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Shewhart cycle

PDCA (plandocheckact or plandocheckadjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plandostudyact (PDSA). Another version of this PDCA cycle is OPDCA. The added "O" stands for observation or as some versions say "Grasp the current condition. plAN Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By establishing output expectations, the completeness and accuracy of the specification is also a part of the targeted improvement. DO Implement the plan, execute the process, make the product. Collect data for charting and analysis in the following "CHECK" and "ACT" steps. CHECK Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences. Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, ACT Request corrective actions on significant differences between actual and planned results. Analyze the differences to determine their root causes. Determine where to apply changes that will include improvement of the process or product. When a pass through these four steps does not result in the need to improve, the scope to which PDCA is applied may be refined to plan and improve with more detail in the next iteration of the cycle, or attention needs to be placed in a different stage of the process. Shewhart described manufacture under statistical controlas a three step process of specification, production, and inspection.
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He also

specifically related this to the scientific method of hypothesis, experiment, and evaluation. Shewhart says that the statistician "must help to change the demand, how to close up the tolerance range and to improve the quality of goods." Clearly, Shewhart intended the analyst to take action based on the conclusions of the evaluation

CWQC
CWQC is defined as the activity of economically designing, producing, and supplyi ng products and services of the quality demanded by customers, based on customer-focused principles and with full consideration of the public welfare.
Kaoru Ishikawa built on Feigenbaums concept of total quality and suggested that all employees have a greater role to play, arguing that an over-reliance on the quality professional would limit the potential for improvement. Maintaining that a company-wide participation was required from the top management to the front-line staff. As every area of an organization can affect quality, all areas should study statistical techniques and implement as required with internal and external Quality Audit programmes. Going on to name areas such as engineering, design, manufacturing, sales, materials, clerical, planning, accounting, business and personnel that can not only improve internally but also provide the essential information to allow strategic management decisions to be made concerning the company. Under the company-wide Ishikawa umbrella are not just a companys internal quality control activities but the company itself, the quality of management, human respect, after sales service and customer care. Therefore suggesting the following benefits:

Reduced defects. Improved product quality is improved. Quality improvement becomes the norm. Increased reliability. Reduced costs. Increased quality of production. Waste is identified and reduced.

Rework is identified and reduced. Improvement techniques are established and continually improved.. Inspection and after-the-fact expenses are reduced. Contracts are rationalized. Sales and market opportunities are increased. Company reputation is increased. Interdepartmental barriers are broken down and communication becomes easier. False and inaccurate data is reduced. Meetings are more effective and focused. Repairs and maintenance are rationalized. Improvement in human relations. Company loyalty is increased.

TQM AND SIX SIGMA


The TQM concept was developed by a number of American management consultants, including W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum.[4] Originally, these consultants won few converts in the United States. However, managers in Japan embraced their ideas enthusiastically and even named their premier annual prize for manufacturing excellence after Deming. The Six Sigma management strategy originated in 1986 from Motorolas drive towards reducing defects by minimizing variation in processes.[5] The main difference between TQM and Six Sigma (a newer concept) is the approach.[6] At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. The methods for implementing this approach come from people such as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.

Quality circle

A Quality Circle
A Quality Circle is a volunteer group composed of workers (or even students) who meet to discuss workplace improvement, and make presentations to management with their ideas, especially relating to quality of output in order to improve the performance of the organization, and motivate and enrich the work of employees. Typical topics are improving occupational safety and health, improving product design, and improvement in manufacturing process. The ideal size of a quality circle is from eight to ten members. Quality circles have the advantage of continuity; the circle remains intact from project to project. (For a comparison to Quality Improvement Teams see Juran's Quality by Design. Quality circles were first established in Japan in 1962, and Kaoru Ishikawa has been credited with their creation. The movement in Japan was coordinated by the Japanese Union of Scientists and Engineers (JUSE).

