GURUS OF TOTAL

QUALITY
MANAGEMENT
DR. WILLIAM EDWARDS
DEMING
 Father of Quality Control
Known for initiating a transformation in the Japanese Manufacturing Sector in
the after effects of World War II
Approach in TQM is mainly concentrated on the creation of an organizational
system.
Stressed that the responsibility of Top management to be the leader in
changing processes and systems.
Emphasized the importance of identification and measurement of customer
requirements, creation of partnership, use of functional teams to identify and
solve quality problems, enhancement of employee skills, participation of
employees and pursuit of continuous improvement.
DEMING’S 14 POINT METHODOLOGY
1. Constancy of Purpose-create firmness of purpose
2. The New Philosophy-One can no longer allow delays, mistakes and faulty
workmanship.
3. Case Dependence on Inspection-Remove the need for mass inspection as a
technique to attain quality by building quality into the product in the first place.
4.End Lowest Tender Contract-Reduce total cost
5. Improve Every Process- Management’s job is to constantly make better the
system with contribution from workers and management.
6. Institute training on the job- Introduce up to date methods of training on the
job, incorporating management to make greatest use of all employees.
DEMING’S 14 POINT METHODOLOGY
7. Institute Leadership- helping people carry out a better job.
8. Drive out fear- build a fear-free environment where everyone can contribute
and work effectively.
9. Break Down Barriers- people should work cooperatively with reciprocal trust,
respect and appreciation for the needs of others in their work.
10. Eliminate exhortations- Do away with use of slogans, posters and
exhortations demanding zero defects and new level of productivity from the
workforce with no commensurate methods provided.
11. Eliminate arbitrary numerical targets- employ statistical methods.
DEMING’S 14 POINT METHODOLOGY
12.Permit pride for workmanship- eliminate the barriers that steal
from hourly workers and people in the management of their rights to
pride of workmanship.
13. Encourage Education- tackles the need for ongoing and
continuous education and self-improvement for the whole
organization.
14. Top management’s commitment- form a structure in the top
management whose main task will be to push these 13 points
continually and take action in order to achieve the change.
Deming’s Deadly Disease
1. Lack of constancy of purpose to plan product and services that have a market sufficient to keep the
company 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 system for managers and management by objectives with no methods or resources
provide 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.
PHILIP CROSBY
states that the only performance standard is zero defects and the basic
elements of improvement
The teachings are contained in what he calls 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.
14 step methodology
1. management commitment- To make clear the management’s position on quality
2. quality improvement plan- To carry out the quality improvement program
3. quality measurement- to exhibit the 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
action taken in the past.
14 step methodology
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.
14 step methodology
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 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
Assisted the Japanese in their reconstruction process after the world war II
 Quality Trilogies
a. Quality planning-involves identifying the customer needs and expectations, proposing
products and services, setting goals, giving training, implementation of projects, reporting,
recognizing and communicating outcome and improvement systems.
b. Quality Control- concerns with creating standards, naming measurements and contrasting
results with actual standards.
c. Quality Improvement- the use of structured annual improvements projects and plans, need
of improvement, organizing to guide the projects, directing the causes, giving and verifying
remedies and establishing control to keep up gains made.
Juran messages on quality
1. Quality control must be essential part of
management
2. Quality no mistake
3. Quality must be planned
4. There are no shortcuts to quality
5. Make use of problems as sources of improvement.
Juran’s Formula
1. Create an awareness about the need and propose an opportunity for improvement.
2. Set goals for improvement
3. Systematize paths to attain the goals
4. Give training
5. Do projects to resolve problems
6. Inform progress
7. Provide recognition
8. Communicate outcome
9. keep score
10. Uphold thrust by making yearly improvements component of the regular systems and processes of the
company.
DR. WALTER ANDREW
SHEWART
Grandfather of Quality Control
He is mentoring the engineers at Western Electric( manufactured
telephone hardware for Bell Telephone Co.) and his groundbreaking
work with control charts led to a quality revolution and launched the
quality profession.
His principle was bringing a process into a state of statistical control
that would permit distinction between assignable and chance cause
variation.
He developed the Shewhart cycle: Plan-Do-Study-Act or Plan-Do-
Check-Act to manage the effects of variations.
DR. ARMAND FEIGENBAUM
He summed up the three steps to quality
1. Quality leadership- sound planning than
reacting to failures
2. Modern quality technology
3. Organizational Commitment- continuous
training and motivation of workforce
Feigenbaum 10 points
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 and not differences
4. Quality must be organized to identify everybody’s job in the organization
5. Quality is a technique of managing an organization.
6. The quality improvement highlighting must take place all though all activities of the
organization.
7. Quality is realized through assistance and contribution of each and every person related to the
organization
Feigenbaum 10 points
8. Continuous quality improvement needs extensive range of new
and existing quality technology 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.
 PROF. KAORU ISHIKAWA
Father of quality circles for his role in launching Japan’s quality movement in 1960’s
He developed the Ishikawa diagram or the fishbone diagram
TOOLS that are indispensable for quality control
1. Process Flow chart
2. Check Sheet
3. Histogram
4. Pareto chart
5. Cause and effect diagram
6. Scatter diagram
7. Control chart
Ishikawa six fundamental
principles
1. Quality first-not-short-term profits first
2. Customer orientation-not producer orientation
3. The next step is your customer
4. Using facts and data to make presentations
5. Reverence for humanity as a management philosophy
6. Cross-functional management
GENICHI TAGUCHI
He is a Japanese quality expert known for his work
in the area of product design.
He defines quality as “loss imparted to the society
from the time a product is shipped”.
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 forsee performance
under these levels.
8. Perform the confirmation experiment and prepare future actions.
DR. SHINGO SHIGEO
Is the greatest contributor to modern
manufacturing practices.
His teachings and principles have formed the
backbone of efficient engineering practices.
3 Concepts of Shigeo
1. Zero Quality Control- concepts are based on the theoretically ideal
scenario.
◦ -was used to implement error-proofing devices in the assembly line
to abolish the likelihood of flawed operations.
2.Single Minute Exchange of Dies- it is a system of speedy changeovers
between products. The target is to make simpler materials, machinery,
process and skills to signify decrease changeover times from hours to
minutes.

3. Just In Time - is about supplying customers with what they want when
they want it.
- the main objective of JIT is to diminish inventories by producing
only what is necessary when it is necessary.
Engineering principles of Shigeo
1. 100% inspections done at the starting place instead of
sampling inspections
2. Instant feedback from consecutive quality checks and self-
checks
3. Poka yoke relates to stopping process 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 production process will have
zero defects.
MASAKI IMAI
Is the founder and president of Kaizen Institute who
threw the word “kaizen”
Kaizen- refers to continuous or on-going
improvement.
Kaizen guiding Principles
1. good process 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.