Productivity and Quality Tools Module

ADAMSON UNIVERSITY
COLLEGE OF BUSINESS ADMINISTRAION

MANAGEMENT AND MARKETING DEPARTMENT
PRODUCTIVITY AND
QUALITY TOOLS
-MODULES-
http://dutchmodernacademy.com/index.php/training-courses/professional-manager/quality-and-productivity111
MODULE OVERVIEW AND AIM
This MODULE is designed to enable the students to use the major tools, techniques, and principles aimed at
improving quality and productivity in the business environment. This will also provide students with practical
methods for improving organizations, performance measurement, and organizational quality assessment.
Furthermore, this course will also cover other organizational and managerial factors that are essential for
sustaining productive, high-quality organizations. The main goal of this course is to provide students with an
understanding of current and practical management tools and strategies. At the end of the semester, students
will be able to design a productivity and quality plan suited to address business current needs.
MODULE CONTENT
Indicative content includes:
 Introduction to Productivity, its Impact and Initiatives

 Quality Management Revisited
 Quality Gurus and their Key Contributions
 Integrating Production and Quality in Working Environment
 Quality Management Tools
 Organizational Performance Measures
 Application of Case Study Method
 Productivity and Quality Management Case and Action Plan Presentation
REFERENCES
 Productivity and Quality Management, Angelita Ong Camilar-Serrano (2016), Unlimited Books Library Services and
Publishing Company
 Quality and Performance Excellence Management, Organization and Strategy, James Evans, 7th Edition (2015),
Cengage Learning, USA
 Fundamentals of TQM, Dr. Huan Chun Chean Chin, (2015), Arcler Press Publication LLC, USA
 Operations Management, William Stevenson, 12th Edition, (2015), Mc Graw-Hill Education
 Applied Strategic Management and Business Policy: A Case Study Method: Antonio Errol B. Ybanez, Jr (2014),
Katha Publishing Co. Inc.
POWERPOINT LINK
All Chapters Uploaded in Google Drive. Link Below:
https://drive.google.com/drive/folders/1FKzHDtRexNsIPexmPgIp9FTujMKpOKYc
CHAPTER 1
INTRODUCTION TO
PRODUCTIVITY
MODULE 1
Blackboard Content
 Asynchronous (80%)
- Chapter Handout / E-book
- Article Analysis
- Related Videos. (Links to be shared and uploaded in Blackboard)
- Discussion Questions in Blackboard
- Chapter Test
 Synchronous (20%)
- Lecture using PowerPoint (Pre-recorded / Live). (Copy of PPT can be viewed in the google drive link)
- Question-and-Answer that may arise during lecture (Live / or sending a question in Discussion portion of
Blackboard.
Learning Target
o Define Productivity
o Identify the Impact of Productivity
o Productivity Initiatives
CHAPTER 1 HANDOUT
Introduction to Productivity
According to Asean Productivity Organization ( APO) , productivity is key to maintaining competitiveness, at both the
organization and country levels, and in ensuring sustainable socioeconomic development. The various productivity-
enhancing tools, techniques, methods, and practices that have been developed and adopted over the years in the production
and consumption of goods and services are essential to the dynamism of economies.
DEFINITION OF PRODUCTIVITY
The concept of productivity has evolved over the years to represent more than an efficiency ratio. From cost and quality
issues, its scope has expanded to embrace social concerns - such as job creation, job security, poverty alleviation, resource
conservation, social responsibility - to business excellence, governance, and environmental protection. Two essential
definitions often used and espoused by the APO.
1.) Productivity is the relationship between the quantity of output (goods and services produced) and the quantity of input
(i.e., resources such as labor, materials, machinery, and energy) that are used in production.
Productivity = Output/Input
2.) Productivity is concerned with how efficiently goods and services are produced and the value created by the production
process. If a product is made at the lowest cost with high quality and can be sold competitively in the market at a price
higher than its cost of production, then its productivity level is considered high. The objective of productivity is to maximize
output and minimize input.
Productivity = Efficiency + Effectiveness
The other element of the productivity equation is effectiveness. This relates to the attainment of the desired goals or
outcomes set by the producer of a product or service. If the customers are highly satisfied in using the product or service,
this could mean higher revenues and repeat orders for the product or service. It could also mean higher return on investments
for investors and even a better image or reputation for the company or organization.
IMPACT OF PRODUCTIVITY
Productivity is an integrated concept, a combination of principles from various disciplines such as science, engineering,
economics, finance, and psychology. Productivity improvements or enhancements are generally achieved through
collaborative efforts that target specific issues affecting an organization. In short, achieving improved productivity involves
a managed and systematic process; it does not happen by coincidence or accident. Improvements may be planned once at
the end of a staged process, incrementally from step-wise initiatives, or in spurts through breakthroughs or innovation.
The Productivity Management Framework in Figure 1 is a good way of illustrating the cycle of managing productivity in
an organization.
Figure 1. Productivity Management Framework
The
framework starts with CHECK, assessing the organization’s present condition or productivity level. After checking or
assessing, the next step is ACTION. At this stage, the organization looks for countermeasures to remedy the problem or
improve the present condition. The next step is PLAN, wherein the organization will determine what productivity
improvement program or project it will implement. The final step is DO, when an organization starts to implement the
planned productivity initiative or intervention. If the implemented program results in an increase in productivity level, the
management may opt to share the gains of improvement through
productivity gainsharing. After implementing any productivity improvement activity or intervention, the organization will
again CHECK on the status of improvement. The cycle continues.
PRODUCTIVITY INITIATIVES
The productivity-improving or enhancing initiatives, which can be in the form of a basic principle, tool, technique,
method, practice, guideline, model, or approach that had been espoused by the APO in the past years, are presented in a
simplified framework to allow users a quick grasp of how they are used and how they fit into the larger picture of an
organization’s productivity goals. They may be grouped into the following four Ps, which represent areas of concern in any
organization that is aspiring to achieve productivity improvements - people, product, policy, and process.
1. People-focused: When a productivity-enhancing initiative aims to directly raise the efficiency and effectiveness of a
worker.
2. Product-focused: When a productivity-enhancing initiative aims to improve the quality and responsiveness of a product
to consumer demand.
3. Process-focused: When a productivity-enhancing initiative aims to make the planning, design, production, and delivery
of goods and services more efficient and effective.
4. Policy-focused: When a productivity-enhancing initiative aims to improve the overall environment for production and/or
consumption of goods and services
ARTICLE ANALYSIS
Productivity: A Competitive Tool

