Professional Documents
Culture Documents
Summary of TQM Gurus Smart Read
Summary of TQM Gurus Smart Read
net/publication/275043929
CITATIONS READS
0 17,155
5 authors, including:
Claudia Carstea
Henri Coanda AIR FORCE ACADEMY
42 PUBLICATIONS 143 CITATIONS
SEE PROFILE
All content following this page was uploaded by Lidia Mandru on 17 April 2015.
Abstract: - The total quality management is a customer oriented and quality centered type of management that
has evolved in Japan after World War II and than, it started to be accepted and applied in America and Europe.
During the time, there have been many attempts to construct frameworks that may help organizations in
understanding how to implement good quality management. The approaches developed by several authors
seem to be similar but they are different at closer look. In this paper we shall find various paradigms of total
quality management but also a comparison of them.
Key-Words: - Paradigm, Total Quality Management, Continuous Quality improvement, Total Quality Control.
978-960-474-294-3 121
Recent Researches in Manufacturing Engineering
978-960-474-294-3 122
Recent Researches in Manufacturing Engineering
Box 1 Juran’s Ten Steps Roadmap for On the basis of the four absolutes of quality,
continuous quality improvement [23, 15, 19] Crosby built the 14-steps roadmap for quality
1. Build awareness of the need and opportunity improvement in an organization [14, 15]:
for quality improvement. 1. Make it clear that management is committed to
2. Set goals for continuous improvement. quality.
3. Organize to reach the goals (establish a quality 2. Set up quality improvement teams with
council, identify problems, select projects, representatives from each department.
appoint teams, designate facilitators). 3. Measure processes to determine where current
4. Provide training. and potential quality problems lie.
5. Carry out projects to solve problems. 4. Evaluate the cost of quality and explain its use
6. Report progress. as a management tool.
7. Show recognition. 5. Raise the quality awareness and personal
8. Communicate results. concern of every employee.
9. Keep a record of successes. 6. Take actions to correct problems identified
10. Incorporate annual improvements into the through previous steps.
company’s regular system and processes. 7. Establish a committee for the “zero defects”
program.
Over the long term, Juran’s contribution may be 8. Educate and train supervisors on their roles and
greater than Deming’s because Juran has the responsibilities in the quality improvement
broader concept while Deming’s focus on statistical process.
process control is more technical oriented [16]. 9. Hold a ‘zero defects day’ to show everyone
there has been a change and to reaffirm
management commitment.
10. Encourage individuals to establish improvement
4 Philip B. Crosby goals for themselves and their groups.
Crosby was the Vice President and the Quality
11. Encourage employees to communicate to
Director of International Telephone & Telegraph
management the obstacles they face in attaining
(ITT) [15, 19]. According to Crosby, quality
their improvement goals.
represents “conformance to requirements” and that
12. Recognize and appreciate those who participate
for he states that it is necessary to translate
in quality improvement.
requirements into measurable product or service
13. Establish quality councils to discuss quality
characteristics. This is possible by using numerical
matters on a regular basis.
specifications that enables one to quantify the
14. Do it all over again and emphasize that the
characteristics of a product (e.g.: diameter of a hole)
quality improvement process never ends.
or service (e.g.: customer service response time)
Crosby is the one who introduced the concept of
showing thus the quality level [14].
“zero defects” stating that things should be done
One of the main Crosby’s contributions was a set
right the first time and every time. He stresses
of four absolutes of quality which are relevant for
motivation and planning and does not dwell on
TQM (see table 1) [19, 15]:
statistical process control and the several problems-
solving techniques of Deming and Juran: he states
Table 1 Crosby’s Four Absolutes of Quality
that ‘quality is free’ because the small costs of
Absolute of Description prevention shall always be lower than costs of
Quality detection, correction and failure [16]. In his vision,
Definition Quality is conformance to senior management is 100% responsible for the
requirements, nothing more problem of quality and its continuance rather than
or less and certainly not employees [19, 3].
goodness or elegance.
System Prevention not appraisal.
Performance “Zero defects” not something 5 Armand V. Feigenbaum
standard close to it. Feigenbaum was a mathematician, the president of
Quality Price of non-conformance American Society of Quality Control (1961-1963)
measurement (how much the defects cost and founding chairman of the International
the company). Academy for Quality. He defined quality as [15]:
- “The total composite product and service
characteristics of marketing, engineering,
978-960-474-294-3 123
Recent Researches in Manufacturing Engineering
manufacture and maintenance through which the regression analysis, cumulative curve probability
product and service in use will meet the graphs, Taguchi experiments, etc.
expectations of the customer” and
- “Best for the customer use and selling price”.
Feigenbaum points of view reflect a systemic 6 Genichi Taguchi
attitude of mind: if we have a closer look at the Taguchi was a telecom engineer who spent much of
second definition of quality we find two constraints his professional life to improve the quality of
that have not previously been seen: ‘customer use’ manufactured products [17]. Among the Japanese
and ‘selling price’. The first one may not differ from approaches to quality, Taguchi methods have been
Deming’s “needs of the consumer” or Crosby’s the most widely adopted in America and Europe [1].
