What is #Quality ?….

RolexQuality has a number of definitions, ‘fit for purpose’, ‘exceeding expectations’ ‘meeting specifications’. It can be a tricky thing to measure but we all know it when we perceive it.

Take a Rolex watch for example, the materials used in its construction, its finish, its mechanical integrity all tell us it is  a ‘Quality’ item – this is naturally reflected in its price.

Although lots of fakes exist it is impossible to replicate the original without investing the same levels of workmanship and materials into it’s manufacture. This gives us a clue as to the origin of the Quality of the object. It lies in the specification & manufacture of the object within a given set of tolerances.

This is reflected in the luxury end of the automotive industry where body panels are specified as beng within a tight dimensional tolerance which in previous generations of product may have been deemed impossible.

Such tolerances lead to a vehicle which is perceived as high Quality without the buyer neccesarily understanding why.

So, if we can capture the expectations of the customer & translate them into product specifications with tolerances we can design & build something which has increased added value & perceived customer Quality.

 

chris@projectsguru.co.uk

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#Lean empowerment……

TPS

At the heart of the Toyota Production System (sometimes referrred to as #Lean Production System) is the principle of ‘Jidoka’.

 According to Toyota “Jidoka means that a machine safely stops when the normal processing is completed. It also means that, should a quality / equipment problem arise, the machine detects the problem on its own and stops, preventing defective products from being produced. As a result, only products satisfying quality standards will be passed on to the following processes on the production line.”

But there is more to #Lean than this. The key component is the empowerment of the Operator to stop the process immediately a defect or potentialy defective process is discovered without referring the issue upward. The Operator can stop the production process without fear of retribution and is empowered to do so. This is a great responsibility and one which is not granted lightly, the Operator must be fully trained and the Organisation steeped in the culture of #Lean & #Kaizen (continuous improvement)

Granting  this autonomy is absolutely key to the success of the TPS philosophy & unleashes immense forces of creativity & quality improvement. 

chris@projectsguru.co.uk

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