It's important for today's organizations to be productive and further use this productivity as an effective tool to beat
competition. Business is where things change in the blink of an eye. Today's right strategy may not be right tomorrow, i.e.,
it may become obsolete in a short span of time. So the adage, "old is gold", does not hold true at least in business. But, in
this fast moving business environment where nothing is static, one thing that has remained constant is the goal of the
organization, i.e., profit-making, irrespective of its nature and size.
The performance of the organization has been traditionally linked to profitability in one way or other. Profitability means
gain, advantage, improvement or that output which results from the employment of capital, which is usually expressed or
interpreted in financial terms. Jason Jennings (Jason), a California-based management consultant and the author of the best
seller, Less is More: How Great Companies use Productivity as a Competitive Tool in Business, defines profitability as the
simple act of increasing the output while maintaining or decreasing the input.
Jason further cites an example to explain the meaning of productivity. According to him, if McDonald's can figure out a
way to serve an extra 25 customers an hour (output) without having to increase the staff (input), they'll have increased
productivity. Now, if the definition is so simple and straight, then why are we making a fuss over productivity? As a matter
of fact, productivity is not as simple as it sounds; that's why only a few names feature in the list of productive companies,
which have been successful in retaining this magical word with them on a constant basis.
The Competitive Edge
The old days when businesses used to run on mediocricity and laid down sticky traditional rules are gone. Today, it has
become vital for an organization's long-term stability, survival and growth to understand the true cost of doing business and
the sources of profit. Productivity plays the role of a sheet anchor for today's companies by giving them the much needed
edge in the market. Most productive companies, however, take a slightly different path from the usual run-of-the-mill
approach, focusing on the overall productivity aspects of their businesses, rather than merely looking at profitability in terms
of financial statements. There is an old saying: "Smart people don't do different things, rather they do the same things
differently." This is very much applicable in the case of the most productive companies. They take different routes to achieve
the same goal, and it is the selection of these different routes/paths by these companies, which brings a lot of difference to
the end result.
The first thing which differentiates a productive company from a non-productive one is the company's ability to understand
the true meaning of strategy and tactics. According to Jason, it is this realization that enables these companies to stay more
focused on their goal.
There are several companies which put themselves into trouble by mixing their strategies and tactics together. In productive
companies, the goals to be achieved by a particular group of people are kept very simple and easy to understand. It is the
employees who have to perform; if they are confused and not clear of what exactly they have to do, they will not be able to
give their 100% to the job. It is this power of simple and clear objective which made Ikea, a Swedish furniture superstore
chain, achieve 50% more profit per employee, that too, in the low-margin discount furniture business. It is the power of this
simplicity which enabled the New Zealand-based warehouse chain of discount stores to score over the world's No. 1 retail,
Wal-Mart, on many different counts. Focus is vital for profit maximization. However, many corporate leaders today lack
this attention to focus. Kmart, the US retailer, went bankrupt due to its management's inability to focus on its core
competencies. Other major firms which collapsed due to lack of focus are: Arthur Anderson, WorldCom, Enron, Xerox, to
name a few. Any organization which complicates its business by concentrating on needless issues tends to lose its focus and
purpose in the market, which negatively affects its production, and thus the business as a whole.
Managing your employees is an important aspect in increasing productivity. It is only when a company manages to get its
employees focused towards a particular goal that it can think of obtaining more with less. Openness to the company's goal
or mission helps in achieving the purpose more easily. The organization should be transparent with its ideas, goals and
expectations from its employees. It is this openness which made Yellow Freight, the world leader in transportation services.
This is what made SRC holdings, a diversified manufacturing holding company, post 15% growth each year, irrespective
of the slow growth rate in the industry.
Gillette also achieved the tag of the most innovative company in the world because of its approach to offer the customers
innovative products. Moreover, it is this openness towards its employees which made Nucor, a major steel producing
company of the US, one of the most efficient steel producers in the world for decades.
One should encourage suggestions from the bottom line of the workforce. One need not be amused by this idea, for the
quality of their suggestions can improve the firm's productivity. Openness can go a long way in improving productivity and
the most productive companies have this distinct competitive advantage from their rivals. It has been observed that in many
companies when revenues go up, bureaucracy too follows. Bureaucracy in any sense and form is always a bad sign for the
firms, as it complicates and paralyzes the organization. Complexity usually crushes the flexibility of the firm and this further
becomes a hindrance to change. So, there is no place for bureaucracy in productive companies.
Change is inevitable and that is applicable here also. Productive companies are always willing to change their strategies and
tactics according to the changing needs and demands of the customers. For them, continuous improvement and a dedication
to becoming more efficient day by day, is a way of life.
Jason opines, "Unless a company is constantly creating new offerings to solve a customer's problem, its future will be short-
lived." There are companies like Gillette, Dell, 3M, P&G, Disney, Microsoft, Nucor, GE, Infosys, Wipro, Hero Honda,
Bajaj and Maruti, to name a few, which have mastered the art of change and innovation. These companies have learnt to be
highly productive from their initial days. It is the sheer power to change and the ability to think out-of-the-box that led to
the emergence of AirDeccan, which has brought in a new chapter in aviation. AirDeccan is able to provide the lowest fares
and still remain viable in this highly price-competitive Indian aviation industry. It is the power of innovation which helped
Rasna to hold approximately 93% market share in the concentrated soft drink segment of the country despite the fact that it
has stiff competition from big players like Coca-Cola, Hindustan Lever and Kraft Foods. Further, the innovative attitude
not only helped Ujala challenge the market leader, Robin Blue, but also create its own identity in the liquid whitener market.
There are companies like Coca-Cola, Nike, Revlon, LIC, etc., which lost their market share because they failed to innovate
at the right time or they resisted change. A productive company follows a method of continuous improvement all the time.
A productive company has a "No Lay-off" tag attached to it. For such companies, employees are the most valuable assets
and they are treated with dignity. In true sense, productive companies never face the need to lay-off people, because they
know better ways of dealing with a crisis than just firing people. According to Jason, "Lay-offs destroy a company's ability
to be more productive." A perfect example here is of Nucor. It reduced its production time of producing a ton of steel from
11 hours to 30 minutes. It pays its employees much higher than the average industry standards. The company has never
laid-off an employee in its history.
According to Dan DiMico, Nucor's CEO, "When business is bad, as it's bound to be in a highly cyclical industry like ours,
the first thing to go is every executive's perk and bonus, followed by every plant manager and supervisors giving up theirs.
Only then are the workers affected, we'll reduce the workweek to five days and then four and on some rare occasions even
three, but we never lay-off people."
Nucor has been following these guidelines since its inception. Jason further adds, "Lay-offs are a management fad used by
untalented CEOs and managing directors." It has been observed that many companies follow their financial statements to
judge how profitable they are, instead of focusing on the customers and the day-to-day running of the business. Focusing
on these will automatically bring revenues for firms. Running after financial statements will lead companies nowhere.
Conclusion
Most productive companies focus on the customers to retain them and further to be productive. It's true that they don't do
different things rather they do things differently. They have in them the ability and the guts to think of how they can change
the traditional ways of doing things. All productive firms mentioned here have achieved the top slots not merely by fluke
but by their strong willpower, hard work, dedication, taking calculated risks and making things happen rather than waiting
for things to happen. Jason list's some points which every company that wishes to achieve its full economic potential must
do. The list includes:
* Have a 'cause' that unites everyone in the company in pursuit of a common objective.
* Make certain that everyone within the organization-from the CEO down to the last employee-is constantly interfacing
with customers.
* Strive relentlessly to eliminate wasted effort, work and process.
Brilliant companies offer solutions to their customers; they don't sell stuff. Becoming productive is a difficult task and
difficult still is sustaining the position. But in this overcrowded business world the only option left for firms is to become
as productive as they can.
Source: ttps://www.icmrindia.org/free%20resources/articles/Productivity3.htm
Guide Questions
1. Why is productivity important in today’s businesses?

2. Why is managing employees an important aspect in increasing productivity?
3. Explain this statement “In this overcrowded business world the only option left for firm is to become productive
as they can.”
Chapter Test to be uploaded to BB

Related Videos uploaded to BB
Reference
https://www.apo-tokyo.org/wp-content/uploads/sites/5/Handbook-on-Productivity-2015.pdf
CHAPTER 2
QUALITY MANAGEMENT
MODULE 2
Blackboard Content
- Article Analysis
- Related Educational Videos. (Links to be shared and uploaded in Blackboard)
- Discussion Questions
- Chapter Test
- Question-and-Answer that may arise during lecture
Learning Target
 Understand Evolution of Quality

 Identify Key Dimensions of Quality in Products and Services
 Explain Quality Planning and Improvement Tools
 Discuss Quality Cost
CHAPTER 2 HANDOUT
Quality Management
As stated in the book of Oakland about quality philosophy, good quality performance has always been a key strategic factor
for business success but it is now more than ever required to compete successfully in the global markets of the twenty-first
century., hence businesses growing adoption to quality management had led to more customer satisfaction and
organizational excellence.
Quality is often used to signify ‘excellence’ of a product or service, however it is more on consistently meeting the
requirements of the customer.
EVOLUTION OF QUALITY
Source; TQM by Subburaj Rawasamy

History of Total Quality Management
Source: https://asq.org/quality-resources/total-quality-management/tqm-history
KEY QUALITY DIMENSIONS
In creating business strategy, it is important to take into consideration the various important dimensions of quality.
 Performance
o Involves the various operating characteristics of the product
 Features
o Characteristics that are supplemental to the basic operating characteristics
 Reliability
o Degree of dependability and trustworthiness of the product for a long period of time
 Conformance
o Degree to which the product conforms to pre-established specifications
 Durability
o Measures the length of time the product performs before a replacement becomes compulsary
 Serviceability
o Refers to the promptness, courtesy, proficiency and easiness in repair when the product breaks down
 Aesthetics
o Impact on the human senses, as how it looks, sound, taste and so on
 Perceived Quality
o Perception of quality in the minds of the consumer
Key dimensions of service quality

 Reliability
o Ability to give what was promised, dependably and accurately
 Assurance
o The knowledge and courtesy of employees and their ability to convey trust and confidence
 Tangibles
o Physical facilities and equipment, the look of personnel
 Emphaty
o The measure of caring and individual attention given to customers
 Responsiveness
o The willingness to aid customer and make available prompt service
QUALITY PLAN
Illustrates how an organization will attain its objective. It is a formation of actionable plan that define and guarantees quality
from idea to delivery. Principles include, customer satisfaction comes first, prevention over inspection, management
responsibility, continuous improvement. Some of the quality planning tools include cost-benefit analysis, benchmarking
and cost of quality.
QUALITY IMPROVEMENT
Is an organized, prescribed method to the study of practice performance and efforts to get better performance. Some
fundamental concepts include, institute a culture of quality in practice, decide and prioritize possible areas for improvement,
gather and examine data, talk about the results and commit to continuing evaluation.
Quality Improvement Models comprise the following:
1. PDSA Cycle (Plan-Do-Study-Act)

