GURUS OF TOTAL QUALITY MANAGEMENT

1. Dr. William Edwards Deming (Oct. 14, 1900-Dec. 20, 1993)

• Often referred to as the FATHER OF QUALITY CONTROL
• He is known for his 14 points, for the Deming Chain Reaction and for the Theory of Profound
Knowledge.
• He modified the Shewart PDSA (plan, do, study, act) cycle to what is now referred to as
Deming Cycle (plan, do, check, act).
• He said that the Top Management's responsibility to create and communicate a vision to move
the firm toward continuous improvement.
• He said that only the customer can define the quality of any product or service.
Deming’s 14 point methodology
1. Constancy Purpose
2. The New Philosophy
3. Cease dependence on inspection
4. End low cost tender contracts
5. Improve every process
6. Institute training on the job
7. Institute leadership
8. Drive out fear
9. Breakdown barriers
10. Eliminate exhortation
11. Eliminate arbitrary numerical targets
12. Permit price of workshop
13. Encourage education
14. Top Management
7 deadly sins
1. Lack of constancy of purpose to plan products and services that have a market
sufficient to keep the company in business and provide jobs.

2. Stress on short-term profit; short-term thinking that is driven by a fear of unfriendly

takeover attempts and pressure from bankers and shareholders to generate dividends.

3. Personal review systems for managers and management by objectives with no

methods or resources provided to achieve objectives; includes performance
evaluations, merit rating, and annual appraisals.

4. Job-hopping by managers.

5. Using only evident data and information in decision making with little or no
consideration given to what is unknown or cannot be known.

6. Extreme medical costs.

7. Too much costs of liability driven up by lawyers who work on contingency fees

DR. PHILIP CROSBY

Who is Philip B. Crosby?

 Philip Crosby was born in Wheeling, West Virginia, in June 18,1926. He was an
American businessman and author who contributed to management theory and
quality management practices. He served in the Navy during World War II and
again during the Korean War. In between, he earned a degree from the Ohio
College of Podiatric Medicine. His first job in the field of quality was that of test
technician in the quality department at Crosley Corporation in Richmond, Indiana,
beginning in 1952. He left for a better-paying position as reliability engineer at
Bendix Corporation in Mishawaka, Indiana in 1955, working on the RIM-
8 Talos missile. He left after less than two years to become senior quality
engineer at The Martin Company’s new Orlando, Florida organization to develop
the Pershing missile. There he developed the Zero Defects concept As the quality
control manager of the Pershing missile program, Crosby was credited with a 25
percent reduction in the overall rejection rate and a 30 percent reduction in scrap
costs.

The essence of Crosby’s teachings is contained in what he calls the “four

absolutes of quality.”

1. The definition – Quality is conformance to requirements, not goodness,

2. The system-Prevention, not appraisal.
3. The performance standard-Zero defects.
4. The measurement The price of non-conformance to requirements, not quality
circles

Crosby defines quality as a means “conformance to requirements”. Quality must

be defined in quantifiable and clearly stated terms to aid the organization take
action based on feasible targets, rather than experience, or opinions. For Crosby,
quality is either present or not present. There is no such thing as varying levels of
quality.
“Price of nonconformance” means management must assess quality by
continually tracking the cost of doing things erroneously.

Crosby also presents the quality management maturity grid which contains five
stages which are uncertainty, awakening, enlightenment, wisdom, and certainty.
These stages can be employed to appraise progress in management
understanding and attitude, the standing of quality in the organization, problem
treatment, cost of quality as a fraction of sales, quality improvement actions.

Certainty

Wisdom

Enlightment
 Awakening

Uncertainty

Based on these premises, he developed a 14-step methodology.

1. Management commitment – To make clear the management’s position on quality.

2. Quality improvement team – To carry out the quality improvement program.

3. Quality measurement To exhibit existing and possible non-conformance problems

in the way that permits objective evaluation and remedial action.

4. Cost of quality – To identify the components of the cost of quality, and give details
on its application as a management tool.

5. Quality awareness – To give a method of elevating individual concern among the

personnel in the company towards the conformance of the product and service,
and the status of the company on the subject of quality.

6. Corrective action To offer a systematic method of deciding the problems

recognized through actions taken in the past.

7. Zero defects planning – To study the different activities that must be performed as
groundwork for officially initiating the zero defects program.

8. Supervisor training To name the type of training that supervisors require to

energetically perform their roles with regard to the quality improvement program.

9. Zero defects day – To produce an event that will allow all employee appreciate,
through a personal experience, that there has been change.

10. Goal setting To twist promises and commitments into action by persuading
individuals to set up improvement goals for themselves and their groups.

11. Error-cause removal – To offer individual employees a way of communicating to

the management, the situations that make it not easy for employees to fulfill the
promise to improve.

