The Rise of Quality:

22 January 1901 1911 1924 1925 1937 1940 1943 1946 1946 16 February 1946 1947 1950 1951 1951 1954 1960 1960s 1961-1964 1966 1968 1969 1969 1969 1970s 1977 1979 1979 Sir John Wolfe-Barry (the man who designed London's Tower Bridge) instigated the Council of the Institution of Civil Engineers to form a committee to consider standardizing iron and steel sections . Frederick W. Taylor published "The Principles of Scientific Management". Walter A. Shewhart , a statistician at Bell Laboratories developed the control charts, and principles of statistical process control. Sir Ronald Fisher published the book, Statistical Methods for Research Workers, and introduced the concept of ANOVA. Joseph Juran introduced the Pareto principle as a means of narrowing on the vital few. and Harry G Roming .

The acceptance sampling plan was developed by Harold F Dodge Kaoru Ishikawa diagram).

developed the cause and effect diagram (also known as fishbone

The Japanese Union of Scientists and Engineering (JUSE) established. The International Organization for Standardization was founded in Geneva, Switzerland. The American Society for Quality Control (ASQC) was formed. Dr Edwards Deming Genrich Altshuller was sent to Japan to help Japanese rejuvenate their industries. developed the theory of inventive problem solving (TRIZ).

Deming prize instituted. Juran published the first edition of "Quality Control Handbook" Juran's reputation in quality management led the Union of Japanese Scientists and Engineers to invite him to Japan. The first "quality control circles" were formed in Japan and simple statistical methods were used for quality improvement. The concept of Kaizen developed. The concept of Poka Yoke developed by Shingeo Shingo .

Dr. Yoji Akao, introduced Quality Function Deployment (QFD) Methodology. Kaoru Ishikawa Dr. Shingo Shigeo Dies. published the Guide to Quality Control. , as part of JIT, pioneered the concept of Single Minute Exchange of

Ishikawa emphasized the use Seven Quality Tools. ASQC co-sponsors the first International Congress in Quality Control, hosted by the Union of Japanese Scientists and Engineers in Tokyo. Dr. Taguchi promoted the concept of Quality Loss Function.

International Association for Quality Circles founded. BS 5750 was issued. This was later replaced with ISO 9001:1987. Philip Crosby published his book "Quality is Free".

24 June 1980 NBC aired the television documentary "If Japan Can, Why Can't We?.

1980s 1982 1986 1986 15 March 1987 1987 1988

Professor Noriaki Kano developed the Kano model which classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Six Sigma formulated by Bill Smith in Motorola.

Masaaki Imai established the Kaizen Institute to help Western companies introduceKaizen concepts, systems and tools. ISO issued the first version of the ISO 9000 series. Malcolm Baldrige National Quality Award was established. Motorola becomes the first company to win Malcolm Baldridge National Quality Award.

15 September Presidents of 14 European companies came together to create the European Foundation for 1988 Quality Management. 1994 1994 1995 1997 1999 2000 2008 QS9000 quality standard developed by a joint effort of the 'Big Three' automakers, General Motors, Chrysler and Ford. ISO issued the second version of the ISO 9000 series. General Electric (GE) launched the Six Sigma initiative. ASQC drops 'Control' from its name, becomes ASQ. ISO/TS 16949 1st Edition was released. ISO issued the third version of the ISO 9000 series. ISO issued the fourth version of the ISO 9000 series. (Video - History of ISO 9001 )

The Fall of Quality

15 April 1912 The Titanic sank on its maiden voyage. Over 1,500 people lost their lives when the ship ran into an iceberg and sunk in frigid waters. 2 December 1984 28 January 1986 Bhopal Gas Tragedy - A leak of methyl isocyanate gas and other chemicals from the plant resulted in the exposure of hundreds of thousands of people. The Space Shuttle Challenger was destroyed 73 seconds after takeoff due to a faulty O-ring.

