Quality Principles and

Philosophies
Imran Hussain
Dr. W. E. Deming
Demings Background
Main architect for introducing Total Quality into
Japan
Born 1900
Graduated in Electrical Engineering
PhD in mathematical physics
Became statistician for US govt.
Sent by US govt. to Japan after WWII to advise
on Japanese census.
Demings Philosophy
Quality is about people, not products
Suggested quality concept for designing product
Management need to understand nature of
variation and how to interpret statistical data
Promoted importance of leadership
85% of production faults responsibility of
management, not workers
Enumerated a 14-point management philosophy

Product Development Cycle
1. Design the product.
2. Make it.
3. Try to sell it.
4. Do consumer research and test the products
uses.
5. Redesign start the cycle all over again.
Achieving Quality
Companies should direct efforts towards:
Innovation of products
Innovation of processes
Improvement of existing products
Improvement of existing processes
Quality Approach in Context

Quality
Costs
Prices
Productivity
Market Share
Stay in business
Attributes of a Leader
Coaches not judges
Strives to understand variation and its causes
Strives to remove obstacles within the
organization
Responds to all customer forces
Adopts consistency of purpose
Places and emphasis on improving processes
Attributes of a Leader
Recognizes that people are not assets; they are
jewels
Strives to recognize those who need help and
the gives help
Creates and atmosphere of trust
Knows the work he supervises
Does not place an over-reliance on figures
Encourages education and continuous
improvement of each person
Demings 14-point Management
Philosophy
1. Create constancy of purpose for continual
improvement of products
Create constancy of purpose for improvement of
systems, products and services, with the aim to
become excellent, satisfy customers, and provide
jobs. Reduced defects and cost of development.


Demings 14-point Management
Philosophy
2. Adopt a commitment to seek continual
improvements
Constantly and forever improve the system
development processes, to improve quality and
productivity, and thus constantly decrease the time and
cost of systems. Improving quality is not a one time
effort.


Demings 14-point Management
Philosophy
3. Switch from defect detection to defect
prevention
Cease dependencies on mass inspection (especially
testing) to achieve quality. Reduce the need for
inspection on a mass basis by building quality into the
system in the first place. Inspection is not the answer. It
is too late and unreliable it does not produce quality.

Demings 14-point Management
Philosophy
4. In dealing with suppliers one should end the
practice of awarding business on price. Move
towards quality of product, reliability of
delivery and willingness to cooperate and
improve. Build partnerships.
Minimize total cost. Move towards a single supplier for
any one item or service, making them a partner in a
long-term relationship of loyalty and trust.

Demings 14-point Management
Philosophy
5. Improvement is not confined to products and
their direct processes but to all supporting
services and activities
All functions in an organization need to become quality
conscious to deliver a quality product.

Demings 14-point Management
Philosophy
6. Train a modern way.
Institute training on the job. Everyone must be trained,
as knowledge is essential for improvement.

Demings 14-point Management
Philosophy
7. Supervision must change from chasing, to
coaching and support.
Institute leadership. It is a mangers job to help their
people and their systems do a better job.

Demings 14-point Management
Philosophy
8. Drive out fear and encourage two-way
communication.
Drive out fear, so that everyone may work effectively.
Management should be held responsible for the faults
of the organization and environment.

Demings 14-point Management
Philosophy
9. Remove barriers between departments
Break down barriers between areas. People must work
as a team. They must foresee and prevent problems
during systems development and use.

Demings 14-point Management
Philosophy
10. Do not have unrealistic targets
Set realistic targets. Do not place people under
unnecessary pressure by asking them to do things which
are not achievable. Eliminate slogans, exhortations, and
targets that ask for zero defects, and new levels of
productivity. Slogans do not build quality systems.


Demings 14-point Management
Philosophy
11. Eliminate quotas and numerical targets
Eliminate numerical quotas and goals. Substitute it with
leadership. Quotas and goals (such as schedule) address
numbers - not quality and methods.

