TOTAL Quality

Management
Gurus
LECTURE -2
 Quality Gurus
1. W. Edwards Deming
2. Joseph M. Juran
3. Philip B. Crosby
4. Armand V. Feigenbaum
5. Kaoru Ishikawa
6. David A. Garvin
7. Shingo
8. Genichi Taguchii
 Who is guru?
 A Guru is a spiritual guide who is
considered to have attained complete
insight.”
 A guru is a good person, a wise person
and teacher.
 A quality guru should be all of these,
plus have a concept and approach to
quality within business that has made a
major and lasting impact.
Three groups of gurus
 W. Edwards Deming
• Dr. W. Edwards Deming is known as the father of the
Japanese post-war industrial revival and was regarded
by many as the leading quality guru in the United
States. He passed on in 1993.
 W. Edwards Deming
 Deming is best known for his management philosophy
,establishing quality , productivity and competitive
position .
• Deming focus on 5 ideas :
1. Statistical process controlling (SPC)
2. Deming philosophy
3. Deming 14 points
4. Deming Cycle (for continuous improvements)
5. Seven deadly diseases of quality
 Deming
1. Statistical process controlling: it’s a process which
aims at achieving good quality during manufacture
through prevention rather than detection .
• It is concerned with controlling the process (machine)
which make the product through inspecting the
machine rather than the product itself.
• SPC will answer questios by discovering and
analyzing items loke :-
 Deming
1. Common causes : which inherent to the process as
Machine fails
2. Special causes : Not inherent to the process and
should be defined such as poor performance
3. Natural Variation: producing certain amount of
defects
4. Significantly different variation: Discovering
exactly where it is by management.
Note. Deming said :
*80% depends on management
*20% depends on employee
 Deming
2. Deming Philosophy : The quality and the productivity
increases when the process fluctuation Decreases
 Deming : 14 Points

1. Create and publish the aims and

purpose of the organization.
2. Learn the new philosophy.
3. Understand the purpose of
inspection.
4. Stop awarding business based on
price alone.
5. Improve constantly and forever the
system.
 Deming : 14 points

6. Institute training.
7. Teach and institute leadership.
8. Drive out fear, create trust, and
create a climate of innovation.
9. Optimize the use of teams,
groups and staff areas.
10. Eliminate exhortations for the
workforce.
 Deming : 14 Points

11. Eliminate numerical quotas for the

workforce and eliminate MBO.
12. Remove barriers that rob people
of pride of workmanship.
13. Encourage education and self-
improvement for everyone.
14. Take action to accomplish the
transformation.
Demings cycle
 Deming's Seven Deadly Diseases
1. Lack of consistency of purpose to plan, product
and service.
2. Emphasis of short-term profits.
3. Evaluation of performance , merit raing or annual
review.
4. Mobility of management.
5. Management by use only of visible figures with
little or no consideration of figures that are
unknown or unknowable.
6. Excessive medical costs.
7. Excessive costs of liability, swelled by lawyers that
work on contingency fees.
 Joseph Juran?
 Joseph Juran is an internationally acclaimed quality
guru, strongly influencing Japanese manufacturing
practices
 Juran’s belief that “quality does not happen by
accident” gave rise to the quality trilogy.
 Joseph Juran
Juran Ideas are :

1. Quality definition
2. Breakthrough concept
3. Internal customer
4. Quality Trilogy
5. Pareto analysis
6. Cost of quality
7. Quality council
 Joseph Juran
1. Quality definition : ( Fitness of purpose)

The statement is not that much easy , as it requires asking

many questions like :
• What is the real purpose ?
• Are customer internal or external users ?
• Who are the possible customers ?
 Joseph Juran
2. Breakthrough : sequences of process improvements ,
which take two journeys
• journey from symptom to cause
• journey from cause to remedy

3. Internal customers : quality is associated with

customer satisfaction and dissatisfaction
• Satisfaction : occurs when the product has superior
performance and features
• Dissatisfaction : when we have defects and
deficiencies
 Joseph Juran
Customer satisfaction has two dimensions:
• Internal : Building the product and the service
correctly.
• External : matching customer requirements and meet
their expectations
4. Quality council : A group of experts who are
responsible for supervising in the application of quality
*Juran Big (Q) : quality doesn’t the concern of the
production or the total quality within the organization ,
but it extends to link between organization
departments, operations and services .
 Joseph Juran
5. Juran quality cost :
*Appraisal Costs: Costs of activities designed to ensure
quality or uncover defects (inspection)
* Prevention Costs :All TQ training, TQ planning to
prevent defects from occurring
*Failure Costs - costs incurred by defective
parts/products or faulty services.
*Internal Failure Costs : Costs incurred to fix problems
that are detected before the product/service is delivered
to the customer.
*External Failure Costs : All costs incurred to fix
problems that are detected after the product/service is
delivered to the customer.
 Joseph Juran
* Juran three role models : He assumed that every
process has an internal customer and supplier which
linked to each other through a process to reach the
optimum quality .
6. Juran Pareto analysis : A universal problem solving
methodology in which we list the key problems into a
table and ranking them from the highest to the lowest
and trying to solve the deficiencies
 Joseph Juran
7. Quality Trilogy :

