WORKSHOP2:

GURUS OF QUALITY
EXERCISE 1:
UNDERSTANDING DEMING’S
PDCA CYCLE
1. Choose a specific process within an organization ( production process, customer service procedure).

2. Apply the PDCA cycle:

o Plan: Identify a problem in the process and propose a potential solution.

o Do: Implement the solution on a small scale.

o Check: Measure the results to determine if the solution worked.

o Act: If the solution was successful, implement it on a larger scale. If not, revise the plan and start the
cycle again.

• Questions:
 What problem did you identify?
 How did you measure the effectiveness of the solution?
 What changes would you make after going through the cycle?
EXERCISE 1:
UNDERSTANDING DEMING’S
PDCA CYCLE
Problem Identified: A manufacturing company experiences frequent delays in shipping products due to
inefficiencies in the packing process.

Plan: Investigate the packing process, identify bottlenecks, and propose improvements such as adding
more packing stations and improving staff training.

Do: Implement the changes in one department as a test. Add more packing stations and train workers to
follow a streamlined procedure.

Check: Measure the time it takes to complete packing before and after the changes. Look at the number of
delays reported.

Act: If the new process reduces delays, expand it to the entire company. If not, refine the process by
addressing remaining inefficiencies (e.g., reassigning staff).
EXERCISE 1:
UNDERSTANDING DEMING’S
PDCA CYCLE
 Problem Identified: Packing delays.
 Effectiveness: Reduced packing time and fewer delays after adding stations and training.

• Changes: Expand the improved process or make further tweaks to optimize efficiency.
EXERCISE 2: JURAN’S
QUALITY TRILOGY
• Instructions:

1. Select a quality issue within a company (e.g., product defects, customer complaints).

2. Break the issue down using Juran’s Trilogy:

o Quality Planning: Identify the needs of the customer and set quality goals.

o Quality Control: Develop a method to measure and monitor quality.

o Quality Improvement: Implement changes to improve the process.

• Questions:

 What goals did you set in the quality planning phase?

 How did you control and measure quality?

• What improvements did you suggest to solve the problem?

EXERCISE 2: JURAN’S
QUALITY TRILOGY
Issue: A company’s customer service department receives frequent complaints about long response times to
customer queries.

1. Quality Planning: Define customer needs as quick and efficient responses. Set a goal to reduce response
time to less than 2 hours.

2. Quality Control: Implement a performance measurement system that tracks the time it takes to respond to
customer inquiries.

3. Quality Improvement: Introduce changes such as better training for customer service agents,
implementing an automated response system, and adding more staff during peak hours.

• Questions Answered:

 Goals: Reduce response time to under 2 hours.

 Control: Response times were tracked through a software system.
 Improvements: Automated systems and more staff led to reduced response times and fewer customer
complaints.
EXERCISE 3: CROSBY’S
ZERO DEFECTS
• Instructions:

1. Identify a process in which defects or errors commonly occur (e.g., product assembly, order fulfillment).

2. Analyze the root causes of these defects.

3. Propose changes to the process aimed at achieving Zero Defects.

4. Develop a plan to prevent these defects from recurring.

• Questions:

 What are the main causes of defects in the chosen process?

 What strategies did you implement to eliminate defects?
 How do you ensure that the process consistently operates at a zero-defect level?
EXERCISE 3: CROSBY’S
ZERO DEFECTS
Solution:

1. Process: In a product assembly line, defects frequently occur due to misaligned parts.

2. Root Causes: Misalignment is due to insufficient quality checks and worker fatigue.

3. Changes: Introduce quality checks at multiple stages of the assembly process. Implement regular breaks to
prevent worker fatigue.

4. Zero Defects Plan: Set up an incentive system that rewards workers for error-free performance. Provide
better training on part alignment techniques.

Answeres:
 Main Causes: Poor quality checks and worker fatigue.
 Strategies: Implement quality checks and give breaks.
 Ensuring Zero Defects: Regular monitoring and rewarding employees for zero defects helped achieve the
target.
EXERCISE 4: ISHIKAWA’S
FISHBONE DIAGRAM
• Instructions:

1. Select a quality issue (e.g., frequent machine breakdowns, late deliveries).

2. Draw a Fishbone Diagram with the main categories (e.g., Materials, Methods, Machines, Manpower,
Environment, and Management).

