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CHAPTER 3
GURUS OF TOTAL QUALITY MANAGEMENT
Objectives:

1. Identify the different quality gurus in quality management.

2. Recognize contributions of quality gurus in quality
management.

Dr. William Edwards Deming

(Oct. 14, 1900 - Dec. 20, 1993)
 Often referred to as the
“ FATHER OF QUALITY CONTROL”
 He is known for his 14 points, for the
Deming Chain Reaction and for the
Theory of Profound Knowledge.

 He modified the Shewart PDSA (plan, do, study, act)

cycle to what is now referred to as Deming Cycle (plan, do, check, act).
 Deming approach to TQM is mainly concentrated on the creation of an organizational
system that is based on cooperation and learning for facilitating the implementation of
process management practices.
 He said that the Top Management’s responsibility to create and communicate a vision to
move the firm toward continuous improvement.
 He said that only the customer can define the quality of any product or service.
 He also emphasized the importance of identification and measurement of customer
requirements, creation of supplier partnership, use of functional teams to identify and
solve quality problems, enhancement of employee skills, participation of employees and
pursuit of continuous improvement.
DEMING’S 14 POINT METHODOLOGY
1. Constancy of Purpose - Create firmness of purpose for continual improvement of
products and service and distribute resources to accommodate long term needs rather
than short term profitability with a plan to become competitive, stay in business and
provide jobs.
2. The New Philosophy - Transformation of the Western management style is necessary to
bring to an end the continued decline in the industry.
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3. Cease dependence on inspection - remove the need for mass inspection as a technique
to attain quality by building quality into the product in the first place.
4. End low cost tender contracts - Deming advised businesses to utilize single-sourcing for
long term relationships with a few suppliers leading to loyalty and opportunities for
shared improvement.
5. Improve every process - Management’s job is to constantly make better the system with
contribution from workers and management.
6. Institute training on the job – Introduce up to date methods of training on the job,
incorporating management to make greatest use of all employees.
7. Institute leadership – The management has to make sure that urgent action is taken on
reports of inherited defects, maintenance requirements, poor tools fussy operational
definitions and others conditions damaging to quality.
8. Drive out fear – Build fear-free environment where everyone can contribute and work
effectively.
9. Break down barriers – People work cooperatively with reciprocal trust, respect, and
appreciation for the needs of others in their work. Barriers between organizational levels
and departments are internal barriers. External barriers are between the company and its
suppliers, customers, investors, and community.
10. Eliminates exhortation – Such exhortations only form adversarial relationships. The
volume of the cases of low quality and low productivity belong to the system; thus, lie
outside the power of the workforce.
11. Eliminate arbitrary numerical targets – Remove work standards that stipulate numerical
quotas for the workforce and the numerical goals for people in the management.
12. Permit pride of workmanship – Eliminate the barriers that steal from hourly workers and
people in the management of their rights to pride of workmanships.
13. Encourage education – This point tackles the need for going and continuous education
and self-improvement for the whole organization.
14. Top management’s commitment – A clearly defined commitment by the top
management to constantly improve quality and productivity and strengthening of
obligations to put into practice all these principles is always advantageous to the
workforce and the organization.
Deming’s 7 Deadly Diseases
1. Lack of constancy of purpose to plan products and services that have a market sufficient
to keep the company in business and provide jobs.
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2. Stress on short-term profit; short-term thinking that is driven by a fear of unfriendly

takeover attempts and pressures from bankers and shareholders to generate dividends.
3. Personal review system for managers and management by objectives with no methods or
sources provided to achieve objectives; includes performance evaluations, merit rating,
and annual appraisals.
4. Job-hopping by managers.
5. Too much cost of liability driven up by lawyers who work on contingency fees.
6. Extreme medical cost.

