QUALITY …GURU’S

Dr Mohan Parameswaran PhD (www.waransgemba.in )

Phil Crosby Joseph Juran Edward Deming

Shigeo Shingo
Kaoru Ishikawa

Extracts from – ‘ QUALITY’ by John Beckford

PHILIP B . CROSBY
[ 1926 – 2001]

Crosby's first book, ‘Quality if Free’,

has been credited with beginning the Quality
revolution in the United States and Europe,
selling more than 1.5 million copies and printed in
15 languages. He subsequently published 13
more books, including ‘Quality without Tears’ ,
‘The Absolutes of Leadership’ in 1996 and
‘Quality and Me’, an autobiography filled with
lessons from life published in 1999.
PHILIP B . CROSBY
[ 1926 – 2001]

Quality is not only right ,it is free.

And it is not only free,
It is the most profitable product we have.
[ Harold S. Geneen( cited by Crosby ,1979)}
PHILIP B . CROSBY
[ 1926 – 2001]

Crosby’s 5 absolutes of Quality Management :

• Quality is defined as Conformance to

requirement , not as ‘goodness’ or ‘elegance’ .

• There is no such thing as a Quality Problem.

• It is always cheaper to do it right first time.

• The only performance measurement is the

cost of Quality

• The only performance standard is ZERO

DEFECT
PHILIP B . CROSBY
[ 1926 – 2001]

Quality , to Crosby is an inherent characteristic of

the product , not an added extra.

Three essential strands :

✓ a belief in quantification( 20% of mfg. cost relates

to failures ; service companies its around 35%)

✓leadership by management ( 85% of quality

problems are within the control of management)

✓Prevention rather then cure

PHILIP B . CROSBY
[ 1926 – 2001]

CROSBY’S 14 STEPS QUALITY PROGRAMME:

1. Establish management commitment

2. Form quality improvement teams [ cross-
functional]
3. Establish quality measurement
4. Evaluate quality cost
5. Raise quality awareness
6. Take corrective action
7. Undertake zero defects planning
8. Train supervisors and managers
9. Hold a ‘zero defect’ day
10. Encourage the setting of goals for
improvement
11. Encourage obstacle reporting
12. Provide recognition for contributors
13. Establish quality councils
14. Do it all over again
 JOSEPH M. JURAN
[ 1904 – 2008 ]

….the vital few , the useful many…{ Joseph M. Juran}

➢Joseph Juran’s definition of Quality :

“Fitness for use or purpose”

➢ Key belief :management responsibility ; planning ;

measurability; training ;process

➢ Principal Methods : company –wide quality control;

the quality planning road map ; ten steps to quality
improvement
 JOSEPH M. JURAN
[ 1904 -

Juran’s philosophy :

1. Management are largely responsible for

Quality [management controllable defects account for
Over 80% of the total quality problems]

2. Quality can be only improved through planning [the

recipe for action should consist of 90% substance and
10% exhortation, not reverse]

3. Plans and objectives must be specific and measurable

4. Training is essential and starts at the TOP

5. A three- step process of planning , control and action is

needed
JOSEPH M. JURAN
[ 1904 -

Joseph Juran’s ‘ quality trilogy’:

1.Quality Planning :

✓ Determine quality goals

✓ Institute implementation planning
✓ Institute resource planning
✓ Express goals in quality terms
✓ Create the quality plan
 JOSEPH M. JURAN
[ 1904 -

Joseph Juran’s ‘ quality trilogy’:

2. Quality Control :

✓ Monitor performance
✓ Compare objectives with achievements
✓ Act to reduce the gap
 JOSEPH M. JURAN
[ 1904 -

Joseph Juran’s ‘ quality trilogy’:

3.Quality Improvement :

✓ Reduce waste
✓ Enhance logistics
✓ Improve employee morale
✓ Improve profitability
✓ Satisfy customers
 JOSEPH M. JURAN
[ 1904 -

Joseph Juran’s quality planning road map:

Step1…. Identify who are the customers*
Step2… Determine the needs of those customers
Step3… Translate those needs into our language[ the
language of the organization ]
Step4…Develop a product that can respond to those needs
Step5…Optimize the product features so as to meet our[
company’s] needs as well as customer’s needs
Step6…Develop a process which is able to produce the
product
Step7…Optimize the process
Step8… Prove that the process can produce the product
under operating condition
Step9…Transfer the process to operations

