Description
information how total quality management originated and evolved. It also gives information about key elements of TQM
What is Quality?
Quality is “fitness for use”
(Joseph Juran) Quality is “conformance to requirements” (Philip B. Crosby) Quality of a product or services is its ability to satisfy the needs and expectations of the customer
Evolution of Quality Management
Inspection Quality Control
Salvage, sorting, grading, blending, corrective actions, identify sources of non-conformance
Develop quality manual, process performance data, self-inspection, product testing, basic quality planning, use of basic statistics, paperwork control.
Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC. Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement.
Quality Assurance
TQM
Deming’s view of a production as a system
Receipt & test of materials Suppliers, materials & equipment Design & redesign Consumer Research
Production, assembly, inspection
Distribution
Consumers
Test of processes, machines, methods, cost
Deming’s Chain Reaction
Improve Quality
Provide jobs and more jobs Stay in business
Cost decreases because of less rework, fewer mistakes, fewer delays, snags, better use of machine time and materials
Productivity improves
Capture the market with better quality and lower price
The Deming Cycle or PDCA Cycle
PLAN
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
ACT
Adopt the change as a permanent modification to the process, or abandon it.
DO
Implement the change on a small scale and measure the effects
CHECK
Study the results to learn what effect the change had, if any.
W. Edwards Deming’s 14 Points 1) Create constancy of purpose towards improvement
of product and services.
2) Adopt the new philosophy. We can no longer live
with commonly accepted levels of delays, mistakes, defective workmanship.
3) Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.
4) End the practice of awarding business on the basis of
price tag.
W. Edwards Deming’s 14 Points
5) Find problems. It is management’s job to work
continually on the system.
6) Institute modern methods of training on the job.
7) Institute modern methods of supervision of
production workers. The responsibility of foremen must be changed from numbers to quality.
8) Drive out fear that everyone may work effectively for
the company.
W. Edwards Deming’s 14 Points
9) Break down barriers between departments. 10) Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivity without providing methods.
11) Eliminate work standards that prescribe numerical
quotas.
12) Remove barriers that stand between the hourly
worker and his right to pride of workmanship.
W. Edwards Deming’s 14 Points
13) Institute a vigorous programme of education and
retraining.
14) Create a structure in top management that will push
everyday on the above 13 points.
Deming’s System of Profound Knowledge
Knowledge about variation
Appreciation for system
Theory about knowledge
Knowledge of psychology
Joseph M. Juran and the Cost Of Quality
2 types of costs: Unavoidable Costs: preventing defects (inspection, sampling, sorting, QC) Avoidable Costs: defects and product failures (scrapped materials, labour for re-work, complaint processing, losses from unhappy customers
“Gold in the Mine”
Joseph M. Juran and the Cost Of Quality
Costs
Total Costs
Unavoidable costs
Avoidable costs 100% defective Point of “Enough quality”
What is TQM?
Constant drive for continuous improvement and learning.
Management by Fact
Concern for employee involvement and development
Result Focus
Passion to deliver customer value / excellence
Organisation response ability
Partnership perspective (internal / external)
Actions not just words (implementation)
Process Management
LEARNING AND TQM
Learning Process Improvement Quality Improvement
Customer Satisfaction
Shareholder Satisfaction
Employee Satisfaction
BASIC PRINCIPLES OF TQM
Approach Scope Scale Philosophy Standard Control Theme Management Led Company Wide Everyone is responsible for Quality Prevention not Detection Right First Time Cost of Quality On going Improvement
FOUR KEY PRINCIPLES
•Measure quality so you can affect it •Focus on a moving customer •Involve every employee •Think long term - Act short term
THE CASE FOR QUALITY
1 Success of competitors who take quality seriously 2 Rising expectations of customers 3 Quality differentiates companies from the competition 4 Narrowing of supplier bases by quality conscious companies
.
THE CASE FOR QUALITY
5 Growing evidence that growth in market share comes from sustained quality.
6 Cost advantages
7 High cost of catastrophic failure 8 Inspection poor substitute for right first time
SEVEN DEADLY SINS OF TQM
•Flight to nowhere
•One size fits all
•Substituting TQM for leadership •Inside - Out indicators •Mandatory religion •Quality kept as a separate activity •Teaching to the test Booz-Allen & Hamilton
IS QUALITY A SOUND INVESTMENT?
Year 1988 1988 1989 1990 1990 1990 1991 1992 1992 1992 1993 1994 Company Stock Growth (Oct 94) Motorola 373.0% Westinghouse (CNFD) - 49.6% Xerox (BPS) 75.9% General Motors 1.6% Federal Express 10.6% IBM (IBM Rochester) - 34.9% Selectron 526.9% AT&T (UCS) 32.2% AT&T (TSBU) 32.2% Texas Instruments (DS&E) 106.8% Zyta 8.4% Eastman Chemical 18.5% £23016 (91.8% growth) £15911 (32.6% growth)
Total Stock Value Standard & Poor 500 Stock value
Source: US Dept. of Commerce Study 1995
Q
Project Quality Assurance Project Quality Plan PQP
Definition
• The project quality plan is a documented description of the project management system and must be approved by the AEM, in part to demonstrate his commitment to quality but primarily it is the means by which technical and administrative authorities are delegated through out the project. • All projects shall have quality plan. • Project engineer shall develop and update the PQP.