Is a logical succession of steps for obtaining precious learning and knowledge for continual improvement of a
product or a process.
2. Lean Six Sigma
Merges from two accepted QI models
a. Lean- is a well-liked for its systematic approach to streamlining, both manufacturing and service processes by
eradicating waste while continuing to bring worth to customers
b. Six Sigma- a technique of efficiently solving the problem which lessens the quantity of defective products or
services provided, resulting to improved income and customer satisfaction.
Cost of quality (COQ)
is defined as a methodology that allows an organization to determine the extent to which its resources are used for activities
that prevent poor quality, that appraise the quality of the organization’s products or services, and that result from internal
and external failures. Having such information allows an organization to determine the potential savings to be gained by
implementing process improvements.
WHAT IS COST OF POOR QUALITY (COPQ)?
Cost of poor quality (COPQ) is defined as the costs associated with providing poor quality products or services. There are
three categories:
Appraisal costs are costs incurred to determine the degree of conformance to quality requirements.
Internal failure costs are costs associated with defects found before the customer receives the product or service.
External failure costs are costs associated with defects found after the customer receives the product or service.
Quality-related activities that incur costs may be divided into prevention costs, appraisal costs, and internal and external
failure costs.
Appraisal costs
Appraisal costs are associated with measuring and monitoring activities related to quality. These costs are associated with
the suppliers’ and customers’ evaluation of purchased materials, processes, products, and services to ensure that they
conform to specifications. They could include:
Verification: Checking of incoming material, process setup, and products against agreed specifications
Quality audits: Confirmation that the quality system is functioning correctly
Supplier rating: Assessment and approval of suppliers of products and services
Internal failure costs

Internal failure costs are incurred to remedy defects discovered before the product or service is delivered to the customer.
These costs occur when the results of work fail to reach design quality standards and are detected before they are transferred
to the customer. They could include:
Waste: Performance of unnecessary work or holding of stock as a result of errors, poor organization, or
communication
Scrap: Defective product or material that cannot be repaired, used, or sold
Rework or rectification: Correction of defective material or errors
Failure analysis: Activity required to establish the causes of internal product or service failure
External failure costs

External failure costs are incurred to remedy defects discovered by customers. These costs occur when products or services
that fail to reach design quality standards are not detected until after transfer to the customer. They could include:
Repairs and servicing: Of both returned products and those in the field
Warranty claims: Failed products that are replaced or services that are re-performed under a guarantee
Complaints: All work and costs associated with handling and servicing customers’ complaints
Returns: Handling and investigation of rejected or recalled products, including transport costs
PREVENTION COSTS
Prevention costs are incurred to prevent or avoid quality problems. These costs are associated with the design,
implementation, and maintenance of the quality management system. They are planned and incurred before actual operation,
and they could include:
Product or service requirements: Establishment of specifications for incoming materials, processes, finished
products, and services
Quality planning: Creation of plans for quality, reliability, operations, production, and inspection
Quality assurance: Creation and maintenance of the quality system
Training: Development, preparation, and maintenance of programs
COST OF QUALITY AND ORGANIZATIONAL OBJECTIVES
The costs of doing a quality job, conducting quality improvements, and achieving goals must be carefully managed so that
the long-term effect of quality on the organization is a desirable one.
These costs must be a true measure of the quality effort, and they are best determined from an analysis of the costs of quality.
Such an analysis provides a method of assessing the effectiveness of the management of quality and a means of determining
problem areas, opportunities, savings, and action priorities.
Cost of quality is also an important communication tool. Philip Crosby demonstrated what a powerful tool it could be to
raise awareness of the importance of quality. He referred to the measure as the "price of nonconformance" and argued that
organizations choose to pay for poor quality.
Many organizations will have true quality-related costs as high as 15-20% of sales revenue, some going as high as 40% of
total operations. A general rule of thumb is that costs of poor quality in a thriving company will be about 10-15% of
operations. Effective quality improvement programs can reduce this substantially, thus making a direct contribution to
profits.
The quality cost system, once established, should become dynamic and have a positive impact on the achievement of the
organization’s mission, goals, and objectives.
Source : https://asq.org/quality-resources/cost-of-quality
https://videos.asq.org/cost-of-quality-what-is-it
https://videos.asq.org/cost-of-quality-appraisal-costs
Assignment:
Relate Cost of poor quality with an iceberg.
ARTICLE ANALYSIS
Re-inventing Singapore’s Libraries

