Quality Principles and Philosophies

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Quality Principles and Philosophies

• Imran Hussain

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Dr. W. E. Deming
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Demings Background

• Main architect for introducing Total Quality into
  Japan
• Born 1900
• Graduated in Electrical Engineering
• PhD in mathematical physics
• Became statistician for US govt.
• Sent by US govt. to Japan after WWII to advise on
  Japanese census.

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Demings Philosophy

• Quality is about people, not products
• Suggested quality concept for designing product
• Management need to understand nature of variation
  and how to interpret statistical data
• Promoted importance of leadership
• 85 of production faults responsibility of
  management, not workers
• Enumerated a 14-point management philosophy

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Product Development Cycle

• Design the product.
• Make it.
• Try to sell it.
• Do consumer research and test the products uses.
• Redesign start the cycle all over again.

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Achieving Quality

• Companies should direct efforts towards
• Innovation of products
• Innovation of processes
• Improvement of existing products
• Improvement of existing processes

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Quality Approach in Context
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Quality
Costs
Productivity
Prices
Market Share
Stay in business
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Attributes of a Leader

• Coaches not judges
• Strives to understand variation and its causes
• Strives to remove obstacles within the
  organization
• Responds to all customer forces
• Adopts consistency of purpose
• Places and emphasis on improving processes

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Attributes of a Leader

• Recognizes that people are not assets they are
  jewels
• Strives to recognize those who need help and the
  gives help
• Creates and atmosphere of trust
• Knows the work he supervises
• Does not place an over-reliance on figures
• Encourages education and continuous improvement
  of each person

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Demings 14-point Management Philosophy

• Create constancy of purpose for continual
  improvement of products
• Create constancy of purpose for improvement of
  systems, products and services, with the aim to
  become excellent, satisfy customers, and provide
  jobs. Reduced defects and cost of development.

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Demings 14-point Management Philosophy

• Adopt a commitment to seek continual improvements
• Constantly and forever improve the system
  development processes, to improve quality and
  productivity, and thus constantly decrease the
  time and cost of systems. Improving quality is
  not a one time effort.

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Demings 14-point Management Philosophy

• Switch from defect detection to defect prevention
• Cease dependencies on mass inspection (especially
  testing) to achieve quality. Reduce the need for
  inspection on a mass basis by building quality
  into the system in the first place. Inspection is
  not the answer. It is too late and unreliable
  it does not produce quality.

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Demings 14-point Management Philosophy

• In dealing with suppliers one should end the
  practice of awarding business on price. Move
  towards quality of product, reliability of
  delivery and willingness to cooperate and
  improve. Build partnerships.
• Minimize total cost. Move towards a single
  supplier for any one item or service, making them
  a partner in a long-term relationship of loyalty
  and trust.

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Demings 14-point Management Philosophy

• Improvement is not confined to products and their
  direct processes but to all supporting services
  and activities
• All functions in an organization need to become
  quality conscious to deliver a quality product.

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Demings 14-point Management Philosophy

• Train a modern way.
• Institute training on the job. Everyone must be
  trained, as knowledge is essential for
  improvement.

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Demings 14-point Management Philosophy

• Supervision must change from chasing, to coaching
  and support.
• Institute leadership. It is a mangers job to
  help their people and their systems do a better
  job.

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Demings 14-point Management Philosophy

• Drive out fear and encourage two-way
  communication.
• Drive out fear, so that everyone may work
  effectively. Management should be held
  responsible for the faults of the organization
  and environment.

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Demings 14-point Management Philosophy

• Remove barriers between departments
• Break down barriers between areas. People must
  work as a team. They must foresee and prevent
  problems during systems development and use.

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Demings 14-point Management Philosophy

• Do not have unrealistic targets
• Set realistic targets. Do not place people under
  unnecessary pressure by asking them to do things
  which are not achievable. Eliminate slogans,
  exhortations, and targets that ask for zero
  defects, and new levels of productivity. Slogans
  do not build quality systems.

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Demings 14-point Management Philosophy

• Eliminate quotas and numerical targets
• Eliminate numerical quotas and goals. Substitute
  it with leadership. Quotas and goals (such as
  schedule) address numbers - not quality and
  methods.