7. Too much cost of liability driven up by lawyers who work on contingency fees.
Philip Bayard "Phil" Crosby
(June 18,1926 – Aug. 18,2001)
 He was a businessman and
author who contributed to
management theory and quality
management practices. Crosby
initiated the Zero Defects
program at the Martin Company
Philip Crosby came to national prominence with Publication of his book Quality is Free in 1979
He established the absolutes of quality management which states that the only performance
standard is zero detects and the basic elements of improvement

The essence of Crosby’s teachings is contained in what he calls the “Four Absolutes of Quality”
1. The Definition - Quality is conformance to requirements, not goodness
2. The System - Prevention, not appraisal
3. The Performance Standard - Zero defects
4. The Measurement - The price of non-conformance to requirements quality circles
Management must assess quality by continually tracking the cost of doing things erroneously,
Crosby calls this as the “price of non-conformance”.
• The Cost of Conformance - is focused on avoiding potential failures.
• The Non-conformance - in projects is the cost incurred as a result of any failure because
the quality expectations were not met.
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The requirements of a product need to be defined and specified clearly so that they are correctly
known, he emphasized that higher quality lessens costs and increases profits.

Crosby also prevents the quality management maturity grid which contain five stages.

He developed a 14-step Methodology:

1. Management Commitment - To make clear the management's position on quality
2. Quality Improvement Team - To carry out quality improvement program
3. Quality Measurement - To exhibit existing and possible non-comformance problems in
the way that permits objective evaluation and remedial action.
4. Cost of Quality - To identify the components of the cost of quality, and give details on it's
application as a management tool.
5. Quality awareness - To give method of elevating individual corner among the personnel
in the company towards conformance of the product and service, and the status of the
company on the subject of quality.
6. Corrective action - To offer a systematic method of deciding the problems recognized
through, action taken in the past
7. Zero defects planning - To study the different activities that must be performed as
groundwork for initiating the Zero defects program.
8. Supervisor training - To name the type of training that supervisor required to
energetically perform their roles with regard to the quality improvement program.
9. Zero defects day - to produce an event that will allow all employee appreciate through a
personal experience, that there has been change.
10. Goal setting - To twist promises and commitment into action by persuading individuals to
set up improvement goals for themselves and their groups
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11. Error-cause removal - To offer individual employees a way of communicating to the

management, the situations that make it not easy for employees to fulfil the promises to
improve
12. Recognition - To be thankful for those who contribute
13. Quality councils - To bring collectively professionals in the realm of quality for planning
communication on a customary basis with the workforce and management alike
14. Do it over again - To accentuate that the quality improvement program never ends.
DR. JOSEPH MOSES JURAN
(Dec. 24,1904 – Feb. 28, 2008)
• assisted the Japanese in their reconstruction
processes after WW II
• first became known in the U.S. as the editor of the
Quality Control Handbook (1951)

Juran introduced the quality trilogies (quality planning, quality control & quality improvement)

1. Quality Planning
involves identifying the customer’s needs and expectations, proposing products and
services, setting goals, giving training, implementation of projects, reporting,
recognizing and communicating outcome and improvements in systems.
2. Quality Control
concerns creating standards, naming measurements and methods thereof, contrasting
results with actual standards and construing the differences and taking action on
differences.
3. Quality Improvement
this is about the use of structured annual improvements projects and plans, need of
improvement, organizing to guide the projects, detecting the causes, giving and
verifying remedies and establishing control keep up gains made.

Which aspect of the Quality Trilogy is most vital ?

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It’s like asking “Which leg of a stool is most important ?”

- The stool cannot function effectively without all three.
The same with the trilogy.

Juran propounded the following message on quality:

1. Quality control must be essential part of management.
2. Quality is no mistake.
3. Quality must be planned.
4. There are no shortcuts to quality.
5. Make use of problems as sources of improvement.

Juran’s formula consists of:

1. Create an awareness about the need and propose an opportunity for improvement.
2. Set goals for improvements.
3. Systematize paths to attain the goals ( begin a quality council, identify problems, choose
projects, assign teams, delegate facilitators and so on )
4. Give training
5. Do projects to resolve problems
6. Inform progress
7. Provide recognition
8. Communicate outcome
9. Keep score
10. Uphold thrust by making yearly improvements component of the regular systems and
processes of the company.
In his view, the approach to managing for quality consists of:
1. The irregular problem is detected and acted upon by the process of quality control;
2. The constant problem needs a special process, namely, quality improvement

3. Such constant problems are traceable to a poor quality planning process.

Like Deming, Juran believes most quality problems are due to management not
employees. He states that the distinction between constant and irregular problems is
essential because there are different approaches to handling the problems.
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Breakthrough” activities or quality improvement include:

