7/20/2020

TQM – Quality Gurus

BY

DR. ABDUL SHAKOOR

Department of Mechanical Engineering

THE QUALITY GURUS

1
 7/20/2020

W EDWARDS DEMING
(1900-1993)

EDWARDS DEMING

 Developed courses during World War II to teach statistical quality-

control techniques to engineers and executives of companies that
were military suppliers

 After the war, began teaching statistical quality control to Japanese

companies

 The best known of the “early” pioneers, is credited with

popularizing quality control in Japan in early 1950s

 Today, he is regarded as a national hero in Japan and is the father of

the world famous Deming prize for quality

 Developed Plan Do Check Act Cycle

2
 7/20/2020

DEMING‟S 14-POINT
MANAGEMENT PHILOSOPHY

 Deming’s theory of management defines the steps

required for transforming a company’s quality culture
 Its adoption and implementation would be a sign that
the management intends to stay in business and aims
to protect investors and jobs.

DEMING FIRST POINT

Create constancy of purpose for continual

improvement of products & service

3
 7/20/2020

DEMING 2ND POINT

Adopt the new philosophy for

economic stability

DEMING 2ND POINT

4
 7/20/2020

DEMING 3RD POINT

1. Cease dependence on inspection to

achieve quality

DEMING 4TH POINT

1. End the practice of awarding business

on price tag alone

5
 7/20/2020

DEMING 5TH POINT

1. Improve constantly & forever the

system of production & service

6
 7/20/2020

DEMING 6TH POINT

Institute training on the job

DEMING 7TH POINT

Adopt & institute modern methods of

supervision & leadership

7
 7/20/2020

DEMING 8TH POINT

Drive out fear & create trust

DEMING 9TH POINT

Optimize the efforts of Teams,

groups and staff areas.

8
 7/20/2020

DEMING 10TH POINT

Remove (exhortations)
barriers between departments &
individuals

DEMING 11TH (A) POINT

11.Eliminate numerical quotas for the

work force

9
 7/20/2020

DEMING 11TH (B) POINT

6. Eliminate the use of slogans, posters

and exhortations for the work force

DEMING 12TH POINT

Remove barriers that rob people of pride

of Workmanship

10
 7/20/2020

DEMING 13TH POINT

11. Encourage education and self-improvement

for everyone

DEMING 14TH POINT

Take action to ensure top management’s

permanent commitment to accomplish
the transformation

11
 7/20/2020

DEMING’S 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: Job-Hopping
5. Running a company on visible figures alone (many
important factors are "unknown and unknowable)
6. Excessive medical costs
7. Excessive costs of warranty, fueled by lawyers who
work for contingency fees

JOSEPH JURAN
(1904-2008)

12
 7/20/2020

JOSEPH JURAN

 Juran, like Deming was invited to Japan in 1954 by the

Japanese Union of Scientists and Engineers (JUSE).
 Juran defines quality as fitness for use in terms of design,
conformance, availability, safety and field use.
 He focuses on top-down management and technical
methods rather than worker pride and satisfaction.
 The Juran Institute is today one of the leading quality
management consultancies in the world and it produces
books, workbooks, videos and other materials to support the
wide use of Dr. Juran’s methods.

BIG „Q‟ CONCEPT BY JURAN

 “Big Q” emphasizes that quality is not just the concern of

production or even of total quality within an organization.
 The concept of “customer” extends beyond those immediately
involved with producing a product or service.
 It also includes stakeholders who have a legitimate concern,
such as legislators and consumer groups.
 Big Q: Quality Assurance andTotal Quality Management

 Small q: quality inspection and quality control

13
 7/20/2020

TRILOGY

 Juran developed the idea of trilogy

 Quality Planning

 Quality Improvement

 Quality Control

Worst The Juran Trilogy Diagram

Quality Control- during Operations
Quality
planning

Cost of 40 Sporadic spike

poor
quality

Original
Operation zone of
region 20 Quality New zone
control of quality
control
Chronic waste
Opportunity for
0 improvement. Quality improvement

Better Time
0

Lessons learned

14
 7/20/2020

QUALITY PLANNING:

 Quality does not happen by accident, it must be

planned.
 Identify the customers both external and internal.

 Determine customer needs & translate it into a

language everybody can understand.
 Establish quality goals that meet the needs of
customers and suppliers alike, and do so at a
minimum combined cost.
 Optimize the product by developing & optimizing
the process which produces this product.
 Prove process capability—prove that the process can
meet the quality goals under operating conditions.

QUALITY CONTROL

 Control is the process of detecting & correcting

adverse change, as soon as it happens, so that the
status quo is maintained.
 Conforming to quality specifications & adhering to
standards & procedures require prompt corrective
action of any sporadic problems.
 Only a process in control is predictable & hence
receptive to efforts for further improvement.
 Resulting in reduction of chronic waste.