Demings 14-point Management
Philosophy
12. Remove barriers that prevent employees
having pride in the work that they perform
Remove barriers to pride of workmanship. The
responsibility of project managers must change from
schedules to quality.

Demings 14-point Management
Philosophy
13. Encourage education and self-improvement
for everyone
Institute and vigorous program of education and self-
improvement for everyone. There must be a continuing
commitment to training and educating software
managers and professional staff.

Demings 14-point Management
Philosophy
14. Publish top managements permanent
commitment to continuous improvement of
quality and productivity
Juran
Jurans 10-point Program
1. Identify customers
2. Determine customer needs
3. Translate
4. Establishment units of measurement
5. Establish measurements
6. Develop product
7. Optimize product design
8. Develop process
9. Optimize process capability
10. Transfer
Crosby
Crosbys 14-step program
1. Management commitment
2. Quality improvement team
3. Quality measurement
4. Cost of quality evaluation
5. Quality awareness
6. Corrective action
7. Zero defect program
8. Supervisor training
Crosbys 14-step program
9. Zero defects day
10. Goal setting
11. Error cause removal
12. Recognition
13. Quality councils
14. Do it over again
Crosbys Maturity Grid
Uncertainty (adhoc)
Awakening (recognition begins but management
unwilling to spend on quality)
Enlightenment (management begins to support
quality improvement program, culture of openness)
Wisdom (management fully participates, defect
prevention is now part of the culture)
Certainty (the whole organization is involved in
continuous improvement)
Shingo
Shingos Philosophy
Poka Yoke (meaning mistake proofing)
This involves identifying potential error sources in
the process and monitoring these sources for errors.
A variant to this approach is FMEA
Ishikawa
Ishikawas Philosophy
Quality Control Circles (QCC)
A quality control circle consists of a small group of
employees who do similar work and arrange to meet
regularly to identify and analyze work-related
problems, to brainstorm and to recommend and
implement solutions.
Quality Control Circles
Select problem
State and re-state problems
Collect facts
Brainstorm
Build on each other ideas
Choose course of action
Presentation
Genichi Taguchi
Taguchis Philosophy
Defines quality in terms of loss
the loss a product causes to society after being
shipped, other than losses caused by its intrinsic
function
He defines a loss function as a measure of the cost of
quality
He also developed a method for determining the
optimum value of process variables which will
minimize the variation in a process while keeping mean
on target
Peter Drucker
Druckers Philosophy
Success is threefold
Know your business
Know your competencies
Knowing how to keep focused on goals
Effective management and employee
participation
Link between the bottom line and satisfying the
customer
Druckers Philosophy
Purpose of business lies outside itself that is
in creating and satisfying a customer. The
decision process is central, and structure has to
follow strategy and management has to be
management by objectives and self-control.
Druckers 5 Principles of
Management
1. Setting objectives
2. Organizing
3. Motivating and communicating
4. Establishing measures of performance
5. Developing people
Tom Peters
Peters Philosophy
Excellent firms believe in constant improvement
and constant change
Need to move from hierarchical management to
horizontal, fast, cross-functional co-operative
organization
Peters Management Guidelines
Actively create a quality revolution
Put the customer first in everything you do
Listen actively to all stakeholders
Invest in people, training, education and recruitment
Openly reward, recognize and support productivity
innovation
Openly support failures where people have tried to
improve
Involve everyone in everything at all times
Peters Management Guidelines
Setup simple and understandable measures
Fight against bureaucracy and inflexibility
Look through a different mirror: step outside the
company and look at it from a different perspective
Teamwork and trust: develop strong interpersonal and
team skills
Work on attitudes and attention to detail: get things
done
Be consistent and strive for improvements in all areas
References
A Practical Approach to Software Quality, Ch. 1
Total Quality Management: A Total Quality
Approach, Ch. 1