1. Breakthrough in attitudes – persuading those responsible that a change in quality level
is advantageous and practical;
2. Discovery of the vital few projects – determining which quality problem areas are
essential;
3. Organizing for breakthrough in knowledge – defining the organizational system for
attaining the knowledge for accomplishing a breakthrough;
4. Formation of a steering arm – defining and staffing a system for directing the study for
quality improvement;
5. Formation of an investigative arm – defining and staffing a system for executing the
technical inquiry;
6. Diagnosis – collecting and examining the facts necessary and proposing the action
desirable;
7. Breakthrough in cultural pattern – determining the effect of an anticipated change on
the people involved and looking for ways to rise above opposition to change;

8. Breakthrough in performance – getting agreement to take action;

9. Transition to the new level – implement the change
“Control” activities include:
1. Choosing the control subject which is choosing what is intended to regulate;
2. Choosing a unit of measure;

3. Setting a goal for the control subject;

4. Creating a sensor which can measure the control subject in terms of the unit of
measure;
5. Measuring real performance;
6. Interpreting the difference between actual performance and the goal;
7. Taking action (if any) on the difference.

“Planning” activities include:

1. Establish the quality goal
2. Identify customers
3. Discover customer needs
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4. Develop product features

5. Develop process features
6. Establish process controls and transfer to operations

Dr. Walter Andrew Shewart

 Grandfather of Quality Management”
 Born on March 18, 1891, in New Canton
 Died on March 11, 1967, in Troy Hills, New Jersey

 Edna Hart is his wife

 In 1924, Shewart determined the problem of variety in terms of assignable cause and
chance cause.
 In May 16, 1924,he prepared a message and about 1|3 of the page was devoted to a
plain diagram that people would today recognize as a control chart. This memorandum
set forth the essential principles and considerations that become known as process
quality control.
 He develop the Shewart cycle: (PDSA) Plan-Do-Study-Act or (PDCA) Plan-Do-Check-Act,
this is to manage the effect of variations.
 He stressed that eliminating variability improved quality.
 His principle was that bringing a process into a state of statistical control would permit
the distinction between assignable and chance cause variation.
Armand Feigenbaum
(April 6, 1920 - Nov. 13, 2014)
 He devised the concept of Total Quality Control
which inspired Total Quality Management.
He was the first to classify quality cost as cost
of prevention, appraisal Internal and external failures.

He is given the credit to the formation of the idea of total

control in his book Quality control – principles, practice and
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administration (1961) and his article Total Quality Control (1956).

The Three Steps to Quality
1. Quality Leadership – the management must maintain a constant focus and lead the
quality efforts.
2. Modern quality technology – the traditional quality development processes cannot
resolve 80% - 90% of quality problems.
3. Organizational commitment – continuous training and motivation of the whole
workforce.

Feigenbaum 10 points on TQM include:

1. Quality is consciousness programmed not only a technical function.
2. Quality is not what an engineer or marketer says but it is that what the customer speaks
of.
3. Quality and cost are a sum, not differences.
4. Quality must be organized to identify everybody’s job in the organization.
5. Quality is technique of managing an organization good management means continuous
stress on the quality.
6. The quality improvement highlighting must take place all through all activate of the
organization.
7. Quality is realized through assistance and contribution of each and every person related
to the organization, it is also an ethic.
8. Continuous quality improvement needs extensive range of new and existing quality
technology of information applications.
9. Total quality program approach leads to productivity and is most effective and less
capital intensive.
10. Quality comes, if it is clear, customer oriented, effective and structured

 He state the total quality management covers the complete scope of the product and
service “life cycle” from product conception through production and customer service.
 The stress is on the prevention of poor quality rather than detecting it after the event.
 He stated the deduction and training should address the three vital areas of quality
attitudes, quality knowledge and quality skills.
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 Quality control underlining that human relation was a fundamental issue in quality
control activities and such things as statics and preventive measures were only a
fractions of the whole equation.

 Quality is what fits the customer and right price.

 Though inspiring and pushing everybody in an organization to realize their

responsibilities and potential on the quality of product on service.
Prof. Kaoru Ishikawa
(July 13, 1915 – April 6, 1989)
 He is the "Father of Quality Circles" for his role
in launching Japans quality movement in 1960's.
 He is recognized with developing the idea of company-wide
quality control in Japan.

