Deming Cycle

The Deming Cycle of Plan–Do–Check–Act is an effective quality management system to follow.

A core concept in implementing TQM is Deming’s 14 points, a set of management practice s to help companies increase their quality and productivity:

1. Create constancy of purpose for improving products and services.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.
13. Institute a vigorous programme of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation.

Juran

Joseph Juran became a recognized name in the quality field in 1951 with the publication of the Quality Control Handbook. The appeal was to the Japanese initially, and Juran was asked to give a series of lectures in 1954 on planning, organizational issues, management responsibility for Quality, and the need to set goals and targets for improvement. Juran devised a well-known chart, ‘The Juran Trilogy’, shown in Figure A.4, to represent the relationship between quality planning, quality control and quality improvement on a project-by-project basis.

A further feature of Juran’s approach is the recognition of the need to guide managers; this is achieved by the establishment of a quality council within an organization, which is responsible for establishing process es, nominating projects, assigning teams, making improvements and providing the necessary resources.

Figure A.4 The Quality Trilogy

Senior management plays a key role in serving on the quality council, approving strategic goals, allocating resources and review ing progress. Juran promotes a four-phased approach to quality improvement, shown in Table A.1.

Start-up:	creating the necessary organizational structures and infrastructure
Test:	in which concepts are tried out in pilot programmes and results evaluated
Scale-up:	in which the basic concepts are extended based on positive feedback
Institutionalization:	at which point quality improvements are linked to the strategic business plan.

Table A.1 Juran’s four-phased approach

Crosby

The Crosby TQM approach is very popular in the UK. The approach is based on Crosby’s Four Absolutes of Quality Management:

• Quality is conformance to requirement.
• The system for causing quality is prevention and not appraisal.
• The performance standard must be zero defects and not ‘that’s close enough’.
• The measure of quality is the price of non-conformance and not indices.

The Crosby approach is often based on familiar slogans; however, organization s may experience difficulty in translating the quality messages into sustainable methods of quality improvement. Some organizations have found it difficult to integrate their quality initiatives, having placed their quality programme outside the mainstream management process.

Anecdotal evidence suggests that these pitfalls result in difficulties being experienced in sustaining active quality campaigns over a number of years in some organizations.

Дата добавления: 2015-10-02