Quality Management Principles: Deming, PDCA & SPC

1.1 Defining Quality: Performance and Expectations

Quality = Performance (how it works) / Expectations. If Q > 1, the customer has a positive feeling. The customer determines his or her expectations.

Definition of quality: A group of properties and characteristics of a service or a product that has the ability to satisfy different needs. Some dimensions of quality are reliability, durability, service, reputation, and more. These dimensions are independent.

• Performance — how well the product or service works.
• Expectations — what the customer anticipates or requires.
• Dimensions of quality — reliability, durability, service, reputation, etc.

1.2 Enemies of Quality and Cultural Changes

Common enemies of quality include:

• Lack of definition: Responsibilities are not fixed, which generates a search for someone to blame.
• Lack of rigor: Deviations and particular interpretations (e.g., Joanes).

It will be necessary to modify many cultural behaviors so that they reinforce these two ideas:

1. There is no one to blame.
2. Justifications are not accepted; responsibilities are.

1.4 The Deming Philosophy and History

The Deming philosophy is a major influence on the modern concept of quality. Dr. Walter Shewhart pioneered statistical process control (SPC) at Bell Laboratories. Armando ta elektrizista zan. (This original phrase appears in the source and is preserved verbatim.)

American companies (for example, Ford) adopted Dr. Deming's ideas after he became well known in U.S. industry. It was thought by some that this contributed to a renewed industrial revolution. Japanese companies achieved large gains in the second half of the century, as American companies had in the first. Jaguar company was rescued in the UK.

Continuous improvement was based on these principles:

• Statistics are the base: Use data and statistical methods to understand and improve processes.
• CIOQ must be used to redefine the process: (The term CIOQ is preserved from the original source.)
• The Deming circle: Use the Deming cycle to achieve continuous improvement.

The aim: To improve quality, productivity, and competitive position.

1.5 Quality Obstacles and Challenges

Common obstacles to quality include:

• Lack of continuous training and education.
• Improper planning.
• Inability to change organizational culture.
• Inadequate use of empowerment and teamwork.
• Lack of commitment from management.

1.6 PDCA Circle: Plan-Do-Check-Act

The PDCA cycle (Plan-Do-Check-Act) is a practical structure for continuous improvement.

Plan — Before doing anything, document and standardize the intended process. This requires that the process be studied carefully and recorded.

Do — Begin the plan on a small scale if possible, and document any changes.

Check — Evaluate the Do phase and analyze the data collected to decide how to continue with the plan.

Act — If the goals have been achieved, formalize the new methods and communicate them to the people who need the new method. If goals are not reached, determine why they were not reached. The plan may be repeated or abandoned based on that analysis.