12. Recognition – To be thankful for those who contribute.

13. Quality councils – To bring collectively professionals in the realm of quality for
planned communication on a customary basis with the workforce and
management alike.
14. Do it over again – To accentuate that the quality improvement program never
ends.

Dr. Joseph Moses Juran (1904-2008)

Dr. Juran was a renowned expert in quality management. He assisted Japan in its post-war
reconstruction efforts and wrote the influential book "Quality Control Handbook" (1951).

Quality Trilogies

Juran introduced the concept of quality trilogies, which consist of:

1. Quality Planning

2. Quality Control

3. Quality Improvement

Juran Key Messages on Quality

1. Quality control is essential for management.

2. Quality is not just the absence of mistakes.

3. Quality must be planned.

4. There are no shortcuts to quality.

5. Problems should be used as opportunities for improvement.

Juran's Formula

Juran's formula for quality improvement consists of 10 steps:

1. Create awareness and propose opportunities for improvement.

2. Set improvement goals.

3. Systematize paths to attain goals.

4. Provide training.

5. Conduct projects to resolve problems.

6. Inform progress.

7. Recognize achievements.

8. Communicate outcomes.

9. Keep score.

10. Sustain momentum by incorporating improvements into regular systems and processes.
Approach to Managing for Quality

Juran's approach involves:

1. Quality control for irregular problems.

2. Quality improvement for constant problems.

3. Addressing poor quality planning processes.

Dr. Walter Andrew Shewhart

- Born on March 18, 1891, in New Canton, IL

- Died on March 11, 1967, in Troy Hills, New Jersey

- Received bachelor's and master's degrees from the University of Illinois

- Earned doctoral degree in physics from the University of California, Berkeley in 1917

•Career

- Joined Western Electric Co. in 1918

- Mentored Joseph M. Juran and W. Edwards Deming

- Developed statistical process control measures

•Contributions

- Identified two types of variation:

- Assignable cause (special cause): variation that can be eliminated or corrected (e.g.,
human error, equipment failure)

- Chance cause (common cause): random and unpredictable variation (e.g., natural
fluctuations in temperature or humidity)

- Developed the Shewhart cycle: Plan-Do-Study-Act (PDSA) or Plan-Do-Check-Act (PDCA)

- Emphasized the importance of eliminating variability to improve quality

- Created the foundation for statistical process control measures used today

•Legacy

- Known as the "Grandfather of Quality Control"

- Influenced the development of quality control and statistical process control

- Paved the way for modern quality management practices

Prof. Kaoru Ishikawa (July 13,1915- April 16, 1989)

Kaoru Ishikawa: Life

 Born in Tokyo on July 13, 1915

 1939- Graduated from the Imperial University of Tokyo (Applied Chemistry).
 1939-1941 - Naval Officer (Naval Technical Lieutenant).
 1941-1947-Nissan Liquid Fuel Co. Ltd.
 1947-1960 Associate Professor, Faculty of Engineering, the University of Tokyo.

In 1949, Ishikawa joined the Japanese Union of Scientists and Engineers (JUSE) quality
control research group. After World War II Japan looked to transform its industrial sector,
which in North America was then still perceived as a producer of cheap wind-up toys and
poor quality cameras. It was his skill at mobilizing large groups of people towards a
specific common goal that was largely responsible for Japan's quality-improvement
initiatives. He translated, integrated and expanded the management concepts of W.
Edwards Deming and Joseph Juran into the Japanese system.

After becoming a full professor in the Faculty of Engineering at The University of Tokyo
(1960) Ishikawa introduced the concept of quality circles (1962) in conjunction with
JUSE. Kaoru Ishikawa was an influential quality management innovator best known in
North America for the Ishikawa or Cause and Effect Diagram, that is used in analyzing of
industrial process.

He point out that there are seven fundamental tools for improving quality, and these are:

1. Pareto Analysis

2. Cause and Effect

3. Stratification

4. Check Sheets

5. Histograms

6. Scatter Charts

7. Process Control Charts

Ishikawa’s concept of total quality control contains six fundamental principles:

1. Quality first-not short-term profits first

2. Customer orientation – not producer orientation
3. The next step is your customer – breaking down the fence of sectionalism
4. Using facts and data to make presentations – use of statistical methods

5. Reverence for humanity as a management philosophy, full participatory management

6. Cross-functional management.

Masaki Imai (September 1, 1930- June 12, 2023)

Born in Tokyo in 1930, Masaaki Imai is the pioneer of the KAIZEN approach, which means
continuous improvement in Japanese. Masaaki Imai gained insight into continuous
improvement practices through his work at the Japan Productivity Center in the USA, where
he observed American companies with Japanese executives, and further deepened his
understanding through subsequent visits to Japanese factories, eventually formalizing and
introducing this as the KAIZEN philosophy to the world in the 1980s. In 1986, Imai established
the Kaizen Institute to help Western companies introduce kaizen concepts, systems and
tools. That same year, he published his book on Japanese management, Kaizen: The Key to
Japan's Competitive Success. This best-selling book has since been translated into 14
languages.

