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GWU MGT 201 - THE DEMING FLOW DIAGRAM

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The most famous name in Japanese quality control is AmericanTHE DEMING FLOW DIAGRAMWorksheetSlide 4The Deming Chain ReactionSlide 6Elements of Quality ManagementThe Old WayThe Shewhart CycleFourth Generation ManagementWhat’s Different? The New, Excellent Organizations Concentrate on Process, Not on ProblemsHis name is Dr. W. Edwards Deming, and he’s a quality control expert.In 1950, the Union of Japanese Scientists and Engineers (JUSE) invited Dr. Deming to lecture several times in Japan, events that turned out to be overwhelmingly successful.To commemorate Dr. Deming’s visit and to further Japan’s development of quality control, JUSE shortly thereafter established the Deming Prizes, to be presented each year to the Japanese companies with the most outstanding achievements in quality control.Today, Dr. Deming’s name is well known within Japan’s industrial community, and companies compete fiercely to win the prestigious Demings.In 1953, Sumitomo Metals was fortunate enough to win the Deming Prize For Application. In retrospect, we believe it may have been the single most important event in the history of quality control at Sumitomo. By inspiring us to even greater efforts, it helped us to eventually become one of the world’s largest and most advanced steel-makers. Sumitomo Metals owes a great deal to the American quality control expert who became one of Japan’s greatest inspirations. On that point, the management and employees of Sumitomo metals would like to take this opportunity to say simply, “Thanks, Dr. Deming, for helping to start it all.”The most famous name in Japanese quality control is AmericanTHE DEMING FLOW DIAGRAMSuppliers of materials and equipmentA B C DReceipt and test of materialsTests of processes, machines, methods, costsProduction, assembly, inspectionDesign and redesignConsumer researchConsumersWorksheetCustomer ModelYOUR PROCESSYOUR SUPPLIERSYOUR CUSTOMERSINPUTOUTPUTSREQUIREMENTS & FEEDBACKREQUIREMENTS & FEEDBACKName two or three of your most important CUSTOMERS and what you or your group provides:My customers: What I provide them: Is there a quality gap between what I provide them andwhat they want?_____________________________________________________________________________________________________________________________________________________________________________________________________WorksheetSupplier ModelYOUR PROCESSYOUR SUPPLIERSYOUR CUSTOMERSINPUTOUTPUTSREQUIREMENTS & FEEDBACKREQUIREMENTS & FEEDBACKName two or three of your most important SUPPLIERS and what they deliver or provide to you or your group:My suppliers: What they provide me: Is there a quality gap between what I get and what Iwant?_____________________________________________________________________________________________________________________________________________________________________________________________________The Deming Chain ReactionImprove QualityCosts decrease because of less rework, fewer mistakes, fewer delays, snagsProductivity improvesCapture the market with better quality and lower priceStay in businessProvide jobs and more jobsDefinition of TQMTotal Quality Management (TQM) consists of continuous process improvement activities involving everyone in an organization - managers and workers - in a totally integrated effort toward improving performance at every level.Elements of Quality ManagementConstancy of Purpose/Long-Term CommitmentTotal Employee Involvement/Team WorkLeadershipCustomer FocusSupplier PartnershipFocus on ProcessQuantitative MethodsContinuous ImprovementTrainingTQMThe Old Way1. 2. 3.Design itMake it Sell itThe Shewhart Cycle4. Test it in Service5. Redesign1. Design it2. Make it3. Market itAct PlanStudyDoFourth Generation ManagementTimeGETTING BETTER FASTERPerformanceCompany ACompany BWhat’s Different?The New, Excellent Organizations Concentrate on Process, Not on ProblemsPROBLEMMotivate PeopleWho is wrong?Define: responsibilityWatch bottom lineMeasure peopleDefine jobFix deviations“Do your job”“Obey orders”PROCESSRemove barriersWhat is wrong?Define: procedureWatch qualityMeasure systemsDefine customerReduce variability“Can I help you?”“Improve


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