By Professors Robert Johnston, Warwick Business School, Chai Kah Hin and Jochen Wirtz, National
University of Singapore, and Christopher Lovelock, Yale University.
The National Library Board (NLB) in Singapore oversees the management of the national, reference, regional, community
and children’s libraries, as well as over 30 libraries belonging to government agencies, schools and private institutions. Over
the last 15 years the NLB has completely changed the nature of libraries in Singapore and its work has been used as a
blueprint for many other libraries across the world. Yet it was not always like this. In 1995 libraries in Singapore were
traditional, quiet places full of old books where you went to study or borrow books if you could not afford to buy them.
There were long queues to have books stamped or returned and the staff seemed unhelpful and unfriendly. But today, things
are very different. There are cafés in libraries to encourage people to come in, browse and sit down with a book, and libraries
in community centres (putting libraries where the people are). The NLB has developed specialist libraries aimed at children,
libraries in shopping malls aimed at attracting busy 18–35-year-olds into the library while they are shop ping. There are
libraries dedicated to teenagers, one of the most difficult groups to entice into the library. These have even been designed
by the teenagers themselves so they include drinks machines, cushions and music systems. The library also hosts a wide
range of events from mother and baby reading sessions to rock concerts to encourage a wide range of people into the library.
‘We started this journey back in 1995 when Dr Christopher Chia was appointed as Chief Executive. Looking back, we were
a very traditional public service. Our customers used words like “cold” and “unfriendly”, though, in fairness, our staff were
working under great pressure to deal with the long queues for books and to answer enquiries on library materials posed by
our customers. Christopher Chia and his team made a study of the problems, undertook surveys and ran focus groups. They
then began to address the challenges with vision and imagination through the application of the project management
methodology and the innovative use of technology. Staff involvement and contribution was key to the success of the
transformation. We knew where we wanted to go, and were committed to the cause.’ (Ms Ngian Lek Choh, the Deputy
Chief Executive and Director of the National Library)
Underpinning many of the changes was the NLB’s innovative use of technology. It was the first public library in the world
to prototype radio-frequency identification (RFID) to create its Electronic Library Management System (ELiMS). RFID is
an electronic system for automatically identifying items. It uses RFID tags, or transponders, which are contained in smart
labels consisting of a silicon chip and coiled antenna. They receive and respond to radio-frequency queries from an RFID
transceiver, which enables the remote and automatic retrieval, storing and sharing of information. RFID tags are installed
in its 10 million books making it one of the largest users of the technology
in the world. Customers spend very little time queuing, with book issuing and returns automated. Indeed books can be
returned to any of the NLB’s 24-hour book drops (which look a bit like 2 ATM machines) where RFID enables not only
fast and easy returns but also fast and easy sorting. The NLB has also launched a mobile service via SMS (text messaging).
This allows users to manage their library accounts anytime and anywhere through their mobile phones. They can check their
loan records, renew their books, pay library payments, and get reminder alerts to return library items before the due-date.
Improving its services meant fully understanding the Library’s customers. Customers were studied using surveys and focus
groups to understand how the library added value for customers, how customers could be segmented, the main learning and
reading motivators, and people’s general reading habits. And feedback from customers, both formal and informal, is an
important source of design innovation – as are ideas from staff. Everyone in NLB, from the chief executive to the library
assistant is expected to contribute to work improvement and innovations. So much so that innovation has become an integral
part of NLB’s culture, leading to a steady stream of both large and small innovations. In order to facilitate this, the chief
executive holds ‘express-o’
sessions discussions with staff. He also has a strategy called ‘ask stupid questions’ (ASQ) which encourages staff to
challenge what is normally accepted. Dr Varaprasad, the chief executive commented, ‘In my view there are no stupid
questions there are only stupid answers! What we try to do is engage the staff by letting them feel they can ask stupid
questions and that they are entitled to an answer.’
The NLB also makes use of small improvement teams to brainstorm ideas and test them out with colleagues from other
libraries across the island. Good ideas attract financial rewards from S$5 to $1,000. One such idea was using a simple system
of coloured bands on the spines of books (representing the identification number of each book) which make it much easier
to shelve the books in the right places and also spot books that have been misplaced by customers. Staff are also encouraged
to travel overseas to visit other libraries to learn about how they use their space, their programmes and collections, attend
and speak at conventions and also visit very different organizations to get new ideas. The automatic book return for example
was an idea borrowed and modified from the Mass Rapid Transport stations in Hong Kong where, with the flash of a card,
the user is identified and given access across the system. NLB applied a similar line of thought for seamless check-in and
check-out of books and a return anywhere concept. NLB harvests ideas from many different industries including logistics,
manufacturing, IT and supermarkets. However, some elements of NLB’s improvement process have changed. In the early
days their approach to implementing ideas was informal and intuitive. It is now much more structured. Now, each good idea
that comes forward is managed as a project, starting with a ‘proof of concept’ stage which involves selling the idea to
management and checking with a range of people that the idea seems feasible. Then the services or processes are re-
engineered, often involving customers or users. The new concepts are then prototyped and piloted allowing managers to
gather customer feedback to enable them to assess, refine and, if appropriate, develop them for other sites.
Source: https://mba638.files.wordpress.com/2017/01/case-study-reinventing-singapore-libraries.pdf
Questions
1. How would the culture of NLB have changed in order for it to make such improvements?
2. Where did the ideas for improvement originate? And how did NLB encourage improvement
ideas?
3. Why, do you think, has the improvement process become more systematic over the years?
4. What could be the biggest challenges to NLB’s improvement activities in the future?
CHAPTER 3
QUALITY GURUS AND THEIR KEY
CONTRIBUTIONS
MODULE 3
Blackboard Content
- VIDEO Reflection
- Discussion Questions in Blackboard (This will be uploaded and answered first before the lecture.
Everyone must participate)
- Quiz ( Matching Type)
 synchronous (20%)
Learning Target
• Identify Quality Gurus and explain their key contributions in productivity and quality management
William Edwards Deming
Walter Shewhart
Joseph Juran
Philip Crosby
Armand Feigenbaum
Kaoru Ishikawa
Shigeo Shingo
Taichi Ohno
 Discuss application of their significant contributions in the 21st century
The Quality Gurus have made a significant impact on the world through their contributions to improving not only businesses,
but all organizations including state and national governments, military organizations, educational institutions, healthcare
organizations, and many other establishments and organizations.
Source : https://www.pinterest.ca/pin/538391330433200700/
DR. W. EDWARDS DEMING (1900–1993)
Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is
management's responsibility to improve the systems so that workers (management and non-management) can do their jobs
more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term
competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they
result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower
prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs.
When he died in December 1993 at the age of ninety-three, Deming had taught quality and productivity improvement for
more than fifty years. His Fourteen Points, System of Profound Knowledge, and teachings on statistical control and process
variability are studied by people all over the world. His books include: Out of the Crisis (1986), The New Economics (1993),
and Statistical Adjustment of Data (1943).
In emphasizing management's responsibility, Deming noted that workers are responsible for 10 to 20 percent of the quality
problems in a factory, and that the remaining 80 to 90 percent is under management's control. Workers are responsible for
communicating to management the information they possess regarding the system. Deming's approach requires an
organization-wide cultural transformation.
Deming's philosophy is summarized in his famous fourteen points, and it serves as a framework for quality and productivity
improvement. Instead of relying on inspection at the end of the process to find flaws, Deming advocated a statistical analysis
of the manufacturing process and emphasized cooperation of workers and management to achieve high-quality products.
Deming's quality methods centered on systematically tallying product defects, analyzing their causes, correcting the causes,
and recording the effects of the corrections on subsequent product quality as defects were prevented. He taught that it is less
costly in the long-run to get things done right the first time then fix them later.
THE RISE OF DEMING'S INFLUENCE
The son of a small-town lawyer, Deming (a teacher and consultant in statistical studies) attended the University of Wyoming,
University of Colorado, and Yale University, where he earned his Ph.D. in mathematical physics. He then taught physics at
several universities, worked as a mathematical physicist at the U.S. Department of Agriculture and was a statistical adviser
for the U.S. Census Bureau.
From 1946 to 1993 he was a professor of statistics at New York University's graduate school of business administration,
and he taught at Columbia University. Deming became interested in the use of statistical analysis to achieve better quality
control in industry in the 1930s.
In 1950 Deming began teaching and consulting with Japanese industrialists through the Union of Japanese Scientists and
Engineers (JUSE). In 1960, he received the Second Order Medal of the Sacred Treasure from the Emperor of Japan for
improvement of quality and the Japanese economy. In 1987 he received the National Medal of Technology from U. S.
President Ronald Reagan because of his impact on quality in the United States.
From 1946 to 1993, he was an international teacher and consultant in the area of quality improvement based on statistics,
leadership, and customer satisfaction. The Deming Prize for quality was established in 1951 in Japan by JUSE and in 1980
in the United States by the Metropolitan Section of the American Society for Quality.
American companies ignored Deming's teachings for years. In 1980, NBC aired the program "If Japan Can, Why Can't
We?," highlighting Deming's contributions in Japan and American companies began to discover Deming. His ideas were
used by major U.S. corporations as they sought to compete more effectively against foreign manufacturers.
As a consultant, Deming continued to conduct Quality Management seminars until just days before his death in 1993.
DEMING'S SYSTEM OF PROFOUND KNOWLEDGE
One of Deming's essential theories is his System of Profound Knowledge, which includes appreciation for a system,
knowledge about variation (statistics), theory of knowledge, and psychology (of individuals, groups, society, and change).
Although the Fourteen Points are probably the most widely known of Dr. Deming's theories, he actually taught them as a
part of his System of Profound Knowledge. His knowledge system consists of four interrelated parts: (1) Theory of
Optimization; (2) Theory of Variation; (3) Theory of Knowledge; and (4) Theory of Psychology.
THEORY OF OPTIMIZATION.
The objective of an organization is the optimization of the total system and not the optimization of the individual subsystems.
The total system consists of all constituents—customers, employees, suppliers, shareholders, the community, and the
environment. A company's long-term objective is to create a win-win situation for all of its constituents.
Subsystem optimization works against this objective and can lead to a suboptimal total system. According to Deming, it is
poor management, for example, to purchase materials or service at the lowest price or to minimize the cost of manufacturing
if it is at the expense of the system. Inexpensive materials may be of such inferior quality that they will cause excessive
costs in adjustment and repair during manufacturing and assembly.
THEORY OF VARIATION.
Deming's philosophy focuses on improving the product and service uncertainty and variability in design and manufacturing
processes. Deming believed that variation is a major cause of poor quality. In mechanical assemblies, for example, variations
from specifications for part dimensions lead to inconsistent performance and premature wear and failure. Likewise,
inconsistencies in service frustrate customers and hurt companies' reputations. Deming taught Statistical Process Control
and used control charts to demonstrate variation in processes and how to determine if a process is in statistical control.
There is a variation in every process. Even with the same inputs, a production process can produce different results because
it contains many sources of variation, for example the materials may not be always be exactly the same; the tools wear out
over time and they are subjected to vibration heat or cold; or the operators may make mistakes. Variation due to any of these
individual sources appears at random; however, their combined effect is stable and usually can be predicted statistically.
These factors that are present as a natural part of a process are referred to as common (or system) causes of variation.
Common causes are due to the inherent design and structure of the system. It is management's responsibility to reduce or
eliminate common causes. Special causes are external to the system, and it is the responsibility of operating personnel to
eliminate such causes. Common causes of variation generally account for about 80 to 90 percent of the observed variation
in a production process. The remaining 10 to 20 percent are the result of special causes of variation, often called assignable
causes. Factors such as bad material from a supplier, a poorly trained operator or excessive tool wear are examples of special
causes. If no operators are trained, that is system problem, not a special cause. The system has to be changed.
THEORY OF KNOWLEDGE.
Deming emphasized that knowledge is not possible without theory, and experience alone does not establish a theory.
Experience only describes—it cannot be tested or validated—and alone is no help for management. Theory, on the other
hand, shows a cause-and-effect relationship that can be used for prediction. There is a lesson here for the widespread
benchmarking practices: copying only an example of success, without understanding it in theory, may not lead to success,
but could lead to disaster.
THEORY OF PSYCHOLOGY.
Psychology helps to understand people, interactions between people and circumstances, interactions between leaders and
employees, and any system of management. Consequently, managing people requires knowledge of psychology. Also
required is knowledge of what motivates people. Job satisfaction and the motivation to excel are intrinsic. Reward and
recognition are extrinsic. Management needs to create the right mix of intrinsic and extrinsic factors to motivate employees.
DEMING'S SEVEN DEADLY DISEASES