Quality planning :
 determine the organization internal and external
customers
 determine customer needs , requirements and
expectations
 design the product to achieve customer satisfaction
 prepare a design to achieve a good quality
Quality controlling :
 determine variation and make decisions
 measure performance and results
 compare the results with the stated objectives .
Quality improvements :
 define quality goals
 train the workers
 develop a problem solving statement
 Philip Crosby
* Known as The Fun Uncle of the Quality Revolution.
*He popularized the idea of the "cost of poor quality", that
is, figuring out how much it really costs to do things
badly
 Crosby defined quality as a conformity to certain
specifications.

 He said : Quality is fee

 Crosby
Crosby four absolutes are :
1. The definition of quality is
conformance to requirements
2. The system of the quality is
prevention
3. The performance is zero defects .
4. The measurements of quality is the
price of NON-conformance.
 Crosby
_CROSBY quality costs :

* Price of NON conformance :(all the costs involved in

not getting the product or a service right.
* Price of conformance : costs for doing things right
 Crosby 14 Steps to Quality
Management
 The aim of quality improvement program
(QIP) is to set preplanned objectives which
help an organization when it comes to
quality management.
 Crosby 14 steps to quality management
are:
1. Management commitment : Top
Management must be committed to quality
and communicated downward their
understandings by written policy.
 Crosby 14 Steps to Quality
Management
2. Quality improvement team.
3. Quality measurement : appropriate and
easy to all.
4. Estimation of the Cost of quality.
5. Quality awareness: Management must
raise quality awareness among employees.
They must know the importance of product
performance and cost of non-conformance.
 Crosby 14 Steps to Quality
Management
6. Error cause removal.
7. Recognition Those who meet their goals
efficiently and effectively, they must be
rewarded.
8. Quality counsel by professionals and
quality team.
9. Do it all over again.
 Crosby 14 Steps to Quality
Management
10. Corrective action.
11. Zero defects planning.
12. Supervisor training.
13. Zero defect day: Schedule a day to
indicate employees that the company has a
new standard.
14. Goal setting: Individuals should establish
improvement goals for themselves as well
as for their groups.
Armand Vallin Feigenbaum
 Armand Vallin Feigenbaum
Feigenbaum is an American quality control expert
and businessman was born 1922.
Feigenbaum concept's of Total Quality Control ,
known today as total quality management , combines
management methods and economic theory with
organizational principles.
 Armand Vallin Feigenbaum
.Feigenbaum also believed that quality
was a way of operating or a way of life,
thus the term "Total Quality."

and believes that quality has become the

single most important force leading to
organizational success and growth.
 Armand Vallin Feigenbaum
Feigenbaum defined total Quality control as –

an effective system for integrating the quality

development, quality maintenance, and quality
improvement efforts of the various groups in an
organization
to enable production and service at the most
economical levels which allow full customer
satisfaction.
 Armand Vallin Feigenbaum

The concept of the "hidden" plant :

 the idea that so much extra work is
performed in correcting mistakes that
there is effectively a hidden plant
within any factory.
 Armand Vallin Feigenbaum

Accountability for quality:

Because quality is everybody's job, it may
become nobody's job—the idea that
quality must be actively managed and have
visibility at the highest levels of
management
 Feigenbaum believes that there are
three elements to quality:
• Quality Leadership
• The management in a company must always be striving
for quality - to measure quality, control quality and
improve quality. There must be constant feedback and
oversight of the organization to assure that quality
continues.
• Modern Quality Technology

