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Blake, 2001    T$c ? TQM-Lean-SixSigma - Page * 4    Tc ?P  http://www.donblake-ks.com/ , H  0޽h ? ̙33. 0@>( w `  c $A ??Z     |DWG!?TQMImpactoK   C  WdԔԔ?Lean ProductionTimes New RomanpP.      Wf3A( @ @?SixSigmaTimes New RomanPaper bag PH  0޽h ? ̙33 @L ( w LF  @  L @  L T4 ?8 @  /Quality can and must be managed. Everyone has a customer and is a supplier. Processes, not people are the problem. Every employee is responsible for quality. Problems must be prevented, not just fixed. Quality must be measured. Quality improvements must be continuous. The quality standard is defect free. Goals are based on requirements, not negotiated. Life cycle costs, not front end costs. Management must be involved and lead. Plan and organize for quality improvement.  H L T ?m rTQM Principles  Hl A   L A,$D 0{ L Z!! ?A  Produce to actual demand (Takt Time) Produce defect free Produce with no waste Responsible and empowered people Continuous ImprovementiH L Z"! ?{   dLean Production Principles H$  @t  L# @@ t ,$D 0  L N#! ? `t  !At its core, Six Sigma revolves around a few key concepts. Critical to Quality: Attributes most important to the customer Defect: Failing to deliver what the customer wants Process Capability: What your process can deliver Variation: What the customer sees and feels Stable Operations: Ensuring consistent, predictable processes to improve what the customer sees and feels Design for SixSigma: Designing to meet customer needs and process capability;*+ !W8P*+ !W8:H  L T#! ? @' YKey Concepts of Six SigmaH  L H?p@l$D 000o L T4$! ? ` p  cSource: http://home.att.net/~iso9k1/tqm/tqm.html#Total Quality Management (TQM) by Dexter A. Hansendd P  ? L T$! ?  ,$D 0 #Source: http://www.ge.com/sixsigma/$$ , L B?p@00 L H?0`@\00H L 0޽h ? ̙33  / ' P ( z Wz   NT%! ?   ntW. Edwards Deming Deming introduced quality management concepts and philosophy to the Japanese as part of the post war reconstruction. Deming s philosophy has 14 points which Deming tasked top management to adopt. Deming's 14 points can be categorized into three groups. Constancy of Purpose Build long-term relations with customers, suppliers, and employees. Don't change policies midstream. Continual Improvement Do not accept existing defect rates, educate workers to identify common and special causes of defective products. Use statistical process control to identify and control these causes. Cooperation between Functions Drive out fear, break down barriers between departments. f=P o !i  T%! ? p  KSource: http://www.towson.edu/~pillutla/mngt365/tqm.html by Sharma PillutlaLL b "  Tt&! ?9I $The Gurus - Deming, Juran and Crosby%%> H  0޽h ? ̙33 x`t( w t= t N&! ?u 6  Joseph Juran Juran expressed his approach to quality in the form of the Quality trilogy. Managing for quality involved three basic processes. Quality Planning This involves identifying the customer (both internal and external), determining their needs, design goods and services to meet these needs at the established quality and cost goals. Then design the process and transfer this to the operators. Quality Control Establish standards or critical elements of performance, identify measures and methods of measurements, compare actual to standard and take action if necessary. Quality Improvement Identify appropriate improvement projects, organize the team, discover the causes and provide remedies and finally develop mechanisms to control the new process and hold the gains.n  i t T4'! ?v p KSource: http://www.towson.edu/~pillutla/mngt365/tqm.html by Sharma PillutlaLL b " t T'! ?9I $The Gurus - Deming, Juran and Crosby%%> H t 0޽h ? ̙33 aYpx( w x x NT(! ?3@0z  Joseph Juran Juran conceived and proposed the concept of Cost of Quality . There are four elements: Prevention Costs Initial design quality, actions during product creation (e.g. marketing research, establishing product specifications, determining consumer needs, training workers, vendor evaluation, quality audit, preventive maintenance etc.) Appraisal Costs Inspection testing of raw materials, work-in-progress, finished goods, procedures for testing, training manuals, laboratories. External Costs Returned merchandise, making warranty repairs or refunds, credibility loss, lawsuits. Internal Costs Scrap, rework, redesign, downtime, broken equipment, reduced yields, selling products at a discount etc.  YZl i x T(! ? p KSource: http://www.towson.edu/~pillutla/mngt365/tqm.html by Sharma PillutlaLL b " x Tt)! ?9I $The Gurus - Deming, Juran and Crosby%%> H x 0޽h ? ̙33    > ( w G  N)! ?