Write short notes on the following:

JOSEPH M. JURAN
Joseph M. Juran was born in 1904 in Romania and died in 2008. He earned his bachelors degree
in Electrical Engineering in the University of Minnesota in 1924. He also graduated with a law
degree 1936 but never practiced it.
During the post Second World War period, Joseph led the quality revolution in Japan where he
was influenced by the Japanese concepts of quality circles, a tool of total quality management
which focuses on problem solving. He along with others like Edward Deming was seen as the
principal force in changing the fortunes of non significant low profile Japanese companies into
world class world leaders in their respective field of operation between the 1950s and 1960s.
Juran developed a three-step holistic approach made up of Quality planning, Quality control and
Quality improvement to help businesses achieve all round excellence. This approach is known as
the Jurans trilogy.
He described quality planning similar to Demings plan of the PDCA cycle. He reorganized it by
adding the mission, vision and quality objectives of an organization in advance and working out
the plan to achieve it in the least cost. He is widely credited with adding the human dimension to
quality management and argued that fear can bring out the best in people in sharp contrast to
Demings assertion that fear was an inhibitor in the workplace.
He is famous for bringing to the fore, the issue of the cost of poor quality (COPQ) which focuses
on waste and taking suitable steps to eliminate it. Juran defined quality control as control over
process which involves periodic deviation. Quality control will retain the chronic deficiencies at
the same level and not allow them to increase. There is constant waste when there is no change,
which leads to an increase in cost after improvements. This cost shall be recouped as a result of
higher margins.

PHILIP B. CROSBY
Philip Bayard Crosby was born in Wheeling, West Virginia and lived for 75 years from 18th
June, 1926 to 18th August, 2001. He was a Navy veteran for World War II and the Korean War,
earning a degree during that period from the Ohio College of Podiatric Medicine.
He worked in four essential jobs in the quality field before setting up his own management
consulting company Philip Crosby Associates, Inc. in 1979. Crosby was first appointed in 1952
as a test technician in the quality department at Crosley Corporation, became the senior quality
engineer at The Martin Company in Orlando, Florida in two years and later the department head.
Finally, in 1965, he left for the ITT Corporation to occupy the position of Director of Quality
where he also served as the Corporate Vice President all for a period of 14 years prior to the
release of his most popular book Quality is Free in 1979.
In this book he revoked the conventional wisdom in that era that levels of quality came at a price.
He pointed out that poor quality rather contained hidden costs and rather continuous
improvement was a means by which management achieves zero defects. Other popular books he
authored include Quality without Tears, and Lets talk Quality and Leading: The Art of
Becoming An Executive. Crosby also originated the concept of zero defects, the four absolutes
of quality and the fourteen steps to quality improvement, and the Crosby Vaccine.
Crosbys works were imperative to a period in the late 1970s to the 1980s, where North
American manufacturers lost a lot of market share to Japanese products that were more superior
in quality. His requisite response to the quality crisis was these principles summed up as Doing
It Right the First Time (DIRFT). In a nutshell, according to him, it is less expensive to do it
right the first time than to pay for rework and repairs later.

ARMAND FEIGENBAUM
Armand Vallin Feigenbaum was an American quality control expert and businessman born on
April 6, 1922 and lived to November 13, 2014. He was known for the concept of Total Quality
Control which later became Total Quality Management (TQM). He obtained a bachelors degree
from Union College and his masters degree from Massachusetts Institute of Technology (MIT)
Sloan School of Management. He progressed to a PHD in Economics from MIT. In 1958, he

became the Director of Manufacturing Operations at General Electric for a period of ten years.
During that period, he was chair of a special committee under the American Society for Quality
that laid the foundation for raising the level of importance of quality control in professional
development.
Armand V. Feigenbaum was the President and CEO of General Systems Company of Pittsfield,
Massachusetts, an international engineering company that designs and implements total quality
systems, which he founded in 1968. He was also the founding chairman of the board of the
International Academy for Quality, which brought together leaders of the European Organization
for Quality, the Union of Japanese Scientists and Engineers, and American Society for Quality.
He went on to become the President of the American Society for Quality from 1961 to 1963,
having been the vice president from 1958 to 1961.
In recognition of his origination and implementation of basic foundations for modern quality
control, Feigenbaum received several awards and honors including the First of American Society
for Qualitys Lancaster Award, the National Security Industrial Association Award of Merit, the
Union College Founders Medal, and the Member of the Advisory Group of the U.S. Army,
among others. He also authored many books including his now famous book Total Quality
Control.
The diverse and impressive achievements of A. V. Feigenbaum testify to his profound impact on
total quality control in management strategy in the competition for world markets. As said by
him, The belief that quality travels under an exclusive foreign passport is a myth.

KAORU ISHIKAWA
Born in Tokyo, Japan, Kaoru Ishikawa lived from 13th July 1915 to 16th April 1989. He earned
an engineering degree in applied Chemistry at the University of Tokyo, after which he worked
from 1939 to 1941 as a naval technical officer. He further progressed to the Nissan Liquid Fuel
Company in 1941 through to 1947 and then as an associate professor in the University of Tokyo,
where he eventually undertook the presidency of the Musashi Institute of Technology in 1978.