The use of quality circles then spread beyond Japan. Quality circles have been implemented even in educational sectors in India and QCFI (Quality Circle Forum of India) is promoting such activities. There are different quality circle tools, namely: The Ishikawa diagram which shows hierarchies of causes contributing to a problem The Pareto Chart which analyses different causes by frequency to illustrate the vital cause The PDCA-Deming wheel Plan, Do, Check, Act, as described by W. Edwards Deming
Fishbone diagram ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, cause-and-effect diagrams, or Fishikawa) arecausal diagrams created by Kaoru Ishikawa (1968) that show the causes of a specific event.[1][2] Common uses of the Ishikawa diagram are product design and quality defect prevention, to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation. Causes are usually grouped into major categories to identify these sources of variation. The categories typically include:

People: Anyone involved with the process Methods: How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations and laws Machines: Any equipment, computers, tools, etc. required to accomplish the job Materials: Raw materials, parts, pens, paper, etc. used to produce the final product Measurements: Data generated from the process that are used to evaluate its quality Environment: The conditions, such as location, time, temperature, and culture in which the process operates

Ishikawa diagrams were popularized by Kaoru Ishikawa[3] in the 1960s, who pioneered quality management processes in theKawasaki shipyards, and in the process became one of the founding fathers of modern management. The basic concept was first used in the 1920s, and is considered one of the seven basic tools of quality control.[4] It is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton.

Edwards Deming's 14 Principles


1. Constancy of purpose: Create constancy of purpose for continual improvement of products and service to society, allocating resources to provide for long range needs rather than only short term profitability, with a plan to become competitive, to stay in business, and to provide jobs. The new philosophy: Adopt the new philosophy. We are in a new economic age, created in Japan. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship. Transformation of Western management style is necessary to halt the continued decline of business and industry. Cease dependence on mass inspection: Eliminate the need for mass inspection as the way of life to achieve quality by building quality into the product in the first place. Require statistical evidence of built in quality in both manufacturing and purchasing functions. End lowest tender contracts: End the practice of awarding business solely on the basis of price tag. Instead require meaningful measures of quality along with price. Reduce the number of suppliers for the same item by eliminating those that do not qualify with statistical and other evidence of quality. The aim is to minimize total cost, not merely initial cost, by minimizing variation. This may be achieved by moving toward a single supplier for any one item, on a long term relationship of loyalty and trust. Purchasing managers have a new job, and must learn it. Improve every process: Improve constantly and forever every process for planning, production, and service. Search continually for problems in order to improve every activity in the company, to improve quality and productivity, and thus to constantly decrease costs. Institute innovation and constant improvement of product, service, and process. It is management's job to work continually on the system (design, incoming materials, maintenance, improvement of machines, supervision, training, retraining). Institute training on the job: Institute modern methods of training on the job for all, including management, to make better use of every employee. New skills are required to keep up with changes in materials, methods, product and service design, machinery, techniques, and service. Institute leadership: Adopt and institute leadership aimed at helping people do a better job. The responsibility of managers and supervisors must be changed from sheer numbers to quality. Improvement of quality will automatically improve productivity. Management must ensure that immediate action is taken on reports of inherited defects, maintenance requirements, poor tools, fuzzy operational definitions, and all conditions detrimental to quality. Drive out fear: Encourage effective two way communication and other means to drive out fear throughout the organization so that everybody may work effectively and more productively for the company. Break down barriers: Break down barriers between departments and staff areas. People in different areas, such as Leasing, Maintenance, Administration, must work in teams to tackle problems that may be encountered with products or service.

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10. Eliminate exhortations: Eliminate the use of slogans, posters and exhortations for the work force, demanding Zero Defects and new levels of productivity, without providing methods. Such exhortations only create adversarial relationships; the bulk of the causes of low quality and low productivity belong to the system, and thus lie beyond the power of the work force. 11. Eliminate arbitrary numerical targets: Eliminate work standards that prescribe quotas for the work force and numerical goals for people in management. Substitute aids and helpful leadership in order to achieve continual improvement of quality and productivity. 12. Permit pride of workmanship: Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This implies, among other things, abolition of the

annual merit rating (appraisal of performance) and of Management by Objective. Again, the responsibility of managers, supervisors, foremen must be changed from sheer numbers to quality. 13. Encourage education: Institute a vigorous program of education, and encourage self improvement for everyone. What an organization needs is not just good people; it needs people that are improving with education. Advances in competitive position will have their roots in knowledge. 14. Top management commitment and action: Clearly define top management's permanent commitment to ever improving quality and productivity, and their obligation to implement all of these principles. Indeed, it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to-that is, what they must do. Create a structure in top management that will push every day on the preceding 13 Points, and take action in order to accomplish the transformation. Support is not enough: action is required!

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