.
PQP ADCO PQP Designer
PQP construction contractor
Suppliers quality plans
Confirm project objectives
Plan the project allocate resources
Identify critical activities Define standards and controls Audits
AEM/PE/HE
AEM/PE HE/HC/PE DE/CE/PE QA/SCE/PE PE
Close-out
1. COVER SHEET + REVISION CONTROL 1.1 Document purpose 1.2 Policy statement 2.INTRODUCTION 2.1 Background 2.2 Project Scope 2.3 Project Objectives & Constraints 2.4 QA Standards (Consider putting in Document purpose)
3. EXECUTION STRATEGY 3.1 3.2 3.3 3.4 3.5 3.6 Project Management risks. Critical Activities. Control Strategy. Cost & Schedule. HSE Plan. Commissioning & Hand-over.
4.ORGANISATION, RESPONSIBILITES & INTERFACES 4.1 Table with names 4.2 External interfaces 4.3 Definition of specific roles and responsibilities.
5. QUALITY REFERENCE SYSTEM 5.1 Controlling Documents 5.2 Applicable Procedures (Check list based)
6. INTEGRATION OF CONTRACTORS & SUPPLIERS 6.1 Define Contractor interfaces. 6.2 Contractor + Supplier Quality System.
7.AUDITS & REVIEWS This section should include schedule for: * PHSER * HAZOP * TECHNICAL REVIEWS * LESSONS LEARNT REVIEW. 8. QUALITY IMPROVEMENT 8.1 LESSONS LEARNT 8.2 CLOSE-OUT REPORT
* HSEIA * VE * QA AUDITS
PREPARATION & APPROVALS:
PREPARE: ENDORSE: APPROVE: Timing The nominated PE, PM or Team leader shall develop the PQP immediately after receiving the PID document and approval of the project in the Business Plan. PE, PM and / or Team Leaders AEM EPM
Quality is a Journey, not a Destination
doc_132174145.pptx
information how total quality management originated and evolved. It also gives information about key elements of TQM
What is Quality?
Quality is “fitness for use”
(Joseph Juran) Quality is “conformance to requirements” (Philip B. Crosby) Quality of a product or services is its ability to satisfy the needs and expectations of the customer
Evolution of Quality Management
Inspection Quality Control
Salvage, sorting, grading, blending, corrective actions, identify sources of non-conformance
Develop quality manual, process performance data, self-inspection, product testing, basic quality planning, use of basic statistics, paperwork control.
Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC. Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement.
Quality Assurance
TQM
Deming’s view of a production as a system
Receipt & test of materials Suppliers, materials & equipment Design & redesign Consumer Research
Production, assembly, inspection
Distribution
Consumers
Test of processes, machines, methods, cost
Deming’s Chain Reaction
Improve Quality
Provide jobs and more jobs Stay in business
Cost decreases because of less rework, fewer mistakes, fewer delays, snags, better use of machine time and materials
Productivity improves
Capture the market with better quality and lower price
The Deming Cycle or PDCA Cycle
PLAN
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
ACT
Adopt the change as a permanent modification to the process, or abandon it.
DO
Implement the change on a small scale and measure the effects
CHECK
Study the results to learn what effect the change had, if any.
W. Edwards Deming’s 14 Points 1) Create constancy of purpose towards improvement
of product and services.
2) Adopt the new philosophy. We can no longer live
with commonly accepted levels of delays, mistakes, defective workmanship.
3) Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.
4) End the practice of awarding business on the basis of
price tag.
W. Edwards Deming’s 14 Points
5) Find problems. It is management’s job to work
continually on the system.
6) Institute modern methods of training on the job.
7) Institute modern methods of supervision of
production workers. The responsibility of foremen must be changed from numbers to quality.
8) Drive out fear that everyone may work effectively for
the company.
W. Edwards Deming’s 14 Points
9) Break down barriers between departments. 10) Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivity without providing methods.
11) Eliminate work standards that prescribe numerical
quotas.
12) Remove barriers that stand between the hourly
worker and his right to pride of workmanship.
W. Edwards Deming’s 14 Points
13) Institute a vigorous programme of education and
retraining.
14) Create a structure in top management that will push
everyday on the above 13 points.
