Quality_and_Lean_Systems - Total Quality Management and...

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Michigan State University, 2004 - 1 - M Michigan State University, 2008 Total Quality Management and Lean Systems
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Michigan State University, 2004 - 2 - M Michigan State University, 2008 Total Quality Management A corporate approach to the implementation and delivery of higher quality products and services in less time to the market Quality the answer, not the problem. Proactive approach Recognizes true costs of poor quality
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Michigan State University, 2004 - 3 - M Michigan State University, 2008 Major Axioms of TQM Commitment to Quali ty Continuo us Improveme nt Extensive use of Scientific Tools and Techniques To tal Involvement in the Quality Undertaki ng
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Michigan State University, 2004 - 4 - M Michigan State University, 2008 Pioneers of TQM Frameworks Dr. W. Edwards Deming Dr. Joseph Juran Philip B. Crosby Imai
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Michigan State University, 2004 - 5 - M Michigan State University, 2008 Deming’s 5 Deadly Sins Lack of constancy Concentration on short term profits What is short-term? Over reliance on performance appraisals Incentive based pay Job-hopping Over emphasis on visible figures
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Michigan State University, 2004 - 6 - M Michigan State University, 2008 Juran and TQM Compelling definitions of quality and the cost of quality (COQ) Appraisal costs Internal failure costs External failure costs Prevention costs
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Michigan State University, 2004 - 7 - M Michigan State University, 2008 Philip B. Crosby Absolutes for quality management Conformance to customer requirements Prevention Zero defects Price of nonconformance “Quality is Free”
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Michigan State University, 2004 - 8 - M Michigan State University, 2008 Imai and Continuous Improvement Kaizen (continuous improvement) Process view of the system Success comes from people Constant sense of urgency
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Michigan State University, 2004 - 9 - M Michigan State University, 2008 Defining the Six-Sigma Program All processes inherently move over time To go from the traditional TQM three-sigma to six-sigma quality effort requires a more intensive approach To achieve truly world-class quality and performance, we need to focus on the processes Six-sigma quality is the result of a well- defined and structured process
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