Evolution of
Total Quality
Principles
and
Other Quality Gurus
Dr. 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.
• Trained as a statistician, his
expertise was used during
World War II to assist the
United States in its effort to
improve the quality of war
materials.
"We have learned to live in a
world of mistakes and defective
products as if they were
necessary to life. It is time to
adopt a new philosophy in
America.“ (Deming)
Deming’s System of
Profound Knowledge
• The prevailing style of
management must undergo
transformation. A system cannot
understand itself. The
transformation requires a view
from outside.
• The first step is
transformation of the
individual. This
transformation is
discontinuous. It comes from
understanding of the system
of profound knowledge. The
individual, transformed, will
perceive new meaning to his
life, to events, to numbers,
to interactions between
people.
• Once the individual
understands the system of
profound knowledge, he will
apply its principles in every
kind of relationship with other
people. He will have a basis
for judgment of his own
decisions and for
transformation of the
organizations that he belongs
to.
• The individual, once
transformed, will:
– Set an example;
– Be a good listener, but will not
compromise;
– Continually teach other people;
and
– Help people to pull away from
their current practices and
beliefs and move into the new
philosophy without a feeling of
guilt about the past
• Deming advocated that all
managers need to have what
he called a System of
Profound Knowledge,
consisting of four parts:
– Appreciation of a system:
understanding the overall
processes involving suppliers,
producers, and customers (or
recipients) of goods and
services.
– Knowledge of variation: the
range and causes of variation
in quality, and use of statistical
sampling in measurements;
– Theory of knowledge: the
concepts explaining knowledge
and the limits of what can be
known;
– Knowledge of psychology:
concepts of human nature.
Deming’s 14 Points
• Constancy of purpose
Create constancy of purpose for
continual improvement of
products and service to society,
allocating resources to provide
for long range needs rather than
only short term profitability, with
a plan to become competitive, to
stay in business, and to provide
jobs.
• The new philosophy
Adopt the new philosophy. We are
in a new economic age, created in
Japan. We can no longer live with
commonly accepted levels of
delays, mistakes, defective
materials, and defective
workmanship. Transformation of
Western management style is
necessary to halt the continued
decline of business and industry.
• Cease dependence on
mass inspection
Eliminate the need for mass
inspection as the way of life
to achieve quality by building
quality into the product in the
first place. Require statistical
evidence of built in quality in
both manufacturing and
purchasing functions.
• End lowest tender contracts
End the practice of awarding business
solely on the basis of price tag. Instead
require meaningful measures of quality
along with price. Reduce the number of
suppliers for the same item by eliminating
those that do not qualify with statistical
and other evidence of quality. The aim is to
minimize total cost, not merely initial cost,
by minimizing variation. This may
be achieved by moving toward a single
supplier for any one item, on a long term
relationship of loyalty and trust.
Purchasing managers have a new job, and
must learn it.
• Improve every process
Improve constantly and forever every
process for planning, production, and
service. Search continually for
problems in order to improve every
activity in the company, to improve
quality and productivity, and thus to
constantly decrease costs. Institute
innovation and constant improvement
of product, service, and process. It is
management's job to work continually
on the system (design, incoming
materials, maintenance, improvement
of machines, supervision, training,
retraining).
• Institute training on the job
Institute modern methods of
training on the job for all,
including management, to
make better use of every
employee. New skills are
required to keep up with
changes in materials,
methods, product and
service design, machinery,
techniques, and service.
• Institute leadership
Adopt and institute leadership
aimed at helping people do a better
job. The responsibility of managers
and supervisors must be changed
from sheer numbers to quality.
Improvement of quality will
automatically improve productivity.
Management must ensure that
immediate action is taken on
reports of inherited defects,
maintenance requirements, poor
tools, fuzzy operational definitions,
and all conditions detrimental to
quality.
• Drive out fear
Encourage effective two way
communication and other
means to drive out fear
throughout the organization
so that everybody may work
effectively and more
productively for the
company.
• Break down barriers
Break down barriers between
departments and staff areas.
People in different areas,
such as Leasing,
Maintenance, Administration,
must work in teams to tackle
problems that may be
encountered with products or
service.
• Eliminate exhortations
Eliminate the use of slogans,
posters and exhortations for the
work force, demanding Zero
Defects and new levels of
productivity, without providing
methods. Such exhortations only
create adversarial relationships;
the bulk of the causes of low
quality and low productivity
belong to the system, and thus
lie beyond the power of the work
force.
