APPROACHES TO TOTAL

QUALITY MANAGEMENT
Engr. Jerome V. Katigbak
 APPROACHES TO TQM
TQM Gurus, Quality Experts, Quality Gurus
• Walter Andrew Shewhart
• William Edwards Deming
• Joseph Moses Juran
• Philip Bayard Crosby
• Armand Feigenbaum
• Kaoru Ishikawa
 GURU

• “Respected Teacher”
• “Spiritual Leader”
• “Good Person”
• A wise person who in his field has not only made a great
contribution and innovation, but also a large-scale revolution.
Shewhart Deming Juran Crosby Feigenbaum Ishikawa
 Walter A. Shewhart
physicist, engineer and statistician
• American
• March 18, 1891 to March 11, 1967
• “Father of Statistical Quality Control”
• Shewhart Cycle, Schematic Control Chart,
Process Quality Control
• Bell Telephone (1925 – 1956), American Society
of Testing and Materials (1933), American War
Standards (World War II)
PLAN-DO-STUDY-ACT
 William Edwards Deming
engineer, statistician, professor, author,
lecturer and management consultant
• American
• October 14, 1900 to December 20, 1993
• “Japanese Post-War Economic Miracle”
• Plan-Do-Check-Act (PDCA), Deming Philosophy,
14 Key Principles (14 Points), System of
Profound Knowledge, Seven Deadly Diseases
 PDCA
Plan-Do-Check-Act
It is an iterative four-
step management method used
in business for the control and
continuous improvement of
processes and products.
 DEMING’S PHILOSOPHY
Definition of Quality
𝐑𝐞𝐬𝐮𝐥𝐭𝐬 𝐨𝐟 𝐖𝐨𝐫𝐤 𝐄𝐟𝐟𝐨𝐫𝐭𝐬
𝐐𝐮𝐚𝐥𝐢𝐭𝐲 =
𝐓𝐨𝐭𝐚𝐥 𝐂𝐨𝐬𝐭

• When people and organizations focus primarily on quality, quality

tends to increase and costs fall over time.
• When people and organizations focus primarily on costs, costs
tends to rise and quality declines over time.
 SYSTEM OF PROFOUND KNOWLEDGE

Appreciation of a System Knowledge of Variation

• An understanding of the way that the • An understanding of the variation occurring
company’s processes and systems work and the causes of the variation

Theory of Knowledge Knowledge of Psychology

• An understanding of what can be known • An understanding of human nature
 DEMING’S 14 KEY PRINCIPLES (14 POINTS)

1. Create constancy of purpose toward improvement of product and service.

2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of a price tag alone.
5. Constantly and forever improve the system of production and service.
 DEMING’S 14 KEY PRINCIPLES (14 POINTS)

6. Institute training on the job.

7. Institute leadership.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments.
10.Eliminate slogans, exhortations, and targets for the work force asking for
zero defects and new levels of productivity.
 DEMING’S 14 KEY PRINCIPLES (14 POINTS)

11.Remove barriers that rob the hourly worker of his right to pride of
workmanship.
12.Remove barriers that rob people in management and in engineering of
their right to pride of workmanship.
13.Institute a vigorous program of education and self-improvement.
14.Put everybody in the company to work to accomplish the transformation.
 SEVEN DEADLY DISEASES

1. Lack of constancy of purpose

2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual review of performance
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive
7. Excessive cost of warranty, fueled by lawyers work for contingency fees
 Joseph M. Juran
engineer and management consultant
• Romanian-Born American
• December 24, 1904 to February 28, 2008
• “Evangelist for Quality and Quality
Management”
• Apply the Pareto Principle, Management
Theory, Juran Trilogy, Ten Steps to Quality
Improvement
 JURAN’S Definition of Quality

𝐐𝐮𝐚𝐥𝐢𝐭𝐲 = 𝐅𝐢𝐭𝐧𝐞𝐬𝐬 𝐟𝐨𝐫 𝐔𝐬𝐞

• Quality as fitness for use in terms of design, conformance,

availability, safety and field use
 PARETO PRINCIPLE

• Juran stumbled across the work of Vilfredo Pareto and began

to apply the Pareto principle to quality issues
• 80% of a problem is caused by 20% of the causes
• “the vital few and the trivial many”
 JURAN’S MANAGEMENT THEORY

• Principal Focus: quality of the end/finished/product

• Adding human dimension to quality (education and training)
• “resistance to change” was the toot cause of quality issues
 Identify the customers
and their needs.
Develop the product
Quality base from the needs.
Planning Optimize the product

Universal Prove that the process

JURAN Processes for Quality can produce the product
under operating
Managing Control
TRILOGY Quality
conditions with minimal
inspection.

