13-08-2019

Dr. W. EDWARDS DEMING

Born in USA , studied at University of Wyoming, Laramie, University of Caloroda and at
Yale University
Influenced by Walter A Shewart on his Statistical Process Control theory
Worked with Agricultue and Census Department of US,
Worked under Gen. Douglas MacArthur, in Japan and became known for the
Japanese post-war economic miracle
Worked as Professor at New York University and Columbia University and founded
Deming Center for Quality, Productivity and Competitiveness at Columbia University
Founder of the W.Edwards Institute for improvement of Productivity and Quality at
Washington DC.
Honors:
Japan’s Order of the Sacred Treasure, Second Class awarded by the Emperor of Japan
Inducted into the Automotive Hall of Fame
Awarded with honorary Ph.D from Orgeon State University
Awarded with National Medal of technology
Distinguished Career in Science award from the National Academy of Science

Dr. W. EDWARDS DEMING - CONTRIBUTIONS

Best-known quality expert for providing the foundation for the Japanese quality miracle after
the World War II and making Japan to emerge as an economic power

Has authored many books on quality the most popular are

“Out of the Crisis and Quality”,

“Productivity and Competitive Position”

His philosophy (the 14 points) forms the basic theory of TQM

Advocated that all managers need to have what he called a System of Profound Knowledge

Deming diagnoses Seven Deadly Diseases, usually the major obstacles for the successful
implementation of TQM,

Has proposed the continuous improvement methodology Plan-Do-Study-Act cycle (PDSA)

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Dr. W. EDWARDS DEMING – CONTRIBUTIONS

DEMING’S PHILOSOPHY - 14 POINTS

1. Create and publish the ‘Aims and Purposes’ of the organisation

Develop this statement with inputs from all the stakeholders and incorporating long term goal
This statement must be published well across the organisation.

2. Learn the ‘New Philosophy’

The top management and everyone must learn and committed to :
•Refuse to accept non-conformance
•Commit to the never ending improvement of the process
•Customer satisfaction is the number one priority
•Everyone is responsible for quality

3. Understand the purpose of inspection

Mass inspection means it is managing the dective parts produced.
Defect prevention means it managing for success
Inspection must be to improve the process, prevent the defects

Dr. W. EDWARDS DEMING – CONTRIBUTIONS

DEMING’S PHILOSOPHY - 14 POINTS
4. Stop awarding business based on price alone
Suppliers are our business partners.
Develop a long-term relationship of loyalty and trust.
The focus on the quality and life cycle cost rather than the price.
5. Improve constantly and forever the system
Keen in watching and identifying the problems and correcting them.
Focus on prevention of the problem before they happen
6. Institute Training
to understand the new philosophy, skills in improvement techniques, statistical methods
7. Teach and institute Leadership
To create a positive, supportive atmosphere where pride in workmanship can flourish
8. Drive out Fear, create trust, and create a climate for innovation
Remove all the causes of fear like job insecurity, not knowing the job, lack of required skill,
possible physical harm, poor supervision, improper performance appraisal, ignorance of
organisation goals etc.
Provide adequate training, tools and ambience and treat the employees with dignity

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Dr. W. EDWARDS DEMING – CONTRIBUTIONS

DEMING’S PHILOSOPHY - 14 POINTS
9. Optimize the efforts of teams, groups and staff areas
Go for reorganisation (considering its long term perspective), break the barriers and unit the
people across to work together as teams to achieve the common goals of the organisations.

10. Eliminate exhortations of the Work Force

Exhortations that ask for immediate unrealistic increase in productivity, improvement in the
process will lead to handicap for the progress
Goals should be set that are achievable (and match with the long term success of the
organisation) and after providing adequate training and time

11. (a) Eliminate Numerical Quotas for the work force

•The time standards focus on the quantity rather than quality and will lead to poor
workmanship.
•Instead, the focus must be on continuous process improvement
(b) Eliminate Management by Objective

Dr. W. EDWARDS DEMING – CONTRIBUTIONS

DEMING’S PHILOSOPHY - 14 POINTS

12. Remove barriers that rob people of pride of workmanship

When the workers are proud of their work, they go to the fullest extent of improving it, on a
continuous manner. They lose their pride when they are blamed for not their mistakes, when
not provided with adequate training, tools, good supervision and so on.
13.Encourage education and self improvement for every one
Training and retraining is a continuous requirement of any organisation as it needs to meet
newer and newer challenges as the environment changes. The management must be
committed to this process.
14. Take action to accomplish the transformation
The management must create a new corporate structure to implement this new philosophy
and accept the primary responsibility of implementing the TQM. It must be committed,
involved accessible all the time for the successful implementation of this new philosophy.

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Dr. W. EDWARDS DEMING – CONTRIBUTIONS

DEMING’S PHILOSOPHY - System of Profound Knowledge

Deming advocated that all managers need to have what he called a System of
Profound Knowledge, consisting of four parts:

1.Appreciation of a system: understanding the overall processes involving

suppliers, producers, and customers (or recipients of goods and services);
2. Knowledge about variation: the range and causes of variation in quality,
and use of statistical sampling in measurements;
3.Theory of knowledge: the concepts explaining knowledge and the limits of
what can be known.
4. Knowledge of psychology(of change): concepts of human nature.

