Quality and Operations ManagementDemingDeming’s 14 PointsJuranJuran Total Product Life Cycle QualitySlide 6Juran’s Breakthrough SystemCrosbyCrosby’s 14 PointsQuality and OperationsManagement“Guiding Philosophies ofDeming, Juran, and Crosby”Deming•“Basic cause of sickness …failure of top management to manage.”•Focus on longer term goals and metrics•Commitment to innovation and continuous improvement•Management (and/or the system) is responsible for 85% of the variation (or problems)•Management focus on common causes, individual focus on special causes•Strong bias for the use of SPCDeming’s 14 Points•Create constancy of purpose•Adopt the new philosophy•Cease dependence on mass inspection•End the practice of awarding business on price alone•Constantly improve the system of production and service•Institute modern methods for OJT•Institute modern supervision methods•Drive out fear•Break down barriers•Eliminate workforce numerical goals•Eliminate work standards and numerical quotas•Remove barriers that hinder workers•Institute vigorous training programs•Create management structure to push the other 13 pointsJuran•Fitness for use–quality of design–quality of conformance–availability–safety–field use•Practical goals, realistic and achievable tolerances–not zero defects•Cost of quality analysis to recognize economically viable targetsJuranTotal Product Life Cycle Quality–product planning and analysis–design–process development–vendor selection and relationships–materials management–production planning–manufacturing•process control•inspection and test•audits–distribution–customer service–field service–warranty and repair–end of life disposalJuran•Cost of Qualityprevention internal failure costsappraisal external failure costs•Emphasis on separating the critical few from the trivial many–Pareto•Achieve ‘breakthrough’ success–80% of problems were under management control•Execute control and feedback system•Perform annual quality reviewsJuran’s Breakthrough System•Change attitudes to achieve breakthrough•Identify the few critical projects•Organize for breakthrough in knowledge•Conduct analysis•Overcome resistance to change•Institute change •Institute controlsCrosby•Quality is conformance to requirements•Message targetted to top management–Crosby College for top executives only–Change management’s acceptance of defects–‘Quality is free’•Management maturation grid•Exhortations to workforce–‘Do it right the first time’ –Zero Defect Day celebrations–Pledge cardsCrosby’s 14 Points•Management commitment•Quality improvement teams•Quality measurements•Cost of Quality evaluations•Quality awareness•Corrective action programs•Zero defects planning•Supervisor training•Zero Defects Day•Goal setting•Error cause removal process•Recognition•Quality councils•Do it all over