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CHAPTER 2 Quality Theory

Chapter Two discusses the integration of theories and concepts from key thought leaders in quality management, including W. Edwards Deming, Joseph Juran, and Kaoru Ishikawa. It highlights the importance of understanding various quality improvement variables and the historical context of quality management practices. The chapter also emphasizes the need for a theoretical framework to assess and improve quality management systems.

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10 views26 pages

CHAPTER 2 Quality Theory

Chapter Two discusses the integration of theories and concepts from key thought leaders in quality management, including W. Edwards Deming, Joseph Juran, and Kaoru Ishikawa. It highlights the importance of understanding various quality improvement variables and the historical context of quality management practices. The chapter also emphasizes the need for a theoretical framework to assess and improve quality management systems.

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chainsawhimeno5
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CHAPTER TWO

• Integrate theories and concepts from key thought leaders in quality


management.
• Discuss differing ideas from quality management thought leaders to
determine the best methods for managing quality.​
• Discuss key quality improvement variables and how they combine to create a
quality management system.​
• Assess a quality management system using the theoretical framework for
quality management.
​“A coherent group of general
propositions used as principles
of explanation for a class of phenomena”

What is
Theory? Random House Webster’s College Dictionary 2011.

Figure 1-2
For a theory to be complete,
it must have:

1 2 3 4

WHO-
WHAT HOW WHY
WHERE-
Involves what Involves the nature, The theoretical glue
variables or factors direction, and extent that holds the model WHEN
are included in of the relationship together
The aspects that
the model​ among the variables​ place contextual
boundaries on the
theory​
Theories are established in one of two ways:

INDUCTION A theory generated by observation


and description

Researchers propose a model based


DEDUCTION
on prior research, and design an
experiment to test the theoretical
model
History
of
Quality​

Table 2-1
W. EDWARDS DEMING
• Gained credibility because of his influence on Japanese and American industry​

• Best known for his emphasis on the management of a system for quality​

• His thinking was based on the use of statistics for continual improvement.​

• He provided lectures on statistical quality control to the Japanese Union of


Scientists and Engineers after World War II.​

• The United States hired him when they realized that they were lagging
behind Japan in quality.​
Deming 14 Points of Management​

Deming believe d that the historic approach to quality used by


American management was wrong in one fundamental aspect:

• Poor quality was not the fault of labor.


• ​ It resulted from poor management of the system for
continual improvement.
Deming 14 Points of Management

Create constancy of purpose toward improvement of


1
product and service with the aim to become competitive,
stay in business, and provide jobs.

2 Adopt a new philosophy. We are in a new economic age.

3 Cease dependence on mass inspection to improve quality.​

End the practice of awarding business on the basis of price


4
tag alone.​
Improve constantly and forever the system of production
5 and service to improve quality and productivity, and
thus constantly decrease cost.
(URL: https://www.youtube.com/watch?v=H8TYf6CogOs)

6 Institute training on the job.

7 Improve leadership.
8 Drive out fear so that everyone may work effectively for
the company.

9 Break down barriers between departments.

Eliminate slogans, exhortations, and targets for the


10 workforce that ask for zero defects and new levels of
productivity.​

11 Eliminate work standards on the factory floor.


Remove barriers that rob workers of their right to pride
12 in the quality of their work.

Institute a vigorous program of education and self-


13 improvement.

Put everybody in the company to work to accomplish


14 the transformation.
JOSEPH JURAN
• Was responsible for the growth of quality in the past half-century​​

• Took a more strategic and planning-based approach to


improvement than Deming​​

• Promotes the view that organizational quality problems are largely the
result of insufficient and ineffective planning for quality​​

• Argues that companies must revise strategic planning processes


and achieve mastery over these processes​​
The Juran Trilogy​

• Planning
⚬ ​ Providing the operating forces with the means of producing
products that can meet the customer’s needs​​
• Control
⚬ ​A process-related activity that ensures processes are stable
and provides a relatively consistent outcome​​
• Improvement​
⚬ Must be accomplished on a project-by-project basis​
The S-shaped curve of innovation
Idea approaches
its natural limits
Performance

Performance
Obstacles to
further
Slow Progressive
development
introduction introduction of
overcome
new innovative
ideas

Time Time

(a) The basic S-shaped (b) Innovation following multiple


improvement in performance S-shaped curves

https://hbr.org/video/5155033576001/why-better-technology-can-be-slower-to-take-off
Juran’s Pareto Law​

• Called the 80/20 Rule​​

• Using Pareto’s law, the majority of quality problems are the result
of relatively few causes.​ ​

• Compare the “vital few” to the “trivial, but useful, many”​​


KAORU ISHIKAWA
• Great believer in training with major contribution on the
total involvement of the operating employees in improving quality​​

• Developed the basic seven tools of quality (B7)​ ​

• Credited with democratizing statistics​​

• Coined the term company-wide quality control​​


Ishikawa’s
11 Points​

Table 2-3
GENICHI TAGUCHI
The Taguchi method provides:
• ​ A basis for determining the functional relationship
between controllable product or service design factors and the
outcomes of a process​

• A method for adjusting the mean of a process by


optimizing controllable variables​

• A procedure for examining the relationship between random noise in


the process and product or service variability​​
Unique aspects of the Taguchi method include:
• Definition of quality
• Ideal quality refers to a reference point for determining the quality level of a
product or service. It is a function of customer perceptions and satisfaction.

• ​ Q uality loss function


• When specifications are set, a target is
specified with some allowance for variation​.​

• Concept of robust design


Robert C. Camp​​

Other Stephen R. Covey​

Quality Michael Hammer​


Contributors​
James Champy​
Viewing Quality from a Contingency Perspective​

•
•
•
•
•
Resolving the Differences in Quality Approaches: An
Integrative View​
CORE VARIABLES:

• Leadership • Role of quality department​


• ​Information analysis​ • Environmental characteristics
• Strategic planning​ and constraints​
• Employee improvement​ • Philosophy driven​
• Quality assurance of • Quality breakthrough​
products and services​ • Project/team-based
• Customer role in quality improvement​​
Quality Improvement Content Variables​

Table 2-7​
Theoretical
Framework for
Quality
Management

Figure 2-6

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