• Eliminate arbitrary
numerical targets
Eliminate work standards
that prescribe quotas for the
work force and numerical
goals for people in
management. Substitute
aids and helpful leadership
in order to achieve continual
improvement of quality and
productivity.
• Permit pride of
workmanship
Remove the barriers that rob
hourly workers, and people in
management, of their right to pride
of workmanship. This implies,
among other things, abolition of
the annual merit rating (appraisal
of performance) and of
Management by Objective. Again,
the responsibility of managers,
supervisors, foremen must be
changed from sheer numbers to
quality.
• Encourage education
Institute a vigorous program
of education, and encourage
self improvement for
everyone. What an
organization needs is not
just good people; it needs
people that are improving
with education. Advances in
competitive position will
have their roots in
knowledge.
• Top management
commitment and action
Clearly define top
management's permanent
commitment to ever improving
quality and productivity, and
their obligation to implement
all of these principles. Indeed,
it is not enough that top
management commit
themselves for life to quality
and productivity.
Joseph M. Juran
• His major contribution to society
was in the field of quality
management and he is often
called the "father" of quality.
Perhaps most importantly, he is
recognized as the person who
added the managerial
dimension to quality—
broadening it from its statistical
origins.
• In 1937, Dr. Juran created the
"Pareto principle," which
millions of managers rely on to
help separate the "vital few"
from the "useful many" in their
activities. This is commonly
referred to as the 80-20
principle. Its universal
application makes it one of the
most useful concepts and tools
of modern-day management.
This is now referred to as
Juran's Pareto Principle.
• Joseph M. Juran developed the
"Juran's trilogy," an approach to
cross-functional management that
is composed of three managerial
processes: quality planning,
quality control and quality
improvement.
• This Trilogy shows how an
organization can improve every
aspect by better understanding of
the relationship between
processes that plan, control and
improve quality as well as
business results.
• Quality Planning --- To determine
customer needs and develop
processes and products required to
meet and exceed those of the
customer needs. The processes
are called Design for Six Sigma or
Concurrent Engineering. This can
be particularly challenging for a
planning team, because customers
are not always consistent with what
they say they want. The challenge
for quality planning is to identify the
most important needs from all the
needs expressed by the customer.
– Identify who are the customers.
– Determine the needs of those
customers.
– Translate those needs into our
language.
– Develop a product that can
respond to those needs.
– Optimize the product features
so as to meet our needs and
customer needs.
• Quality Control --- The purposes
of quality control is to ensure the
process is running in optimal
effectiveness, or to ensure that
any level of chronic waste
inherent in the process does not
get worst. Chronic waste, which
is a cost of poor quality that can
exist in any process, may exist
due to various factors including
deficiencies in the original
planning. It could cost a lot of
money to the company, from
rework time to scrap product to
overdue receivables.
• If the waste does get worst
(sporadic spike), a corrective
action team is brought in to
determine the cause or causes of
this abnormal variation. Once the
cause or causes had been
determined and corrected, the
process again falls into the zone
defined by the “quality control”
limits.
– Prove that the process can produce
the product under operating
conditions with minimal inspection.
– Transfer the process to operations.
• Quality Improvement --Eliminate waste, defects and
rework that improves processes
and reduces the cost of poor
quality. The processes have to be
constantly challenged and
continuously improved. Such an
improvement does not happen of
its own accord. It results from
purposeful Quality Improvement
or “Breakthrough.”
– Develop a process which is able to
produce the product.
– Optimize the process.
Juran’s Ten Steps to
Quality Improvement
• Build awareness of the need and
opportunity for improvement
• Set goals for improvement
• Organize to reach the goals
• Provide training
• Carry out projects to solve problems
• Report progress
• Give recognition
• Communicate results
• Keep score
• Maintain momentum by making annual
improvement part of the regular systems
and processes of the company
Strengths of Juran’s
Trilogy
• The methodology searches a
continuous improvement of
quality in every aspects of the
organization, because if the
implementation of the
methodology does not give the
desire results it is possible to
start all over again.
Strengths of Juran’s
Trilogy
• The methodology allows the use
different quality tools to cover
the steps of Juran’s Trilogy. It
allows a better understanding of
the relationships of every stage
of the company.
• The methodology is well
structured and allows the
companies that implement it, an
easy understanding and
application.
Weaknesses of Juran’s
Trilogy
• To have quality control it is
necessary to have a trained
person with knowledge in
statistical processes or train a
special person to be in charge
of quality. The program is focus
in the company process and not
in labor force.
