUALITY IMPROVEMENT
  40. STATISTICAL PROCESS CONTROL….CONTD:Control Charts
  41. BUILDING QUALITY THROUGH SPC:Types of Data, Defining Process Capability
  42. AN INTERVIEW SESSION WITH OFFICERS OF A CMMI LEVEL 5 QUALITY IT PAKISTANI COMPANY
  43. TEAMWORK CULTURE FOR TQM:Steering Committees, Natural Work Teams
  44. UNDERSTANDING EMPOWERMENT FOR TQ AND CUSTOMER-SUPPLIER RELATIONSHIP
  45. CSR, INNOVATION, KNOWLEDGE MANAGEMENT AND INTRODUCING LEARNING ORGANIZATION