• Organizational Commitment
 David A. Garvin
David A. Garvin is the Professor of Business
Administration at the Harvard Business
School.
"If quality is to be managed, it
must first be understood."
 So he studied one industry which was
active in both the United States and Japan -
- the room air conditioning industry --
analyzing the products to determine which
plants in which country were turning out the
highest quality.
 Then he analyzed every step of the
manufacturing process, to find the
differences that made the difference.
His findings were :
 the way the factory dealt with
layoffs and seniority, and the length
of production runs made a big
difference.
Gavin’s eight dimensions of
quality
Performance: Main operating
characteristics such as power, sound,
speed etc.
Features: The extras that supplement the
main characteristics
Reliability: How often it breaks down
Conformance: How close it is to the
design specification or service to the
customers experience.
The eight dimensions of quality
Durability: Length of life, toughness in
use, service frequency etc.
Serviceability: Ease, cost and friendliness
of service.
Aesthetics: Appearance and impression.
Perceived quality: The feel, finish and
manner in which the customer is dealt
with.
Kaoru Ishikawa
 Kaoru Ishikawa
 Kaoru Ishikawa was a Japanese professor
and influential quality management
innovator best known in north America;
 for the Ishikawa or cause and effect
diagram (also known as fishbone diagram)
that are used in the analysis of industrial
process.
 Quality Contributions
User Friendly Quality Control
Fishbone Cause and Effect Diagram -
Ishikawa diagram
Implementation of Quality Circles
Emphasized the 'Internal Customer '
Shared Vision
Quality Contributions cont.
he was known for the use of the “seven basic tools of
quality”:
•Pareto analysis: which are the big problems?
•Cause and effect diagrams: what causes the problems?
•Stratification: how is the data made up?
•Check sheets: how often it occurs or is done?
•Histograms: what do overall variations look like?
•Scatter charts: what are the relationships between
factors?
•Process control charts: which variations to control and
how?
 Ishikawa diagram
 The Ishikawa diagram (or fishbone diagram
or also cause-and-effect diagram) are
diagrams, that shows the causes of a
certain event.
 A common use of the Ishikawa diagram is
in product design.
 Also it reveals key relationships among
various variables,
 Categories of causes
The 6 M's
Machine, Method, Materials, Maintenance, Man and
Mother Nature (Environment) (recommended for the
manufacturing industry .
The 8 P's
Price, Promotion, People, Processes, Place/Plant,
Policies, Procedures, and Product (or Service)
(recommended for the administration and service
industries) .
The 4 S's
Surroundings, Suppliers, Systems, Skills (recommended
for the service industry(
Shigeo Shingo
 Shigeo Shingo
 Shigeo Shingo, born in Saga City,
Japan, was a Japanese industrial
engineer who distinguished himself as
one of the world’s leading experts on
manufacturing practices and The
Toyota Production System.
 Shingo is known far more in the West
than in Japan.
 Shigeo Shingo is strongly associated with Just-in-
Time manufacturing, and was the inventor of :
1) The single minute exchange of die (SMED)
system, in which set up times are reduced
from hours to minutes, and
2) The Poka-Yoke (mistake proofing) system.
In Poka Yoke, defects are examined, the
production system stopped and immediate
feedback given so that the root causes of
the problem may be identified and
prevented from occurring again.
 Shigeo Shingo
 He distinguished between “errors”, which are
inevitable, and “defects”, which result when an
error reaches a customer,
 the aim of Poka-Yoke is to stop errors becoming
defects.
 Defects arise because errors are made and there
is a cause and effect relationship between the
two.
 Poke-yoke
Zero quality control is the ideal
production system and this
requires both Poka-Yoke and
source inspections.
Gen'ichi Taguchi
 Gen'ichi Taguchi
Gen'ichi Taguchi is an engineer and statistician.
 Taguchi developed a methodology for applying
statistics to improve the quality of manufactured
goods.
 Taguchi methods are valid extensions to the
body of knowledge.
 Taguchi methodology

“Taguchi methodology” is fundamentally

a prototyping method that enables the
designer to identify the optimal settings
to produce a robust product that can
survive manufacturing time after time,
piece after piece, and provide what the
customer wants.
 Taguchi contributions :
The key elements of his quality philosophy are:
Taguchi loss function: used to measure
financial loss to society resulting from poor
quality;
The philosophy of off-line quality control:
designing products and processes so that they
are insensitive to parameters outside the design
engineer's control; and
Innovations in the statistical design of
experiments: The use of an outer array for
factors that are uncontrollable in real life, but are
systematically varied in the experiment
 Off-line quality control
 Taguchi realized that the best opportunity to
eliminate variation is during the design of a
product and its manufacturing process.
 It consists of 3 stages:

System design;
Parameter design; and
Tolerance design
System design
This is design at the conceptual level, involving
creativity and innovation.
Parameter design
Now, the nominal values of the various
dimensions and design parameters need to be
set.
This allows the parameters to be chosen so as to
minimize the effects on performance arising from
variation in manufacture, environment and
cumulative damage.
This is sometimes called robustification.
Tolerance design
Now, resources can be focused on
reducing and controlling variation in the
critical few dimensions
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