MFET 2410

1. MFET 2410 Quality Advocates

2. American System • The idea that product should be produced using interchangeable parts. • Developed for musket manufacturing • Any trigger or barrel should be able to be swapped and the musket should still work. • Later was spread to other manufacturing industries.

3. American System • Players in the American System • The French – General Gribeauval and Honore Blanc (1700’s) • The English – Marc Burnel, HeneryMaudslay, & Simon Goodrich (sailing blocks, 1803) • The Americans – Thomas Jefferson, Eli Whitney, John Hall, Simeon North, & Henery Ford

4. Eli Whitney • Has been credited with the idea and implementation of interchangeable parts. • Never actually achieved • Idea was given to him by the Secretary of War, championed by Thomas Jefferson • Jefferson took the idea from Blanc in his many visits to France • Whitney was awarded a arms contract in 1798 to produce 10,000 muskets • Took 8 years instead of the 2 he promised • Parts still needed to be finessed to make them work.

5. John Hall & Simeon North • John Hall- Gun manufacture at Harpers Ferry. • Claimed to achieve interchangeable parts in 1822 • Simeon North- Gun manufacture at Connecticut Arms. • Has been argue that he first achieved interchangeable parts since he invented the milling machine. • Both roughly achieved interchangeable parts at the same time, historians just needed something to argue over and write papers about. • The government had other industries learn from the gun manufactures on this new technique to give American industry a leg up on the rest of the world. • Even though the French and British had developed the idea it took them decades after the American to fully implement them.

6. Henry Ford • Mass production of the Model-T • Moving assembly line • High wages for workers • Hired blacks, women, disabled, & not fond of Jews • Committed to systematically reducing costs and waste. • During WWII his company was able to turn out a bomber every hour.

7. Frederick Taylor • Frederick Winslow Taylor is a controversial figure in management history. • His innovations in industrial engineering, particularly in time and motion studies (Scientific Management). • Paid off in dramatic improvements in productivity. • At the same time, he has been credited with: • Destroying the soul of work. • Dehumanizing factories. • Making men into automatons.

8. Frederick Taylor- Principles of Scientific Management • " Taylor called these elements "merely the elements or details of the mechanisms of management" • He saw them as extensions of the four principles of management. • The development of a true science • The scientific selection of the workman • The scientific education and development of the workman • Intimate and friendly cooperation between the management and the men

9. Frederick Taylor- Principles of Scientific Management • Taylor created planning departments, staffed them with engineers, and gave them the responsibility to: • Develop scientific methods for doing work. • Establish goals for productivity. • Establish systems of rewards for meeting the goals. • Train the personnel in how to use the methods and thereby meet the goals.

10. Taylor- Positive Contributions • Use of experimentation and data to search for the best way to work. • Standardization of tools and procedures. • Managements responsibility to train the workforce.

11. Taylor- Negative Contributions • All important knowledge is in the heads of management. • Focus on work quotas and time and motion studies. • Money is NOT the best motivator. • Enthrone individual work, inhibit team work. • Narrowly define each workers’ task and require strict adherence to quotas and procedures.

12. Elton Mayo • Known as the founder of the Human Relations Movement and his research in the Hawthorne Studies. • Combatted the ideas of Frederick Taylor. • Lack of motivation was due to boredom and frequent repetition. • Motivation can be improved by: • Making employees feel important. • Free to make choices. • Their work can meet their social needs.

13. Elton Mayo • Suggested factors for motivation: • Better Communication • Effective Teamwork • Showing interest in employees/coworkers • Involve more people in decision making • Guaranteeing the wellbeing of employees • Guaranteeing that the work the employees are doing is interesting and non-repetitive

14. Dr. Armand Feigenbaum Dr. Armand Feigenbaum (1920 - ) Devised the concept of Total Quality Control, would be later called Total Quality Management Wrote: Total Quality Control (1951)

15. Dr. Armand Feigenbaum • "Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction." • The concept of a "hidden" plant—the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory. • Accountability for quality: Because quality is everybody's job, it may become nobody's job—the idea that quality must be actively managed and have visibility at the highest levels of management. • The concept of quality costs http://en.wikipedia.org/wiki/Armand_V._Feigenbaum

16. Quality Advocates Dr. Walter Shewhart proposed: Common (Chance) Causes Controlled variation that is present in a process due to the very nature of the process. Special (Assignable) Causes Uncontrolled variation caused by something that is not normally part of the process.