26 April 1986 Chernobyl Disaster - The accident was officially attributed to power plant operators who violated plant procedures and were ignorant of the safety requirements needed. 6 July 1988 May 2000 2001 Alpha Piper Disaster - An explosion and resulting fire destroyed it, killing 167 men, Ford Motor recalled 6.5 million 15-inch Firestone tires fitted to the Ford Explorer SUV. This soon culminated in the resignation of Ford's CEO at the time, Jacques Nasser. Space Shuttle Columbia failed during re-entry into the Earth's atmosphere, resulting in the

death of all seven crew members. 2006 2009 - 2010 Sony Notebook Battery Recall - Computer manufacturers recalled batteries after a number of instances where the batteries, made by Sony, overheated or caught fire Toyota recalled millions of vehicles because of sticking accelerator pedal.

20 April 2010 BP Oil Spill - It is the largest accidental marine oil spill in the history of the petroleum industry.

Shewhart walter
Shewhart was concerned that statistical theory serve the needs of industry. He exhibited the restlessness of one looking for a better way. A man of science who patiently developed and tested his ideas and the ideas of others, he was an astute observer of developments in the world of science and technology. While the literature of the day discussed the stochastic nature of both biological and technical systems, and spoke of the possibility of applying statistical methodology to these systems, Shewhart actually showed how it was to be done; in that respect, the field of quality control can claim a genuine pioneer in Shewhart. His monumental work, Economic Control of Quality of Manufactured Product,published in 1931, is regarded as a complete and thorough exposition of the basic principles of quality control. A strong background in the sciences and engineering prepared Shewhart for a life of accomplishments. He graduated from the University of Illinois with bachelors and masters degrees, and he received a doctorate in physics from the University of California at Berkeley in 1917. He taught at the universities of Illinois and California, and he briefly headed the physics department at the Wisconsin Normal School in LaCrosse. Most of Shewharts professional career was spent as an engineer at Western Electric from 1918 to 1924, and at Bell Telephone Laboratories, where he served in several capacities as a member of the technical staff from 1925 until his retirement in 1956. He also lectured on quality control and applied statistics at the University of London, Stevens Institute of Technology, the graduate school of the U.S. Department of Agriculture, and in India. He was a member of the visiting committee at Harvards Department of Social Relations, an honorary professor at Rutgers, and a member of the advisory committee of the Princeton mathematics department.

R.A. Fisher Digital Archive

Ronald Aylmer Fisher was born in London on 17th February 1890. His father was a successful fine arts auctioneer and for most of Rons childhood the family lived very comfortably in Hampstead. Ron showed ability at an early age. He was particularly precocious in mathematics, though his biology teacher divided for sheer brilliance all those he had ever taught into Fisher an d the rest. Fisher went up to Caius College Cambridge graduating in 1912 with a first in mathematics.

Fisher gave up being a mathematics teacher in 1919 when he was offered two posts simultaneously. Karl Pearson offered him the post of chief statistician at the Galton laboratories and he was also offered the post of statistician at the Rothamsted Agricultural Experiment Station. This was the oldest agricultural research institute in the United Kingdom, established in 1837 to study the effects of nutrition and soil types on plant fertility, and it appealed to Fishers interest in farming. He accepted the post at Rothamsted where he made many contributions both to statistics, in particular the design and analysis of experiments, and to genetics.There he studied the design of experiments by introducing the concept of randomisation and the analysis of variance, procedures now used throughout the world. Fishers idea was to arrange an experiment as a set of partitioned sub experiments that differ from each other in having one or several factors or treatments applied to them. The sub-experiments were designed in such a way as to permit differences in their outcome to be attributed to the different factors or combinations of factors by means of statistical analysis. This was a notable advance over the existing approach of varying only one factor at a time in an experiment, which was a relatively inefficient procedure.

Joseph Juran
Joseph Juran was a management consultant specializing in managing for quality. He has authored hundreds of papers and 12 books, including Jurans Quality control handbook , Quality Planning and Analysis, and Juran on Leadership for Quality.

Jurans Trilogy:
Jurans Trilogy is an approach to cross functional management that is composed of thre e managerial processes: planning, control, and improvement. QUALITY PLANNING

1.

