質(zhì)量管理Chp02(renew2).ppt

1、2004 Prentice-Hall,Chapter 2 Quality Theory,Chapter Overview,What is Theory? Leading Contributors to Quality Theory W. Edwards Deming, Joseph M. Juran, Kaoru Ishikawa, Armand Feigenbaum, Philip Crosby, Genichi Taguchi, The Rest of the Pack Viewing Quality Theory From a Contingency Perspective Resolv

2、ing the Differences in Quality Approaches: An Integrative View Theoretical Framework for Quality Management,Key Terms,Benchmarking Deduction Induction Just-in-time(JIT)purchasing Parallel processing in focused teams Paretos law(the 80/20 rule) Quality at the source Reengineering Sequential or depart

3、mental approach to design,標(biāo)高(桿)分析,競爭性分析,演繹法,歸納法,即時采購,帕累托原則,再造工程,設(shè)計中的順序或分割方法,設(shè)計團(tuán)隊并行處理,源頭質(zhì)量,1. What is Theory?,Theory Defined Theory is a “coherent group of general propositions used as principles of explanation for a class of phenomena.” Illustration of a Theory For example, it might have been observ

4、ed that many companies that have implemented quality improvements have experienced improved worker morale.,What is Theory?,Quality Improvements,Worker Morale,Dependent Variable,Independent Variable,Causality,Testable Theoretical Model,Figure 2.1,What is Theory?,Four Elements of a Theory What The wha

5、t of a theory involves which variables or factors are included in the model. How The how of a theoretical model involves the nature, direction, and extent of the relationship between the variables. Why The why of the theory is the theoretical glue that holds the model together. Who-Where-When The wh

6、o-where-when aspect place contextual bounds on the theory.,What is Theory?,Two Ways to Establish a Theory Induction Deduction Induction The process of induction is useful but is also subject to observer bias and misperception. Deduction Using deduction, researchers propose a model based on prior res

7、earch and design an experiment to test the theoretical model.,What is Theory?,Inductive Versus Deductive Reasoning,Induction,Deduction,Data,Generalization,Generalization,Supported by Data,Figure 2.2,A Theory of Quality Management?,No Unified Theory As yet, there is not a unified theory explaining qu

8、ality improvement that is widely accepted by the quality community Differing Approaches The differing approaches to quality improvement represent competing philosophies that have sought their places in the marketplace of ideas.,A Theory of Quality Management?,Managers Must Apply What Fits As a resul

9、t of the availability of competing philosophies of quality management, practicing quality managers must become familiar with these philosophies and apply those that are applicable to their particular situation. The Most Successful Companies The most successful companies have put their own stamp on q

10、uality campaigns, mounting their own massive training efforts internally.,2. Leading Contributors to Quality Theory,W. Edwards Deming Joseph M. Juran Kaoru Ishikawa Armand Feigenbaum Philip Crosby Genichi Taguchi The Rest of the Pack Robert C. Camp Tom Peters Michael Hammer and James Champy,2.1 W. E

11、dwards Deming,Preeminent Authority W. Edwards Deming was widely accepted as the worlds preeminent authority on quality management prior to his death on December 24, 1993. Deming gained credibility because of his influence on Japanese and American industry. Contributions Fourteen Points for Managemen

12、t The Seven Deadly Diseases Emphasized “continual never-ending improvement.”,W. Edwards Deming,Demings 14 Points for Management While Deming espoused the belief that theory was important to the understanding of quality improvement, the closest he ever came to expounding a theory was in his 14 points

13、 for management. Taken as a whole, the 14 points represent many of the key principles that provide the basis for quality management in many organizations.,W. Edwards Deming,Demings 14 Points for Management,1.Create constancy of purpose. 2. Adopt a new philosophy. 3. Cease mass inspection. 4. End awa

14、rding business on the basis of price tag. 5. Constantly improve the system. 6. Institute training on the job. 7. Improve leadership.,8.Drive out fear. 9.Break down barriers between departments. 10.Eliminate slogans. 11.Eliminate work standards. 12. Remove barriers to pride. 13. Institute education a

15、nd self-improvement. 14. Put everybody to work.,Adopt a new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn its responsibilities, and take on leadership of change.,Point 2,Create constancy of purpose toward improvement of product and service with

16、 the aim to become competitive and stay in business, and to provide jobs.,Point 1,W. Edwards Deming,W. Edwards Deming,End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost. Move toward a Single supplier for any one item, based on a long-term relationship

17、 of loyalty and trust. Just-in-time purchasing,Point 4,Cease dependence on mass Inspection(大規(guī)模檢驗) to improve quality. Eliminate the need for inspection on a mass basis by building quality into the Product in the first place. Quality at the source,Point 3,W. Edwards Deming,Institute training on the j

18、ob. People must have the necessary training and knowledge to do their job.,Point 6,Constantly improve the system. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost.,Point 5,W. Edwards Deming,Drive out fear, so

19、everyone may work effectively for the company.,Point 8,Improve leadership. The aim of supervision should be to help people, machines, And gadgets to do a better job. Supervision of management is in need of overhaul as well as supervision of production workers.,Point 7,W. Edwards Deming,Eliminate slo

20、gans. exhortations(勸告）,and targets for the workforce asking for zero defects and new levels of productivity. Such exportations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the workforce.,Poi

21、nt 10,Break down barriers between departments. People in research, design, sales, and production must work as a team to foresee problems of production and use that may be encountered with the product or service. Parallel processing in focused teams,Point 9,W. Edwards Deming,Remove barriers to pride.

