Quality Gurus

Who are the gurus?

There are a number of writers whose work dominates the quality movement. Their ideas and approaches have stood the test of time and have come to from a body of accepted knowledge, to lead and advise their own movement in quality. They have become known as gurus. Many of the gurus appear to present different theories of quality management. In reality they are all talking the same language but they use different dialects.

T r eg o he r u
Quality Gurus 1- Walter A. Shewhart 2 - W. Edwards Deming 3 - Joseph M. Juran 4 - Armand V. Feigenbaum 5 - Phillip Crosby 6- Kaoru Ishikawa 7 - Genichi Taguchi 8- Shigeo Shingo 9 - Yoshio Kondo 10 - Taiichi Ohno 11- Oakland john S. 12- Shingo Shigeo

W. Edwards Deming (19001993)

The term quality has become nearly synonymous with name of W. Edwards Deming. He was invited to Japan after world war to help Japanese in their efforts to improve quality. In recognition of his contributions, the Japanese instituted a prestigious international award, the Deming Price, to honor companies that achieve superior levels of quality.

Deming philosophy
Deming's philosophy is not so much about quality per se as it about management practices that lead to superior quality. Deming focused on the improvement of product and service conformance to specification by reducing uncertainty and variability in the design and manufacturing process Variation is an inherent part of any process. - Workers work within a system over which they have little control. - It is the system that primarily determines their performance. - Only management can change the system Some workers will always be above average, some workers will always be below average. The work standard set by management may have no relationship to the capability of the system Chance or common causes are numerous small causes of variability that are inherent to a system or process and operate randomly or by chance. A state of statistical control exists if only common causes of variability are operating on a system 2

 Assignable or special causes of variability usually have relatively large effects on the process and its output and occur occasionally or sporadically. Assignable or special causes of variability can be recognized and assigned or attributed to specific special circumstances or factors Whenever special causes are present, the process is said to be out of statistical control. Any attempt to make adjustments and treat common causes as special causes will tend to increase overall variability the result over-adjustment, or, tampering with the process. Deming identified two sources of improvement in any process: 1- Reducing common causes of variation inherent in the production system.(are those which arise from the operation of the system itself and are a management responsibility). 2- eliminating isolated special causes of variation identifiable with specific individual, machine, or batch of materials Deming advocated a continuous cycle of product design, manufacture, testing, and sales followed by market surveys and then redesign, and so forth. He claimed that higher quality leads to higher productivity, which in turn leads to long term competitive strength. The Deming chain reaction summarizes this idea. Improvements in quality lead to lower costs because of less rework, fewer mistakes, fewer delays and snags, and better use of time and materials. Lower cost, in turn, lead to productivity improvements. With better quality and low prices , a firm can achieve a large market share and thus stay in business, providing more and more jobs.

Deming contributions:
Demings Chain Reaction. The PDCA cycle 14 principles of transformation Seven Deadly Sins of Western Management (The Seven Deadly Diseases). (not required)

Dem ing
Provide jobs and Deming Cycle: more jobs

Impro
Use of SPC charts as key method for identifying special and common causes and assisting diagnosis of quality problems. Eliminate the defects which arise from special causes then concentrate on the common causes to further improve quality. Second belief is the quantitative approach to identifying problems. Third belief was Deming, Shewhart or PDCA cycle - Plan, Do, Check, Action.

Stay in business D m gC T e e in y h

P n ac a g t la hne e c th c a g w ffe t is h n e Captureethectsw b m market th e ffe ill e

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Demings 14 Points
1- Create constancy of purpose for improvement of product and service 2- Adopt the new philosophy 3- Cease dependence on mass inspection for quality control 4- End the practice of awarding business on price tag alone 5- Constantly and forever improve the system of production and service 6- Institute more thorough, better job-related training 7- Institute leadership 8- Drive out fear 9- Break down barriers between departments 10- Eliminate slogans, exhortations, and targets of the work force 11- Eliminate work standards on the factory floor 12- Remove barriers that rob people of pride of workmanship 13- Institute a vigorous program of education and self-improvement 14- Put everybody in the organization to work to accomplish the transformation

Joseph M. Juran (1904-2008)

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 Joseph M. Juran joined Western Electric in 1920s during its pioneering days in the development of statistical methods for quality and spent much of his time as a corporate industrial engineer. Juran taught quality principles to the Japanese in the 1950s just after Deming and was principle force in their quality reorganization. Like Deming, he approached the crisis in quality with new thinking. Juran's approaches are designed to fit into a company's current strategic business planning with minimal risk of rejection. Juran contends that employees at different levels of organization speak in different "languages" (Deming advocated statistics as a common language). Top managers speak in language of dollars, workers speak in language of things, and middle managers must be able to speak both languages and translate between dollars and things. To get top managers' attention, quality issues must be cast in the language they understand- DOLLARS. Hence, Juran advocates the accounting and analysis of quality costs to direct attention to quality problems. At the operational level, Juran's focus is on increasing conformance to specifications through elimination of defects, with extensive support by statistical tools for analysis. Thus, his philosophy fits well into existing management systems Juran defines quality as fitness for use, as viewed by the customer. Juran further defines fitness for use as consisting of five components: 1- Quality of design. 2- Quality of conformance. 3- Availability. 4- Safety. 5- Field of use Like Deming, he advocates a never ending spiral of activities including marketing research , product development , design, planning for manufacture, purchasing, product control, inspection and testing , and sales, followed customer feedback. Because of interdependency of those functions, competent companywide quality

management is crucial. Senior managers must play an active and enthusiastic leadership role in the quality management process.

