Views of the Gurus & QM Strategies

Views of the Gurus

&
Quality Management Strategies

Quality Gurus
• Walter A. Shewhart (1891-1967)
• W Edwards Deming (1900-1993)
• Joseph Juran (1904-2008)
• Philip Crosby (1926-2001)
• William E. Conway (1926-)
• Armand V Feigenbaum (1922-2014)

• Genichi Taguchi (1924-2012)

• Shigeo Shingo (1909-1990)
• Taiichi Ohno (1912-1990)
• Kaoru Ishikawa (1915-1989)
• …

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 Views of the Gurus & QM Strategies

Walter A. Shewhart
(1891-1967)
• 1917: PhD in physics from the University
of California, Berkeley.
• 1918: Joined the Western Electric
Company Inspection Engineering
Department at the Hawthorne Works.
• 1924: Developed Process Control Charts.
• 1931: Published Economic Control of
Quality of Manufactured Product.
• 1939: Published Statistical Method from
the Viewpoint of Quality Control (W.E.
Deming authored the forward).

Shewhart QC Philosophy

• Control chart/SPC
• Common causes and special causes
• Shewhart cycle (PDCA)
Special
causes ACT PLAN

eliminated
Special Common Customer
Satisfaction

causes cause
present variation CHECK DO

reduced

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 Views of the Gurus & QM Strategies

William Edwards Deming

(1900-1993)
• 1921: BS in Electrical Engineering, University of
Wyoming.
• 1928: PhD in Physics from Yale University.
• 1939/40: US census statistician.
• 1942: Taught Shewhart methods in US.
• 1946: Led formation of American Society for Quality
Control.
• 1950: Introduced statistical quality control to Japan.
• 1951: Japan created Deming Award.
• 1980: Deming “Discovered” in America
• 1982: Published Quality, Productivity and Competitive
Position.
• 1986: Published Out of the Crisis.

Deming’s View on Quality

• “A predictable degree of uniformity and dependability

at low cost and suited to the market.”

• “A product or a service possesses quality if it helps

somebody and enjoys a good and sustainable
market.”
(The New Economics, W. Edwards Deming, 1993).

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 Views of the Gurus & QM Strategies

Deming’s Chain Reaction

Improve quality
Cost decrease because of less rework, fewer
mistakes, fewer delays and snags; better use of
machine-time and materials
Productivity improves
Capture the market with better quality and
lower price
Stay in business
Provide jobs and more jobs

Deming's 14 Points (1/3)

1. Create constancy of purpose toward improvement of product and service, with the
aim to become competitive and to stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western management
must awaken to the challenge, must learn their responsibilities, and take on
leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for

inspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move toward a single supplier for any one item, on a long-term
relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.

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 Views of the Gurus & QM Strategies

Deming's 14 Points (2/3)

6. Institute training on the job.

7. Institute leadership. The aim of supervision should be to help people and machines
and gadgets to do a better job. Supervision of management is in need of overhaul as
well as supervision of production workers.

8. Drive out fear, so that everyone may work effectively for the company

9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, to foresee problems of production and in use that
may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero
defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and low productivity belong to
the system and thus lie beyond the power of the work force.

Deming's 14 Points (3/3)

11. a) Eliminate work standards (quotas) on the factory floor. Substitute leadership.

b) Eliminate management by objective. Eliminate management by numbers,

numerical goals. Substitute leadership.

12. a) Remove barriers that rob the hourly worker of his right to pride of workmanship.
The responsibility of supervisors must be changed from sheer numbers to quality.
b) Remove barriers that rob people in management and in engineering of their right
to pride of workmanship. This means, inter alia, abolishment of the annual or merit
rating and of management by objective.

13. Institute a vigorous program of education and self-improvement.

14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.

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 Views of the Gurus & QM Strategies

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 medical costs.
7. Excessive costs of warranty, fuelled by lawyers who
work for contingency fees.