[ design and build]

*{ internal & external customer concept emerged}
 JOSEPH M. JURAN
[ 1904 -

Joseph Juran’s 10 steps to continuous improvement:

Step1…Create awareness of the need and opportunity for
quality improvement
Step2…Set goals for continuous improvement.
Step3… Build an organization to achieve goals by
establishing a quality council , identifying problems ,
selecting a project, appointing teams and choosing
facilitators
Step4…Give everyone training
Step5…Carry out projects to solve problems
Step6…Report progress
Step7…Show recognition
Step8…Communicate results
Step9…Keep a record of successes
Step10…Incorporate annual improvement into the
company's regular system and processes and thereby
maintain momentum
 W. EDWARDS DEMING
[1900 – 1993 ]

{A prophet is not without honor ,save in his own country} (Mathew 13:57)

"We have learned to live

in a world of mistakes
and defective products
as if they were
necessary to life. It is
time to adopt a new
philosophy in America."
W. EDWARDS DEMING
[1900 – 1993 ]

He was invited to Japan at the end of World War II by

Japanese industrial leaders and engineers. They asked Dr.
Deming how long it would take to shift the perception of the
world from the existing paradigm that Japan produced
cheap, shoddy imitations to one of producing innovative
quality products.
 W. EDWARDS DEMING
[1900 – 1993 ]

Dr. Deming told the group that if they would follow his directions,
they could achieve the desired outcome in five years. Few of the
leaders believed him. But they were ashamed to say so and
would be embarrassed if they failed to follow his suggestions.
 W. EDWARDS DEMING
[1900 – 1993 ]

As Dr. Deming told it, "They surprised me and did it in four years."

Deming Prize Medal

W. EDWARDS DEMING
[1900 – 1993 ]

Dr.Deming’s definition of Quality:

A function of continuous improvement
based on reduction in variation* around
the desired output.

* Dr. Deming was a keen Statistician

W. EDWARDS DEMING
[1900 – 1993 ]

The 7 deadly sin according to Deming:

1. Lack of constancy
2. Short term profit focus
3. Performance Appraisals
4. Job-hopping
5. Use of visible figures only
6. Excessive medical cost
7. Excessive cost of liability
W. EDWARDS DEMING
[1900 – 1993 ]

His philosophy taken together covered

the first 5 ‘ Deadly Sins.
These are evident in his belief in :
✓Quantitative ,statistically valid ,control system

✓Clear definition of those aspects under the direct

control of staff – that is , the ‘special causes’
and those which are the responsibility of
management- ‘ the common causes’ .
{ Deming suggested that these are as high as 94%}

✓A systematic ,methodical approach;

✓Continuous improvement;

✓Constancy and determination

 W. EDWARDS DEMING
[1900 – 1993 ]

Formulate systematic approach to ‘Problem Solving’:

❖Popularly know as Deming ,Shewhart** or PDCA / PDS*A cycle

1.PLAN
*STUDY

4.ACT 2.DO

3.CHECK

**Walter Shewhart (1891-1967) was

inventor of Control Chart & Mentor to
Deming.

{ John S Oakland added “ EPDCA”..E = Evaluation;

Central to the application of ISO 9001:2000 standards}
W. EDWARDS DEMING
[1900 – 1993 ]

Deming has four principal methods:

1. The PDCA cycle

2. Statistical process control
3. The fourteen principles for transformation;
4. The seven –point-action plan
 W. EDWARDS DEMING
[1900 – 1993 ]

Deming's 14 principles for transformation:

1. Create constancy of purpose to improve product & services

2. Adopt a new philosophy for the new economic age, with

management learning what their responsibility are and assumin
leadership for change

3. Cease dependence on mass inspection to achieve quality,

by building quality into the product

4. End the awarding of business on price; award business on

total cost and move towards single suppliers
 W. EDWARDS DEMING
[1900 – 1993 ]

Deming's 14 principles for transformation:

5. Aim for continuous improvement of the system
of production and services to improve productivity
& quality and to decrease cost

