Quality Gurus
W Edwards Deming
Joseph Juran
Philip Crosby
Shigeo Shingo
Kaoru Ishikawa
Yoshio Kondo
Taiichi Ohno
W Edwards Deming (1900-1993)
the key to quality: reducing variation
Electrical Engineering,
University of Wyoming, 1921
PhD, Yale University
Western Electric Hawthorne, Chicago
US census statistician, 1939/40
Teaching Shewhart methods, 1942
invited to Japan after the war ....
Quality, Productivity and Competitive Position, 1982
Out of the Crisis, 1986/88
British Deming Association, Salisbury
W Edwards Deming
regarded by the Japanese as the chief
architect of their industrial success
all processes are vulnerable to loss of
quality through variation: if levels of
variation are managed, they can be
decreased and quality raised
quality is about people, not products
W Edwards Deming
Core element is the management circle
planning
do/implementation
check/study
action
PDCA (or PISA) cycle
Continuous improvement (Kaizen)
teamwork and competence in problem solving
W Edwards Deming
Out of the Crisis is
required reading for every chief
executive in British industry who is
serious about ensuring the international
competitiveness of his company
Sir John Egan (Jaguar Cars)
in Director magazine, September 1988
W Edwards Deming
Out of the Crisis (1984)
having a satisfied customer is not enough
profit in business comes from
repeat customers
customers that boast about your product and
service
customers that bring friends with them
necessary to anticipate customer needs
W. Edwards Deming - Part 1
YouTube - W. Edwards Deming - Part 1
W. Edwards Deming - Part 2
YouTube - W. Edwards Deming - Part 2
W. Edwards Deming - Part 3
YouTube - W. Edwards Deming - Part 3
W Edwards Deming
fourteen points
1 create constancy of purpose
for continual improvement of products and service
2 adopt the new philosophy created in Japan
3 cease dependence on mass inspection
build quality into the product
4 end lowest tender contract:
require meaningful quality along with price
5 improve constantly and forever every process
for planning, production and service
W Edwards Deming
fourteen points
6 institute modern methods of training on the job
for all, including management
7 adopt and institute leadership
aimed at helping people do a better job
8 drive out fear
encourage effective two-way communication
9 break down barriers
between departments and staff areas
10 eliminate exhortations for the workforce
they only create adversarial relationships
W Edwards Deming
fourteen points
11 eliminate quotas and numerical targets
substitute aid and helpful leadership
12 remove barriers to pride of workmanship
including annual appraisals
and management by objectives
13 encourage education and self improvement
for everyone
14 define top management permanent commitment
to ever improving quality and productivity
and their obligation to implement all these principles
Deming's14 points for Management
YouTube - Deming's14 points for Mana
gement
Joseph Juran (1904-2008)
company wide quality cannot be delegated
Western Electric manufacturing, 1920s
AT&T manufacturing
Quality Control Handbook, 1951
Management of Quality courses
Juran on Planning for Quality, 1988
died aged 103 of natural causes
Joseph Juran
structure CWQM concept:
Company-Wide Quality Management
essential for senior managers to
involve themselves
define the goals
assign responsibilities
measure progress
Joseph Juran
empowerment of the workforce
quality linked to
human relations and teamwork
key elements
identifying customers and their needs
creating measurements of quality
planning processes to meet quality goals
continuous improvements
Juran's Pareto Principle
Juran's Pareto Principle
80/20 Rule
80/20 rule
Philip Crosby (1926-2001)
conformance to requirements
Martin missiles
QM at ITT, then corporate VP
1979: Quality is Free
Philip Crosby Associates Inc.