Dr. W. EDWARDS DEMING – CONTRIBUTIONS

DEMING’S PHILOSOPHY – Seven Deadly Deseases

Deming diagnoses Seven Deadly Diseases, usually the major obstacles for the successful
implementation of TQM, which includes

1. Lack of constancy of purpose

2. Emphasis of short-term goals or profits
3. Performance evaluation, merit rating or annual performance appraisal
4. Frequent mobility of management (especially of a larger organisation)
5. Running the organisation only on visible figures alone
6. Excessive medical costs
7. Excessive costs of warranty

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Dr. W. EDWARDS DEMING – CONTRIBUTIONS

DEMING’S PHILOSOPHY – PDSA

The PDSA cycle has four steps;

1. Plan carefully what is to be done
2. Do exactly as per the plan
3. Study the results as whether the plan work as intended or the results are different from
expected.
4. Act based on the result, and make modification in the next plan, based on the knowledge
from the result and repeat the cycle continually for continuous improvement

Dr. PHILIP B. CROSBY

Born in Wheeling, West Virginia, Studied at Ohio College of Podiatric

Medicine but never practiced and became a successful business-man

Served in the Navy during World War II and Korean War and various
companies in North America and developed his own Quality management
policies which became very popular world over.

Founded Philip Crosby Associates Inc which had ten offices in 9 different
countries and later Philip Crosby Associates II Inc and then Career IV

His contributions made the quality world to recognize him a quality guru
and his methodologies are included in the TQM framework.

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Dr. PHILIP B. CROSBY - CONTRIBUTIONS

Proposed Fourteen-step program for Quality Improvement

Has authored many books on quality the most popular are

“Quality is Free” ”,

“Quality Without Tears”

He proposed Four Absolutes for Quality Management

Advocated ‘doing it right in the first time’ (DRIFT)

Introduced the concept ‘Zero Defects’ (ZD)

Dr. PHILIP B. CROSBY– CONTRIBUTIONS

FOURTEEN-STEP PROGRAM

1. MANAGEMENT COMMITMENT - Top-level view on quality shown to all employees.

2. THE QUALITY IMPROVEMENT TEAM - To pursue the quality regime throughout the
business.
3. QUALITY MEASUREMENT - Analysis of business quality performance in a meaningful
manner, for example late deliveries, budgeted to actual sales/deliveries/costs/etc. Keep it
simple for all to understand.
4. THE COST OF QUALITY - Make sure everyone in the business understands the need for a
quality system, and the costs to the business if there is no quality system in place.
5. QUALITY AWARENESS - Again make everyone in the business aware of the impact of
quality systems.
6. CORRECTIVE ACTION - Ensure a system is in place for analyzing defects in the system and
applying simple cause and effect analysis, to prevent re-occurrence.
7. ZERO DEFECTS PLANNING - Look for business activities to which zero defect logic should
be applied.

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Dr. PHILIP B. CROSBY– CONTRIBUTIONS

FOURTEEN-STEP PROGRAM
8. SUPERVISOR TRAINING - Get your supervisors trained in both quality logic and zero defect
appreciation which they can apply to their business activities.
9. ZERO DEFECTS DAY - A quality event by which all members of the effected section become
aware that a change has taken place.
10. GOAL SETTING - Once a change has been implemented in a section of the business, the next
step is to get the employees and supervisors in that section to set goals for improvement to
bring about continuous improvement.
11. ERROR CAUSE REMOVAL - Communication process by which management are made
aware that set goals are difficult to achieve in order for either the goals to be reset or help given
by management to achieve the goals.
12. RECOGNITION - Management must recognize the employees who participate in the quality
schemes.
13. QUALITY COUNCILS - Using both specialist knowledge and employee experiences to bring
about a focused approach to business quality regime.
14. DO IT OVER AGAIN - Continuous improvement means starting from the beginning again
and again.

Dr. PHILIP B. CROSBY– CONTRIBUTIONS

FOUR ABSOLUTES
1. Quality is conformance to requirements
The customers’ needs must be understood clearly, translated into measurable requirements
and if the degree of conformance to those requirements define the quality of the product; and
nothing else!
2. Prevention of non-conformance is the objective not appraisal
Instead of focusing on inspection of the produced products to ensure defects free supply to the
customers (100 percent defect free is never achieved) prevention of errors that lead to defect
generation must be the goal of the quality system.
3. The performance standard is Zero Defects (ZD) not “that is close enough”
Hunt for causes of errors, eradicate them (through mistake proofing) and ensure that not a
single defect (zero defects) is generated and unknowingly supplied to the customer. Nothing
less than zero defects should be the performance standard to be fixed to the quality system.
4. The measurement of quality is the cost of non-conformance
Cost of non-conformance is actually the price, the company has to pay for producing the
conforming product which should be the bare minimum and that must be the measure of
quality of the whole organisation

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Dr. ARMAND V. FEIGENBAUM

Studied at Union College and MIT

Worked with General Electric as the Director of Manufacturing

Operations

President and CEO of General Systems Company, Pittsfield

Served as the President of the American Society of Quality

Recipient of Edward Deming Medal and the Lancaster Award.

Dr. ARMAND V. FEIGENBAUM - CONTRIBUTIONS

Developed the concept of ‘hidden plant’ in every organisation busy in correcting the mistakes
generated

Has authored many books on quality the most popular is

“Total Quality Control” in 1951

Popular quote: “Quality is everybody’s job, but because it is everybody’s job, it can become
nobody’s job without the proper leadership and organisation”

Feigenbaum quality principles:

• Customer satisfaction
• Genuine management involvement
• Employee involvement
• First-line supervision leadership and
• Company-wide quality control

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Dr. ARMAND V. FEIGENBAUM – CONTRIBUTIONS

TEN ATTRIBUTES TO QUALITY SYSTEM

1. Quality control must be a company-wide process.

2. Quality is defined by the customer.
3. Quality and cost is a sum, not a difference.
4. Quality requires both individual and team enthusiasm.
5. Quality is a way of managing.
6. Quality and innovation are interdependent.
7. Quality is an ethic.
8. Enhanced quality demands continuous improvement.
9. Quality is the most cost-effective and least capital-intensive route to productivity.
10. Quality is implemented with a total system connected with customers and suppliers.