Quality leading companies realized that quality could not be assured by just a small group of quality control professionals.

Instead quality required the active involvement of the whole organization, from management to ordinary employees. In 1960, the first quality control circles were formed in Japan. These circles used simple statistical methods for quality improvement. Later on, a quality-oriented management approach, total quality management (TQM), was developed. TQM is a company wide management approach to achieving long-term success with a strong focus on customer satisfaction. TQM depends on the participation of all members of an organization to improve processes, products, services, and their work culture. This approach is found in the teachings of such quality leaders as W. Edwards Deming, Kaoru Ishikawa, Joseph M. Juran, and many others. W. Edwards Deming One of TQM models is deming total quality management philosophy is his famous 14 Points Most QA experts credit Dr. Deming with providing the foundation of the Japanese quality miracle. He developed the following 14 points for managing the improvement of quality, productivity, and competitive position: 1. Create constancy of purpose for improving products and services. 2. Adopt the new philosophy. 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on price alone; instead,minimize total cost by working with a single supplier. 5. Improve constantly and forever every process for planning, production, and service. 6. Institute training on the job. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate slogans, exhortations, and targets for the workforce. 11. Eliminate numerical quotas for the workforce and numerical goals for management. 12. Remove barriers that rob people of pride in their work, and eliminate the annual rating or merit system. 13. Institute a vigorous program of education and self-improvement for everyone. 14. Put everybody in the company to work to accomplish the transformation. Deming's believed productivity improves as variability decreases, and you must use statistical methods to control quality. He advocated the use of statistics to measure performance in all areas, not just conformance to product specifications. Furthermore, he argued that it is not enough to meet specifications, you must keep working to reduce the variations as well. Deming was extremely critical of the U.S. approach to business management and was a leader of philosophy of total quality management. Kaoru Ishikawa One of the leaders in the philosophy of total quality management is Kaoru Ishikawa. He pioneered quality control activities in Japan.

Mostly known for developing the cause-and-effect diagram, Ishikawa published many works. Works includes What Is Total Quality Control?, The Japanese Way, Quality Control Circles at Work, and Guide to Quality Control. While also working as an assistant professor at the University of Tokyo, he was a member of the quality control research group of the Union of Japanese Scientists and Engineers Mr. Ishikawa's philosophy of total quality management can be summarized by his 11 points: 1. Quality begins and ends with education. 2. The first step in quality is to know the requirements of the customer. 3. The ideal state of quality control is when quality inspection is no longer necessary. 4. Remove the root cause, not symptoms. 5. Quality control is the responsibility of all workers and all divisions. 6. Do not confuse means with objectives. 7. Put quality first and set your sights on long-term objectives. 8. Marketing is the entrance and exit of quality. 9. Top management must not show anger when facts are presented to subordinates. 10. Ninety-five percent of the problem in a company can be solved by the seven tools of quality. 11. Data without dispersion information are false data. Joseph M. Juran Joseph M. Juran is one of total quality management philosophy leaders ,he was born in 1904 in Romania. Since 1924,Juran has pursued a varied career in management as an engineer,executive, government administrator, university professor, labor arbitrator,corporate director, and consultant. Specializing in managing for quality, he has authored hundreds of papers and 12 books, including Jurans Quality Control Handbook, Quality Planning and Analysis (with F. M. Gryna), and Juran on Leadership for Quality. His major contributions include the Juran trilogy, which are three managerial processes that he identified for use in managing for quality: quality planning, quality control, and quality improvement. Juran conceptualized the Pareto principle in 1937. In 1954, the Union of Japanese Scientists and Engineers (JUSE) and the Keidanren invited Juran toJapan to deliver a series of lectures on quality that had profound influence on the Japanese quality revolution. Juran is recognized as the person who added the human dimension to quality, expanding it into the method now known as total quality management (TQM).