This is the activity of developing the products and processes required to meet

customers needs. It involves a series of universal steps which can be abbreviated as follows: Establish quality goals Identify the customers- those who will be impacted by the efforts to meet the goal. Determine the customers needs Develop product features that respond to customers needs Develop processes that are able to produce those product features Establish process controls, and transfer the resulting plans to the operating forces QUALITY CONTROL

2.

This process consists of the following steps:

Evaluate actual quality performance Compare actual performance to quality goals Act on the difference

QUALITY IMPROVEMENT

3.

This process is the means of raising quality performance to unprecedented levels

(breakthrough). The methodology consists of a series of universal steps: Establish the infrastructure needed to secure annual quality improvement. Identify the specific needs for improvement -the improvement projects For each project establish a project team with clear responsibility for bringing the project to a successful conclusion Provide the resource, motivation, and training needed by the team to: 1. Diagnose the cause 2. Stimulate establishment of remedies 3. Establish controls to hold the gains

Cost of Quality:
The cost of quality, or not getting it right first time, Juran maintained should be recorded and analyzed and classified into failure costs, appraisal costs and prevention costs. FAILURE COSTS

1.
APPRAISAL COSTS

Scrap, rework, corrective actions, warranty claims, customer complaints and

loss of custom

2. 3.

Inspection, compliance auditing and investigations

PREVENTION COSTS Training, preventive auditing and process improvement implementation

Juran proposes 10 steps to quality improvement:

Build awareness of the need and opportunity to improve Set goals for that improvement Create plans to reach the goals Provide training Conduct projects to solve problems Report on progress Give recognition for success Communicate results

Keep score Maintain momentum

Edwards Deming

Born: October 14, 1900 Died: December 20, 1993 ASSOCIATED TERMS

The 14 points for Managing The Deming Cycle System of Profound Knowledge
Edwards Deming was a prominent consultant, teacher, and author on the subject of Quality. Deming has published more than 200 works, including well known books Quality, Productivity and Competitive Position and Out of the crisis. Deming developed 14 points for managing.

W Edwards Deming was awarded doctorate in mathematical physics.

After sharing his expertise in statistical quality control to help the US war effort during World war II, the war Department sent Deming to Japan to help nation recover from its wartime losses.

Awarded the Shewhart medal by the American society for Quality Control (ASQC)

Honored by the Japanese Emperor with the Second Order of the Sacred Treasure for his teachings

The 14 points for Managing

CREATE CONSTANCY OF PURPOSE

1Create constancy of purpose toward improvement of product and service, with the aim to become
competitive and to stay in business, and to provide jobs. ADOPT THE NEW PHILOSOPHY

2Adopt the new philosophy. We are in a new economic age. Western management must awaken to
the challenge, must learn their responsibilities, and take on leadership for change. CEASE DEPENDENCE ON INSPECTION

3Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass
basis by building quality into the product in the first place. END THE PRACTICE OF AWARDING BUSINESS ON THE BASIS OF PRICE TAG

4End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move
toward a single supplier for any one item, on a long-term relationship of loyalty and trust. IMPROVE CONSTANTLY

5Improve constantly and forever the system of production and service, to improve quality and
productivity, and thus constantly decrease costs. INSTITUTE TRAINING

6Institute training on the job.

INSTITUTE LEADERSHIP

7Institute leadership (see Point 12). The aim of supervision should be to help people and machines
and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. DRIVE OUT FEAR

8Drive out fear, so that everyone may work effectively for the company.

BREAK DOWN BARRIERS

9Break down barriers between departments. People in research, design, sales, and production must
work as a team, to foresee problems of production and in use that may be encountered with the product or service. ELIMINATE SLOGANS, EXHORTATIONS, AND TAR GETS

10Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new
levels of productivity. Such exhortations 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 work force. Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. PRIDE OF WORKMANSHIP

11Remove barriers that rob the hourly worker of his right to pride of workmanship. The
responsibility of supervisors must be changed from sheer numbers to quality. ABOLISHMENT OF THE ANNUAL OR MERIT RATIN G

12Remove barriers that rob people in management and in engineering of their right to pride of
workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective . EDUCATION AND SELF -IMPROVEMENT

13Institute a vigorous program of education and self-improvement.