Reward and Incentive Programs are Ineffective -

- Even Harmful
• They don't work.
− No credible data to show that any long-term benefit results from such programs. There
are data, however, that show that they do harm.
• They often set up a form of internal competition in which people strive to look good
and look better than their fellow employees. Sometimes looking good becomes
more important than doing well.
− People pass problems on to others elsewhere and later in the system.
− People will circumvent the system for personal gain, causing havoc to the system.
− People will strive to look good even when it may hurt the customers.
• The reward programs undermine teamwork and cooperation.
• Recognition and merit programs often reward those who are lucky and pass by
those who are unlucky.
(Peter Scholtes)
• “不尚贤，使民不争”
(Not to value able and virtuous people, so people will not dispute)
(Tao Te Ching)

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 Views of the Gurus & QM Strategies

Motivation
• Intrinsic motivation
Yearning for learning

Curiosity
Cooperation
Dignity
Self-esteem

System of Profound Knowledge

• Appreciation for a system

• Knowledge about variation
• Theory of knowledge
• Psychology

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 Views of the Gurus & QM Strategies

Joseph Juran (1904-2008)

• 1924: BS in Electrical Engineering; Joined Western Electric.

• 1941: Juran discovered the work of Vilfredo Pareto (Pareto
Principle).
• 1951: Published Quality Control Handbook.
• 1954: Invited to Japan and started courses in quality
management.
• 1966: Juran promoted the Japanese idea of quality circles.
• 1979: Juran Institute founded.
• 1986: Juran's trilogy.

Juran QM Philosophy

• 10 Steps to Quality Improvement

• Fitness for Use
• Quality Council
• Pareto Principle
• The Juran Trilogy 80%
Cost

20%
Functions

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 Views of the Gurus & QM Strategies

Quality Trilogy

• Quality Planning
− Identify the customers and determine their needs.
− Develop the product and the process
− Develop the controls and transfer to operations.
• Quality control
− Prove that the process can produce the product under operating
conditions with minimal inspection.
− A process for meeting the established goals by evaluating and comparing
actual performance and planned performance, and taking action on the
difference.
• Quality improvement
− The process for creating breakthrough levels of performance by
eliminating wastes and defects to reduce the cost of poor quality.

Quality Trilogy

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 Views of the Gurus & QM Strategies

Juran's 10 Steps to Quality Improvement

1 Build awareness of the need and opportunity for improvement.

2 Set goals for improvement.
3 Organize to reach the goals (establish a quality council, identify problems,
select projects, appoint teams, designate facilitators).
4 Provide training.
5 Carry out projects to solve problems.
6 Report progress.
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 Crosby
(1926-2001)
• 1970s: Introduced the Zero Defects program
at Martin-Marietta.
• 1979: Published Quality Is Free after 14 years
as a vice president at International Telephone
& Telegraph (ITT). 1 million copies sold.
• 1979: Started the management consulting
group Philip Crosby Associates, Inc. (PCA).
• 1984: Published Quality without Tears.

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 Views of the Gurus & QM Strategies

Philip Crosby

• Four absolutes of quality:

− Definition - conformance to requirements
− System - prevention
− Performance standard - zero defects
− Measurement - price of nonconformance.
• “Quality vaccine”
− Determination
− Education
− Implementation.

Crosby’s 14 Steps to Improvement

Step 1: Management Commitment
Step 2: Quality Improvement Team
Step 3: Quality Measurement
Step 4: Cost of Quality Evaluation
Step 5: Quality Awareness
Step 6: Corrective Action
Step 7: Establish an Ad Hoc Committee for the Zero Defects Program
Step 8: Supervisor Training
Step 9: Zero Defects Day
Step 10: Goal Setting
Step 11: Error Cause Removal
Step 12: Recognition
Step 13: Quality Councils
Step 14: Do It Over Again

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 Views of the Gurus & QM Strategies

William E. Conway (1926-)

• Graduate of the United States Naval Academy;

Served five years active duty on destroyers.
• 1954: Joined Nashua Corporation as Industrial Engineer;
• 1969: Elected the President of Nashua Corporation;
• 1979: Named Chairman; he invited Deming to Nashua to help
improve quality.
• 1983: Retired from Nashua Corporation and formed Conway
Management Company.
• 1992: Published The Quality Secret: The Right Way To Manage;
• 1994: Published Winning The War On Waste: Changing The Way We
Work.

Conway's Six Tools for Quality Improvement

1. Human relations skills - the responsibility of management to create at every

level, among all employees, the motivation and training to make the
necessary improvements in the organization.
2. Statistical surveys - the gathering of data about customers (internal as well
as external) employees, technology, and equipment, to be used as a
measure for future progress and to identify what needs to be done.
3. Simple statistical techniques - clear charts and diagrams that help identify
problems
4. Statistical process control - the statistical charting of a process, whether
manufacturing or non-manufacturing, to help identify and reduce variation.
5. 'Imagineering' - a key concept in problem solving, involves the visualization
of a process, procedure, or operation with all waste eliminated.
6. Industrial engineering - common techniques of pacing, work simplification,
methods analysis, plant layout, and material handling to achieve
improvements.