Deming’s System of Profound Knowledge
Knowledge about variation
Appreciation for system
Theory about knowledge
Knowledge of psychology
Joseph M. Juran and the Cost Of Quality
2 types of costs: Unavoidable Costs: preventing defects (inspection, sampling, sorting, QC) Avoidable Costs: defects and product failures (scrapped materials, labour for re-work, complaint processing, losses from unhappy customers
“Gold in the Mine”
Joseph M. Juran and the Cost Of Quality
Costs
Total Costs
Unavoidable costs
Avoidable costs 100% defective Point of “Enough quality”
What is TQM?
Constant drive for continuous improvement and learning.
Management by Fact
Concern for employee involvement and development
Result Focus
Passion to deliver customer value / excellence
Organisation response ability
Partnership perspective (internal / external)
Actions not just words (implementation)
Process Management
LEARNING AND TQM
Learning Process Improvement Quality Improvement
Customer Satisfaction
Shareholder Satisfaction
Employee Satisfaction
BASIC PRINCIPLES OF TQM
Approach Scope Scale Philosophy Standard Control Theme Management Led Company Wide Everyone is responsible for Quality Prevention not Detection Right First Time Cost of Quality On going Improvement
FOUR KEY PRINCIPLES
•Measure quality so you can affect it •Focus on a moving customer •Involve every employee •Think long term - Act short term
THE CASE FOR QUALITY
1 Success of competitors who take quality seriously 2 Rising expectations of customers 3 Quality differentiates companies from the competition 4 Narrowing of supplier bases by quality conscious companies
.
THE CASE FOR QUALITY
5 Growing evidence that growth in market share comes from sustained quality.
6 Cost advantages
7 High cost of catastrophic failure 8 Inspection poor substitute for right first time
SEVEN DEADLY SINS OF TQM
•Flight to nowhere
•One size fits all
•Substituting TQM for leadership •Inside - Out indicators •Mandatory religion •Quality kept as a separate activity •Teaching to the test Booz-Allen & Hamilton
IS QUALITY A SOUND INVESTMENT?
Year 1988 1988 1989 1990 1990 1990 1991 1992 1992 1992 1993 1994 Company Stock Growth (Oct 94) Motorola 373.0% Westinghouse (CNFD) - 49.6% Xerox (BPS) 75.9% General Motors 1.6% Federal Express 10.6% IBM (IBM Rochester) - 34.9% Selectron 526.9% AT&T (UCS) 32.2% AT&T (TSBU) 32.2% Texas Instruments (DS&E) 106.8% Zyta 8.4% Eastman Chemical 18.5% £23016 (91.8% growth) £15911 (32.6% growth)
Total Stock Value Standard & Poor 500 Stock value
Source: US Dept. of Commerce Study 1995
Q
Project Quality Assurance Project Quality Plan PQP
Definition
• The project quality plan is a documented description of the project management system and must be approved by the AEM, in part to demonstrate his commitment to quality but primarily it is the means by which technical and administrative authorities are delegated through out the project. • All projects shall have quality plan. • Project engineer shall develop and update the PQP.
.
PQP ADCO PQP Designer
PQP construction contractor
Suppliers quality plans
Confirm project objectives
Plan the project allocate resources
Identify critical activities Define standards and controls Audits
AEM/PE/HE
AEM/PE HE/HC/PE DE/CE/PE QA/SCE/PE PE
Close-out
1. COVER SHEET + REVISION CONTROL 1.1 Document purpose 1.2 Policy statement 2.INTRODUCTION 2.1 Background 2.2 Project Scope 2.3 Project Objectives & Constraints 2.4 QA Standards (Consider putting in Document purpose)
3. EXECUTION STRATEGY 3.1 3.2 3.3 3.4 3.5 3.6 Project Management risks. Critical Activities. Control Strategy. Cost & Schedule. HSE Plan. Commissioning & Hand-over.
4.ORGANISATION, RESPONSIBILITES & INTERFACES 4.1 Table with names 4.2 External interfaces 4.3 Definition of specific roles and responsibilities.
5. QUALITY REFERENCE SYSTEM 5.1 Controlling Documents 5.2 Applicable Procedures (Check list based)
6. INTEGRATION OF CONTRACTORS & SUPPLIERS 6.1 Define Contractor interfaces. 6.2 Contractor + Supplier Quality System.
7.AUDITS & REVIEWS This section should include schedule for: * PHSER * HAZOP * TECHNICAL REVIEWS * LESSONS LEARNT REVIEW. 8. QUALITY IMPROVEMENT 8.1 LESSONS LEARNT 8.2 CLOSE-OUT REPORT
* HSEIA * VE * QA AUDITS
PREPARATION & APPROVALS:
PREPARE: ENDORSE: APPROVE: Timing The nominated PE, PM or Team leader shall develop the PQP immediately after receiving the PID document and approval of the project in the Business Plan. PE, PM and / or Team Leaders AEM EPM
Quality is a Journey, not a Destination
doc_132174145.pptx