TRANSFORMATION

14Put everybody in the company to work to accomplish the transformation. The transformation is
everybodys job.

The Deming Cycle

The Plan, Do, Check, Act cycle (PDCA) is an all-encompassing improvement methodology. PLAN

1Plan the action. Assess the current state, and the future state, and plan how to close the gap.
Identify alternate solutions.

DO

2Try out or test the solutions (sometimes at a pilot level).

CHECK

3Check to see if the tested solutions accomplished the objective.

ACT

4Request corrective actions on significant differences between actual and planned results. Analyze
the differences to determine their root causes. Repeat the cycle.

The Deming System of Profound Knowledge

The System of Profound Knowledge, or management by positive co-operation, is described in its four interrelated elements. APPRECIATION FOR A S YSTEM

1The need for managers to understand the relationships between functions and activities, and that
the long term aim is for everyone to win employees, shareholders, customers, suppliers and the environment. KNOWLEDGE OF VARIATI ON

2Knowledge and understanding of variation, process capability, control charts, interactions and loss
function. THEORY OF KNOWLEDGE

3As all plans require prediction based on historical information, the theory must be understood
before it can successfully be copied. KNOWLEDGE OF PSYCHOL OGY

4The understanding of human interactions, how people are motivated and what disillusions them.
Kaoru Ishikawa (1916-1989)
The lifetime work of Kaoru Ishikawa (1916-1989) was extensive.

Received his doctorate of philosophy in chemical engineering from the University of Tokyo.

Developed and delivered the first basic quality control course for the Union of Japanese Scientists and Engineers (JUSE)

Credited with creating the Japanese quality circle movement.

Received ASQs Eugene L. Grant Award

ReceivedWalter A. Shewhart Medal. He was given the Shewhart Medal for his outstanding contributions to the development of quality control theory, principles, techniques and standardization activities for both Japanese and world industry, which enhanced quality and productivity.

ASQ named a national medal after him, recognizing him as a distinguished pioneer in the achievement of respect for humanity in the quality disciplines. Then the Asian Pacific Quality Organization named the Harrington-Ishikawa Medal after him to recognize a quality professional who has made a substantial contribution to the promotion of quality programs and methods in the Asian Pacific. Kaoru Ishikawa was also a recipient of the Second Order of the Sacred Treasure from the Emperor of Japanthe same recognition bestowed upon W. Edwards Deming and Joseph M. Juran. Perhaps the most dominant leader in JUSE, Kaoru Ishikawa also served as president of the Japanese Society for Quality Control and the Musashi Institute of Technology and co-founded and served as president of the International Academy for Quality. Upon retirement, he was named professor emeritus of the University of Tokyo, Honorary Member of ASQ and honorary member of the International Academy for Quality.

He wrote 647 articles and 31 books, including two that were translated into English: Introduction to Quality Control and What Is Total Quality Control? The Japanese Way. He is well known for coming up with the concept for the fishbone shaped diagram, known as theIshikawa or cause and effect diagram, used to improve the performance of teams in determining potential root causes of their quality problems.

Company-wide Quality:
Kaoru Ishikawa built on Feigenbaums concept of total quality and suggested that all e mployees have a greater role to play, arguing that an over-reliance on the quality professional would limit the potential for improvement. Maintaining that a company-wide participation was required from the top management to the front-line staff. As every area of an organization can affect quality, all areas should study statistical techniques and implement as required with internal and external Quality Audit programmes. Going on to name areas such as engineering, design, manufacturing, sales, materials, clerical, planning, accounting, business and personnel that can not only improve internally but also provide the essential information to allow strategic management decisions to be made concerning the company. Under the company-wide Ishikawa umbrella are not just a companys internal quality control activities but the company itself, the quality of management, human respect, after sales service and customer care. Therefore suggesting the following benefits:

Reduced defects. Improved product quality is improved. Quality improvement becomes the norm. Increased reliability. Reduced costs. Increased quality of production. Waste is identified and reduced. Rework is identified and reduced. Improvement techniques are established and continually improved.. Inspection and after-the-fact expenses are reduced. Contracts are rationalized. Sales and market opportunities are increased. Company reputation is increased. Interdepartmental barriers are broken down and communication becomes easier. False and inaccurate data is reduced. Meetings are more effective and focused. Repairs and maintenance are rationalized.