Deming believed that traditional management practices, such as the Seven Deadly Diseases listed below, significantly
contributed to the American quality crisis.
Lack of constancy of purpose to plan and deliver products and services that will help a company survive in the long term.
Emphasis on short-term profits caused by short-term thinking (which is just the opposite of constancy of purpose), fear of
takeovers, worry about quarterly dividends, and other types of reactive management.
Performance appraisals (i.e., annual reviews, merit ratings) that promote fear and stimulate unnecessary competition among
employees.
Mobility of management (i.e., job hopping), which promotes short-term thinking.
Management by use of visible figures without concern about other data, such as the effect of happy and unhappy customers
on sales, and the increase in overall quality and productivity that comes from quality improvement upstream.
Excessive medical costs, which now have been acknowledged as excessive by federal and state governments, as well as
industries themselves.
Excessive costs of liability further increased by lawyers working on contingency fees.
DEMING'S FOURTEEN POINTS
Deming formulated the following Fourteen Points to cure (eliminate) the Seven Deadly Diseases and help organizations to
survive and flourish in the long term:
1. Create constancy of purpose toward improvement of product and service. Develop a plan to be competitive and stay in
business. Everyone in the organization, from top management to shop floor workers, should learn the new philosophy.
2. Adopt the new philosophy. Commonly accepted levels of delays, mistakes, defective materials, and defective
workmanship are now intolerable. We must prevent mistakes.
3. Cease dependence on mass inspection. Instead, design and build in quality. The purpose of inspection is not to send the
product for rework because it does not add value. Instead of leaving the problems for someone else down the production
line, workers must take responsibility for their work. Quality has to be designed and built into the product; it cannot be
inspected into it. Inspection should be used as an information-gathering device, not as a means of "assuring" quality or
blaming workers.
4. Don't award business on price tag alone (but also on quality, value, speed and long term relationship). Minimize total
cost. Many companies and organizations award contracts to the lowest bidder as long as they meet certain requirements.
However, low bids do not guarantee quality; and unless the quality aspect is considered, the effective price per unit that a
company pays its vendors may be understated and, in some cases, unknown. Deming urged businesses to move toward
single-sourcing, to establish long-term relationships with a few suppliers (one supplier per purchased part, for example)
leading to loyalty and opportunities for mutual improvement. Using multiple suppliers has been long justified for reasons
such as providing protection against strikes or natural disasters or making the suppliers compete against each other on cost.
However, this approach has ignored "hidden" costs such as increased travel to visit suppliers, loss of volume discounts,
increased set-up charges resulting in higher unit costs, and increased inventory and administrative expenses. Also constantly
changing suppliers solely on the base of price increases the variation in the material supplied to production, since each
supplier's process is different.
5. Continuously improve the system of production and service. Management's job is to continuously improve the system
with input from workers and management. Deming was a disciple of Walter A. Shewhart, the developer of control charts
and the continuous cycle of process improvement known as the Shewhart cycle. Deming popularized the Shewhart Cycle
as the Plan-Do-Check-Act (PDCA) or Plan-Do-Study-Act (PDSA) cycle; therefore, it is also often referred to as the Deming
cycle. In the planning stage, opportunities for improvement are recognized and operationally defined. In the doing stage,
the theory and course of action developed in the previous stage is tested on a small scale through conducting trial runs in a
laboratory or prototype setting. The results of the testing phase are analyzed in the check/study stage using statistical
methods. In the action stage, a decision is made regarding the implementation of the proposed plan. If the results were
positive in the pilot stage, then the plan will be implemented. Otherwise alternative plans are developed. After full scale
implementation, customer and process feedback will again be obtained and the process of continuous improvement
continues.
6. Institute training on the job. When training is an integral part of the system, operators are better able to prevent defects.
Deming understood that employees are the fundamental asset of every company, and they must know and buy into a
company's goals. Training enables employees to understand their responsibilities in meeting customers' needs.
7. Institute leadership (modern methods of supervision). The best supervisors are leaders and coaches, not dictators. Deming
high-lighted the key role of supervisors who serve as a vital link between managers and workers. Supervisors first have to
be trained in the quality management before they can communicate management's commitment to quality improvement and
serve as role models and leaders.
8. Drive out fear. Create a fear-free environment where everyone can contribute and work effectively. There is an economic
loss associated with fear in an organization. Employees try to please their superiors. Also, because they feel that they might
lose their jobs, they are hesitant to ask questions about their jobs, production methods, and process parameters. If a
supervisor or manager gives the impression that asking such questions is a waste of time, then employees will be more
concerned about pleasing their supervisors than meeting long-term goals of the organization. Therefore, creating an
environment of trust is a key task of management.
9. Break down barriers between areas. People should work cooperatively with mutual trust, respect, and appreciation for
the needs of others in their work. Internal and external organizational barriers impede the flow of information, prevent
entities from perceiving organizational goals, and foster the pursuit of subunit goals that are not necessarily consistent with
the organizational goals. Barriers between organizational levels and departments are internal barriers. External barriers are
between the company and its suppliers, customers, investors, and community. Barriers can be eliminated through better
communication, cross-functional teams, and changing attitudes and cultures.
10. Eliminate slogans aimed solely at the work force. Most problems are system-related and require managerial involvement
to rectify or change. Slogans don't help. Deming believed that people want to do work right the first time. It is the system
that 80 to 90 percent of the time prevents people from doing their work right the first time.
11. Eliminate numerical goals, work standards, and quotas. Objectives set for others can force sub-optimization or defective
output in order to achieve them. Instead, learn the capabilities of processes and how to improve them. Numerical goals set
arbitrarily by management, especially if they are not accompanied by feasible courses of action, have a demoralizing effect.
Goals should be set in a participative style together with methods for accomplishment. Deming argued that the quota or
work standard system is a short-term solution and that quotas emphasize quantity over quality. They do not provide data
about the process that can be used to meet the quota, and they fail to distinguish between special and common causes when
seeking improvements to the process.
12. Remove barriers that hinder workers (and hinder pride in workmanship). The direct effect of pride in workmanship is
increased motivation and a greater ability for employees to see themselves as part of the same team. This pride can be
diminished by several factors: (1) management may be insensitive to workers' problems; (2) they may not communicate the
company's goals to all levels; and (3) they may blame employees for failing to meet company goals when the real fault lies
with the management.
13. Institute a vigorous program of education and self improvement. Deming's philosophy is based on long-term, continuous
process improvement that cannot be carried out without properly trained and motivated employees. This point addresses the
need for ongoing and continuous education and self-improvement for the entire organization. This educational investment
serves the following objectives: (1) it leads to better motivated employees; (2) it communicates the company goals to the
employees; (3) it keeps the employees up-to-date on the latest techniques and promotes teamwork; (4) training and retraining
provides a mechanism to ensure adequate performance as the job responsibilities change; and (5) through increasing job
loyalty, it reduces the number of people who "job-hop."
14. Take action to accomplish the transformation. Create a structure in top management that will promote the previous
thirteen points. It is the top management's responsibility to create and maintain a structure for the dissemination of the
concepts outlined in the first thirteen points. Deming felt that people at all levels in the organization should learn and apply
his Fourteen Points if statistical process control is to be a successful approach to process improvement and if organizations
are to be transformed. However, he encouraged top management to learn them first. He believed that these points represent
an all-or-nothing commitment and that they cannot be implemented selectively.
THE DEMING CYCLE

Known as the Deming Plan-Do-Check-Act (PDCA) Cycle, this concept was invented by Shewhart and popularized by
Deming. This approach is a cyclic process for planning and testing improvement activities prior to full-scale implementation
and/or prior to formalizing the improvement. When an improvement idea is identified, it is often wise to test it on a small
scale prior to full implementation to validate its benefit. Additionally, by introducing a change on a small scale, employees
have time to accept it and are more likely to support it. The Deming PDCA Cycle provides opportunities for continuous
evaluation and improvement.
The steps in the Deming PDCA or PDSA Cycle as shown in Figure 1 are as follows:
Plan a change or test (P).

