Distinct Persona

profiling the Quality Management Gurus

Who is a quality guru?

 A guru, by definition, is a good person, a wise person and a 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.

 There have been three groups of gurus since the 1940s’

 Early 1950’s Americans who took the messages of quality to Japan
 Late 1950’s Japanese who developed new concepts in response to the Americans
 1970’s-1980’s Western gurus who followed the Japanese industrial success
 Distinct Persona
profiling the Quality Management Gurus
 William Edwards Deming
 Total Quality Management and Deming's 14 points.
 William Edwards Deming was an American statistician, founder of Total Quality
Management (TQM), Deming's 14 points and Statistical Process Control (SPC).

 Joseph Juran
 The Quality Trilogy.
 Joseph Juran's belief that quality does not happen by accident gave rise to The Quality
Trilogy.

 Philip Crosby
 Zero Defects and Right First Time.
 Philip Crosby is an American who promoted the phrases 'Zero Defects' and 'Right First Time'
in Quality Management.

 Dr Kaoru Ishikawa
 Quality Circles
 Dr Kaoru Ishikawa gave his name to the Ishikawa Diagram, also known as the Fishbone
Diagram or Cause and Effect Diagram.

 Genichi Taguchi
 Quality Loss Function.
 Genichi Taguchi is a Japanese quality expert, known for the Quality Loss Function and
'Robust Design'.

 Shigeo Shingo
 Poka Yoke, Source Inspection, Mistake Proofing and SMED.
 Shingo quality teachings were successful as they were practical and action oriented, and
contributed to Just in Time (JIT) production

William Edwards Deming

 Total Quality Management and Deming's 14 points

 William Edwards Deming (1900 – 1994).

 An American statistician, considered the father of the modern quality movement.

 Deming strongly influenced Japanese industry post WWII with Statistical Process Control

(SPC) and Total Quality Management (TQM), similar to Joseph Juran.

 In 1982, Deming published “Out of the Crisis” identifying 14 points for management which

if applied would enable Japanese manufacturing efficiencies to be realized.

 The William Edwards Deming Institute awards prizes for individuals and organizations that

embrace Total Quality Management and drive quality management forward.

 The Deming 14 Points

#1 Create constancy of purpose and continual improvement – long term planning must replace

short term reaction.

#2 Adopt the new (Japanese) philosophy – by management and workers alike.

#3 Do not depend on (quality) inspection – build quality into the product and process

#4 Choose quality suppliers over low cost suppliers – to minimize variation in raw materials

and supply.

#5 Improve constantly – to reduce variation in all aspects: planning, production, and

service.

#6 Training on the job – for workers and management, to reduce variation in how job is done.

#7 Leadership not supervision – to get people to do a better job, not just meet targets.

#8 Eliminate fear – encourage two-way communication, encourage employees to work in the

organization’s interest.
#9 Break down internal barriers – departments in an organization are ‘internal customers’ to

each other and must work together.

#10 Eliminate slogans (exhortations) – processes make mistakes not people. Management

harassment of workers will create bad relations if no effort made to improve processes.

#11 Eliminate numerical targets – management by objectives (targets) encourages low

quality.

#12 Remove barriers to worker satisfaction – including annual appraisals

#13 Encourage self improvement and education for all

#14 Everyone is responsible for continual improvement in quality and productivity –

particularly top management

Joseph Juran
Joseph Juran (1904 - ) 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:

 Quality planning

 Quality control

 Quality improvement

The key steps in implementing company-wide strategic goals are:

  Identify customers and their needs – both internal and external – and work to meet those

needs

 Create measures of quality, establish optimal quality goals and organise to meet them.

 Create processes capable of meeting quality goals in “real” operating conditions.

In the 1980’s Joseph Juran recognized that the common approach to total quality management -

quality awareness campaigns and slogans - was not effective as they did not have substance, and

there is no short cut to quality. He believes quality must start at the top, irritating senior

managers who believe training is for junior workers.

Bio Sketch

Joseph M. Juran has led a life of success and accomplishments. He has had a varied successful
career as an engineer, as a writer, as an educator and as a consultant.
Juran has been called the father of quality, a quality guru and the man who taught quality to the
Japanese.
Juran has expanded the philosophies of quality from its statistical origins to what is now known
as Total Quality Management.

Writings

Juran has had many of his works published. He has made contributions to literature in more than
twenty books and hundreds of published papers. Certain selections of his writings have been
translated into seventeen different languages. Juran started professionally writing in 1928, when
he wrote a pamphlet entitled “Statistical Methods Applied to Manufacturing Problems.” This
pamphlet has since become the basis for the well-known AT&T Statistical Quality Control
Handbook, which is still published today.
One of Juran’s most influential books is the Quality Control Handbook. The original edition was
published in 1951; there are now four published editions. The Quality Control Handbook became
the standard reference work on quality control and established Juran as an authority on quality.

Awards and Honors

Nearly thirty years after Juran visited Japan, Emperor Hirohito recognized Juran’s contribution
to the development of Japan’s quality control and the facilitation of a U.S. and Japanese
friendship. Juran was awarded the highest award that can be given to a non-Japanese person, the
Order of the Sacred Treasure.