Improvement in human relations. Company loyalty is increased.

What is Kaizen?
Move a mountain beginning with small stones.

Definitions
It is derived from the Japanese words kai which means change or to correct and zen which means good),

Kaizen is a Japanese word means change for the better. Kaizen is a participative and democratic approach that involves every employee - from upper management to lower staff. Kaizen is a culture aimed at sustainable continuous improvement focusing on elimination of waste in all system and process. Kaizen means working together to make large and significant improvement with small investment in time and money.

Benefits

Reduces waste in the areas such as inventory, waiting times,transportation,worker motion,employee skills, etc Improves space utilization,product quality, production capacity and employee retention. Provides immediate results

Ground rules of Kaizen,

Don't try to justify the past challenge fixed ideas. Be positive think how things CAN be done not why they CAN'T be done. Use data, not theories Use wisdom not money Work smarter not harder Set high standards Correct failures immediately - 70% now is better than 100% never Lead by example A team is better than 1 expert involve people Identify the root cause

Shigeo Shingo

Poke Yoke

What is Poka-yoke?
Shigeo Shingo advocates the concept of zero quality control by arguing that inspection processes or the use of statistical control should be completely eliminated. He believes that quality should be controlled at the source of the problem and not after the problem has manifested itself. He recommends that inspection should be incorporated within the process and at the point where the problem has been identified and from where it should be eliminated.

Poka yoke (pronounced poh-kah yoh-kay) comes from two Japanese words

yokeru means to avoid poka means inadvertent errors.

Thus, poka yoke more or less translates to avoiding inadvertent errors.

Three types of systems

Shigeo Shingo recognized three types of poka yoke for detecting and preventing errors in a mass production system :

The contact method identifies product defects by testing the product's shape, size, color, or other physical attributes. The fixed-value (or constant number) method alerts the operator if a certain number of movements are not made. The motion-step (or sequence) method determines whether the prescribed steps of the process have been followed.

Three levels

Level 3 : Eliminating/prevent the defect opportunity at design level (or at the source) e.g. One-way assembly (Electrical three pin top only put in one way, A USB drive can be inserted one way only). Level 2 : Put the control system it will detect the defect as it is being made & remove or quarantine. e.g. alarms sound (Spell checks in MS office) Level 1 : Stop the defect from reaching the next operation (e.g. Inspection, checklist, color coding)

Advantages:

Preventing bad products getting passed customer. Detect mistakes as they occur. Eliminating defects before they occur.

Single Minute Exchange of Die Just In Time

As Manufacturing Section Chief, he raised productivity 100%. Shingo worked for several manufacturers in 1945 and 1946 and also began a long association with the Japanese Management Association (JMA). From 1946-1954 Shingo had many assignments, delivered several important papers and crystallized his ideas on process and plant layout. He also applied Statistical Process Control.

In 1955, Dr. Shingo began another long association, this time with Toyota. In addition to his many consulting assignments in other industries. It is during this period that he first started work on setups by doubling the output of an engine bed planer at Mitsubishis shipyard.In 1959, Dr. Shingo left JMA to start his own consulting company.

During the early 1960s, as an outgrowth of work with Matsushita, he developed his concepts of Mistake-Proofing.In 1969, SMED was originated when he cut the setup time on a 1000 ton press at Toyota from 4.0 hours to 3.0 minutes. During the 1970s, Shingo traveled in Europe and North America on many lectures, visits and assignments. He began to see Toyotas efforts as an integrated system and began to assist several U.S. and European firms in implementation.

Dr. Shigeo Shingo has written 14 major books and hundreds of important papers on manufacturing. The Shingo Prize is awarded for excellence in manufacturing as a tribute to Dr. Shingo and his lifelong work. He died in 1990.