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 Views of the Gurus & QM Strategies

Quality Gurus
• Walter A. Shewhart (1891-1967)
• W Edwards Deming (1900-1993)
• Joseph Juran (1904-)
• Philip Crosby (1926-2001)
• William E. Conway (1926-)

• Genichi Taguchi (1924-2012)

• Shigeo Shingo (1909-1990)
• Taiichi Ohno (1912-1990)
• Kaoru Ishikawa (1915-1989)
• …

Genichi Taguchi (1924-2012)

• 1942: Astronomical Department of the Navigation Institute

• 1948: Joined Ministry of Public Health and Welfare; Also
worked for Institute of Statistical Mathematics.
• 1950: Joined Electrical Communications Laboratory (ECL) of
Nippon Telegraph and Telephone.
• 1954-55: Visiting professor at the Indian Statistical Institute
where he worked with R. A. Fisher and Walter A. Shewhart.
• 1959/60: Won Deming Prize for Individuals.
• 1962: PhD from Kyushu University. Visited Princeton
University and Bell Labs.
• 1980: Second Visit to Bell Labs with growing impacts (Ford
Motor Company, Xerox and ITT, etc).

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 Views of the Gurus & QM Strategies

Taguchi on Quality

• (Quality is) the loss a product causes to society after

being shipped, other than any losses caused by its
intrinsic functions (Taguchi, 1986).
• “The Taguchi Loss Function is a better view of the
world.” (W. E. Deming)

Taguchi Methods

• Taguchi Loss function

• Off-line quality control
− System design
− Parameter design
− Tolerance design
• Innovations in Design of experiments

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 Views of the Gurus & QM Strategies

Taguchi Quality Philosophy

• The cost of quality should be measured as a function

of the deviation from the ideal or target value and the
losses should be measured system-wide.
• Quality should be designed into the product and not
inspected into it.
• Quality is best achieved by minimizing the deviation
from a target. The product should be so designed that
it is immune to uncontrolled environmental factors.

Other Quality Gurus

• Shigeo Shingo (1909-1990)
− JIT [with Taiichi Ohno (1912-1990) and others]
− SMED (single minute exchange of die)
− Poka Yoke
• Kaoru Ishikawa (1915-1989)
− Seven basic tools (inc. Ishikawa Diagram)
− Company wide quality control (CWQC)
− Quality circle movement
• Armand V Feigenbaum (1922-)
− Total Quality Control (1956)
− First to classify quality costs into costs of
prevention, appraisal, and internal and external
failure.

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 Views of the Gurus & QM Strategies

Deming Juran Crosby Conway

Definition of A predictable degree of Fitness for use. Conformance to No definition.
Quality uniformity and requirements. Incorporated
dependability at low cost in the definition of
and suited to the market. quality management.

Degree of Responsible for 94% of Less than 20% of Responsible for quality. Bottleneck is located at
Senior quality problems. quality problems are the top of the bottle.
Management due to workers.
Responsibility
Performance Quality has many 'scales'; Avoid campaigns to ‘zero defects’. Remove waste: measure
Standard and use statistics to measure 'do perfect work'. on a monthly basis.
Motivation performance in all areas;
critical of ‘zero defects’.
General Reduce variability by General Prevention, not Deming 'disciple';
Approach continuous improvement; management inspection 'Right or new way' to
cease mass inspection. approach to quality, manage;
especially 'human 'Imagineering'.
elements'.
Structure 14 points for management. 10 steps to quality 4 absolutes and 14 6 tools for quality
Improvement. steps to quality improvement.
improvement.

Deming Juran Crosby Conway

SPC Statistical methods of
quality control must be
used.
Improvement Continuous to reduce
Basis variation; eliminate
goals without methods.
Recommends SPC but Rejects statistical Advocates use of simple
warns that it can lead acceptable levels of quality statistical methods to
to a ‘tool-driven’ (ALQs). identify
approach. problems and point to
solutions.
Project-by-project 'A process' (not a program); Constant in all areas,
team approach; set improvement goals. statistical and industrial
goals. engineering basis.

Teamwork Employee participation Team and quality Quality improvement Human relations skills.
in decision making; circle approach. teams.
break down barriers
between departments.

Costs of No optimum; Quality is not free; Cost of non-conformance; Measure waste in all
Quality continuous there is an optimum Quality is free. areas (including
improvement. inventory).

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