3. Identify potential causes of the problem in each category.

4. Propose solutions to address the root causes.

• Questions:

 What were the main causes you identified for the problem?
 How did categorizing the causes help in finding a solution?
 What actions did you recommend to solve the issue?
EXERCISE 4: ISHIKAWA’S
FISHBONE DIAGRAM
EXERCISE 4: ISHIKAWA’S
FISHBONE DIAGRAM
• 1/- Qualify the effect
This typically refers to the problem you are trying to solve.
It could be a decrease in margins, a lack of motivation among your employees, frequent
stockouts, or a constantly evolving working capital requirement...
• 2/- Take stock of possible causes
List those that have an influence on the problem. To do this, use methods such as
brainstorming
• 3/- Classify the causes by families.
These groupings form the main branches of the Ishikawa diagram. In the fields of quality and
production, we generally use:
• Manpower: the employees, their skills, etc.
• Materials: the materials involved, quality, etc. For manufacturing, the components used in the
product development.
• Machines: the production means, the equipment, etc.
• Methods: the techniques, procedures, operating modes, etc.
• Environment: the working environment, competition, etc.
EXERCISE 4: ISHIKAWA’S
FISHBONE DIAGRAM
1. Issue: A factory experiences frequent machine breakdowns.

2. Fishbone Diagram:

o Materials: Poor quality parts.

o Methods: Inadequate maintenance schedules.

o Machines: Outdated equipment.

o Manpower: Lack of proper machine operator training.

o Environment: Dusty and hot conditions.

o Management: No clear protocol for preventive maintenance.

EXERCISE 4: ISHIKAWA’S
FISHBONE DIAGRAM
3. Solutions:

• Use higher-quality parts.

• Implement a more frequent maintenance schedule.

• Train machine operators.

• Improve the working environment by installing cooling systems.

• Create a preventive maintenance plan.

Questions Answered:

•Main Causes: Lack of maintenance and training, poor environmental conditions.

•Categorizing: Helped visualize all possible causes and identify which areas needed the most attention.

•Actions: New maintenance schedule and operator training reduced breakdowns.

EXERCISE 5: TAGUCHI’S
ROBUST DESIGN
• Objective: Apply Taguchi’s principles of Robust Design to reduce variation in a process.

• Instructions:

1. Choose a product or service that suffers from inconsistency in performance (e.g., a manufacturing
process that produces products with different qualities).

2. Analyze the factors contributing to variation.

3. Use Taguchi’s principles to make the design or process more robust, so it is less sensitive to variations in
the environment or process.

• Questions:

 What factors were causing variations in the product or service?

 How did you make the design or process more robust?
 What was the outcome after applying the robust design principles?
EXERCISE 5: TAGUCHI’S
ROBUST DESIGN
1. Product: A smartphone manufacturer experiences variability in screen quality due to different
environmental conditions during production.

2. Factors: Temperature and humidity during screen assembly were found to cause inconsistencies.

3. Robust Design: Modify the assembly process to ensure screens are produced under controlled
environmental conditions. Use materials that are less sensitive to humidity changes.

Outcome: After standardizing production conditions, screen quality became consistent, regardless of
environmental variations.

• Questions Answered:

 Factors Causing Variations: Temperature and humidity during production.

 Robust Design Solutions: Controlled environment and less sensitive materials.
 Outcome: Consistent screen quality.
EXERCISE 6: COMPARE AND
CONTRAST GURUS
• Questions:

 What are the main differences between the two gurus’ philosophies?
 How could combining their approaches benefit a real-world organization?
 In what situations would one guru’s approach be more applicable than the other?
EXERCISE 6: COMPARE AND
CONTRAST GURUS
1. Deming vs. Crosby:

o Deming’s Approach: Focuses on continuous improvement (PDCA) and management's role in fostering quality.
He emphasizes understanding processes and reducing variation using statistical methods.

o Crosby’s Approach: Advocates for a strong commitment to Zero Defects and emphasizes the cost of quality,
stressing prevention rather than correction.

2. Similarities: Both stress the importance of management commitment to quality.

3. Differences:

o Deming promotes improvement through understanding and refining processes, while Crosby focuses on setting
an ultimate goal of zero defects.

o Crosby is more focused on prevention of errors, whereas Deming seeks ongoing process refinement.

4. Application: In a company struggling with production errors, Deming’s approach could be used to understand
process variability, while Crosby’s zero defects mindset could reinforce the importance of preventing errors
altogether.
EXERCISE 6: COMPARE AND
CONTRAST GURUS
 Deming vs. Juran: Deming emphasizes continuous improvement, while Juran focuses on strategic
quality planning.
 Crosby vs. Ishikawa: Crosby focuses on defect elimination, while Ishikawa advocates for a company-
wide quality approach.
 Taguchi vs. Deming: Taguchi is more focused on the robustness of products, while Deming emphasizes
constant process improvement.
EXERCISE 6: COMPARE AND
CONTRAST GURUS