“conformance to requirements” but it suggests a In the 80’s, he had a great contribution in the quality
constraint rather than an ideal to aim for. It seems to movement by eliminating the need for mass
imply that, perhaps, there are limits to useful quality inspection through the process of building quality
[2]. into the product at the design stage [2]. His total
Feigenbaum was the one who coined the phrase quality management framework provides two basic
“Total Quality Control” and thus he broadened the ideas [18]:
quality control into a holistic concept that includes - the reduction in variation (improved quality) of a
all aspects of a business (the concept is known in product or process represents a lower loss to
Japan as Company Wide Quality Control) [9]. He society;
explains the Total Quality Control as follows: the - the proper development strategy can intentionally
underlying principle of the total quality view and its reduce variation.
basic difference from all other concepts is that in In his vision, quality represents the costs of non-
order to provide genuine effectiveness, control must quality which is ‘the loss imparted to society from
start with identification of customer quality the time the product is shipped’. Taguchi’s prime
requirements and end only when the product has concern is the customer satisfaction and the potential
been placed in the hands of a customer who for ‘loss of reputation and goodwill’ associated with
remained satisfied. failure to meet customer expectations [2]. For
Feigenbaum has developed ‘Ten Benchmarks of Taguchi, quality can be achieved by minimizing
Total Quality Control for the 1990’s’ as shown variance. His main concern was how to enable
bellow (see box 2): quality to be designed into a product or process, thus
quality and reliability being pushed back to the
Box 2 Feigenbaum’s ‘Ten Benchmarks of Total design stage where they belong [4].
Quality Control for the 1990’s [7] That for, he identifies three phases of quality design
1. Quality is a company wide process. as shown in table 2:
2. Quality is what customer says it is.
3. Quality and costs are a sum not a difference. Table 2 Genichi Taguchi’s three phases
4. Quality requires both individual and teamwork of quality design [1]
zealotry. Phase Description
5. Quality is a way of managing. System The development of the basic system
6. Quality and innovation are mutually dependant. design presumes experimentation with
7. Quality is an ethic. materials and feasibility testing using
8. Quality requires continuous improvement. prototypes.
9. Quality is most cost-effective.
Parameter Begins with the establishment of
10. Quality is implemented with a total system
design optimum levels for control factors so
connected with costumers and suppliers.
that the product or process is least
sensitive to the effect of changes in
Feigenbaum’s quality approach puts an emphasis
conditions.
of designing of quality and involvement of all
departments; statistical methods are used as Tolerance Basis on setting numerical values
necessary which contrasts with the statistical design (factors) for upper service levels and
emphasis in the work of Deming and Juran [2]. lower acceptable service levels,
Though, Feigenbaum recommends the use of reconciling the choice of factors in
statistical methods such as histograms, control product design.
charts, sampling tables, linear and multiple
978-960-474-294-3 124
Recent Researches in Manufacturing Engineering
Taguchi says there are three stages of quality - Determine the existing quality level measured in
development in the design of products or systems the incidence of down time, called ‘off line’.
(see table 3) [1]: - Improve the quality level by parameter and
tolerance design.
Table 3 Genichi Taguchi’s three stages of quality - Monitor the quality level by using statistical
development in the design of products / systems process control to show the upper and lower level
Stage 1 Determine the quality level as expressed variances.
in the off line concept. Taguchi used his experimental techniques to asses
Stage 2 Improve the quality level in a cost the impact of many parameters on a single output;
effective manner by parameter and the techniques are centered on kaizen concept which
tolerance design. leads us to continuous improvement. His backward
Stage 3 Monitor the quality of performance by step into design process helps to ensure a high basic
use of feedback and statistical control. quality standard [1, 2].
To put it briefly, we can have a closer look at the
Taguchi approach of quality management is following table (see table 4, [20, 13, 15]):
focused on ‘off line’ or loss function (derived from
telephone system failures) that presumes to [1]:
Table 4 Comparisons of Deming, Juran, Crosby, Feigenbaum, Taguchi
W. Deming J. M. Juran P. Crosby A. Feigenbaum G. Taguchi
Basic
technical,
orientation technical process motivational total, systemic
proactive
towards quality
a predictable
degree of
uniformity and conformance best for the
Quality costs of non-
dependability fitness for use to customer use
definition quality
at low cost and requirements and selling price
suited to the
market
Who is
responsible for management management management everyone engineers
quality?