Having become a full professor in the Faculty of Engineering at the University of Tokyo,
Ishikawa shortly brought forth the concept of quality circles in 1962. Ishikawa had a notion to
change the way people think about work and product quality. He developed the cause and effect
diagram, also known as the Ishikawa or fishbone diagram, for which he is well noted for.
With the use of this new diagram, the user can see all possible causes of a result, and hopefully
find the root of process imperfections.
The fishbone diagram is a powerful tool that can easily be used by non-specialists to analyze
and solve problems. This early achievement by Ishikawa greatly contributed to the success of
quality circles, which later spread to more than 50 countries. He is thus considered a key figure
in the development of quality initiatives in Japan, especially the quality circle. He continuously
advocated that top level executives take quality control courses since company programmes
without management support would ultimately fail. He stressed that it would take firm
commitment from the entire hierarchy of employees to reach the company's potential for success.
Ishikawa emphasized that quality improvement programmes should implemented throughout a
product's life cycle and not just during production. According to him, quality improvement is a
continuous process and can always be taken one step further. This implied that a customer would
continue receiving service even after receiving the product. Instead of creating standards,
customer satisfaction should be the ultimate source of decision making.
The Ishikawa Medal was established in 1993 to recognize his outstanding leadership in
improving the human aspects of quality, and to reward such leaders. He authored several books
on quality control, notably the Guide to Quality Control, and the wide acceptance of his ideas
has proved how successful his revolution has been

GENICHI TAGUCHI
Genichi Taguchi was an engineer and statistician born on 1st January, 1924 in the town of
Tokamachi, Japan. He studied textile engineering at Kiryu Technical College with the initial
intention of entering the kimono business of his family. He was however, taken into the
Astronomical Department of the Navigation Institute of the Imperial Japanese Navy due to the
escalation of World War II in 1942. After the war, his interest in the design of experiments was

awakened and nurtured by a then famed statistician Prof. Masuyama when he joined the Ministry
of Public Health and Welfare.
Genichi Taguchi developed a methodology for improving quality and costs reduction, popularly
known as the Taguchi Methods. The Electrical Communication Laboratory (ECL) hired him in
1950, at a point where statistical quality control was on the ascendency in Japan. This paid off
for them as Nippon AT & T awarded a contract to ECL over their competition Bell Laboratories
for superior production. Taguchi founded the Quality Research Group during this period which
met monthly to discuss industry applications. He also authored a number of books that helped
him earn Japans Deming Prize for contributions in quality engineering.
Taguchis fame spread through the United States in the early 1980s. He was introduced to Ford
Motor Co. and provided seminars on his methods to Ford executives in 1982. Within a year he
was director of the Ford Supplier Institute, Inc. In 1995 while the Japanese Society of Quality
Control made him an honorary member. Taguchi is credited with revolutionizing the
manufacturing process in Japan through cost savings. His ideas have been adopted by successful
manufacturers around the globe because of their results in creating superior production processes
at much lower costs.

EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT (EFQM)

The European Foundation for Quality Management (EFQM) is a European foundation
established in Brussels on 15th September, 1988 by 14 European companies with a goal to
promote a methodological framework for evaluating quality improvement. The 14 founding
companies are Bosch, British Telecommunications PLC, Bull SA, Ciba-Geigy AG, Dassualt
Aviation, AB Electrolux, Fiat Auto SPA, KLM, Nestle, Olivetti, Philips, Renault, Sulzer AG and
Volkswagen AG. It was formed to develop the concepts of Total Quality Management as a
response to the work of W. Edwards Deming.
The foundation was initially formed with 67 members consisting of representative business
leaders of the aforementioned companies. They brought together experts from various sectors
and academia to develop a framework for operation known as the Excellence Model. The EFQM
Excellence Model is an essential framework they have used to drive sustainable organizational

development for over 20 years since it was launched in 1992. It also acted as a framework for
assessing applications for the European Quality Award and other transnational quality awards of
Europe. The EFQM model for excellence is based on a concept that consists in evaluating quality
in two categories further classified into nine key criteria. The first category is the Factors,
consisting of Leadership, Management of employees, Policy and Strategy, Partnerships and
Resources and Processes while the second is the Result category consisting of Employee
Satisfaction, Client Satisfaction, Integration into the community and Operational results.
The European Foundation for Quality Management thus provides a platform and common
language for organizations to learn, share and innovate in order to achieve their pursuit of
excellence and drive their economies forward.

MALCOLM BALDRIGE NATIONAL QUALITY AWARD

The Malcom Baldrige National Quality Award was established in 1987 in succession to the
signing of the Malcom Baldrige National Quality Improvement Act of 1987 by the U.S.
President Ronald Reagan. The award was named after the late Malcom Baldrige, the Secretary of
Commerce from 1981 who died tragically in an accident in 1987. He was a leader in business
and management and was instrumental in the establishment of the improvement act. He was also
a key advocate of quality management and proposed it as the key to the long term prosperity and
business strength of the United States.
The award was established to raise awareness of quality management and recognize United
States companies that successfully implemented quality management systems. The need became
apparent because many American companies did not know much about quality and thus did not
implement quality control. The Award was thus created to reverse this trend and to raise the
standard of quality in U.S. to world class status. The award is the only formal recognition of the
performance excellence of U.S. organizations that is given by the President of the United States.
To receive the award, an organization must have an esteemed organizational management system
that ensures continuous progress in rendering services and/or products. The organization must
also demonstrate an efficient and effective modus operandi, and a way of engaging and

responding to customers and other clients. These are classified into seven areas known as the
Baldrige Criteria for Performance Excellence which include, Leadership, Strategic Planning,
Customer and market focus, Measurement, analysis and knowledge management, Human
resource focus, Process management, and Business performance results.
A total of eighteen awards are given in six categories which are Manufacturing, Service
Company, Small business, Education, Healthcare and Nonprofit. Ever since the set up of the
award, remarkable growth spikes have risen in the U.S. economy. Finally, many hospitals and
organizations have adopted the Baldrige Criteria for successful operations, management
practices and improved sum performance.