15
 7/20/2020

QUALITY IMPROVEMENT

 A Quality breakthrough is needed to reduce

substantially the chronic waste & achieve a new
improved zone of quality control
 Quality break through takes us to an
unprecedented level of performance, reducing
incidence of chronic defects & their associated cost.
 Clear priorities for projects to be set &
responsibility for guiding the projects has to be
assigned. Otherwise no desire for improvement.

PHILIP CROSBY
(1926-2001)

16
 7/20/2020

PHILIP CROSBY

 Corporate V.P. for quality at International

Telephone and Telegraph (ITT)
 Believed that Zero Defects (ZD) is a realistic goal—
DIRFT
 Defined the cost of quality as:

 Expense of nonconformance
 Authored book entitled Quality is Free

PHILIP CROSBY

Quality is free . . .

 “Quality is free. It‟s not a gift, but it is

free. What costs money are the unquality
things -- all the actions that involve not
doing jobs right the first time.”

17
 7/20/2020

FOUR ABSOLUTES OF QUALITY MANAGEMENT

 First Absolute: Quality is defined as

conformance to requirements, not as
goodness or elegance
 Once the requirements are specified, then
quality is judged solely on the criteria of whether
it is met or not.
 Aesthetics or feelings do not come into it.
 Second Absolute: The system for creating
quality is prevention, not appraisal
 The only prerequisite of prevention is an
understanding of the process.
 Implementation of Statistical Process Control
can provide the understanding needed.

FOUR ABSOLUTES OF QUALITY MANAGEMENT

 Third Absolute: The performance standard must

be Zero defects, not that‟s close enough
 Setting targets below 100 per cent is the start of a
downward spiral.
 But unless the right conditions are created and the
techniques are provided to reach this target, such a
treatment of this concept can only create anxiety,
frustration and mistrust toward management
 Fourth Absolute: The measurement of quality is
the Price of Nonconformance, not indices
 The costs due to rejects, reworking, warranty costs etc.
are mainly the result of not doing things right first
time.
 These can very well represent 20-40% of the total
operating costs.

18
 7/20/2020

KAORU ISHIKAWA
(1915-1989)

KAORU ISHIKAWA

 An engineering graduate and Professor (Tokyo

University)
 Concept of company-wide QC movement

 Promoted use of Quality Circles

 Developed cause and effect diagram (also called

fishbone or ishikawa diagram)
 Emphasized importance of internal customers

19
 7/20/2020

KAORU ISHIKAWA

 He was known for the use of the “seven basic tools

of quality”:
 Pareto analysis: which are the big problems?
 Cause and effect diagrams: what causes the problems?
 Stratification: how is the data made up?
 Check sheets: how often it occurs or is done?
 Histograms: what do overall variations look like?
 Scatter charts: what are the relationships between
factors?
 Process control charts: which variations to control and
how?

GEN'ICHI TAGUCHI
(1924- 2012)

20
 7/20/2020

GEN'ICHI TAGUCHI

 Taguchi, basically a textile engineer, has made a very

influential contribution to industrial statistics. The
key elements of his quality philosophy are:
 Taguchi‟s Loss Function
“A quality product is a product that causes a minimal
loss (expressed in money!) to society during it's
entire life. The relation between this loss and the
technical characteristics is expressed by the loss
function”

SHIGEO SHINGO
(1909-1990)

21
 7/20/2020

SHIGEO SHINGO
 Shigeo Shingo (studied mechanical engineering) was a
Japanese industrial engineer who distinguished himself
as one of the world‟s leading experts on manufacturing
practices and The Toyota Production System. Shingo is
known far more in the West than in Japan.
 Shigeo Shingo is strongly associated with Just-in-Time
manufacturing, and was the inventor of :
 The single minute exchange of die (SMED) system, in which
set up times are reduced from hours to minutes, and
 The Poka-Yoke (mistake proofing) system.
 Zero quality control is the ideal production system and
this requires both Poka-Yoke and source inspections.

TAIICHI OHNO
(1912 – 1990)

22
 7/20/2020

TAIICHI OHNO

 Graduated with mechanical engineering degree from

Nagoya
 Worked for the Toyoda Weaving Company

 Toyota Motor as machine shop manager

 Workplace Management ~ just-in-time and Toyota

Production System
(later known as Lean Manufacturing).
 regarded as the father of
Just-In-Time (JIT) at Toyota.

OHNO: SEVEN FORMS OF WASTE

 Transportation

 Inventory

 Motion

 Waiting

 Overproduction

 Over processing

 Defects

23
 7/20/2020

 https://www.moresteam.com/toolbox/pareto-
chart-manufacturing.cfm

 https://www.projectsmart.co.uk/pareto-analysis-
step-by-step.php

24