{  ` 1Philip Crosby Crosby described quality as being free and proposed that zero defects is the desirable and achievable goal. He articulated his view of quality as the four absolutes of quality management. In addition to the above, Crosby developed a quality management maturity grid in which he listed five stages of management's maturity with quality issues. The five stages are Uncertainty, Awakening, Enlightenment, Wisdom and Certainty. In the first stage, management fails to see quality as a tool; problems are handled by "firefighting" and are rarely resolved; there are no organized quality improvement activities. By the last stage, a company is convinced that quality is essential to the company's success; problems are generally prevented; and quality improvement activities are regular and continuing.62 ">& \  N4*! ?p p |Quality means conformance to requirements. Requirements need to be clearly specified so that everyone knows what is expected of them. Quality comes from prevention. Prevention is a result of training, discipline, example, leadership, and more. Quality performance standard is zero defects. Errors should not be tolerated. Quality measurement is the price of nonconformance.8|i  T*! ?f p KSource: http://www.towson.edu/~pillutla/mngt365/tqm.html by Sharma PillutlaLL b "  TT+! ?9I $The Gurus - Deming, Juran and Crosby%%> "  H?` `@600H  0޽h ? ̙33 kcl( w l l T,! ?  FWhat is Six Sigma? l C AjC:\WINDOWS\DESKTOP\Presentations\sixsig-rays-rev.jpg@`, l Nt,! ?06  ~First, what it is not. It is not a secret society, a slogan or a clich. Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-perfect products and services. Why "Sigma"? The word is a statistical term that measures how far a given process deviates from perfection. The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how to eliminate them and get as close to "zero defects" as possible. Six Sigma has changed the DNA of GE - it is now the way we work - in everything we do and in every product we design.  l T4-! ? "S #Source: http://www.ge.com/sixsigma/$$,H l 0޽h ? ̙33 ,$|( w | | T4$ ?o PTo Achieve Six Sigma Quality | C AjC:\WINDOWS\DESKTOP\Presentations\sixsig-rays-rev.jpg@`) | N$ ?03  {To achieve Six Sigma quality, a process must produce no more than 3.4 defects per million opportunities. An "opportunity" is defined as a chance for nonconformance, or not meeting the required specifications. This means we need to be nearly flawless in executing our key processes. Six Sigma is a vision we strive toward and a philosophy that is part of our business culture.||" | B?` `@N00  | TT$ ? "S #Source: http://www.ge.com/sixsigma/$$,H | 0޽h ? ̙33 p( w p p C AjC:\WINDOWS\DESKTOP\Presentations\sixsig-rays-rev.jpg@` p N$ ?  RDFSS - (Design for Six Sigma) is a systematic methodology utilizing tools, training and measurements to enable us to design products and processes that meet customer expectations and can be produced at Six Sigma quality levels. DMAIC - (Define, Measure, Analyze, Improve and Control) is a process for continued improvement. It is systematic, scientific and fact based. This closed-loop process eliminates unproductive steps, often focuses on new measurements, and applies technology for improvement. $  p Tt$ ?(` OQuality Approaches and Models  p T4$ ? 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Processes, not people are the problem. Every employee is responsible for quality. Problems must be prevented, not just fixed. Quality must be measured. Quality improvements must be continuous. The quality standard is defect free. Goals are based on requirements, not negotiated. Life cycle costs, not front end costs. Management must be involved and lead. Plan and organize for quality improvement.  .'3,0(SH  T45: ?m rTQM Principles  H9z A    A,$ 0  T5: ?A  +Produce to actual demand (Takt Time) Produce defect free Produce with no waste Responsible and empowered people Continuous ImprovementX$!3iH  TT6: ?{   dLean Production Principles Hlz  @t   @@ t ,$ 0   N6: ? `t  oAt its core, Six Sigma revolves around a few key concepts. Critical to Quality: Attributes most important to the customer Defect: Failing to deliver what the customer wants Process Capability: What your process can deliver Variation: What the customer sees and feels Stable Operations: Ensuring consistent, predictable processes to improve what the customer sees and feels Design for SixSigma: Designing to meet customer needs and process capability`;*+ !W8;*+33 !3W3 3:H   Tt7: ? @' YKey Concepts of Six SigmaHo  T7: ? ` p  cSource: http://home.att.net/~iso9k1/tqm/tqm.html#Total Quality Management (TQM) by Dexter A. 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