Chapter 2

Quality Advocates

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Quality Advocates

n Dr. Armand Feigenbaum (1920 - 2014 )

n Landmark text: Total Quality Control (1951)

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Quality Advocates

n Dr. Feigenbaum’s Definition of Quality:

n Quality is a customer determination which is based
on the customer’s actual experience with the
product or service, measured against his or her
requirements—stated or unstated, conscious or
merely sensed, technically operational or entirely
subjective—always representing a moving target in
a competitive market.

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 Quality Advocates
n Dr. Armand Feigenbaum
n Was the first individual to encourage treating quality
as a fundamental business strategy; an approach to
doing business that makes an organization more
effective.
n Known for the concept of a ‘hidden plant’, he points out the
often un-tracked waste of rework. He discovered that up to
40% of the capacity at a typical manufacturing plant was
spent on fixing what was not done right the first time.
n Felt quality covers ALL aspects of business
n Customers to employees
n Products to processes

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Quality Advocates

n Dr. Armand Feigenbaum

n Quality is not a factor to be managed but a method
of ‘managing, operating, and integrating the
marketing, technology, production, information,
and finance areas throughout a company’s quality
value chain.’
n 1997: Changing Concepts and Management of Quality
Worldwide

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Quality Advocates

n In the beginning of the modern quality era,

1950, Dr. Feigenbaum predicted quality would
surpass price as the top issue for decision
making.

n “I truly believe that quality is remembered long

after the price has been forgotten” – Anonymous
n As he predicted, consumers have come to expect quality to be
an essential dimension of the product or service they are
purchasing.

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Quality Advocates

n Dr. Walter Shewhart (1891-1967)

n Father of Statistical Process Control
n Control of Quality of Manufactured Product
n Van Nostrand Reinhold, 1931
n Defined two aspects of quality
n What the customer wants (subjective)
n What the physical properties are (objective)

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Quality Advocates
n Dr. Shewhart: Inventor of Control Charts

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Quality Advocates

n Dr. Shewhart was the first person to encourage

the use of easy-to-use statistics to remove
variation
n ‘common cause variation’ – normal process
fluctuations
n ‘special cause variation’ – uncontrolled influence

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Quality Advocates

n Dr. Shewhart proposed that controlled and

uncontrolled variation exists.
n A phenomenon will be said to be controlled when,
through the use of past experience, we can predict,
at least within limits, how the phenomenon may be
expected to vary in the future. Here it is understood
that prediction within limits means that we can
state, at least approximately, the probability that the
observed phenomenon will fall within the given
limits.

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Quality Advocates

n Dr. Walter Shewhart proposed:

n Common (Chance) Causes
n Controlled variation that is present in a process due to the
very nature of the process.
n Special (Assignable) Causes
n Uncontrolled variation caused by something that is not
normally part of the process.

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Quality Advocates

n Dr. Shewhart: Inventor of Control Charts

n Statistical Process Control (SPC) charts were originally
called Shewhart charts!
n Regular plotting of data on an SPC chart will tell if the

process is out-of-control (subject to special causes)

n Statistical process control charts are more than a tool. They
provide a framework for monitoring the behavior of a process
and provide a feedback loop that enables organizations to
achieve dramatic process improvements.

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Quality Advocates

n Dr. Shewhart originated the PLAN, DO,

STUDY, ACT cycle for analysis of problems
n Frequently called Dr. Deming’s Plan-Do-Study-Act
Cycle

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Quality Advocates

n Dr. W. Edwards Deming (1900-1993)

n The Father of Quality Management

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Quality Advocates
n Strongly humanistic philosophy à problems in a
production process are due to flaws in the design of
the system, as opposed to being rooted in the
motivation or professional commitment of the
workforce.

n Quality is maintained and improved when leaders,

managers, and the workforce understand and commit
to constant customer satisfaction through continuous
quality improvement.

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Quality Advocates

n Deming’s Economic Chain Reaction

Fewer Better Use

Improve Decreased
Mistakes Of Resources
Quality Costs
Or Delays

Capture Provide
Improved Stay in More
Larger
Productivity Business Jobs
Market

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Quality Advocates
n Dr. Deming’s Fourteen Points
1. Create a constancy of purpose toward improvement of
product and service, with the aim to become competitive
and to stay in business and to provide jobs. (Encouraging
leadership to accept the obligation to constantly improve the product or service
through innovation, research, education, and continual improvement in all facets
of the organization).
2. Adopt a new philosophy
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of price tag
alone. Instead minimize total cost.
5. Constantly and forever improve the system of production and
service.