Do it (D). Carry out the change or test, preferably on a small scale.
Check it (C). Observe the effects of the change or test. Study it (S).
Act on what was learned (A).
Deming's PDCA Cycle

Deming was trained as a mathematical physicist, and he utilized mathematical concepts and tools (Statistical Process
Control) to reduce variation and prevent defects. However, one of his greatest contributions might have been in recognizing
the importance of organizational culture and employee attitudes in creating a successful organization. In many ways, his
philosophies paralleled the development of the resource-based view of organizations that emphasized that employee
knowledge and skills and organizational culture are very difficult to imitate or replicate, and they can serve as a basis of
sustainable competitive advantage.
DR. JOSEPH JURAN (B. 1904)
Dr. Juran was born on December 24, 1904 in Braila, Romania. He moved to the United States in 1912 at the age of 8. Juran's
teaching and consulting career spanned more than seventy years, known as one of the foremost experts on quality in the
world.
A quality professional from the beginning of his career, Juran joined the inspection branch of the Hawthorne Co. of Western
Electric (a Bell manufacturing company) in 1924, after completing his B.S. in Electrical Engineering. In 1934, he became
a quality manager. He worked with the U. S. government during World War II and afterward became a quality consultant.
In 1952, Dr. Juran was invited to Japan. Dr. Edward Deming helped arrange the meeting that led to this invitation and his
many years of work with Japanese companies.
Juran founded the Juran Center for Quality Improvement at the University of Minnesota and the Juran Institute. His third
book, Juran's Quality Control Handbook, published in 1951, was translated into Japanese. Other books include Juran on
Planning for Quality (1988), Juran on Leadership for Quality (1989), Juran on Quality by Design (1992), Quality Planning
and Analysis (1993), and A History of Managing for Quality (1995). Architect of Quality (2004) is his autobiography.
SELECTED JURAN QUALITY THEORIES

Juran's concepts can be used to establish a traditional quality system, as well as to support Strategic Quality Management.
Among other things, Juran's philosophy includes the Quality Trilogy and the Quality Planning Roadmap.
JURAN'S QUALITY TRILOGY.

The Quality Trilogy emphasizes the roles of quality planning, quality control, and quality improvement. Quality planning's
purpose is to provide operators with the ability to produce goods and services that can meet customers' needs. In the quality
planning stage, an organization must determine who the customers are and what they need, develop the product or service
features that meet customers' needs, develop processes which are able to deliver those products and services, and transfer
the plans to the operating forces. If quality planning is deficient, then chronic waste occurs.
Quality control is used to prevent things from getting worse. Quality control is the inspection part of the Quality Trilogy
where operators compare actual performance with plans and resolve the differences. Chronic waste should be considered
an opportunity for quality improvement, the third element of the Trilogy. Quality improvement encompasses improvement
of fitness-for-use and error reduction, seeks a new level of performance that is superior to any previous level, and is attained
by applying breakthrough thinking.
While up-front quality planning is what organizations should be doing, it is normal for organizations to focus their first
quality efforts on quality control. In this aspect of the Quality Trilogy, activities include inspection to determine percent
defective (or first pass yield) and deviations from quality standards. Activities can then focus on another part of the trilogy,
quality improvement, and make it an integral part of daily work for individuals and teams.
Quality planning must be integrated into every aspect of the organization's work, such as strategic plans; product, service
and process designs; operations; and delivery to the customer.
JURAN'S QUALITY PLANNING ROAD MAP.

Juran's Quality Planning Road Map can be used by individuals and teams throughout the world as a checklist for
understanding customer requirements, establishing measurements based on customer needs, optimizing developed, and
teams must work on improvement projects. The infrastructure should include a quality steering team with top management
leading the effort, quality should become an integral part of the strategic plan, and all people should be involved. As people
identify areas with improvement potential, they should team together to improve processes and produce quality products
and services.
Under the "Big Q" concept, all people and departments are responsible for quality. In the old era under the concept of "little
q," the quality department was responsible for quality. Big "Q" allows workers to regain pride in workmanship by assuming
responsibility for quality.
PHILIP CROSBY (1926–2001)
Philip Bayard Crosby was born in Wheeling, West Virginia, in 1926. After Crosby graduated from high school, he joined
the Navy and became a hospital corpsman. In 1946 Crosby entered the Ohio College of Podiatric Medicine in Cleveland.
After graduation he returned to Wheeling and practiced podiatry with his father. He was recalled to military service during
the Korean conflict, this time he served as a Marine Medical Corpsman.
In 1952 Crosby went to work for the Crosley Corp. in Richmond, Indiana, as a junior electronic test technician. He joined
the American Society for Quality, where his early concepts concerning Quality began to form. In 1955, he went to work for
Bendix Corp. as a reliability technician and quality engineer. He investigated defects found by the test people and inspectors.
In 1957 he became a senior quality engineer with Martin Marietta Co. in Orlando, Florida. During his eight years with
Martin Marietta, Crosby developed his "Zero Defects" concepts, began writing articles for various journals, and started his
speaking career.
In 1965 International Telephone and Telegraph (ITT) hired Crosby as vice president in charge of corporate quality. During
his fourteen years with ITT, Crosby worked with many of the world's largest industrial and service companies, implementing
his pragmatic management philosophy, and found that it worked.
After a number of years in industry, Crosby established the Crosby Quality College in Winter Park, Florida. He is well
known as an author and consultant and has written many articles and books. He is probably best known for his book Quality
is Free (1979) and concepts such as his Absolutes of Quality Management, Zero Defects, Quality Management Maturity
Grid, 14 Quality Improvement Steps, Cost of Quality, and Cost of Nonconformance. Other books he has written include
Quality Without Tears (1984) and Completeness (1994).
Attention to customer requirements and preventing defects is evident in Crosby's definitions of quality and "non-quality" as
follows: "Quality is conformance to requirements; non-quality is nonconformance."
CROSBY'S COST OF QUALITY.
In his book Quality Is Free, Crosby makes the point that it costs money to achieve quality, but it costs more money when
quality is not achieved. When an organization designs and builds an item right the first time (or provides a service without
errors), quality is free. It does not cost anything above what would have already been spent. When an organization has to
rework or scrap an item because of poor quality, it costs more. Crosby discusses Cost of Quality and Cost of
Nonconformance or Cost of Nonquality. The intention is spend more money on preventing defects and less on inspection
and rework.
CROSBY'S FOUR ABSOLUTES OF QUALITY.

Crosby espoused his basic theories about quality in four Absolutes of Quality Management as follows:
1. Quality means conformance to requirements, not goodness.

2. The system for causing quality is prevention, not appraisal.
3. The performance standard must be zero defects, not "that's close enough."
4. The measurement of quality is the price of nonconformance, not indexes.
To support his Four Absolutes of Quality Management, Crosby developed the Quality Management Maturity Grid and
Fourteen Steps of Quality Improvement. Crosby sees the Quality Management Maturity Grid as a first step in moving an
organization towards quality management. After a company has located its position on the grid, it implements a quality
improvement system based on Crosby's Fourteen Steps of Quality Improvement as shown in Figure 4.
Crosby's Absolutes of Quality Management are further delineated in his Fourteen Steps of Quality Improvement as shown
below:
Step 1. Management Commitment