Ju ra

Japanese efforts at quality improvement were supported by massive training programs and top management leadership. Training in managerial quality oriented concepts as well as training in the tool for quality improvement, cost reduction, data collection, and analysis is one of the most important components of Juran philosophy. the Japanese experience, he feels, leave little doubt as to the significance of the return to quality training in competitive advantage, reduced failure costs, higher productivity, smaller inventories, and better delivery performance

J ra 's p s rip n c n u n re c tio s e t c lle th Q a T g : a philosophy Juran d e u lity rilo y

Q uality Planning lann ing

Ide tify w a the cu m rs. n ho re sto e D te ine the ne d o tho cu e rm es f se sto Tra sla tho ne d in o r la g n te se e s to u n D ve p a p d ct tha ca re n e lo ro u t n spo d O tim the p du fe ture so a p ize ro ct a s s

Philip B.

Q uality Im provem t en ent Q uality C ontrol

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D ve p a p ce w ich is a le to e lo ro ss h b Crosby (1926-2001) O tim p ise the p ce ro ss.

P ve tha the p ce ca p d ce rov ro ss n ro u e t

 Philip B. Crosby was corporate vice- president for quality at International Telephone & Telegraph (ITT) for 14 years after working his way up from line inspector. After leaving ITT, he established Philip Crosby Associates in1979 to develop and over training programs. The essence of Crosby's philosophy is embodied in what he calls The Absolute of Quality Management & the Basic Elements of Improvements.

Crosby: Five Absolutes of Quality Management

1- Quality means conformance to requirements: Crosby believes requirements must be clearly stated so that they cannot be misunderstood and so that measurements can be taken to determine conformance to them. Any nonconformance detected represents absence of quality. Setting requirements is the responsibility of managers. 2- Quality problems are the responsibility of those who cause them: Hence, there are accounting quality problems, manufacturing quality problems, design quality problems, front desk quality problems, and so on. The quality department measures conformance, reports, results, and leads the drive to develop a positive attitude toward quality improvement, but it does not shoulder the responsibility for quality problems. (This point is similar to Deming's point3). 3- There is no such thing as the economics of quality: It is always cheaper the job right the first time. Crosby supports the premise that" economics of quality" has no meaning. Quality is free. What costs money are all the actions that involve not doing jobs right the first time. The Deming Chain Reaction sends similar message. 4- The only performance measurement is the cost of quality: The cost of quality is the expense of nonconformance. Many companies spend 15 to 20 percent of their sales dollars on quality costs, whereas a company with a well-run quality management program can achieve a cost of quality that is less than 2.5 percent of sales. Crosby program calls for measuring and publicizing the cost poor quality to call problems to managers' attention, to select opportunities for corrective action, and to track quality improvement over time 5- The only performance standard is zero defects:

Crosby describes it "zero defects is a performance. It is the standard of the craftsperson regardless of his or her assignment....The theme of ZD is do it right the first time. That means concentrating on preventing defects rather than just finding and fixing them.

Crosbys 14 Points
1- Make it clear that management is committed to quality. 2- Form Quality Improvement Teams with senior representatives from each department. 3- Measure processes to determine where current and potential quality problems lie. 4- Evaluate the cost of quality and explain its use as a management tool. 5- Raise the quality awareness and personal concern of all employees. 6- Take actions to correct problems identified through previous steps. 7- Establish progress monitoring for the improvement process. 8 - Train supervisors to actively carry out their part of the quality improvement programme. 9- Hold a Zero Defects Day to reaffirm management commitment. 10- Encourage individuals to establish improvement goals for themselves and for their group. 11- Encourage employees to tell management about obstacles to improving quality. 12- Recognize and appreciate those who participate. 13- Establish Quality Councils to communicate on a regular basis. 14- Do it all over again to emphasize that the quality improvement process never ends.

Crosby: Basic Elements of Improvement:

Crosby: Basic Elements of Improvement are determination, education, and implementation. By determination, Crosby means that top managers must be serious about quality improvement. The absolutes should be understood by every one; that can be accomplished only through education. Finally every member of management team must understand the implementation process Crosby: Basic Elements of Improvement are determination, education, and implementation. By determination, Crosby means that top managers must be serious about quality improvement. The absolutes should be understood by every one; that can be accomplished only through education. Finally every member of management team must understand the implementation process

 Unlike Juran and Deming, Crosby advocates a primarily behavioral program. He helps more emphasis on management and organizational processes for changing corporate culture and attitudes than on the use of statistical techniques. Like Juran's and unlike Demings, his approach fits well within existing organizational structure. Unlike Juran and Deming, Crosby advocates a primarily behavioral program. He helps more emphasis on management and organizational processes for changing corporate culture and attitudes than on the use of statistical techniques. Like Juran's and unlike Deming's , his approach fits well within existing organizational structure Crosby's approach, however, provides relatively few details about how firms should address the finer points of quality management. The focus is on managerial thinking rather than on organizational systems. By allowing managers to determine the best methods to apply in their own firm's situations, his approach tends to avoid some of the implementation problems experienced by firms that have tried to adopt the Deming philosophy.

The Crosby Vaccine

In the Crosby style, the Vaccine is explained as medicine for management to prevent poor quality. It is in five sections that cover the requirements of Total Quality Management. Section 1 Integrity Treat quality seriously throughout the whole business organization from top to bottom. That the companies future will be judged on its performance on quality. Section 2 Systems Appropriate measures and systems should be put in place for quality costs, education, quality, performance, review, improvement and customer satisfaction. Section 3 Communication The communication systems are of paramount importance to communicate requirements and specifications and improvement opportunities around the organization. Customers and operators know what needs to be put in place to improve and listening to them will give you the edge. Section 4 Operations Work with and develop suppliers. Processes should be capable and improvement culture should be the norm. Section 5 Policies Must be clear and consistent throughout the business.

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