22、 The responsibility of supervisors must be changed from sheer numbers to quality(從純數(shù)量檢查轉(zhuǎn)向質(zhì)量檢查）.,Point 12,Eliminate work standards on the factory floor. Eliminate management by objectives. Eliminate management by numbers and numeric goals. Substitute leadership.,Point 11,W. Edwards Deming,Put everybo

23、dy in the company to work to accomplish the transformation. The transformation is everybodys job.,Point 14,Institute a vigorous program of education and self-improvement. This is a more generalized education than training on the job. Organizational learning requires a structure that reinforces and r

24、ewards learning.,Point 13,W. Edwards Deming,1.Lack of constancy of purpose.（缺乏長期目標(biāo)） 2. Emphasis on short-term profits.（注重短期利益） Evaluation of performance, merit rating, or annual review.（績效評價、成績評定或年度評審） 4. Mobility of management.（管理隨意性） 5. Running a company on visible figures alone.（經(jīng)營公司只關(guān)注看得見的數(shù)字） 6.

25、 Excessive medical costs for employee health care.（員工保健的大量醫(yī)療成本） 7. Excessive costs of warrantees.（過多的保證成本）,Demings 7 Deadly Diseases,How can we catch on Demings 14 points? Is the 14 points a theory about quality? Or a theory about management?,W. Edwards Deming,Visionary leadership,Process Management

26、,Customer satisfaction,Causal Direction,Feedback Mechanisms,Internal and external cooperation,Learning,Organizational System,Continuous improvement,Employee fulfillment,Process Outcomes,Theoretical Model Underlying the Deming Method,Figure 2.4,Briefly describe the contributions that W. Edwards Demin

27、g made to the field of quality management.,1.Emphasis on the management of the system for improving quality. 2. Emphasis on Continuing improvement. 3. 14 points for management.,Joseph M. Juran,Jurans Approach Juran tends to take a more strategic and planning-based approach to improvement than does D

28、eming. Juran promotes the view that organizational quality problems are largely the result of insufficient and ineffective planning for quality. Key Contributions Juran Trilogy Control versus Breakthrough Project-by-Project Improvement Pareto Analysis,Joseph M. Juran,The Juran Trilogy: Three basic p

29、rocesses that are essential for managing to improve quality.,Planning,Improvement,Control,Joseph M. Juran,The Juran Trilogy,Joseph M. Juran,Control versus Breakthrough According to Juran, control is a process-related activity that ensures processes are stable and provides a relatively consistent out

30、come. Control involves gathering data about a process to ensure that the process is consistent. Breakthrough improvement implies that the process has been studied and some major improvement has resulted in large, nonrandom improvement to the process.,Joseph M. Juran,Project-by-Project Improvement（項目

31、方式的改進(jìn)） Juran teaches that improvement in organizations is accomplished on a project-by-project basis “and in no other way.” The project-to-project approach advocated by Juran is a planning-based approach to quality improvement. Managers must prioritize which project will be undertaken first based on

32、 financial return. This means that analysts must use the language of management, that is, money, in order to help determine which projects should be undertaken.,Joseph M. Juran,Pareto Analysis Joseph Juran identified an economic concept that he applied to quality problems. The economic concept is ca

33、lled Paretos law or the 80/20 rule. Using Paretos law, we see that the majority of quality problems are caused by relatively few causes.,Briefly describe the contributions that Joseph M. Juran made to the field of quality management. What do you believe was Jurans most significant contribution?,1. E

34、mphasis on the importance of quality planning. 2. Identified three basic processes that are essential for managing to improve quality. 3. Articulated the arguments pertaining to control versus breakthrough.,Philip Crosby,Crosby became very well known for his authorship of the book Quality is Free. T

35、he primary thesis of this book was that quality, as a managed process, can be a source of profit for an organization.,Philip Crosby,Definition of Quality: Conformance to Requirements System: Prevention Performance Standard: Zero Defects Measurement: Cost of Quality,FOUR ABSOLUTES OF QUALITY MANAGEME

36、NT,Philip Crosby,Crosby specifies a quality improvement program consisting of fourteen steps. These steps underlie the Crosby zero defects approach to quality improvement. His approach emphasizes the behavioral and motivational aspects of quality improvement rather than statistical approaches.,Crosb

37、ys Fourteen Steps,1. Management commitment 2. Quality improvement teams 3. Quality measurement 4. Cost of quality evaluation 5. Quality awareness 6. Corrective action 7. Zero-defects committee,8. Supervisor training 9. Zero-defects day 10. Goal-setting 11. Error cause removal 12. Recognition 13. Qua

