14h Lectures (7 sequences)

Deterministic School

• Deterministic School

• Vision:

• Deterministic, 1 good way,

• Pratiques principales:

• To be conform with the requirements,
• Customer focus,
• Lead corrective actions,

• Concepts:

• Inspection, AQ, 0 failure,

• Contributors:

• Taylor, ISO, Crosby,

• Targets:

• Quality cost, lack of top management involvement.

Zero defect concept

• Zero defect concept

• Non quality estimated between 15 to 20% of the overall turnover.

Shewhart Walter A. (1891-1967)

• Shewhart Walter A. (1891-1967)

• Control charts.

• Statistical point of view,

Juran Joseph M. (1904-1987?)

• Juran Joseph M. (1904-1987?)

• Show the importance of leadeship and continuous improvement,

• Wrote the « Quality Control Handbook » (1951).

Kaoru Ishikawa

• Kaoru Ishikawa

• Set up tools easy to use, that are still used in the everyday life of a quality engineer.

Frederick W. Taylor wrote Principles of Scientific Management in 1911.

• Frederick W. Taylor wrote Principles of Scientific Management in 1911.

• Walter A. Shewhart used statistics in quality control and inspection, and showed that productivity improves when variation is reduced (1924); wrote Economic Control of Manufactured Product in 1931.

• W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to Japan in 1950; began transformation from “shoddy” to “world class” goods.

• In 1960, Dr. K. Ishikawa formalized “quality circles” - the use of small groups to eliminate variation and improve processes.

• In the late ‘70’s and early ‘80’s:

• Deming returned from Japan to write Out of the Crisis,
• and began his famous 4-day seminars in the United States
• Phil Crosby wrote Quality is Free
• NBC ran “If Japan can do it, why can’t we?”
• Motorola began 6 Sigma

• “Create Constancy of Purpose”

• Define the problems of today and the future
• Allocate resources for long-term planning
• Allocate resources for research and education
• Constantly improve design of product and service

• “Adopt A New Philosophy”

• Quality costs less not more
• Superstitious learning
• The call for major change
• Stop looking at your competition and look at your customer instead

• “Cease Dependence On Inspection For Quality”

• Quality does not come from inspection
• Mass inspection is unreliable, costly, and ineffective
• Inspectors fail to agree with each other
• Inspection should be used to collect data for process control

• “End Proactive Awarding Of Business Based On PriceAlone”

• Price alone has no meaning
• Change focus from lowest inital cost to lowest cost
• Work toward a single source and long term relationship
• Establish a mutual confidence and aid between purchaser and vendor

• “Improve Every Process Constantly / Forever”

• Quality starts qith the intend of management
• Teamwork in design is fundamental
• Forever continue to reduce waste and continue to improve
• Putting out fires is not improvement of the process

• “Institute Training”

• Management must provide the setting where workers can be succesful
• Management must remove the inhibitors to good work
• Management needs an appreciation of variation
• This is management’s new role

• “Adopt And Institute Leadership”

• Remove barriers to pride of workmanship
• Know the work they supervise
• Know the difference between special and common cause of variation

• “Drive Out Fear”

• The common denominator of fear:
• Fear of knowledge
• Performance appraisals
• Management by fear or numbers

• “Break Barriers Between Staff Areas”

• Know your internal suppliers and customers
• Promote team work

• “Eliminate Slogans, Exhortations And Targets”

• They generate frustration and resentment
• Use posters that explain what management is doing to improve the work environment

• “Eliminate Numerical Quotas”

• They impede quality
• They reduce production
• The person’s job becomes meeting a quota
•