1984: Quality without Tears
Do It Right First Time
Zero Defects
Philip Crosby
Four absolutes of quality management
quality is defined as conformance to
requirements, not as goodness or elegance
the system for creating quality is prevention,
not appraisal
the performance standard must be Zero
defects, not thats close enough
the measurement of quality is the Price of
Nonconformance, not indices
Philip Crosby
1992: Quality, meaning getting
everyone to do what they have agreed
to do and to do it right first time is the
skeletal structure of an organisation,
finance is the nourishment and
relationships are the soul
Philip Crosby
manufacturing companies spend
around 20% of revenue doing things
wrong, then doing them over again
service companies may spend 35% of
operating expenses in a similar way
Four Absolutes of Quality
Management (Crosby, 1979)
Cost of Quality classified as:
Prevention costs
Appraisal costs
Failure costs
Cost of Quality: prevention costs
design reviews
product qualification
drawing checking
engineering quality orientation
supplier evaluations
supplier quality seminars
specification review
process capability studies
tool control
operation training
quality orientation
acceptance planning
zero defects programme
Quality Audits
preventative maintenance
Cost of Quality: appraisal costs
prototype inspection and test
production specification conformance
analysis
supplier surveillance
receiving inspection and test
product acceptance
process control acceptance
packaging inspection
status measurement and reporting
Cost of Quality: failure costs
consumer affairs
redesign
engineering change order
purchasing change order
corrective action costs
rework
scrap
warranty
service after service
product liability
Shigeo Shingo (1909-1990)
Poka-Yoke: mistake-proofing
1930: ME degree from Yamanashi Tech
Taipei Railway Factory, Taiwan
consultant with Japan Management Assn
1955: training at Toyota Motor Company
1959: Institute of Management Improvement
1961-64: concept of Poka-Yoke
Shigeo Shingo
Poka-Yoke: mistake-proofing
identify errors before they become defects
stop the process whenever a defect occurs,
define the source and prevent recurrence
1967: source inspection + improved PY
prevented the worker from making errors
so that defects could not occur
Zero Quality Control
Kaoru Ishikawa (1915-1989)
Pareto and cause-and-effect diagrams
1939: engineering. graduate
(Tokyo University)
1947: Assistant Professor
1955-60: Company-wide QC movement
1960: Professor (Tokyo University)
Kaoru Ishikawa
quality does not only mean
the quality of the product,
but also of after sales service,
quality of management,
the company itself
and human life
Kaoru Ishikawa (points 1-7 of 15)
product quality is improved and becomes
uniform. Defects are reduced
reliability of goods is improved
cost is reduced
quantity of production is increased,
rational production schedules are possible
wasteful work and rework are reduced
technique is established and improved
inspection and testing costs are reduced
Kaoru Ishikawa (points 8-15 of 15)
rational contracts between vendor/vendee
sales market is enlarged
better relationships between departments
false data and reports are reduced
freer, more democratic discussions
smoother operation of meetings
more rational repairs and installation
improved human relations
Yoshio Kondo (b.1924)
motivation of employees is important
1945: graduated from Kyoto University
1961: doctorate in engineering & Prof
1987 Emeritus Professor
1989: Human Motivation
- a key factor for management
1993: Companywide Quality Control
leadership is central to implementation of TQM
Yoshio Kondo
Human work should include:
creativity
the joy of thinking
physical activity
the joy of working with sweat on the forehead
sociality
the joy of sharing pleasure and pain with
colleagues
Yoshio Kondo
Four points of action
to support motivation
when giving work instruction,
clarify the true aims of the work
see that people have a strong sense
of responsibility towards their work
give time for the creation of ideas
nurture ideas and bring them to fruition
Yoshio Kondo
Leaders must have
a dream (vision and shared goals)
strength of will and tenacity of purpose
ability to win the support of followers
ability to do more than their followers,
without interfering when they can do it alone
successes
ability to give the right advice
Taiichi Ohno (1912-1990)
graduated with mech eng degree from Nogoya
worked for the Toyoda Weaving Company
1939: Toyota Motor as machine shop manager
1988: Workplace Management ~ just-in-time
and Toyota Production System
(later known as Lean Manufacturing).
regarded as the father of
Just-In-Time (JIT) at Toyota.
Ohno: seven forms of waste
overproduction
waiting
transportation
motion
inventory
defects
overprocessing