Juran’s definitions of Quality

In Juran’s Quality Control Handbook, he states that the word quality has two different meanings
that are spelled the same way.
These two different meanings of quality have caused confusion since some people assume you
are using one definition of quality rather than the other. This is an example of the confusion of
the word quality that was taken directly out of the Quality Control Handbook.

Juran’s two definitions of quality:

# 01. Quality means those features of products which meet customer needs and thereby provide
customer satisfaction. In this sense, the meaning of quality is oriented to income. The purpose of
such higher quality is to provide greater customer satisfaction and, one hopes, to increase
income. However, providing more and/or better quality features usually requires an investment
and hence usually involves increases in costs. Higher quality in this sense usually "costs more".

# 02. "Quality" means freedom from deficiencies-freedom from errors that require doing work
over again (rework) or that results in field failures, customer dissatisfaction, customer claims and
so on. In this sense, the meaning of quality is oriented to costs, and higher quality usually "costs
less".

 Product features that meet customer needs

Higher quality enables company to:

 Increase customer satisfaction
 Make products salable
 Meet competition
 Increase market share
 Provide sales income
 Secure premium prices
 The major effect is on sales.
 Usually, higher quality costs more.

 Freedom from deficiencies

Higher quality enables companies to:

 Reduce error rates
 Reduce rework, waste
 Reduce field failures, warranty charges
 Reduce customer dissatisfaction
 Reduce inspection, test
 Shorten time to put new products on the market
 Increase yields, capacity
 Improve delivery performance
 Major effect is on costs.
 Usually, higher quality costs less

Making Quality Happen

Juran believed that turning company goals into results, or making results happen, is done through
managerial processes. When a company’s goal is quality, they need managerial processes that
focus on quality.

Juran defined three managerial processes that are necessary to manage for quality. The three
processes combined are called the Juran Trilogy and include quality planning, quality control and
quality improvement.

Juran Trilogy

 Quality planning, Quality control and Quality improvement

 Establish quality goals.

 Identify the customers.
 Determine the needs of the customers.
 Develop product features that respond to customer needs.
 Develop processes able to produce the product features.
 Establish process controls.
 Transfer the plans to the operating forces.
 Evaluate actual performance.
 Compare actual performance with quality goals.
 Act on the difference.
 Prove the need Establish the infrastructure.
 Identify the improvement projects.
 Establish project teams.
 Provide the teams with resources training, and motivation to:
o Diagnose the causes
o Stimulate remedies
 Establish controls to hold the gains.

Conclusion

Throughout his career Joseph M. Juran has led a very successful life and has made many
contributions to the fields of quality control and quality management. During his career Juran
taught many of society’s leaders and affected the entire world.

There are many people who haven given quotes of approval regarding Juran. Among these
people are Steve Jobs founder of Apple Computer, Peter Drucker, a writer and theorist and
Lawrence Appley chairman emeritus of the American Management Association.

The quote that says the most is given by Jungi Noguchi, Executive Director of the Japanese
Union of Scientists and Engineers, who stated, “Dr. Juran is the greatest authority on quality
control in the entire world.”
 Juran never sought fame through his work; he only wanted to make sure that his
accomplishments were purposeful and genuine. Juran was once quoted saying that “…it
wouldn’t bother me if I’m not remembered at all.” As long as there is an interest in quality, Juran
will not be forgotten.

Philip Crosby
‘Zero Defects’ and ‘Right First Time’

 Philip Crosby is an American who promoted the phrases “zero defects” and “right first time”.

“Zero defects” doesn’t mean mistakes never happen, rather that there is no allowable number

of errors built into a product or process and that you get it right first time.

 Philip Crosby believes management should take prime responsibility for quality, and workers

only follow their managers’ example. He defined the Four Absolutes of Quality Management.

 The Four Absolutes of Quality Management

1. Quality is conformance to requirements

2. Quality prevention is preferable to quality inspection

3. Zero defects is the quality performance standard

4. Quality is measured in monetary terms – the price of non-conformance

 Crosby's 14 Steps to Quality Improvement

#1 Management is committed to quality – and this is clear to all

#2 Create quality improvement teams – with (senior) representatives from all departments.

#3 Measure processes to determine current and potential quality issues.

#4 Calculate the cost of (poor) quality

#5 Raise quality awareness of all employees

#6 Take action to correct quality issues

#7 Monitor progress of quality improvement – establish a zero defects committee.

#8 Train supervisors in quality improvement

#9 Hold “zero defects” days

#10 Encourage employees to create their own quality improvement goals

#11 Encourage employee communication with management about obstacles to quality

#12 Recognize participants’ effort

#13 Create quality councils

#14 Do it all over again – quality improvement does not end

 Philip Crosby has broadened his approach to include wider improvement ideals. He defined

the Five characteristics of an“Eternally Successful Organization” i.e.