17. Quality Advocates Dr. Shewhart: Inventor of Control Charts Statistical Process Control (SPC) charts were originally called Shewhart charts! Regular plotting of data on an SPC chart will tell if the process is out-of-control (subject to special causes)

18. Quality Advocates Dr. Shewhart originated the PLAN, DO, STUDY, ACT cycle for analysis of problems Frequently called Dr. Deming’s Plan-Do-Study-Act Cycle

19. Quality Advocates Dr. W. Edwards Deming (1900-1993) The Father of Quality Management “In God we trust; all others must bring data” “The problem is at the top; management is the problem”

20. Quality Advocates Strongly humanistic philosophy; problems in a production process are due to flaws in the design of the system, as opposed to being rooted in the motivation or professional commitment of the workforce. Agree? Quality is maintained and improved when leaders, managers, and the workforce understand and commit to constant customer satisfaction through continuous quality improvement.

21. Deming’s System of Profound Knowledge • Appreciation for a system • Understanding variation • Theory of knowledge • Psychology

22. Appreciation for a System • He defined a system as: • A network of interdependent components that work together to try to accomplish the aim of the system. • The aim for any system should be that everybody gains, not one part of the system at the expense of any other. • Taking a systems approach enables management to view its organization in terms of many internal and external interrelated connections and interactions • When all the connections and interactions are working together to accomplish a shared aim, a business can achieve tremendous results • Improve the system, and the problems go away. https://www.deming.org/theman/theories/profoundknowledge

23. Deming’s View of a Production System Design and Redesign Suppliers of materials and equipment Consumer research Receipt and test of materials Consumers A B C D Production, assembly inspection Distribution Tests of processes, machines, methods INPUTS PROCESSES OUTPUTS

24. Understanding Variation • In any business, there are always variations, between people, in output, in service and in product.  • Dr. Deming located two types of variations within a system: • Common Cause - variations are problems built right into the system, such as defects, errors, mistakes, waste and rework. • Special Cause - variations represent a unique event that is outside the system, such as a natural disaster, or an unexpected strike by public transportation workers. • Distinguishing the difference between variation, as well as understanding its causes and predicting behavior, is key to management’s ability to properly remove problems or barriers in the system. https://www.deming.org/theman/theories/profoundknowledge

25. Theory of Knowledge • Knowledge is not possible without theory • Experience alone does not establish a theory, it only describes • Theory shows cause-and-effect relationships that can be used for prediction

26. Psychology • People are motivated intrinsically and extrinsically • Fear is demotivating • Managers should develop pride and joy in work • Rejected management-by-carrot-and-stick rewards

27. Deming Chain Reaction Improve quality Costs decrease Productivity improves Increase market share with better quality and lower prices Stay in business Provide jobs and more jobs

28. Dr. Deming’s Fourteen Points Create constancy of purpose for continual improvement of products and service, allocating resources to provide for long range needs rather than only short term profitability, with plan to become competitive, to stay in business, and to provide jobs. How can this be attained?

29. Dr. Deming’s Fourteen Points Adopt the new philosophy. We are in a new economic age, created by 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 continued decline of industry. What does this mean in practice?

30. Dr. Deming’s Fourteen Points 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. Deming once described American Management as “just burning toast and scraping it.”

31. THE NECESSITY OF TRAINING FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK IS FOREMOST IN THE MINDS OF FARM OWNERS. SINCE THE FOREFATHERS OF THE FARM OWNERS TRAINED THE FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK, THE FARM OWNERS FEEL THEY SHOULD CARRY ON WITH THE FAMILY TRADITION OF TRAINING FARM HANDS OF FIRST CLASS FARMS IN THE FATHERLY HANDLING OF FARM LIVESTOCK BECAUSE THEY BELIEVE IT IS THE BASIS OF GOOD FUNDAMENTAL FARM MANAGEMENT. TOTAL NUMBER OF F'S ______

32. THE NECESSITY OF TRAINING FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OFFARM LIVESTOCK IS FOREMOST IN THE MINDS OFFARM OWNERS. SINCE THE FOREFATHERS OF THE FARM OWNERS TRAINED THE FARM HANDS FOR FIRST CLASS FARMS IN THE FATHERLY HANDLING OFFARM LIVESTOCK, THE FARM OWNERS FEEL THEY SHOULD CARRY ON WITH THE FAMILY TRADITION OF TRAINING FARM HANDS OFFIRST CLASS FARMS IN THE FATHERLY HANDLING OFFARM LIVESTOCK BECAUSE THEY BELIEVE IT IS THE BASIS OF GOOD FUNDAMENTAL FARM MANAGEMENT. TOTAL NUMBER OFF'S = 39

33. Dr. Deming’s Fourteen Points End the practice of awarding business on the basis of price tag alone. Require meaningful measures of quality along with price. Reduce the number of suppliers for the same item eliminating those that do not qualify with statistical and other evidence of quality. Minimize total cost, not merely initial cost, by minimizing variation. This may be achievable by moving toward a long-term relationship of loyalty and trust. Purchasing managers have a new job, and must learn it.