Importance of very important
customer at each step of
very important very important very important very important
requirements as product life
standard cycle
meet/exceed
please meet customer meet customer
Goal of quality customer zero defects
customer needs requirements
needs
translate
statistical and
statistical; requirements statistical design
statistical; engineering
minimize total into of experiments;
Methods to quality trilogy; methods; total
cost; measurable loss function;
achieve quality continuous quality control;
continuous characteristics; continuous
improvement continuous
improvement continuous improvement
improvement
improvement
14 points minimize
ten steps for 14 steps to
program; ten benchmarks variance; three
Key elements of continuous quality
quality of total quality phases/stages of
implementation quality improvement;
improvement control quality design &
improvement quality is free
teams development
very important very important very important very important
important but
Role of training for managers for managers for managers for managers
not defined
and workers and employees and employees and supervisors
978-960-474-294-3 125
Recent Researches in Manufacturing Engineering
As we may notice, the general frame of TQM has McGrow-Hill, New York, 1991, ISBN 0-07-
common and different features in each author’s 020354-7, pp.11
view. Every author considers that the customer [8] Howard S. Gitlow, Quality Management
requirements are very important for the company Systems: A Practical Guide. CRC Press, USA,
standards and the goal of quality is to meet the 2001, ISBN 1-574-44261-9, pp.1-19
customer needs. The definition of quality differs [9] Mihaela L. Kelemen. Managing Quality:
from one author to the other but amongst the Managerial and Critical Perspectives. SAGE
methods to achieve quality we may observe that Publications Ltd., UK, 2005, ISBN 0761969047
every author considers that continuous improvement [10] T.S. Kuhn, The Structure of Scientific
is a must. Revolutions, Second Edition, The University of
Chicago Press Ltd, USA, 1962, ISBN 0-226-
4 Conclusion 45804-0, pp.10-34, 43-51, 77-91
The way TQM is built may differ from a specialist [11] ISO 9000:2000 Quality Management Systems.
to another but it has certain essential principles that Fundamentals and Vocabulary, International
can lead to improving competitiveness, reducing Organization for Standardization, Geneva,
costs and increasing profits. TQM starts with the top Switzerland, 2000
management where serious commitment to quality [12] Longman Dictionary of Contemporary English,
and leadership have to be demonstrated but each 4th Edition, Pearson, 2006, ISBN 978-
employee at each level have to accept the 1405811262
responsibility to achieve the company’s quality [13] McCOLLUM, Walter R. Process Improvement
objectives. The effectiveness of total quality in Quality Management Systems. Case Study of
management often requires a mindset change to Carnegie Mellon’s Capability Maturity Model,
break down existing barriers. Trafford Publishing, Victoria, Canada, 2004,
Adopting TQM ensures that the management ISBN 1-4120-3650-x, pp.30-33
organization has a strategic overview of quality and [14] Vivek, Nanda. Quality Management System
focuses on prevention not detection of problems. Handbook for Product Development Companies.
TQM main goal is to meet customer requirements CRC Press, Florida, USA, 2005, ISBN 1-57444-
and offer full satisfaction. The basic idea of TQM is 352-6, pp.1-23
that quality is essential in all functions of the [15] John S. OAKLAND, Total Quality
business not just manufacturing; it is a system Management: Text with Cases, 3rd Edition.
approach that considers every interaction between Elsevier Butterworth-Heinemann, UK, 2003,
the various elements of the organization. ISBN 0-7506-5740-5, pp.18-26
[16] Vincent K. Omachonu, Joel E. Ross. Principles
References: of Total Quality, 3rd Edition. CRC Press, Florida,
[1] Ron, Basu. Implementing Quality: A Practical USA, 2004, ISBN 0-57444-326-7, pp.7-15
Guide to Tools and Techniques. Thomson [17] Roy K. RANJIT. Design of Experiments Using
Learning, London, UK, 2004, ISBN 1-84480- the Taguchi Approach: steps to Product and
057-1, pp.18-23 process Improvement. John Wiley & Sons, 2001,
[2] John, Beckford. Quality. 2nd Edition. Routledge, USA, ISBN 0-471-36101-1, pp.9-21
Taylor & Francis Group, USA, 2002, ISBN 0- [18] ROSS, Philip J. Taguchi Techniques for
415-25919-3, pp.84-90, 135-142. Quality Engineering. McGraw – Hill, New York,
[3] Gerd F., Kamiske, Jorg-Peter, Brauer. USA, 1996, ISBN 0-07-053958-8
Management de la Qualité de A à Z, Éditeur [19] Ramasamy, Subburaj, Total Quality
Masson, Paris, 1995, ISBN 2-225-84716-9. Management, Tata McGraw-Hill Publishing Co.,
[4 ] Barrie G. Dale. Managing Quality, 4th Edition, New Delhi, 2005, ISBN 978-0-07-022397-4
Blackwell Publishing, UK, 2003, ISBN 0-631- [20] Tantara Inc. What is Quality – The Experts
23614-7, pp.178-179 Opinion. Quality Magazine, May 1992
[5] Edwards W. Deming. Out of the Crisis. [21] James R. Thompson, Jaceck, Koronacki.
Massachusetts Institute of Technology Press, Statistical Process Control: the Deming
Cambridge, Massachusetts, USA, 2000, ISBN 0- Paradigm and beyond, Chapman & Hall/CRC,
262-54115-7, pp.23-90 USA, 2002, ISBN 1-58488-242-5, pp.14-18
[6] Edwards W. Deming, Quality, Productivity and [22] John C. Wood, Michael C. Wood. Joseph M.
Competitive Position, Cambridge, 1982, pp.229 Juran: Critical Evaluations in Business and
[7] Armand V. Feiganbaum. Total Quality Control. Management. Routledge, Oxon, UK, 2005, ISBN
0-415-32571-4, pp.70-73
978-960-474-294-3 126