Quality
Improvement Develop a process which
is capable of producing
better product.
JURAN TRILOGY DIAGRAM
 TEN STEPS TO QUALITY IMPROVEMENT

1. Build awareness of the need and 6. Report progress

opportunity for improvement
2. Set goals for improvement
3. Organize to reach the goals
4. Provide training
5. Carry out projects to solve
problems
7. Give recognition
8. Communicate results
9. Keep score
10.Maintain momentum by making
annual improvement part of the
regular systems and processes of
the company
 Philip B. Crosby
businessman and author
• American
• June 18, 1926 to August 18, 2001
• Zero Defects Program at Martin Company, 25%
percent reduction in the overall rejection rate
and a 30% reduction in scrap cost for Pershing
Missile Program
 CROSBY’S Definition of Quality

𝐐𝐮𝐚𝐥𝐢𝐭𝐲 = 𝐂𝐨𝐧𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐭𝐨 𝐭𝐡𝐞 𝐑𝐞𝐪𝐮𝐢𝐫𝐞𝐦𝐞𝐧𝐭𝐬

• Quality as conformance to the requirements which the

company itself has established for its products based upon the
customers needs.
 CROSBY’S KEY THEORY

• Emphasis is on prevention, not inspection and cure.

• The goal is to meet requirements on time, first time and every
time.
• Zero defects does not mean that people never make mistakes
but that companies should not begin with allowances or sub-
standard targets with mistakes as built-in expectation.
 CROSBY’S PRINCIPLE OF ZERO DEFECTS

1. Quality is defined as conformance to requirements, not as

“goodness” or “elegance”.
2. The system of quality is prevention, not appraisal.
3. The performance standard must be Zero Defects, not “that’s
close enough”.
4. The measurement of quality is the Price of Nonconformance, not
indices.
 CROSBY’S 14 STEPS

1. Management commitment 8. Employee education

2. Quality improvement team
3. Quality measurement
4. The cost of quality
5. Quality awareness
6. Corrective action
7. Zero defects action
9. Zero Defects Day
10.Goal setting
11.Error-cause removal
12.Recognition
13.Quality councils
14.Do it over again
 Armand V. Feigenbaum
quality control expert and businessman
• American
• April 6, 1920 to November 13, 2014
• Total Quality Control, Total Quality
Management (TQM), Three-Step to Improving
Quality, Fundamental Ideas of Feigenbaum’s
Systamic Approach for Quality, Efficient Quality
Management
• World Class Companies: General Electric (GE),
Hitachi, Toshiba
 THREE-STEP TO IMPROVING QUALITY

• Quality Leadership
• Quality Technology
• Organizational Commitment
 FUNDAMENTAL IDEAS OF FEIGENBAUM’S
SYSTEMATIC APPROACH FOR QUALITY

• Quality is a company-wide process

• Quality is what the customer says it is
• Quality and cost are a sum, not a difference
• Quality requires both individual and team zealotry
• Quality is a way of managing
 FUNDAMENTAL IDEAS OF FEIGENBAUM’S
SYSTEMATIC APPROACH FOR QUALITY

• Quality and innovation are mutually dependent

• Quality is an ethic
• Quality requires continuous improvement
• Quality is the most cost-effective, least capital-intensive route
to productivity
• Quality is implemented with a total system connected with
customers and suppliers
 EFFICIENT QUALITY MANAGEMENT

• Setting quality standards

• Appraising conformance to these standards
• Acting when standards are not met
• Planning for improvement in these standards
 Kaoru Ishikawa
organizational theorist and professor
• Japanese
• July 13, 1915 to April 16, 1989
• Cause-and-Effect Diagrams (Fishbone Diagram
or Ishikawa Diagram), Seven QC Tools
 CAUSE-AND-EFFECT DIAGRAMS
Fishbone Diagram or Ishikawa Diagram
 SEVEN QC TOOLS
• Pareto Chart
• Cause-and-Effect Diagram
• Stratification Chart
• Scatter Diagram
• Check Sheet
• Histogram
• Control Chart
END OF PRESENTATION
Thank You!