Kaizen is continuous improvement that is based on certain guiding principles:

1. Good processes carry good results

2. Go see for yourself to grab the present situation

3. Speak with data, direct by facts

4. Take action to contain and remedy root causes of problems

5. Work as a team

6. Kaizen is everyone's business

Masaaki Imai said: "KAIZEN is not simply Continuous Improvement, but it is everyone
improvement, everywhere improvement, and every day improvement." This philosophy should
start from the top, with managers leading by example and fostering a culture of positive
change. It should extend to all employees, and it should be applied to all aspects of a
company's operations, not just the shop floor.

Genichi Taguchi

Dr. Genichi Taguchi (1924-2012) was a Japanese mechanical engineer and quality expert
known for his contributions to product design. He emphasized that 80% of defects result from
poor design and advocated for focusing on quality during the design phase to reduce costs
and defects.

Taguchi introduced an engineering approach to quality, defining it as the "loss imparted to

society" due to a product’s failure to meet ideal performance, customer needs, or reliability
standards. He stressed that minimizing this loss improves product desirability. His work
significantly influenced quality control and product robustness in manufacturing.

Key Elements of Taguchi’s quality concepts are:

1. Quality improvement should focus on reducing the variation of the product's key
performance characteristics about their target values.

2. The loss suffered by a customer due to a product's performance variation is often just
about proportional to the square of the deviation of the performance characteristics from its
target value.

3. The ultimate quality and cost of manufactured products are determined to a great extent by
the engineering design of the product and the manufacturing process.

4. A product's or process's performance variation can be lessened by exploiting the non-

linear effects of the product or process parameters on the performance characteristics.
5. Statistically planned experiments can be used to name the settings of product process
parameters that reduce performance variation.

Taguchi's approach to product design, known as robust design, applies the concept of
design of experiments to develop products that perform well under varying conditions. He
emphasized that controlling environmental factors is difficult, so statistical methods should be
used to.

Taguchi’s eight-point approach

1. Determine the main functions, side effects and loss modes.

2. Determine the noise factors and the testing conditions for evaluating failure of quality.

3. Determine the quality characteristics to be observed and the objective functions to be

optimized.

4. Determine the control factors and their alternate levels.

5. Blueprint the matrix requirements and define the data analysis procedure

6. Carry out the matrix.

7.Examine the data, identify optimum levels for the control factors and foresee performance
under these levels.

8. Perform the confirmation experiment and prepare future actions.

Dr. Shigeo Shingo

Dr. Shigeo Shingo was a key figure in modern manufacturing, greatly influencing industrial
efficiency and quality control. His teachings laid the foundation for world-class manufacturing,
leading to the establishment of the Shingo Prize for Excellence in Manufacturing in 1988. His
work revolutionized Japanese industry and influenced Western manufacturing practices.

His key contributions include:

1. Just-In-Time (JIT) – Developed with Taichii Ohno at Toyota, JIT focuses on producing only
what is needed, when it is needed, to minimize waste and optimize efficiency.

2. Single Minute Exchange of Dies (SMED) – A system that reduces changeover times from
hours to minutes, enabling flexible and small-batch production.

3. Zero Quality Control (ZQC) – Aiming for defect-free production by using error-proofing
(Poka-Yoke) and source inspection instead of relying on statistical quality control. The famous
equation in the spirit of zero quality control concepts formulated by the Japanese quality guru,
Dr. Shigeo Shingo is:

Poka-Yoke techniques to correct defects + Source Inspection to prevent defects = zero

quality control

This technique by Dr. Shigeo makes use of the following engineering principles:

a. 100% inspections done at the starting place instead of sampling inspections

b. Instant feedback from consecutive quality checks and self-checks

c. Poka-yoke designed manufacturing devices-Poka yoke relates to stopping processes as
soon as a defect happens, searching the defect source and avoiding it from occurring once
more so that there will be reduced reliance on statistical quality inspections and the
production process will have e defects.

Armand Feigenbaum

Three steps to Quality Control

*Quality Leadership

*Modern Quality Technology

* Organizational Commitment

Feigenbaum 10 points on TOM include:

1. Quality is consciousness programmed not only a technical function.

2. Quality is not what an engineer or marketer says but it is that what the
customer speaks of.

3. Quality and cost are a sum, not differences.

4. Quality must be organized to identify everybody's job in the

organization

5. Quality is a technique of managing an organization. Good

management means continuous stress on the quality.

6. The quality improvement highlighting must take place all through all
activities of the organization.

7. Quality is realized through assistance and contribution of each and

every person related to the organization. It is also an ethic.

8. Continuous quality improvement needs extensive range of new and

existing quality technology of information applications.

9. Total quality program approach leads to productivity and is most

effective and less capital intensive.

10. Quality comes, if it is clear, customer oriented, effective and

structured.