6. Institute training on the job

7. Institute leadership with the aim of supervising people to help

them to do a better job

8. Drive out fear so that everyone can work effectively together

for the organisation
 [1900 – 1993 ]

Deming's 14 principles for transformation:

9. Break down barriers between departments . Encourage
research , design ,sales and production to work together
to foresee difficulties belong in production and use

10. Eliminate slogans, exhortations and numerical targets

for the workforce since they are divisory , and anyway
difficulties belong to whole system

11. Eliminate quotas or work standards and management

by objectives or numerical goals ; leadership should be
substituted instead
12. Remove barriers that rob people of their pride in their work

13. Institute a vigorous education and self – improvement

programme
14.Put everyone in the company to work to accomplish
the transformation.
 W. EDWARDS DEMING
[1900 – 1993 ]

Deming's 7 – point action plan :

1. Management must agree on the quality programme ,its

implication and the direction to take

2. Top management must accept and adopt the new philosophy

3. Top management must communicate the plan and the

necessity for it to the people in the organization
 W. EDWARDS DEMING
[1900 – 1993 ]

Deming's 7 – point action plan :

4. Every activity must be recognized as a step in a process

And the customers of that process identified ; the customers
are responsible for the next stage of the process.

5.Each stage must adopt the ‘Deming’ or ‘Shewhart’ * cycle

- Plan – Do – Check – Action – as the basis of quality improvement
6. Team working must be engendered and encouraged to
Improve inputs and outputs everyone must be
enabled to contribute to this process

7. An organization for quality must be constructed with the support of

knowledgeable statisticians.

*Walter Shewhart (1891-1967) was inventor

Of Control Chart & mentor to Deming.
 Dr SHIGEO SHINGO*
[1909 – 1990 ]

Shigeo Shingo’s definition of Quality :

Defects in a process

Shingo believed that ‘ statistical method detect

errors too late in in manufacturing process .’ He
suggested that instead of detecting errors , it is
better to engage in preventive measures aimed
at eliminating error sources.

Shingo believed in mechanizing the monitering

of error ,considering that human assesssment
was ‘ inconsistent and prone to error’. He called it
‘BAKA – YOKE’ [ FOOL PROOFING]
 Dr SHIGEO SHINGO*
[1909 – 1990 ]

One day he was explaining Baka-yoke, fool-proofing

devices, created and implemented by workers on the
factory floor. A young woman started to cry. "Why
are you crying?" He asked. "Because I am not a
fool," she answered. "I am truly sorry." And at that
exact moment he changed the name from Baka-yoke
to Poka-yoke, mistake-proofing devices.

* SMED/ OTED
 Dr KAORU ISHIKAWA
[[[[ 1915 – 1989 ]

According to Ishikawa, quality improvement is a

continuous process, and it can always be taken one
step further.
 Dr KAORU ISHIKAWA
[1915 – 1989 ]

KAORU ISHIKAWA’S DEFINITON OF QUALITY :

Quality of Product ,Service, Management ,the Company
itself and the Human being.

KEY BELIEF : Systemic approach ; participation ;

Communication.

PRINCIPLE METHOD : Seven Tools of Quality Control

Fishbone diagram
Quality circles
 Dr KAORU ISHIKAWA
[1915 – 1989 ]

KAORU ISHIKAWA’S SEVEN TOOLS OF QUALITY CONTROL:

1. Pareto charts ….used to identify causes of problem

2. Ishikawa (fishbone ) diagrams…Charts of cause & effect in

processes.

3. Stratification…. Layer charts which place each set of data

successively on top of the previous one.

4. Checksheets … To provide a record of quality

5. Histograms … Graphs used to display frequency of various

ranges of values of a quantity

6. Scattergraphs ..Used to help determine whether there is a

correlation between two factors.

7. Control charts …Used as a device statistical process control

 Typical Problem Solving Process
- Not Us ??? -
• First jump to conclusions
• Then collect arguments to support our pet theory
• Get emotionally attached to our pet theory
• Become convinced that we have the complete
picture
• Take pride in authorship of our theory
• Vehemently oppose any other explanation
• Fight tooth and nail to protect our theory from
detractors and critics