Quality_and_Lean_Systems

Quality_and_Lean_Systems - Michigan State University, 2004-...

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Unformatted text preview: Michigan State University, 2004- 1 - M Michigan State University, 2008- 1 - Total Quality Management and Lean Systems Michigan State University, 2004- 2 - M Michigan State University, 2008- 2 - 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 Michigan State University, 2004- 3 - M Michigan State University, 2008- 3 - 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 Michigan State University, 2004- 4 - M Michigan State University, 2008- 4 - Pioneers of TQM Frameworks • Dr. W. Edwards Deming • Dr. Joseph Juran • Philip B. Crosby • Imai Michigan State University, 2004- 5 - M Michigan State University, 2008- 5 - 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 Michigan State University, 2004- 6 - M Michigan State University, 2008- 6 - Juran and TQM • Compelling definitions of quality and the cost of quality (COQ) – Appraisal costs – Internal failure costs – External failure costs – Prevention costs Michigan State University, 2004- 7 - M Michigan State University, 2008- 7 - Philip B. Crosby • Absolutes for quality management – Conformance to customer requirements – Prevention – Zero defects – Price of nonconformance Michigan State University, 2004- 8 - M Michigan State University, 2008- 8 - Imai and Continuous Improvement • Kaizen (continuous improvement) • Process view of the system • Success comes from people • Constant sense of urgency Michigan State University, 2004- 9 - M Michigan State University, 2008- 9 - 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 Michigan State University, 2004...
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This note was uploaded on 08/11/2009 for the course MSC 303 taught by Professor Cooper during the Spring '08 term at Michigan State University.

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Quality_and_Lean_Systems - Michigan State University, 2004-...

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