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Demings 14-point Management Philosophy

• Remove barriers that prevent employees having
  pride in the work that they perform
• Remove barriers to pride of workmanship. The
  responsibility of project managers must change
  from schedules to quality.

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Demings 14-point Management Philosophy

• Encourage education and self-improvement for
  everyone
• Institute and vigorous program of education and
  self-improvement for everyone. There must be a
  continuing commitment to training and educating
  software managers and professional staff.

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Demings 14-point Management Philosophy

• Publish top managements permanent commitment to
  continuous improvement of quality and productivity

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Juran
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Jurans 10-point Program

• Identify customers
• Determine customer needs
• Translate
• Establishment units of measurement
• Establish measurements
• Develop product
• Optimize product design
• Develop process
• Optimize process capability
• Transfer

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Crosby
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Crosbys 14-step program

• Management commitment
• Quality improvement team
• Quality measurement
• Cost of quality evaluation
• Quality awareness
• Corrective action
• Zero defect program
• Supervisor training

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Crosbys 14-step program

• Zero defects day
• Goal setting
• Error cause removal
• Recognition
• Quality councils
• Do it over again

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Crosbys Maturity Grid

• Uncertainty (adhoc)
• Awakening (recognition begins but management
  unwilling to spend on quality)
• Enlightenment (management begins to support
  quality improvement program, culture of openness)
• Wisdom (management fully participates, defect
  prevention is now part of the culture)
• Certainty (the whole organization is involved in
  continuous improvement)

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Shingo
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Shingos Philosophy

• Poka Yoke (meaning mistake proofing)
• This involves identifying potential error sources
  in the process and monitoring these sources for
  errors.
• A variant to this approach is FMEA

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Ishikawa
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Ishikawas Philosophy

• Quality Control Circles (QCC)
• A quality control circle consists of a small
  group of employees who do similar work and
  arrange to meet regularly to identify and analyze
  work-related problems, to brainstorm and to
  recommend and implement solutions.

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Quality Control Circles

• Select problem
• State and re-state problems
• Collect facts
• Brainstorm
• Build on each other ideas
• Choose course of action
• Presentation

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Genichi Taguchi
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Taguchis Philosophy

• Defines quality in terms of loss
• the loss a product causes to society after being
  shipped, other than losses caused by its
  intrinsic function
• He defines a loss function as a measure of the
  cost of quality
• He also developed a method for determining the
  optimum value of process variables which will
  minimize the variation in a process while keeping
  mean on target

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Peter Drucker
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Druckers Philosophy

• Success is threefold
• Know your business
• Know your competencies
• Knowing how to keep focused on goals
• Effective management and employee participation
• Link between the bottom line and satisfying the
  customer

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Druckers Philosophy

• Purpose of business lies outside itself that
  is in creating and satisfying a customer. The
  decision process is central, and structure has to
  follow strategy and management has to be
  management by objectives and self-control.

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Druckers 5 Principles of Management

• Setting objectives
• Organizing
• Motivating and communicating
• Establishing measures of performance
• Developing people

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Tom Peters
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Peters Philosophy

• Excellent firms believe in constant improvement
  and constant change
• Need to move from hierarchical management to
  horizontal, fast, cross-functional co-operative
  organization

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Peters Management Guidelines

• Actively create a quality revolution
• Put the customer first in everything you do
• Listen actively to all stakeholders
• Invest in people, training, education and
  recruitment
• Openly reward, recognize and support productivity
  innovation
• Openly support failures where people have tried
  to improve
• Involve everyone in everything at all times

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Peters Management Guidelines

• Setup simple and understandable measures
• Fight against bureaucracy and inflexibility
• Look through a different mirror step outside the
  company and look at it from a different
  perspective
• Teamwork and trust develop strong interpersonal
  and team skills
• Work on attitudes and attention to detail get
  things done
• Be consistent and strive for improvements in all
  areas

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References

• A Practical Approach to Software Quality, Ch. 1
• Total Quality Management A Total Quality
  Approach, Ch. 1