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FIG1.3B.ppt
Adapted from: Ludwig-Becker, M., Electronics Quality Management Handbook, McGraw-Hill, 1997, p.18
Two facets: Customer focused organizations, which should result in customer satisfaction is a number one objective World Class Companies (Motorola/Hewlitt Packard (HP)/Texas Instruments (TI) anticipate customer requirements/needs Baldrige category : Customer Focus and Satisfaction is one whole area Long term customers a plus for business Profits come from upgrades, services, new products that people believe in; Customer Satisfaction is only the first step in building long term loyal customers; the need is to focus on retention and loyalty Use Quality Function Deployment (QFD) Can be used for almost anything, see Lou Cohens book, How to Make QFD Work for You, (Addison-Wesley, 1995) as well as the QFD internet page:http.www//akao.larc.nasa.gov/dfc/qfd.html
Prof. Rushen Chahal
From: Ludwig-Becker, M., Electronics Quality Management Handbook, McGraw-Hill, 1997, p. 67 from Juran and Gyrna, Prof. Rushen used with Quality Planning and Analysis, 3rd Ed. McGraw-Hill, 1993,p. 247, Chahal permission
Principle 2: Leadership
Leaders establish unity and purpose for the internal environment of the organization.*1
Leaders must be people that Have the ability to think in time spans of years instead of months Visualize life in 5 years--what do you want it to be Stresses corporate big picture Leaders Develop a participative climate Partnerships Make others responsible Employee participation Walk what you talk Say what you mean, mean what you say
Principle 2: Leadership
Leadership skills must be cultivated Encourage innovation and change No fear of failure, sponsor change 3M has scientists spend 15% of time on new ideas Provides corporate funding Create a secure environment Compromise between Japanese concept of lifetime employment and the American tendency to fire at will Creates greater work efficiency
**Guest Editorial, by John Troyer, Quality Digest, Oct. 1996, p. 64 Chahal Prof. Rushen
*1 ISO 9004-2000, p.5 Note: Figure 3.3 from ISO 9000-1: 1994, p. 4
*How to Manage Key Business Processes, by Rico Yingling, Quality Progress, April 1997, p. 107-110. Used at Border Chem. in Kent, WA. Prof. Rushen Chahal
Management: A series of interrelated processes A system is defined by identifying all interrelated processes and their interdependences A system is managed as system of interrelated processes Integrated Master Plan (IMP); Integrated Master Schedule (IMS) New requirements of DOD in US A system is improved by continuous measuring and evaluating An effective system provides confidence in organizations capability to meet customer requirements
*1 ISO 9004-2000,p.5
** Doherty, Steve D., A Blueprint for Excellence, Quality Progress, April 1991, p. 84-85 Prof. Rushen Chahal
Principle 6: Continual/Continuous Improvement Blueprint for Excellence at the Air Force Logistics Command (AFLC)
Cant manage what you cant measure In God we trust, all others bring data Programs that produce employee involvement Statistical Process Control (SPC)--more than for manufacturing Now used in all soft processes Software, in Europe, only think of SPC Motorolas Six Sigma program is a SPC program, that produces a goal for all the employees to aim at and rally around Must measure all processes, especially business processes This is where the money can be saved and customer satisfaction heightened
From: As Easy as Two Plus Two, News for a Change, Association for Quality and Participation, Cincinnati, OH., Nov. 1997, p. 4
Prof. Rushen Chahal From: Kordupleski, R., Rust, R, and Zahorik, A, Why Improving Quality Doesnt Improve Quality, California Management Review, vol.38, no. 3, Spring 1993, p. 91
** From The Hearth of the Matter, by Roberto Michel, Manufacturing Systems (A Cahners publication} April 1997 or see http:www.manufacturingsystems.com. Prof. Rushen Chahal Figure 1.7 from Ludwig-Becker, M., Electronics Quality Management Handbook, McGraw-Hill, 1997, p. 388
Summary
Implementing the Eight Principles is not easy Takes a good leader Takes vision/perseverance An infrastructure must be established Communication needs to be done Much planning should start immediately Goes along well with ISO 9000 implementation See attached Self Assessment for QMP Implementation