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Quality Advocates

n Dr. Deming’s 14 Points continued.

6. Institute training on the job.
7. Institute leadership.
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans, exhortations, and targets for
the workforce.
11. Eliminate arbitrary work standards and numerical
quotas. Substitute leadership.

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Quality Advocates

n Dr. Deming’s 14 Points continued.

12. Remove the barriers that rob people 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.

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Quality Advocates

n Dr. Deming’s Theory of Profound Knowledge

n An appreciation for a system
n Knowledge about variation
n Theory of knowledge
n Psychology

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Quality Advocates

n Dr. Joseph M. Juran (1904 - 2008)

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Quality Advocates

n VITAL FEW and the TRIVIAL MANY

n Dr. Juran felt that leaders must choose those vital
few projects that will have the greatest impact on
improving ability to meet customer needs.

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Quality Advocates
n Big Q versus Little q
n Proposed the big ‘Q’ and little ‘q’ in Quality

n ‘q’ = the products in manufacturing

n ‘Q’ = ALL processes in all industries

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 Quality Advocates
Dr. Juran’s Three Universal Processes of Managing for Quality
n Quality Planning: encourages the development of methods to
stay in tune with customers’ needs and expectations.

n Quality Control: Used to constantly monitor performance

for compliance with the original design standards.
n If performance falls short of the standard, plans are put
into action to deal quickly with the problem.

n Quality Improvement: involves the ongoing process of

improvement necessary for the company’s continued success.

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Quality Advocates

n Philip Crosby (1926-2001)

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Quality Advocates

n “QUALITY IS FREE"
n the lack of quality is costly. Spending money to
reduce waste or improve efficiency saves money
in the long run.

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Quality Advocates

n Crosby’s Four Absolutes of Quality

1. Quality Definition: Conformance to
requirements
2. Quality System: Prevention of defects
3. Quality Performance Standard: Zero defects
4. Quality Measurement: Costs of quality

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Quality Advocates

n Crosby’s Five Erroneous Assumptions about

quality
n Quality means goodness, luxury or shininess
n Quality is intangible and therefore not measurable
n An economics of quality exists
n Workers are the source of quality problems
n Quality originates in the quality department.

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Quality Advocates

n Dr. Kaoru Ishikawa (1915-1989)

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Quality Advocates

n Dr. Ishikawa’s Cause and Effect Diagram

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Quality Advocates

n Seven Tools of Quality

n Flow Chart
n Control Chart
n Check Sheet
n Histogram
n Pareto Diagram
n Cause and Effect Diagram
n Scatter Diagram

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Quality Advocates

n Dr. Ishikawa promoted the use of quality

circles
n Dr. Ishikawa focused on four areas to influence
quality:
n Market-in Quality
n Worker Involvement
n Quality Begins and Ends with Education
n Selfless Personal Commitment

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Quality Advocates Summary
• Many different definitions of quality exist, as do many different
methods of achieving quality. Similarities exist between each of the
advocates presented in this chapter.
• Many of the quality improvement techniques presented in this text
have their foundation in the teachings of one or more of these men.
• The two most prominent men in the field of quality, Dr. Deming and
Dr. Juran, were contemporaries, both crusading for quality
improvement. Both of them, as well as Dr. Crosby agree that
problems originate in the system, not the worker.
• All recognize that problems can only be solved through top
management leadership and problem-solving techniques, not
colorful banners and slogans.
• Dr. Deming focused more on applying statistical methods as a
remedy for quality problems, where as Dr. Juran’s experiences lead
him to believe that managing for quality is vital.

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Quality Advocates Summary
1. Dr. Shewhart developed statistical process control charts as well
as the concepts of controlled and uncontrolled variation.
2. Dr. Deming is known for encouraging companies to manage for
quality by defining quality in terms of customer satisfaction.
3. Dr. Deming created his 14 points as a guide to management.
4. Dr. Juran’s process for managing quality includes three phases:
quality planning, quality control, and quality improvement.
5. Dr. Feigenbaum defined quality as “a customer determination
which is based on the customer’s actual experience with the product
or service, measured against his or her requirements—stated or
unstated, conscious or merely sensed, technically operational or
entirely subjective--always representing a moving target in a
competitive market.”
6. Crosby describes four absolutes of quality and five erroneous
assumptions about quality.
7. Dr. Ishikawa encouraged the use of the seven tools of quality,
including the one he developed: the cause-and effect diagram.

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