WILLIAM EDWARDS DEMING
A) Theoretical foundation
- Quality causes a chain reaction as you can see on the following page. In a process to achieve quality the following critical factors come into play:
customers
We need:
- Understand their current and future needs. Meet those needs. Get them to recognize us as an innovative, high-quality, low-cost provider. Forge long-term relationships with them.
Personal.
Is required:
- Teamwork. Prevention, not correction of defects. Training as a continuous process. Motivation to participate in the continuous improvement of the process. Responsibility and authority deployed as close as possible to the level where the work is carried out. Initiative, innovation and risk taking necessary for development. Free and open communication of ideas and opinions.
Investors.
We are required to:
- Incessantly improve quality and competitive position. Offer reasonable earnings to shareholders.
Providers.
We must:
- Integrate them into the organization. Involve them with a commitment to incessant improvement. Establish long-term ties with them. Maintain relationships based on trust with them. Demand quality statistical evidence from them.
Community.
The commitment is:
- Fair, ethical and professional treatment with all members of the community. Positive influence on the community. Compliance with all laws and regulations related to the business. Wide dissemination of our operations among the community.
B) Methodology to implement quality
Deming says that it is not enough just to solve problems, big or small. Management requires formulating and signaling that it is their intention to stay in business, and to protect both investors and jobs.
The agency's mission is to continually improve the quality of our products or services in order to meet the needs of customers. This is achieved by generating an environment of integration and cooperation in which those who are involved. If the organization manages to reach that goal, it will increase productivity, improve its competitive position in the market, offer a reasonable profit to shareholders, ensure its future existence and provide stable employment to its personnel.
The above effort must be spearheaded by senior management. To facilitate the achievement of such an improvement goal, Deming has proposed to the managers of various organizations a system consisting of the following fourteen points:
- Be consistent in the purpose of improving the product or service, with the aim of becoming competitive, staying in business and providing jobs. Adopting the new philosophy of "quality awareness". We are in a new economic era. Managers need to be aware of the challenge, face their responsibilities, and take leadership for change. Eliminate reliance on inspection for quality. Eliminate the need for mass inspection, incorporating quality into the product first. End the practice of doing business based on price. Instead, minimize the total cost. Establish the tendency to have a single supplier for any item, with a long-term relationship of loyalty and trust.Constantly and always improve the production and service system, to improve QUALITY and productivity and thus reduce costs continuously. Institute training on the job. Implement leadership. The goal of supervision should be to help people, machines, and appliances do a better job: Get rid of fear so that everyone can work effectively for the organization. Break down the barriers between units. People from different departments should work as a team, to foresee production problems and those that could arise in the use of the product, with it or with the user. Eliminate numerical goals, posters and slogans that seek new levels of productivity, without offering methods that facilitate the achievement of such goals.The bulk of the causes of low quality and low productivity belong to the system and, therefore, fall beyond the possibilities of the operating personnel. Eliminate prescribed numerical quotas and replace them with leadership. Eliminate the barriers that prevent the employee from enjoying his right to be proud of your work. Implement a vigorous program of education and self - improvement. Involve all the staff of the organization in the struggle to achieve transformation. This is everyone's job.Involve all staff in the organization in the fight to achieve transformation. This is everyone's job.Involve all staff in the organization in the fight to achieve transformation. This is everyone's job.
JOSEPH M. JURAN
A) Theoretical foundation
- At any stage of a process, the output (product) becomes the input (input) of a next stage. Any activity plays a triple role of: Supplier - Processor - Customer QUALITY management is carried out by means of a trilogy:
- Quality planning (development of products and processes necessary to satisfy customer needs). Quality control. Quality improvement.
B) Methodology to implement quality
Juran talks about «Quality Management for the Entire Company» (GCTE). This is defined as a systematic approach to establishing and meeting quality objectives throughout the company.
The stages that Juran proposes are the following:
- Create a quality committee Formulate quality policies Establish quality strategic objectives to meet customer needs Plan to meet objectives Provide necessary resources Establish controls to assess performance against objectives
- Common units of measurement to assess quality. "Sensor" means to assess.
KAORU ISHIKAWA
A) Theoretical foundation
- Quality control is a system of production methods that economically generates quality goods or services, in accordance with the requirements of consumers. To practice quality control is to develop, design, manufacture, maintain a quality product that is the most economical, the most useful and always satisfactory for the consumer. Quality control is not an exclusive activity of specialists, but must be studied and achieved by all divisions and all employees. This is how Total Quality Control is achieved. This revolution is expressed in the following categories:
- The first is quality; not short-term profits. The orientation is towards the consumer; not to the producer. Thinking from the point of view of others. The next step in the process is your client: you have to break down the barriers of sectionalism. Use of data and numbers in presentations: use of statistical methods. Respect for humanity as an administrative philosophy: Fully Participating Administration. Cross-functional Administration; teamwork between different departments or functions.
