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This thread is carried over and continued in the Current Elsmar Cove Forums
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The New Elsmar Cove Forums
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 The New Elsmar Cove Forums
 Nonconformance and Corrective Action Systems
 14D
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Paul Alexander Forum Contributor Posts: 11 |
posted 12 June 2001 09:26 AM
   
Hi Folks, I'm looking for a little bit of history. Can anyone give me any information about 14D's - not 8D's. I remember we used to use them in Compaq many moons ago, but I cannot remeber exactly how they looked like. Does anyone have an example??? Thanks.... Paul IP: Logged |
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Marc Smith Cheech Wizard Posts: 4119 |
posted 12 June 2001 09:52 AM
I've never heard of a 14d before. IP: Logged |
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Michael T Forum Contributor Posts: 16 |
posted 12 June 2001 02:18 PM
Paul, Are you referring to Dr. Deming's 14 Points? Cheers! Mike IP: Logged |
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E Wall Forum Contributor Posts: 45 |
posted 12 June 2001 04:40 PM
Crosby's Fourteen Steps Phil Crosby (1979) developed a fourteen-step program for quality improvement: 1. MANAGEMENT COMMITMENT - Top-level view on quality shown to all employees. 2. THE QUALITY IMPROVEMENT TEAM - To pursue the quality regime throughout the business. 3. QUALITY MEASUREMENT - Analysis of business quality performance in a meaningful manner, for example late deliveries, budgeted to actual sales/deliveries/costs/etc. Keep it simple for all to understand. 4. THE COST OF QUALITY - Make sure everyone in the business understands the need for a quality system, and the costs to the business if there is no quality system in place. 5. QUALITY AWARENESS - Again make everyone in the business aware of the impact of quality systems. 6. CORRECTIVE ACTION - Ensure a system is in place for analyzing defects in the system and applying simple cause and effect analysis, to prevent re-occurrence. 7. ZERO DEFECTS PLANNING - Look for business activities to which zero defect logic should be applied. 8. SUPERVISOR TRAINING - Get your supervisors trained in both quality logic and zero defect appreciation which they can apply to their business activities. 9. ZERO DEFECTS DAY - A quality event by which all members of the effected section become aware that a change has taken place. 10. GOAL SETTING - Once a change has been implemented in a section of the business, the next step is to get the employees and supervisors in that section to set goals for improvement to bring about continuous improvement. 11. ERROR CAUSE REMOVAL - Communication process by which management are made aware that set goals are difficult to achieve in order for either the goals to be reset or help given by management to achieve the goals. 12. RECOGNITION - Management must recognize the employees who participate in the quality schemes. 13. QUALITY COUNCILS - Using both specialist knowledge and employee experiences to bring about a focused approach to business quality regime. 14. DO IT OVER AGAIN - Continuous improvement means starting from the beginning again and again. IP: Logged |
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