Quality Management
Gurus
Outline
We have eight Gurus :
1.
Deming
2.
Juran
3.
Crosby
4.
Feigenbaum
5.
Ishikawa
6.
Garvin
7.
Shingo
8.
Taguchii
_ Despite there are eight gurus in assessing total quality
management , but there are differences in their
opinions
Who is guru?
“A Guru is a spiritual guide who is considered to have
attained complete insight.“
www.wikipedia.com
“A guru, by definition, 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. “
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Three groups of gurus
Who was 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.
•
His expertise was used during World War II to assist
the United States in its effort to improve the quality of
war materials
Who was W. Edwards Deming
-
He got his PHD in the states in physics and math's
Get his first employment chance in an electricity
company in Chicago
He taught physics , mathematics , statistics and quality
in Japan .
* Deming is best known for his management philosophy ,
establishing quality , productivity and competitive
position .
Deming
•
1.
2.
3.
4.
5.
Deming focus on 5 ideas :
Statistical process controlling (SPC)
Deming philosophy
Deming 14 points
Deming Cycle (for continuous improvements)
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.
For example why the salesman can’t sell the same
amount every month ?
SPC will answer this question by discovering and
analyzing these items :-
Deming
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
1.
Deming
2. Deming Philosophy : The quality and the productivity
increases when the process fluctuation Decreases
Deming
** Deming 14 points , I will mention some:
1.
2.
3.
4.
5.
6.
Create constancy of purpose to improve product and
service.
The new age of quality requires a commitment
continuously to improve .
Constantly improve , Use the PDCA cycle
Don’t have silly slogans that mean nothing
Supervision must change from chasing to coaching
and support
Remove Barriers that prevent employees having pride
in their work , Barriers such as time pressure and
focus on profit rather than quality
Demings cycle
Deming's Seven Deadly Diseases
*The amount of severe criticism of western
management and organizational practices
1.
Lack of constancy of purpose
2. Emphasis on short-term profits : we should focus on
the whole financial period rather than focus at the end
3. Too much staff mobility : it occurs when managers cant
define the actual problems and not learning from them
Deming's Seven Deadly Diseases
4. Over dependence on figures : particularly financial
which can be messaged to look great in the short term
while long term suffers
Note :
It’s a wrong way to focus on short term results , rather
than coaching and helping employees on a long term 
Who was Joseph Juran?
_ Joseph Juran is an internationally acclaimed quality
guru, similar to Edwards Deming, strongly influencing
Japanese manufacturing practices. Joseph Juran’s belief
that “quality does not happen by accident” gave rise to
the quality trilogy.
Joseph Juran
Juran Ideas are :
1.
2.
3.
4.
5.
6.
7.
Quality definition
Breakthrough concept
Internal customer
Quality Trilogy
Pareto analysis
Cost of quality
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
Who is Philip Crosby?
* Known as The Fun Uncle of the Quality Revolution
*Where Phil Crosby excellence was in finding a
terminology for quality that mere mortals could
understand. (Dr. Deming and Dr. Juran were the great
brains 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
Mr. Crosby defined quality as a conformity to certain
specifications.
Crosby four absolutes are :
1. The definition of quality is conformance to
requirements, it is not appropriate to say good or bad
quality as quality cant be measured but conformance
can be
2. The system of the quality is prevention : make a
prevention strategy and it should be supported by SPC
in order to understand the process and discover the
default before occurring
•
Crosby
3. The performance is zero defects: make the requirement
right from the first time , and make the quality
accepted by a number of standard items .
4. The measurements of quality is the price of NONconformance : because cost quality is the prime
motivation for management .
_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
Crosby has 14 points like Deming , like :
- Management commitment
- Building awareness
- Educating employees
- Quality councils
And others but the main difference between Deming and
crosby is that :
**Deming focus on quality management .
**Crosby focus on action plan and implementation
process .
Armand Vallin Feigenbaum
Armand Vallin Feigenbaum
(born 1922) is an American quality control expert and
businessman. 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
he does not get the great attention that the others
(Deming, Juran, Ishikawa, etc.) get. But, he is special..
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 so as to enable production and service at
the most economical levels which allow full customer
satisfaction
Armand Vallin Feigenbaum
Armand is also know for his 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. They must put
items in place that allow them to measure quality,
control quality and improve quality. There must be
constant feedback and oversight of the organization to
assure that quality continues.
Feigenbaum believes that there are
three elements to quality:
* Modern Quality Technology
the quality function cannot achieve quality without the
help of others. Everyone must be trained and led to
quality.
* Organizational Commitment
everyone in the organization must believe in quality.
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 often surprising. Some
things that everyone thought guaranteed
higher quality (such as exhaustive
testing) did not, while some things rarely
mentioned in the literature (such as the
way the factory dealt with layoffs and
seniority, and the length of production
runs) made a big difference.
The eight dimensions of quality
David Garvin identified his “eight
dimensions of quality” which he maintained
covered the meaning of quality to
managers, operators and customers
The 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 causeand-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-inTime 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, and the aim of PokaYoke 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 have been controversial
among some conventional Western statisticians,
but others have accepted many of the concepts
introduced by him as 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. Today, companies see a close
link between Taguchi methods, which can be
viewed along a continuum, and quality function
deployment (QFD).
Taguchi contributions:
Taguchi has made a very influential contribution to
industrial statistics. 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: notably 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 and 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
Once the concept is established, the nominal
values of the various dimensions and design
parameters need to be set. Taguchi's radical
insight was that the exact choice of values
required is under-specified by the performance
requirements of the system. 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
With a successfully completed parameter
design, and an understanding of the effect
that the various parameters have on
performance, resources can be focused on
reducing and controlling variation in the
critical few dimensions
Thanks for listening