34. Dr. Deming’s Fourteen Points Constantly and forever improve the system of production and service. Improve constantly and forever the system of planning, production and service, in order to improve every process and activity in the company, to improve quality and productivity, and thus to constantly decrease costs. Institute innovation of product, service, and process. It is management’s job to work continually on the system (design, incoming supplies, maintenance, improvement of equipment, supervision, training, retraining, etc.)

35. Dr. Deming’s Fourteen Points Institute Training Institute modern methods of training for everybody’s job, including management, to make better use of every employee. New skills are required to keep up with changes in materials, methods, product design, machinery, techniques, and service. People learn in different ways. Once a worker has brought their work into statistical control, further lessons will not help.

36. Dr. Deming’s Fourteen Points Institute Leadership of People Adopt and institute leadership aimed at helping people to 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.

37. Dr. Deming’s Fourteen Points 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. Does your system of reward generate fear?

38. Dr. Deming’s Fourteen Points Break Down Barriers Break down barriers between departments and staff areas. People in different areas, such as Research, Design, Sales, Administration, and Production must work in teams to tackle problems that may be encountered with products or service.

39. Dr. Deming’s Fourteen Points 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.

40. Dr. Deming’s Fourteen Points 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.

41. Dr. Deming’s Fourteen Points Permit Pride in Workmanship Remove the barriers that rob hourly workers and people in management of their right to pride of workmanship. This implies abolition of the annual merit rating and of management by objective. Again, the responsibility of managers, supervisors, foreman must be changed from sheer numbers to quality.

42. Dr. Deming’s Fourteen Points 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.

43. Dr. Deming’s Fourteen Points Top Management Commitment and Action Clearly define management’s permanent commitment to ever increasing quality and productivity, and their obligation to implement all of these principles. Indeed, it is not enough that top management commit themselves for live to quality and productivity. They must know what it is 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.

44. Deming’s Deadly Diseases Lack of constancy of purpose. Emphasis on short term profits. Evaluation of performance, merit rating, or annual review. Mobility of management; job hopping. Management by the use only of visible figures, with little or no consideration of figures that are unknown or unknowable. Excessive medical costs ($1,400 per auto sold at GM) Excessive costs of liability, swelled by lawyers that work on contingency fees.

45. Deming’s Obstacles Neglecting long-range planning Relying on technology to solve problems Seeking examples to follow rather than developing solutions Excuses, such as "our problems are different" Obsolescence in school that management skill can be taught in classes Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers Placing blame on workforces who are only responsible for 15% of mistakes where the system designed by management is responsible for 85% of the unintended consequences Relying on quality inspection rather than improving product quality http://en.wikipedia.org/wiki/Edward_Deming

46. Quality Advocates Dr. Deming’s Red Bead Experiment Dr. Deming used the Red Bead Experiment to clearly and dramatically illustrate several points about poor management practices

47. Quality Advocates Dr. Deming’s Funnel Experiment The Funnel Experiment was devised by Dr. Deming to describe the adverse effects of tampering with a process by making changes to it without first making a careful study of the possible causes of the variation in that process.

48. W. Edward Deming: Prophet Unheard (please watch) Part 1: http://www.youtube.com/watch?v=GHvnIm9UEoQ&list=PLCADAD3F2F91BD570 Part 2: http://www.youtube.com/watch?v=mKFGj8sK5R8&list=PLCADAD3F2F91BD570 Part 3: http://www.youtube.com/watch?v=6WeTaLRb-Bs&list=PLCADAD3F2F91BD570&index=3

49. Quality Advocates Dr. Joseph M. Juran (1904- 2008) VITAL FEW and the TRIVIAL MANY (80% of a problem is caused by 20% of the causes) Dr. Juran felt that leaders must choose those vital few projects that will have the greatest impact on improving ability to meet customer needs. Focused on top-down management and technical methods rather then worker pride and satisfaction.

50. Quality Advocates VITAL FEW and the TRIVIAL MANY Dr. Juran felt that leaders must choose those vital few projects that will have the greatest impact on improving ability to meet customer needs. Focused on top-down management and technical methods rather then worker pride and satisfaction.