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The champion is not a blue-sky dreamer, nor an intellectual giant. The champion might even be
an idea thief. But above all, he’s the pragmatic one who grabs onto someone else’s theoretical
construct if necessary and bullheadedly pushes it to fruition . . .
Champions are pioneers, and pioneers get shot at. The companies that get the most from
champions, therefore, are those that have rich support networks so that their pioneers will
flourish. this point is so important it’s hard to overstress.
The term was first used by the Naval Air Systems Command in 1985 to describe
its Japanese-style management approach to quality improvement. (Quality
Glossary compiled by Karen Bemowski, Quality Progress, February 1992, pg.
28)
“Quality is judged by customers. Thus, quality must take into account all product
and service features and characteristics that contribute value to customers and
lead to customer satisfaction, preference, and retention.”
(Malcolm Baldrige National Quality Award 1998 Criteria for Performance
Excellence, U.S, Department of Commerce, pg. 40)
The earliest quality engineer was probably the first Homo Sapien to
smooth a wheel or sharpen a tool to free it from blemishes thereby improving its
rolling ability or increasing is its cutting power. These skills were practiced and
then taught to future generations. Unfortunately, these quality efforts were
before written history. The first known attempts at quality management can be
traced to Sun-Tzu, Aesop and Socrates.
1. If the goal is reasonable and worthwhile then the time to act is now. It is
necessary to understand your own strengths and that of your competitor.
2. Understand the cost and the alternatives then commit to action with no looking
back.
3. Plan your attack depending on the final objective.
4. A supportive environment is required to achieve success. Remove elements
that allow backsliding.
5. Identify your competitors, make plans that include them, enlist the help of
others.
6. The competitor must not be allowed to gain an advantage. Remain strong and
avoid weaknesses.
7. Indirect actions such as logistics lead to success. Competition within your own
forces is dangerous. The focus must be on the competitors and tomorrow’s
customers.
8. Avoid being overtly cautious, reckless or attached to the status quo.
9. Self-control and discipline develop from determination.
10. Only challenge when success is certain.
11. Be aware of current conditions and the actions required.
12. Enlist help from the outside, make every action count.
13. Use information to create success and avoid defeat.
Aesop lived in Greece around the 6th century B.C. His parables provide
insight into people’s conduct and their morals are related to many current quality
William F. Pflanz (2001)
Basic Fundamentals of Quality
United we stand, divided we fall - Describes the need for a shared vision
and appeals to the use of self-directed work teams, quality circles and other team
concepts.
You may share the labor of the great, but not the spoils - Rewards must
be fair and given on a regular basis. It must be understood how one can achieve
the rewards.
Please all, and you please none - There must be a vision with a defined
scope that is attainable. Understand the customer’s requirements and only offer
what can be delivered.
The Greek philosopher Socrates lived from 470 BC to 399 BC. His works
include various quality management concepts. For example:
In the Middle Ages, weapons of war - armor, swords, shields - were made
by highly trained craftsman. Medieval guilds were formed to provide training for
apprentices to learn the techniques to become master craftsman. The training
was long and demanding. The apprentices had to demonstrate evidence of their
ability to create high quality products. The products were custom fitted for each
buyer. The better the fit and the higher the quality of materials, the more likely it
was for a craftsman to increase business.
statistics which began a few centuries ago in the areas of physics, biology and
social sciences. When sampling theory was developed in the 1920’s, statistical
theory was applied to quality control resulting in the birth of the current
methodology for quality control.
Paradigm Pioneers
Does the future belong to only those people who create the next paradigm? No, . . . if you understand the role of a
special group of people who are crucial in driving the new paradigm from rough concept into practical application.
Paradigm shifters . . . need this group of people - a group of people so important that, without them, the new paradigm will
emerge slowly if at all, a group of people willing to accept high risk in order to open the new way . . . I call them paradigm
pioneers.
Joel A, Barker
The Paradigm Pioneers
A number of key quality leaders were responsible for the evolution of the
modern quality era.
Frederick W. Taylor began the revolution for quality control after the Civil
War when manufacturing moved from local trades into factories making steel,
glass, textiles and other industrial goods. Trained as an engineer, Taylor
proposed that the methods for doing work should be based on scientific study.
