Quality Management Gurus

Outline
We have eight Gurus :
1. W. Edwards Deming
2. Joseph M. Juran
3. Philip B. Crosby
4. Armand Vallin Feigenbaum
5. Kaoru Ishikawa
6. David A. Garvin
7. Shigeo Shingo
8. Genichi Taguchi
Despite there are eight gurus in assessing total quality management , but there are
differences in their opinions.
Three groups of gurus

W. Edwards Deming
• Born:- October 14, 1990.
• Died:- December 20, 1993
• Dr. W. Edwards Deming is known as the father of the Japanese post-war
industrial revival and as regarded by many as the leading quality guru in the
United States.
• His expertise was used during World War II to assist the United States in its
effort to improve the quality of war materials
- 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 focus on 5 ideas :
1. Statistical process controlling (SPC)
2. Deming philosophy
3. Deming 14 points
4. Deming Cycle (for continuous improvements)
5. Seven deadly diseases of quality
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 :-
I. Common causes : which inherent to the process as Machine fails
II. Special causes : Not inherent to the process and should be defined such as poor
performance
III. Natural Variation: producing certain amount of defects
IV. Significantly different variation: Discovering exactly where it is by
management.
Note. Deming said :
*80% depends on management
*20% depends on employee
2. Deming Philosophy : The quality and the productivity increases when the
process fluctuation Decreases
3. Deming 14 points:
• Create constancy of purpose for improving products and services.
• Adopt the new philosophy.
• Cease dependence on inspection to achieve quality.
• End the practice of awarding business on price alone; instead, minimize total cost
by working with a single supplier.
• Improve constantly and forever every process for planning, production and
service.
• Institute training on the job.
• Adopt and institute leadership.
• Drive out fear.
• Break down barriers between staff areas.
• Eliminate slogans, exhortations and targets for the workforce.
• Eliminate numerical quotas for the workforce and numerical goals for
management.
• Remove barriers that rob people of pride of workmanship, and eliminate the
annual rating or merit system.
• Institute a vigorous program of education and self improvement for everyone.
• Put everybody in the company to work accomplishing the transformation.
4. Deming's cycle
5. Deming's Seven Deadly Diseases
• Lack of constancy of purpose to plan product and service that will have a market
and keep the company in business, and provide jobs.
• Emphasis on short-term profits: short-term thinking (just the opposite from
constancy of purpose to stay in business), fed by fear of unfriendly takeover, and
by push from bankers and owners for dividends.
• Evaluation of performance, merit rating, or annual review.
• Mobility of management; job hopping.
• Management by use only of visible figures, with little or no consideration of
figures that are unknown or unknowable.
• Excessive medical costs.
• Excessive costs of liability, swelled by lawyers that work on contingency fees.
Joseph M. Juran
• Born:- December 20, 1904
• Died:- February 28, 2008
• American
• 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.
Juran Ideas are :
1. Quality definition
2. Breakthrough concept
3. Internal customer
4. Quality Trilogy
5. Pareto analysis
6. Cost of quality
7. Quality council
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 ?
2. Breakthrough concept : 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
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 . 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.
• 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
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.
Philip B. Crosby
* Known as The Fun Uncle of the Quality Revolution
• Born:- June 18, 1926
• Died:- August 18, 2001
• American
• Where Philip Crosby excellence was in finding a terminology for quality
that mere mortals could understand.
• He popularized the idea of the "cost of poor quality", that is, figuring out how
much it really costs to do things badly.
• 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 .
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 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
• Born:- April 6, 1922
• Died:- November 13, 2014
• He was 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.
• He does not get the great attention that the others (Deming, Juran, Ishikawa, etc.)
get.
• Feigenbaum believed that quality was a way of operating or a way of life, thus
the term "Total Quality."
• Believes that quality has become the single most important force leading to
organizational success and growth.
• 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 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.
• 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.
• 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 be understood first."
• 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
• 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.
• 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
• Born:- July 13, 1915
• Died:- April 16, 1989
• 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
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 cause and - 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
• Born:- 1909
• Died:- 1990
• Shigeo Shingo, born in Saga City, Japan.
• He 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-in-
Time 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.
He distinguished between “errors”, which are inevitable, and “defects”, which
result when an error reaches a customer, and the aim of Poka-Yoke 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.
Genichi Taguchi
• Born:- January 1, 1924
• Died:- June 2, 2012
• Genichi Taguchi was 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.
• 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
• 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