38、lity councils 14. Do it over again,Compare and contrast Demings, Jurans, and Crosbys perspectives of quality management. What are the major similarities and differences between their perspectives?,Similarities: All three gurus were very passionate about the role of quality in business organizations,

39、 and felt that quality is a process that must be deliberately managed. In addition, all three individuals saw quality as the focal point for organizational performance and effectiveness. Differences: Deming and Juran were more statistically oriented in their approach than Crosby. The individuals emp

40、hasized different aspects of quality management in their approaches. Crosbys zero defects approach probably goes further than would be advocated by Deming or Juran. Crosby was also more prolific than Deming and Juran in terms of the production of quality related materials (e.g., videos, workbooks, l

41、ecture series, etc.).,Further, Compare and contrast both the 14 points between Deming and Crosby, and should we foster attitudes among employees to achieve zero defects, like Crosby suggests? Or forget that and train our workers to improve systems, and support their efforts, the Deming way? Why not

42、both?,similarities: Stress the importance of quality in products and services Errors must be prevented rather than corrected Pursuing improve quality and reduces costs Both of them stress the leadership on quality improvement Differences: Crosby consider that quality is primarily a matter of attitud

43、es. Deming consider that 85% or more of a companys quality problems are built into the systems of operation; Crosby insist on fostering an attitude of commitment to quality The goals of Demings approach to quality is continuous improvement and reducing variation. Crosby believes quality is largely a

44、n individual responsibility, suggests awards and ceremonies. Deming feels posters and slogans and ceremonies are a waste of time,Armand Feigenbaum,Feigenbaums primary contribution to quality thinking in America was his assertion that the entire organization should be involved in improving quality. H

45、e was the first in the U.S. to move quality from the offices of the specialists back to operating workers. This occurred in the 1950s. Contributions Three-step process to improving quality. Four deadly sins that impede quality improvement. Nineteen steps for improving quality.,Armand Feigenbaum,Feig

46、enbaum proposes a three-step process to improving quality.,Quality Improvement,Organizational Commitment,Quality Technology,Motivated by leadership,Includes statistics and machinery that can improve quality,Includes everyone in the quality struggle,Armand Feigenbaum,Four Deadly Sins(有悖常理之事) (Major I

47、mpediments to Improving Quality) Hothouse quality（溫室質(zhì)量） refers to those quality programs that receive a lot of hoopla and no follow-through（跟風(fēng)）. Wishful thinking（如意算盤） occurs with those who would pursue protectionism to keep American firms from having to compete on quality. Producing overseas（海外加工）

48、is a panacea sometimes undertaken by managers who wish that out of sight, out of mind could solve quality related problems. Confining quality to the factory （狹隘的質(zhì)量觀）means that quality has historically just been viewed as a shop-floor concern.,Feigenbaums nineteen steps,Kaoru Ishikawa,Ishikawas Prima

49、ry Contributions Perhaps Ishikawas greatest achievement was the development and dissemination of the basic seven tools of quality (B7). As the developer of these tools, Ishikawa is credited with democratizing statistics. Ishikawa felt that to be successful, firms must make everyone responsible for s

50、tatistical analysis and interpretation.,Kaoru Ishikawa,Ishikawas Quality Philosophy Ishikawa spent his life working to improve quality in Japan. His ideas were synthesized into 11 points that made up his quality philosophy.,Genichi Taguchi,The Taguchi method was first introduced by Dr. Genichi Taguc

51、hi to AT e.g., ambient temperature Manufacturing no two units of production are exactly alike Deterioration causes further variations in the components of the system,Genichi Taguchi,Definition of Quality In Taguchis terms, “ideal quality” refers to a reference point for determining the quality level

52、 of a product or service. Quality Loss Function Normally, when specifications are set, a target is specified with some allowance for variation. Taguchi states that any deviation from target specs results in loss to society produced. Robust Design Products and services should be designed so that they

53、 are inherently defect free and of high quality.,Figure 1,Figure 2,The Rest of the Pack,Robert C. Camp The principle pioneer of benchmarking. Benchmarking is the sharing of information between companies so that both can improve. Benchmarking: The Search For Industry Best Practices That Lead to Super

54、ior Performance,The Rest of the Pack,Tom Peters Tom Peters is a noted author, consultant, and speaker who is widely recognized. Peters co-authored the book In Search Of Excellence. The research for the book involved a case study of several firms and resulted in eight basic practices found in excelle

55、nt firms. The eight practices identified with excellent firms include a bias for action, getting close to the customer, promoting entrepreneurship, productivity through people, value-driven management, sticking to the core competencies, lean staff, and implementing appropriate amounts of supervision

56、 and empowerment.,The Rest of the Pack,Michael Hammer and James Champy Promoted the concept of reengineering, which has resulted in unfortunate consequences for many people and companies. The underlying precept of reengineering is that firms can become inflexible and resistant to change and must be

57、able to change in order to become competitive. The problem is in the the process they promoted in the book Reengineering the Corporation. The CEO of the corporation develops a business case followed by a set of recommendations. He or she then charges others with rapidly implementing the recommendations without further study or analysis.,Viewing Quality From a Contingency Perspective,There is a great deal of contradictory information about how firms should imp