Weaknesses of Juran’s
Trilogy
• Analyzing the requirements of
the program we found that the
companies who apply the
program have a complex level
of organization. This kind of
methodologies show results in a
long term; this represents a risk
for the company because the
implementation of the quality
program can be a waste of time,
money and resources.
Philip Crosby
• Dr. Deming and Dr. Juran were the
great brains of the quality
revolution. Where Phil Crosby
excelled was in finding a
terminology for quality that mere
mortals could understand. His
books, "Quality Without Tears" and
"Quality is Free" were easy to
read, so people read them. He
popularized the idea of the "cost of
poor quality", that is, figuring out
how much it really costs to do
things badly.
• Like Frederick Taylor, Philip
Crosby's ideas came from his
experience on an assembly line.
He focused on zero defects, not
unlike the focus of the modern
Six Sigma Quality movement.
Mr. Crosby was quick to point
out, however, that zero defects
is not something that originates
on the assembly line.
• To create a manufacturing
process that has zero defects
management must set the tone
and atmosphere for employees
to follow. If management does
not create a system by which
zero defects are clearly the
objective then employees are
not to blame when things go
astray and defects occur. The
benefit for companies of such a
system is a dramatic decrease
in wasted resources and time
spent producing goods that
consumer's do not want.
• Mr. Crosby defined quality as a
conformity to certain
specifications set forth by
management and not some
vague concept of "goodness."
These specifications are not
arbitrary either; they must be set
according to customer needs
and wants.
ASSIGNMENT
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DR. H. JAMES HARRINGTON
DR. KAORU ISHIKAWA
DR. WALTER A. SHEWHART
SHIGEO SHINGO
FREDERICK TAYLOR
DR. GENICHI TAGUCHI
Crosby's 14 Steps to
Quality Improvement
• Management is committed to
quality – and this is clear to all
• Create quality improvement
teams – with (senior)
representatives from all
departments.
• Measure processes to
determine current and potential
quality issues.
• Calculate the cost of (poor)
quality
Crosby's 14 Steps to
Quality Improvement
• Raise quality awareness of all
employees
• Take action to correct quality
issues
• Monitor progress of quality
improvement – establish a zero
defects committee.
• Train supervisors in quality
improvement
Crosby's 14 Steps to
Quality Improvement
• Hold “zero defects” days
• Encourage employees to create
their own quality improvement
goals
• Encourage employee
communication with management
about obstacles to quality
• Recognize participants’ effort
• Create quality councils
• Do it all over again – quality
improvement does not end
Five characteristics of an “Eternally
Successful Organization”
• People routinely do things right
first time
• Change is anticipated and used
to advantage
• Growth is consistent and
profitable
• New products and services
appear when needed
• Everyone is happy to work
there
• The foundation of Crosby's
approach is prevention. His
approach to quality is best
described by the following
concepts: (1) Do It Right the
First Time; (2) Zero Defects
and Zero Defects Day; ; (3)
the Four Absolutes of
Quality; (4) the Prevention
Process; (5) the Quality
Vaccine; and (6) the Six C's.
Four Absolutes of
Quality Management
• Quality is defined as
conformance to requirements,
not as 'goodness' or 'elegance'.
• The system for causing quality
is prevention, not appraisal.
• The performance standard must
be Zero Defects, not "that's
close enough".
• The measurement of quality is
the Price of Nonconformance,
not indices.
Four Absolutes
• Quality is conformance to the
requirements: All the actions
necessary to run an organization,
produce a product and or service,
and deal with customers must be
met and agreed. If management
wants people to do it right the first
time, they must clearly
communicate what it is and help
them achieve it through
leadership, training, and fostering
a climate of cooperation.
• The system of quality is
prevention: The system that
produces quality is prevention
(i.e., eliminating errors before
they occur). To Crosby, training,
discipline, example, and
leadership produce prevention.
Management must consciously
commit themselves to a
prevention-oriented work
environment.
• The performance standard is
Zero Defects ( Do it right the
first time ): The attitude of close
enough is not tolerated in Crosby
s approach. Errors are too costly
to ignore. Leaders must help
others in their pursuit of
conforming to requirements by
allocating resources for training,
providing time, tools, etc., to all
employees.
• The measurement of quality is
the price of nonconformance:
Nonconformance is a
management tool for diagnosing
an organization's effectiveness
and efficiency.
Six C’s
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Comprehension
Commitment
Competence
Communication
Correction
Continuance