Step 2. Quality Improvement Teams
Step 3. Quality Measurement
Step 4. Cost of Quality Evaluation
Step 5. Quality Awareness
Step 6. Corrective Action
Step 7. Zero-Defects Planning
Step 8. Supervisory Training
Step 9. Zero Defects
Step 10. Goal Setting
Step 11. Error Cause Removal
Step 12. Recognition
Step 13. Quality Councils
Step 14. Do It All Over Again
ARMAND V. FEIGENBAUM
Feigenbaum was still a doctoral student at the Massachusetts Institute of Technology when he completed the first edition of
Total Quality Control (1951). An engineer at General Electric during World War II, Feigenbaum used statistical techniques
to determine what was wrong with early jet airplane engines. For ten years he served as manager of worldwide
manufacturing operations and quality control at GE. Feigenbaum serves as president of General Systems Company, Inc.,
Pittsfield, Massachusetts, an international engineering firm that designs and installs integrated operational systems for major
corporations in the United States and abroad.
Feigenbaum was the founding chairman of the International Academy for Quality and is a past president of the American
Society for Quality Control, which presented him its Edwards Medal and Lancaster Award for his contributions to quality
and productivity. His Total Quality Control concepts have had a very positive impact on quality and productivity for many
organizations throughout the industrialized world.
DR. H. JAMES HARRINGTON
An author and consultant in the area of process improvement, Harrington spent forty years with IBM. His career included
serving as Senior Engineer and Project Manager of Quality Assurance for IBM, San Jose, California. He was President of
Harrington, Hurd and Reicker, a well-known performance improvement consulting firm until Ernst & Young bought the
organization. He is the international quality advisor for Ernst and Young and on the board of directors of various national
and international companies.
Harrington served as president and chairman of the American Society for Quality and the International Academy for Quality.
In addition, he has been elected as an honorary member of six quality associations outside of North America and was
selected for the Singapore Hall of Fame. His books include The Improvement Process, Business Process Improvement,
Total Improvement Management, ISO 9000 and Beyond, Area Activity Analysis, The Creativity Toolkit, Statistical
Analysis Simplified, The Quality/Profit Connection, and High Performance Benchmarking.
DR. KAORU ISHIKAWA (1915–1989)
A professor of engineering at the University of Tokyo and a student of Dr. W. Edwards Deming, Ishikawa was active in the
quality movement in Japan, and was a member of the Union of Japanese Scientists and Engineers. He was awarded the
Deming Prize, the Nihon Keizai Press Prize, and the Industrial Standardization Prize for his writings on quality control, and
the Grant Award from the American Society for Quality Control for his educational program on quality control.
Ishikawa's book, Guide to Quality Control (1982), is considered a classic because of its in-depth explanations of quality
tools and related statistics. The tool for which he is best known is the cause and effect diagram. Ishikawa is considered the
Father of the Quality Circle Movement. Letters of praise from representatives of companies for which he was a consultant
were published in his book What Is Total Quality Control? (1985). Those companies include IBM, Ford, Bridgestone,
Komatsu Manufacturing, and Cummins Engine Co.
Ishikawa believed that quality improvement initiatives must be organization-wide in order to be successful and sustainable
over the long term. He promoted the use of Quality Circles to: (1) Support improvement; (2) Respect human relations in the
workplace; (3) Increase job satisfaction; and (4) More fully recognize employee capabilities and utilize their ideas. Quality
Circles are effective when management understands statistical techniques and act on recommendations from members of
the Quality Circles.
DR. WALTER A. SHEWHART (1891–1967)
A statistician who worked at Western Electric, Bell Laboratories, Dr. Walter A. Shewhart used statistics to explain process
variability. It was Dr. W. Edward Deming who publicized the usefulness of control charts, as well as the Shewhart Cycle.
However, Deming rightfully credited Shewhart with the development of theories of process control as well as the Shewhart
transformation process on which the Deming PDCA (Plan-Do-Check or Study-Act) Cycle is based. Shewhart's theories
were first published in his book Economic Control of Quality of Manufactured Product (1931).
SHIGEO SHINGO (1919–1990)
One of the world's leading experts on improving the manufacturing process, Shigeo Shingo created, with Taiichi Ohno,
many of the features of just-in-time (JIT) manufacturing methods, systems, and processes, which constitute the Toyota
Production System. He has written many books including A Study of the Toyota Production System From An Industrial
Engineering Viewpoint (1989), Revolution in Manufacturing: The SMED (Single Minute Exchange of Die) System (1985),
and Zero Quality Control: Source Inspection and the Poka Yoke System (1986).
Shingo's greatness seems to be based on his ability to understand exactly why products are manufactured the way they are,
and then transform that understanding into a workable system for low-cost, high quality production. Established in 1988,
the Shingo Prize is the premier manufacturing award in the United States, Canada, and Mexico. In partnership with the
National Association of Manufacturers, Utah State University administers the Shingo Prize for Excellence in
Manufacturing, which promotes world class manufacturing and recognizes companies that excel in productivity and process
improvement, quality enhancement, and customer satisfaction.
Rather than focusing on theory, Shingo focused on practical concepts that made an immediate difference. Specific concepts
attributed to Shingo are:
Poka Yoke requires stopping processes as soon as a defect occurs, identifying the source of the defect, and preventing it
from happening again.
Mistake Proofing is a component of Poka Yoke. Literally, this means making it impossible to make mistakes (i.e., preventing
errors at the source).
SMED (Single Minute Exchange of Die) is a system for quick changeovers between products. The intent is to simplify
materials, machinery, processes and skills in order to dramatically reduce changeover times from hours to minutes. As a
result products could be produced in small batches or even single units with minimal disruption.
Just-in-Time (JIT) Production is about supplying customers with what they want when they want it. The aim of JIT is to
minimize inventories by producing only what is required when it is required. Orders are "pulled" through the system when
triggered by customer orders, not pushed through the system in order to achieve economies of scale with the production of
larger batches.
FREDERICK TAYLOR (1856–1915)
An industrial (efficiency) engineer, manager, and consultant, Frederick Taylor is known as the Father of Scientific
Management. In 1911, he published The Principles of Scientific Management. Taylor believed in task specialization and is
noted for his time and motion studies. Some of his ideas are the predecessors for modern industrial engineering tools and
concepts that are used in cycle time reduction.
While quality experts would agree that Taylor's concepts increase productivity, some argue that his concepts are focused on
productivity, not process improvement and as a result could cause less emphasis on quality. Dr. Joseph Juran said that
Taylor's concepts made the United States the world leader in productivity. However, the Taylor system required separation
of planning work from executing the work. This separation was based on the idea that engineers should do the planning
because supervisors and workers were not educated. Today, the emphasis is on transferring planning to the people doing
the work.
DR. GENICHI TAGUCHI (B. 1924)
Dr. Genichi Taguchi was a Japanese engineer and statistician who defined what product specification means and how this
can be translated into cost effective production. He worked in the Japanese Ministry of Public Health and Welfare, Institute
of Statistical Mathematics, Ministry of Education. He also worked with the Electrical Communications Laboratory of the
Nippon Telephone and Telegraph Co. to increase the productivity of the R&D activities.
In the mid 1950s Taguchi was Indian Statistical Institute visiting professor, where he met Walter Shewhart. He was a
Visiting Research Associate at Princeton University in 1962, the same year he received his Ph.D. from Kyushu University.
He was a Professor at Tokyo's Aoyama Gakuin University and Director of the Japanese Academy of Quality.
Taguchi was awarded the Deming Application prize (1960), Deming awards for literature on quality (1951, 1953, and 1984),
Willard F. Rockwell Medal by the International Technologies Institute (1986).
Taguchi's contributions are in robust design in the area of product development. The Taguchi Loss Function, The Taguchi
Method (Design of Experiments), and other methodologies have made major contributions in the reduction of variation and
greatly improved engineering quality and productivity. By consciously considering the noise factors (environmental
variation during the product's usage, manufacturing variation, and component deterioration) and the cost of failure in the
field, Taguchi methodologies help ensure customer satisfaction.
Robust Design focuses on improving the fundamental function of the product or process, thus facilitating flexible designs
and concurrent engineering. Taguchi product development includes three stages: (1) system design (the non-statistical stage
for engineering, marketing, customer and other knowledge); (2) parameter stage (determining how the product should
perform against defined parameters; and (3) tolerance design (finding the balance between manufacturing cost and loss).
Source:https://www.referenceforbusiness.com/management/Pr-Sa/Quality-Gurus.html
APPLICATION OF THEIR SIGNIFICANT CONTRIBUTION IN THE 21st CENTURY
According to the research of Moonsamy and Singh about 21st Century Framework for Quality Management,
emerging trends such as globalization, customer power and sophistication, social responsibility and
environmental sustainability consciousness are creating new business challenges and market demands for
organizations. In order for the business world to realize growth and sustainable success in this environment, many
organizations changed the strategy they followed in the last three decades. The new strategies moved from being
predominately product-focused, using process management and cost reduction, which used to be core functions
to quality management, to more risk mitigation,revenue generation and reputational focused drivers. Hence, in
the last twenty years the world of business has changed significantly, whereas the field of quality has not
correspondingly changed in thinking or form.
In other companies are continually adapting the key contributions of quality gurus depending on the nature of
their business whether they are in manufacturing or service industry.
Some of the companies embracing quality practices from quality experts are listed in this link
https://www.qualitymag.com/articles/84574-top-100-in-quality
QUIZ : Matching Type
Video Reflection
https://www.youtube.com/watch?v=7Pjniu1_Pdw
https://www.youtube.com/watch?v=tsF-8u-V4j4
https://www.youtube.com/watch?v=IQHbGsak-I8
CHAPTER 4
Integrating Productivity and
Quality in Working Environment
MODULE 4
Blackboard Content
- Article Analysis
- Chapter Test
Learning Target
 Discuss lean production and lean thinking

