Republic of the Philippines

NUEVA ECIJA UNIVERSITY OF SCIENCE AND TECHNOLOGY

COLLEGE OF MANAGEMENT AND BUSINESS TECHNOLOGY
HOSPITALITY MANAGEMENT DEPARTMENT

UNIT I Lesson 2:

HISTORICAL
PHILOSOPHIES
OF QUALITY
HISTORICAL PHILOSOPHIES OF QUALITY
• Philosophy
- The study of the theoretical basis of a
particular branch of knowledge or experience.
 LEADERS
in
QUALITY REVOLUTION
• WALTER A. SHEWHART
• W. EDWARDS DEMING
• JOSEPH M. JURAN
• PHILIP B. CROSBY
• ARMAND V. FEIGENBAUM
• KAURU ISHIKAWA
 WALTER A. SHEWHART
• Statistician at Bell
Laboratories
• Developed statistical
control process methods
to distinguish between
random and nonrandom
variation in industrial
processes to keep
processes under control.
 WALTER A. SHEWHART
• Developed the “plan-
do-check-act” (PDCA)
cycle that emphasizes
the need for continuous
improvement.
• Strongly influenced
Deming and Juran.
 PLAN-DO-CHECK-ACT (PDCA) CYCLE

Source: “The PDCA Cycle” from Deming Management at Work by Mary Walton, copyright © 1990 by Mary Walton. Used by permission of
G. P. Putnam’s Sons, a division of Penguin Putnam, Inc.
W. EDWARDS DEMING
• The Deming philosophy
focuses on continual
improvements in product and
service quality by reducing
uncertainty and variability in
design, manufacturing, and
service processes, driven by
the leadership of top
management.
W. EDWARDS DEMING
• He has the most influence
on quality management
compared to the other
leaders in quality
revolution.
• Demonstrated that quality
products are less costly
than poor quality products.
W. EDWARDS DEMING
• Identified 14 points critical
for improving quality.

–The Deming Prize

• Highest award for
industrial excellence in
Japan.
Deming’s 14-Point Program for Improving Quality
1. Create constancy of purpose for improvement of product
and service.
2. Adopt the new philosophy.
3.Cease dependence on mass inspection.
4. End the practice of awarding business on the price tag
alone.
5. Improve constantly and forever the system of production
and training.
6.Institute training.
7.Institute leadership.
Source: “14 Point System” from Deming Management at Work by Mary Walton, copyright © 1990 by Mary
Walton. Used by permission of G. P. Putnam’s Sons, a division of Penguin Putnam, Inc.
Deming’s 14-Point Program for Improving Quality
8.Drive out fear.
9.Break down barriers between staff areas.
10.Eliminate slogans, exhortations, and targets for the
workforce.
11.Eliminate numerical quotas.
12.Remove barriers to pride in workmanship.
13.Institute a vigorous program of education and
retraining.
14.Take action to accomplish the program.
Source: “14 Point System” from Deming Management at Work by Mary Walton, copyright © 1990 by Mary
Walton. Used by permission of G. P. Putnam’s Sons, a division of Penguin Putnam, Inc.
14 points caused some confusion, so Deming simplified the elements
into a “system of profound knowledge”

Appreciation for a system

• A system is a set of functions or activities
within an organization that work together for
the aim of the organization
• A system is composed of many smaller,
interacting subsystems
14 points caused some confusion, so Deming simplified the elements
into a “system of profound knowledge”

Understanding Variation
• Many sources of uncontrollable variation exist
in any process
• Excessive variation results in product failures,
unhappy customers, and unnecessary costs
14 points caused some confusion, so Deming simplified the elements
into a “system of profound knowledge”

Theory of Knowledge
• The branch of philosophy concerned with the
nature and scope of knowledge, its basis, and
the general reliability of claims to knowledge
• Deming emphasized that knowledge is not
possible without theory, and experience alone
does not establish a theory
14 points caused some confusion, so Deming simplified the elements
into a “system of profound knowledge”

Psychology
• It helps us understand people, interactions between
people and circumstances, interactions between
leaders and employees, and any system of
management
• People are motivated intrinsically and extrinsically;
intrinsic motivation is the most powerful
• Fear is demotivating
 JOSEPH M JURAN
• Emphasized the
importance of
producing quality
products through an
approach focused on
quality planning,
control, and
improvement.
 JOSEPH M JURAN
• Defined product quality
as “fitness for use” as
viewed by the customer
in:
- Quality of design
- Quality of conformance
- Availability
- Safety
- Field use
 JOSEPH M JURAN
• Categorized the cost of
quality as:
- Cost of prevention
- Cost of detection/appraisal
- Cost of failure
 JURAN’S QUALITY TRILOGY
1. Quality planning: Process of preparing to meet
quality goals. Involves understanding customer
needs and developing product features.
• Identify who are the customers 
• Determine the needs of those customers.
• Translate those needs into our language.
• Develop a product that can respond to those needs.
• Optimize the product features so as to meet our
needs and customers needs.
 JURAN’S QUALITY TRILOGY
2. Quality control: Process of meeting quality
goals during operations. Control parameters.
Measuring the deviation and taking action.
• Develop a process which is able to produce
the product.
• Optimize the process
 JURAN’S QUALITY TRILOGY
3. Quality improvement: Process for breaking
through to unprecedented levels of
performance. Identify areas of improvement
and get the right people to bring about the
change.
• Prove that the process can produce the
product under operating conditions.
• Transfer the process to operations.
PHILIP B. CROSBY
•Preached that “quality
is free.”
•Believed that an
organization can
reduce overall costs by
improving the overall
quality of its
processes.
PHILIP B. CROSBY
Absolutes of Management
• Quality means conformance to
requirements not elegance.
• There is no such thing as quality
problem.
• There is no such thing as
economics of quality: it is always
cheaper to do the job right the first
time.
• The only performance
measurement is the cost of quality:
the cost of non-conformance.
 CROSBY PHILOSOPHY
Basic Elements of Improvement

• Determination (commitment by the top

management)
• Education (of the employees towards Zero
Defects (ZD))
• Implementation (of the organizational
processes towards ZD)
 ARMAND V. FEIGENBAUM
• Proposed the
concept of “total
quality control”
making quality
everyone’s
responsibility.
 THREE STEPS TO QUALITY
1. Quality Leadership, with a strong focus on
planning

2. Modern Quality Technology, involving the

entire work force

3. Organizational Commitment, supported by

continuous training and motivation
KAURU ISHIKAWA
– Developed problem-
solving tools such as the
cause-and-effect
(fishbone) diagram.
KAURU ISHIKAWA
– Called the father of quality
circles
• Instrumental in developing
Japanese quality strategy
• Influenced participative
approaches involving all
workers
• Advocated the use of simple
visual tools and statistical
techniques
“Quality is everyone’s
responsibility.”
E. Edwards Deming