Ishikawa said that the seven basic tool were "indispensable for quality control".
1. Process flow chart
2. Check sheet
3. Histogram

4. Pareto chart
5. Cause-effect diagram
6. Scatter diagram
7. Control chart
Process Flow Chart

Check Sheet
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Scatter Diagrams
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Ishikawa emphasized on quality as a way of management. Some of the key elements are:
1. Quality starts with education and culminates with education
2. The first step in quality is to know the customer requirements

3. The perfect state of quality control happens when inspection is no longer compulsory
Ishikawa concept of total quality control contains Six Fundamental Principles:
1. Quality first - not short term profits first
2. Customer orientation - not producer orientation
3. The next step is your customer - breaking down the fence of sectionalism

4. Using facts and data to make presentations - use of statistical methods

5. Reverence for humanity as a management philosophy, full participatory management
6. Cross-functional Management

Genichi Taguchi
(Jan.1, 1942 - June 2, 2012)
 Dr. Taguchi was born in Japan and completed
his graduation in the subject of Mechanical Engineering and obtain
Ph.D in year 1962.

 He is a Japanese quality expert known for his work of product design.

 He estimated that 80 % all defective items are called by poor product design.
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 Defines quality as the “loss imported to the society from the time a product of shipped”.
The key elements of Taguchi quality concepts are briefly stated below:
1. Quality improvement should focus in reducing the variation of the products key
performance characteristics about the target values.
2. The loss suffered by a customer due to a product’s performance variation is often just
about the proportional to the square of the deviation of the performance characteristics
from it’s target value.
3. The ultimate quality product and cost of manufactured products.

4. A product or process performance variation can be lessened.

5. Statistically planed experiments can be used to name the setting and product.
Taguchi is known for applying a concept called design of experiment to product design.
This method is an engineering approach that focuses on developing robust design that
enables products to perform under varying conditions. Robust design result in a product
that can perform over a wide range of conditions.
Taguchi’s Eight-point Approach
1. Determine the main functions, side effects and loss models.

2. Determine the noise factors and the testing conditions for evaluating failure of quality.
3. Determine the quality characteristics to be observed and the objective function to be
optimized.
4. Determine the control factors and their alternate levels.
5. Blueprint the matrix requirements and define the data analysis procedure.
6. Carry out the matrix.
7. Examine the data, identify optimum level for the control factors.

8. Perform the confirmation experiment and prepare future actions.

Dr. Shingo Shigeo

(1909 – 1990)
 A Japanese greatest contributor to modern
manufacturing practices and an expert in the field of industrial engineering.
The 3 Concepts of Dr. Shingo Shigeo
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1. Just in time (JIT)

- Was originated in part due to the contribution of Dr. Shingo Shigeo and Taichii Ohno of
Toyota Motor Corp. from 1949-1975.
2. Single Minute Exchange of Dies (SMED)
Is a system for speedy changeovers between products.

3. Zero Quality Control (ZQC)

– It is based on the theoretically idea scenario.
– Was basic idea to implement.
– Poka-Yoke Techniques
- To correct defect + source inspection to prevent defects = Zero Quality Control.

- This Technique can use by the following principle.

The 3 Principles
1. 100% inspection done at the starting place instead of sampling.
2. Instant feedback from consecutive quality and self-check.
3. Poka-Yoke designed manufacturing devices.

Poka-Yoke
• relates to stopping processes as soon as a defect happens,
• searching the defect source
• avoiding it from occurring one more, therefore there will be reduced reliance.
Masaki Imai
(1930- present)

 The Founder and President of Kaizen Institute who V

threw the word “kaizen”.
Kaizen
- Refers to continuous or on-going improvement in Japanese.
- Was originally introduced to the West by Masaki Imai in his book kaizen : The Key To
Japan’s Competitive Success in 1986.
Kaizen is continuous improvement that is based on certain guiding principles:
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1. Good processes carry good results.

2. Go see for yourself to grab the present situation.
3. Speak with data, direct by facts.

4. Take action to contain and remedy root causes of problems.

5. Work as a team.
6. Kaizen is everyone’s business.

For further discussion please refer to the link provided: Demings 14 methodoloy
https://www.youtube.com/watch?v=WHaZvlORz1E
For further discussion please refer to the link provided Fishbone Cause and effect
https://www.youtube.com/watch?v=I0c6Gd26Fxw

Reference:
Total Quality Management (OBE)
Prof. Angelita Ong Camilar-Serrano,DBA(candidate