These fall into three categories: elementary, intermediate, and advanced.
The elemental statistical method is the indispensable one for quality control, and it is used by all the personnel of the organization, from the directors to the operational personnel.
There are seven tools that make up the elementary statistical method. These are:
- Pareto Diagram Cause - Effect Diagram Stratification Verification Sheet Histogram Scatter Diagram Graphs and Control Charts.
B) Methodology to implement quality.
Dr. Ishikawa organizes the organization's procedure to achieve quality control in the following steps:
- To plan:
- Define goals and objectives. Determine methods to achieve them.
- Provide education and training. Carry out work.
- Verify the effects of the realization.
- Take the appropriate actions.
Given the importance of quality criteria within the methodology promoted by Dr. Ishikawa, here are the steps he recommends for these teams:
- Choose a topic (set goals). Clarify the reasons for choosing that topic. Evaluate the current situation. Analyze (investigate the causes). Establish corrective measures and put them into action. Evaluate the results. Standardize and prevent errors and their repetition. Review and reflect, consider remaining problems. Plan for the future.
ARMAND V. FEIGENBAUM
A) Theoretical foundation
- Quality is a basic factor in the customer's decision regarding the acquisition of products and services. Quality has become the only force of great importance that leads to the company's organizational success and growth in national and international markets. demonstrated by significant increases in market penetration, by significant improvements in overall productivity, by significant cost reductions, and by stronger competitive leadership. The genuine keys to the pursuit of quality success have become a matter of great interest to the management of companies worldwide.
B) Methodology to implement quality
Dr. Feigenbaum proposes a system that enables quality to be achieved in a structured and managed way, not simply by chance.
This system is called Total Quality Control and directs the efforts of various groups in the organization to integrate the development of maintenance and quality improvement in order to achieve total consumer satisfaction. This system is made up of the following points:
- Defined and specific quality policies and objectives. Strong customer orientation. All activities necessary to achieve these quality policies and objectives. Integration of company-wide activities. Clear staff assignments for quality achievement. Specific activity of the control of suppliers. Complete identification of the quality team. Defined and effective flow of information, processing and quality control. Strong interest in quality, in addition to motivation and positive training about it throughout the organization. Quality cost accompanied by other measurements and quality performance standards. Real effectiveness of corrective actions. Continuous control of the system, including pre-feeding and feedback of information,as well as the analysis of the results and comparison with the present standards. Periodic audit of the systematic activities.
H. JAMES HARRINGTON
A) Theoretical foundations.
- Now it is the quality, considered from the perspective of the clients. For the clients and, therefore, for a greater participation in the market, the determining factor in the quality; not the lowest prices. Companies whose processes continually produce quality items benefit from:
- Lower production costs. Higher profit margins. Greater market share.
To ensure that quality becomes a new way of life in the organization, it is necessary to carry out an improvement process.
This process is a progressive and continuous commitment. It involves a new way of thinking about all activities, from those carried out in an operating department, to those that characterize the office management of the CEO.
The drastic change in the way of thinking of the organization so that quality is achieved, is not something that can be ordered. It does not happen overnight or as a result of a program. The trick is to make the upgrade process part of the company's operating system. It must be present in everything we do, in our way of thinking and, more than anything, in our way of acting.
B) Methodology to implement quality
Dr. Harrington proposes a process of improvement that is constituted by a set of activities that complement each other; and that they confirm that all the members of the organization, employees and managers have an environment conducive to improving their performance. A process that helps to accept the change and make it a necessary part of the lifestyle to continue improving.
The improvement process is made up of ten basic activities:
- Obtain the commitment of senior management. Establish an improvement board of directors. Get improvement intervention. Ensure employee participation in the team. Achieve individual collaboration. Create teams for the improvement of systems and processes. Supplier participation. Establish quality assurance activities. Develop and implement short-term improvement plans, as well as a long-term improvement strategy. Define a recognition system.
PHILIP CROSBY
A) Theoretical foundation
All work is a process. This concept implies that each job or task should be considered not as something isolated; but as part of an interrelated chain in which the following trilogy is multiplied:
- Provider and supplies that he provides. Process carried out through the work of each person. Customers or users who receive the product or service.
For quality to occur, it is required that the inputs, work and services or products comply with the established requirements to guarantee correct operation in everything. Quality, defined as 'meeting the requirements', is one of the principles proposed by Crosby.
Another principle states that "the quality system is prevention, and not correction."