The standards for a day’s work, selection and training of workers, and piecework
payment should be based on scientific studies and were developed by specialists
in industrial engineering. The responsibility for the execution of the plans and the
control to meet the standards belonged to the foreman and workers. Time
studies were done to determine daily production quotas at which the workers
would be paid incentives to reach those goals.
Since the workers of that day lacked technological literacy, the new Taylor
management system achieved significant improvements in productivity and was
widely adopted by American industry. Piecework was common and the
incentives were used to maximize production. Today, workers are better-
educated and less reliant on piecework. With the rise of labor unions, workers
obtained more control through collective bargaining on the issues of pay and
work conditions. Although Taylor laid the foundation for quality management,
some of the negative aspects of his methods continue today since it lacked the
benefits of worker participation in improving processes. By removing the worker
from responsibility for quality and improvement, the standards set previously by
skilled craftsman were lost in the new industries.
(Joseph M. Juran, The Taylor System and Quality Control, Selected Papers,
William F. Pflanz (2001)
Basic Fundamentals of Quality
1973)
A control chart is a decision-making device that gives the user information about the quality of
product resulting from a manufacturing process. – Walter A. Shewhart, Bell Labs, May 16, 1924.
New York)
- Author Unknown
Tamper, tamper in the game,
Try to make it all the same.
Squeak and tweak it every day,
Off we go to the Milky Way.
The lesson to be learned is if you have a stable process and you change your
aim at the target by applying Rules 2, 3, or 4, you are tampering. By tampering
you are making things worse.
COMPONENTS OF
SYSTEM OF PROFOUND KNOWLEDGE
Understanding of variation
- Statistical theory
- There will always be variation. The goal is to minimize loss from random
variation and special causes using control charts.
Theory of knowledge
- "Experience teaches nothing without theory"
- Knowledge is prediction and knowledge comes from theory. Decisions
are prediction.
- Copying does not work unless you understand theory.
- Real benefits are from unknowable.
Psychology
- People are born with intrinsic motivation.
- Right of all people to have "joy in their work".
- Pride of workmanship.
- Eliminate work standards, competition destroys.
- Substitute leadership
- Lack of fear
- Break down barriers
Out of the Crisis, Cambridge, Mass.: Center for Advanced Engineering Study,
MIT Press, 1986.
The New Economics, Mass.: Center for Advanced Engineering Study, MIT Press,
1993.
Following from “A Day with JM Juran: Managing for World Class Quality”, Total
Quality Conference, Cleveland, Ohio, March 9, 1992
Measures of quality
• Deficiencies/defects: countable occurrences, binary attributes
• Quality = frequency of deficiencies/opportunities for deficiencies
• Product features: variables, customer satisfaction
Roles of Facilitators
• Explain company intentions
• Assist in team building
• Assist in training
• Restate experience of others
• Assist in redirecting the project
• Assist chairperson in attendance and human relations
• Report progress
Philip B. Crosby became his quality career as a reliability engineer for Crosley
Corporation and later worked for Martin Corporation. At Martin, Crosby was in
charge of quality for the Pershing missile project. After working as the director of
quality for ITT, he founded Crosby Associates to provide consulting services on
quality.
Crosby is most closely linked to the concept of zero defects. His definition of
quality is conformance to requirements, which is measured by the cost of
nonconformance. Only conformance or nonconformance is important not high or
poor quality. With this definition of quality, the performance goal is zero defects.
Since quality management is related to prevention then nonpreventive activities
such as inspection and testing are not relevant. (Quality Management:
Implementing the Best Ideas of the Masters, Bruce Brocka and M. Suzanne
Brocka, Irwin Professional Publishing, New York)
"The wireless music box has no imaginable commercial value. Who would pay
for a message sent to nobody in particular?"
--David Sarnoff's associates in response to his urgings for investment
in the radio in the 1920s.
Six Sigma
Lean Manufacturing
Quality Circles and Quality Teams
ISO 9000 Quality Standards
Malcolm Baldrige Award