#1 People routinely do things right first time

#2 Change is anticipated and used to advantage

#3 Growth is consistent and profitable

#4 New products and services appear when needed

#5 Everyone is happy to work there

Dr Kaoru Ishikawa
 Dr Kaoru Ishikawa (1915 – 1989), amongst other things, gave his name to the Ishikawa

diagram. The Ishikawa diagram is also known as the “fishbone diagram” or “cause and

effect diagram” and is a problem-solving tool used in Quality Circles.

 Kaoru Ishikawa received many esteemed quality awards including the Deming Prize. He led

the “Total Quality Control” movement with focus on statistical quality control techniques

such as control charts and Pareto charts.

 Quality Circles

 Kaoru Ishikawa led the concept and use of Quality Circles. The intended purpose of a

Quality Circle is to;

#1 Support the improvement and development of the company

#2 Respect human relations in the workplace and increase job satisfaction

#3 Draw out employee potential

 He believed quality must be companywide – including the product, service, management,

the company itself and the people. Quality improvement must be companywide in order to be

successful and sustainable.

 Many, including Juran and Crosby, consider Kaoru Ishikawa’s teachings to be more

successful in Japan than in the West.

Genichi Taguchi
Quality Loss Function and Robust Design
 Genichi Taguchi (1924) is a Japanese quality expert, known for the Quality Loss Function and

for methodologies to optimise quality at the design stage – “robust design”. Taguchi received

formal recognition for his work including Deming Prizes and Awards.

 Genichi Taguchi considers quality loss all the way through to the customer, including cost

of scrap, rework, downtime, warranty claims and ultimately reduced market share.

 Genichi Taguchi's Quality Loss Function

 The Quality Loss Function gives a financial value for customers' increasing dissatisfaction

as the product performance goes below the desired target performance.

 Equally, it gives a financial value for increasing costs as product performance goes above the

desired target performance. Determining the target performance is an educated guess, often

based on customer surveys and feedback.

 The quality loss function allows financial decisions to be made at the design stage regarding

the cost of achieving the target performance.

 Quality through Robust Design Methodology

Taguchi methods emphasised quality through robust design, not quality through

inspection. Taguchi breaks the design process into three stages:

#1 System design - involves creating a working prototype

#2 Parameter design - involves experimenting to find which factors influence product

performance most

#3 Tolerance design - involves setting tight tolerance limits for the critical factors and looser

tolerance limits for less important factors.

 Taguchi’s Robust Design methodologies allow the designer through experiments to determine

which factors most affect product performance and which factors are unimportant.

 The designer can focus on reducing variation on the important or critical factors.

Unimportant or uncontrollable “noise” factors have negligible impact on the product

performance and can be ignored.

 Robust Design of Cookies

 This is easier explained by example. If your business makes cookies from raw ingredients,

there are many possible factors that could influence the quality of the cookie - amount of

flour, number of eggs, temperature of butter, heat of oven, cooking time, baking tray material

etc.

 With Genichi Taguchi’s Robust Design methodologies you would set up experiments that

would test a range of combinations of factors - for example, high and low oven temperature,

with long and short cooking time, 1 or 2 eggs, etc. The cookies resulting from each of these

trials would be assessed for quality.

 A statistical analysis of results would tell you which the most important factors are, for

example oven temperature affects cookie quality more than the number of eggs.

 With this knowledge you would design a process that ensures the oven maintains the optimal

temperature and you would be able to consistently produce good cookies.

 Shigeo Shingo
Poka Yoke, Source Inspection, Mistake Proofing and SMED

 Shigeo Shingo (1919 – 1990), is better known for his work than his name.

 His work includes Poka Yoke, Source Inspection, Mistake Proofing, SMED (Single Minute

Exchange of Die) and contribution to Just In Time (JIT) production.

 Shigeo Shingo's quality teachings were successful as they were practical and action oriented.

 Poka Yoke

 “Poka yoke” is about stopping processes as soon as a defect occurs, identifying the defect

source and preventing it from happening again. Statistical quality inspection will ultimately no

longer be required, as there will be no defects to detect – “zero defects”.

 Poka yoke relies on source inspection, detecting defects before they affect the production line

and working to eliminate the defect cause.

 Mistake Proofing

 Mistake proofing is also a component of Poka Yoke.

 Shingo introduced simple devices that make it impossible to fit a part incorrectly or make it

obvious when a part is missing. \

 This means that errors are prevented at source, supporting a zero defects process.

 SMED (Single Minute Exchange of Die)

 Shigeo Shingo developed SMED (single minute exchange of die) techniques for quick

changeovers between products.

 By simplifying materials, machinery, processes and skills, changeover times could be reduced

from hours to minutes.

 Quick changeovers meant products could be produced in small batches or even single units,

with minimal disruption.

 This enabled Just In Time production, as pioneered by the Toyota company.

 Just in Time Production

 Just In Time production is about supplying the customer with what they want, exactly when

they want it.

 Traditional manufacturing tended to large batch production as this gave economies of scale,

however required large inventories of raw materials and finished goods. Orders are “pushed”

through the system.

 The aim of Just In Time is to minimise inventories by only producing what is required, when

it is required. Orders are “pulled” through the system, triggered by a customer order. This
reduces costs and waste throughout the production process. In summary, Shigeo Shingo

focused on practical differences that made immediate differences, rather than theory.