- Crosby argues that: "The standard of performance is zero defects." The last principle is: "The measure of quality is the price of noncompliance."
B) Methodology to implement quality
Philip Crosby has very well defined the steps that must be followed for an organization to implement the Quality Improvement Process (PMC).
- Management commitment Quality improvement team Measurement Quality cost Quality awareness Corrective action Zero defect day planning Personnel education Goal setting Elimination of error causes Recognition. Quality advice. Repeat the entire process.
Main quality philosophies
Deming states that when quality is improved it achieves:
- Costs decrease due to fewer reprocesses. Fewer errors. Less delay and obstacles. Better use of machines, time and materials.
I) Deming strategy:
- Create for the purpose of product and service improvement, with a plan to be competitive and remain in the business arena. Adopt a new philosophy to eliminate commonly accepted levels of delays, errors, defective products. Suspend reliance on mass inspection., statistical evidence is required that the product is made with quality. Eliminate the practice of doing business on the basis of the sale price, instead, improve the quality by means of the price, that is to say, minimize the total cost. of opportunity on a constant basis so that work systems can be permanently improvedInstall modern methods of on-the-job trainingInstitute supervision to promote teamwork in order to improve quality which automatically improves productivity.Eliminate fear so that everyone can work effectively for a company. Break down barriers between departments. There must be communication between all the members of the company, since they all have a common objective. Eliminate slogans and goals focused on increasing productivity without providing methods. Eliminate work standards that prescribe numerical quotas since if the main goal is quantity, quality will be affected.Remove the barriers between the worker and the right to feel proud of their work.Institute a vigorous education and training program that allows developing new knowledge and skills to have more qualified personnel for the benefit of the company.Create a structure in senior management that drives the previous 13 points daily.so that everyone can work effectively for a company. Break down barriers between departments. There must be communication between all the members of the company, since they all have a common objective. Eliminate slogans and goals focused on increasing productivity without providing methods. Eliminate work standards that prescribe numerical quotas since if the main goal is quantity, quality will be affected.Remove the barriers between the worker and the right to feel proud of their work.Institute a vigorous education and training program that allows developing new knowledge and skills to have more qualified personnel for the benefit of the company.Create a structure in senior management that drives the previous 13 points daily.so that everyone can work effectively for a company. Break down barriers between departments. There must be communication between all the members of the company, since they all have a common objective. Eliminate slogans and goals focused on increasing productivity without providing methods. Eliminate work standards that prescribe numerical quotas since if the main goal is quantity, quality will be affected. Eliminate the barriers between the worker and the right to feel proud of their work. Institute a vigorous education and training program that allows the development of new knowledge and skills to have more qualified personnel for the benefit of the company.Create a structure in senior management that drives the previous 13 points daily.
II) Juran's philosophy.
- Quality planning, quality control. Quality planning is about developing the products and processes necessary to meet customer needs. The first step in planning quality is to identify who the customers are. To identify customers there are We must follow the product to see who it affects. To understand the needs of customers, we must go beyond the needs expressed and discover the unmanifested. Customer perceptions may seem unreal, but for customers they are a reality and, therefore we have to take them seriously. Precision in quality matters requires that we say it with numbers Before planning the process, the objectives should be reviewed by the people involved.The optimal objective of quality has to satisfy the needs of customers and suppliers alike. The quality of a company begins with its planning. Many companies have to face serious losses and waste, deficiencies in the planning process.
III) Crosby's philosophy.
- Meet the requirements.Prevention.Zero defects.Price of non-compliance.
Stages in the Quality improvement process.
- Management commitment.Quality improvement teams.Quality measurement.Quality cost assessment.Quality awareness.Corrective action teams.Action committees.Training. Zero defects day. the cause of the error.Recognition.Quality advice.Repeat the quality improvement process.
IV) Philosophy of Tagushi.
Proposes the quality lever.
Only at the product design stage can we take action against variability caused by internal and external agents and manufacturing imperfections (noise).
The lever of quality.
- Product design Process design Production Product improvement
V) Ishikawa philosophy.
- Total quality control is doing what must be done in all industries. Quality control that does not show results is not quality control. Let's do total quality control that brings so much profit that we do not know what to do with it. Quality control starts with education and ends with education. To apply total quality control we have to offer continuing education for everything from the president to the workers. Total quality control takes advantage of the best of each person. When control is applied Total quality, falsehood disappears from the company. The first step of total quality control is to know the requirements of consumers. Prevent possible defects and claims. Total quality control reaches its ideal state when it no longer requires inspection..Remove the basic cause and not the symptoms.Total quality control is a group activity. Quality circle activities are part of total quality control. Total quality control is not a miracle drug. If there is no leadership from above, do not insist on the CTC.