 Explain different Types of Waste and manner of elimination
 Understand components of Lean Production System
 Discuss 5S and its application to productivity and quality
 Introduce Ergonomics in the workplace
CHAPTER 4 HANDOUT
INTEGRATING PRODUCTIVITY AND QUALITY IN THE WORKPLACE
Company nowadays are engage in integrating productivity and quality in their production processes, hence the
combined concepts of lean thinking, 5S and Ergonomics will have a great impact in performing its business
operations.
Lean Production
Idea is to manufacture the kinds of unit considered necessary at the time considered necessary and in quantities
considered necessary
Idea came from assembly line manufacturing methodology developed by Toyota Production System for
automobiles
It is a mindset both for employees and managers that centers on riddance of waste and lessening of variability in
all business processes
Lean Thinking
Originally credited to Henry Ford, however, Taichi Ohno extended principles and approaches that extended its
effectiveness and later became TPS.
Five core principle of lean production

1. The value of production system must be described coming from the viewpoint of the customers for
each of the product family
2. Every production stage must be assessed using its contribution to value creation
3. The value creating stages must be structured in a firm and integrated series to develop a smooth flow
toward the customer
4. Instead of organizing production to push finished goods to customer products, products pulled by the
customer must be the motives for planning, organizing and scheduling upstream production activities
5. All members of the organization must practice perfection using continuous improvement
Enumerate different type of Waste
Waste (Muda):
The Japanese word for waste is “muda”. Muda literally means no value. Mu = no or lack of, and da = value. The
idea that Toyota Production System is based on the principle of eliminating waste was put forth by Taiichi Ohno,
the father of Toyota Production System. Ohno identified seven types of wastes as follows;
Waste of overproduction
Waste of time on hand (waiting)
Waste in transportation
Waste of processing itself
Waste of stock on hand (inventory)
Waste of movement
Waste of making defective products.
A close review of these wastes shows that many of these wastes are interconnected. If you have inventory, you will
also have transportation. Waste of processing can also lead to waste of movement. Waste of overproduction is
sometimes called as the mother of all wastes since it can lead to all of the other types of wastes. Several practitioners
have identified more types of wastes, of which the most popular is the “under utilization of human talent”.
Muda in kanji (based on Chinese scripts) means waste that was created by existing management policies. Muda in
hiragana (based on native or naturalized Japanese words) means waste that cannot be eliminated right now. Muda
in katakana (based on foreign words or words used with emphasis) means waste that can be eliminated immediately.
(Source: Kaizen Express, Toshiko Narusawa and John Shook)
Taiichi Ohno defined the Toyota Production System as follows;
“The fundamental doctrine of Toyota Production System is the total elimination of waste”.
Muri:
Muri literally means “unreasonable” in Japanese. Mu = No or lack of, and Ri = reason. Both muda and muri can
be explained in Japanese as a “lack of something” or as “no + something”. Muri also has several nuanced meanings
in Japanese. “Muri suru” in Japanese means “to take things too far” or “to overdo”. In TPS, muri refers to
overburdening the operator so that it can result in injuries or defective products. This is akin to saying work harder
to produce more products while not improving the process. The standard work is often used as a means to tackle
muri.
Mura:
Mura is defined as “uneven”. I have not seen mura explained as a “lack of evenness” (Mu + evenness) in Japanese.
For example, the unevenness is in how we manufacture products. We should produce products so that we can meet
the customers’ demands. From a producer’s standpoint, producing product of one type makes the most sense since
it maximizes efficiency. This is akin to the famous Ford quote “as long as it is black”. However, each customer is
unique. He may want “red” instead of black. He may want a different model than what you want to make. The
unevenness is in how the units are being produced without keeping the end picture in mind. TPS utilizes both
kanban and heijunka to level production.
Taiichi Ohno defined the Toyota Production System in light of this as follows;
“The goal of the Toyota Production System is to level the flows or production and goods.”
The 3 Mu’s:
The keen learner can see that muda, muri and mura are closely intertwined. Toyota has even defined muri and mura
as two forms of muda!
“Both mura and muri are thought of as types of muda, or waste, and should be eliminated.”
Mikio Kitano, former President of Toyota Motor Manufacturing of North America Inc, has identified the order to
approach the 3 Mu’s for a new process. (Muri -> Mura -> Muda)
“First, Muri focuses on the preparation and planning of the process, or what can be avoided proactively. And, then,
Mura focuses on implementation and the elimination of fluctuation at the operations level, such as quality and
volume. The third — Muda — is discovered after the process is in place and is dealt with reactively. It is seen by
variation in output. It is the role of Management to examine the Muda, or waste, in the processes and eliminate the
deeper causes by considering the connections to Muri and Mura of the system. The Muda – waste – and Mura –
inconsistencies – must be fed back to the Muri, or planning, stage for the next project.
The continuous cycle of self-examination allows for the outcomes to continuously improve. This brings in
Management’s responsibility: to provide and improve a flexible system, and to connect the workforce and the
customer.”
5S
https://www.linkedin.com/pulse/5s-a-key-strategy-tool-improving-productivity-quality-qaisar-abbas
What is 5S?
5S is a systematized approach to organize work areas, keep rules and standards and maintain discipline
5S utilizes, workplace organization and work simplification technique
5S develops positive attitude among workers and cultivates an environment of efficiency, effectiveness and economy
SEIRI is the sorting out and discarding of unnecessary times in the workplace
SEITON is the arrangement of necessary items into good order so that they can be easily selected for use
SEISO is cleaning up one’s workplace completely so that there is no duct on floors, machines and equipment
SEIKETSU is maintaining one’s workplace so that it is productive and comfortable by repeating seiri-seiton-seiso
SHITSUKE is the spontaneous adherence to good work habits and the strict and consistent observance of good quality work
standards
5S PHILOSOPHY
Productivity comes from elimination of waste
It is necessary to attack the root cause of a problem, not just symptoms
Participation of everybody is required
To acknowledge that human being is not infallible
WORKPLACE ERGONOMICS
Ergonomics (or human factors) is the scientific discipline concerned with the understanding of interactions among humans
and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to
optimize human well-being and overall system performance.
The word ergonomics comes from the Greek word “ergon” which means work and “nomos” which means laws. It’s
essentially the “laws of work” or “science of work”. Good ergonomic design removes incompatibilities between the work
and the worker and creates the optimal work environment.
Ergonomics draws on many disciplines to optimize the interaction between the work environment and the worker.
Workplace Ergonomics is the science of fitting workplace conditions and job demands to the capabilities of the working
population. Ergonomics is an approach or solution to deal with a number of problems—among them are work-related
musculoskeletal disorders.
At its core, workplace ergonomics is really about building a better workplace. When jobs are designed to match the
capabilities of people, it results in better work being produced and a better experience for the person doing it.
Through that lens, ergonomics creates value on several fronts. It’s good for your people and good for your business.
Benefits of Ergonomics
1. Lower costs
2. Higher productivity
3. Better product quality
4. Improved employee engagement
5. Better safety culture
The ergonomics improvement process systematically identifies ergonomic hazards and puts in place engineering and
administrative control measures to quantifiably reduce risk factors.
Source: https://ergo-plus.com/ergonomics-definition-domains-applications
ARTICLE ANALYSIS
3M - Lean Six Sigma and Sustainability
From “Pollution Prevention Pays” to Sustainability at 3M
3M is widely recognized as a pioneer in corporate pollution prevention. In 2005, 3M’s Pollution Prevention Pays (3P)
program celebrated its 30th anniversary. Over the last 31 years, the program has prevented more than 2.6 billion pounds of
pollutants and saved more than $1 billion based on aggregated data from the first year of each 3P project. The 3P program
helps prevent pollution at the source—in products and manufacturing processes—rather than removing it after it has been
created. 3P projects typically focus on product reformulation, process modification, equipment redesign, or recycling and
reuse of waste materials. As of 2006, 3M employees worldwide have completed more than 6,300 3P projects.
3P is a key element of 3M’s environmental strategy and in moving toward sustainability. 3P has achieved that status based
on the belief that a prevention approach is more environmentally effective, technically sound, and economical than
conventional pollution controls. The 3P program targets key environmental metrics: VOC emissions, TRI releases, water
releases, waste generation, energy consumption and greenhouse gas emissions. With 3P and other environmental
management systems in place, 3M continues to commit to environmental reductions and become a sustainable growth
corporation—one whose products and processes have a minimal impact on the environment.
3M’s focus on sustainability and sustainable development has increased in recent years (www.3m.com/sustainability). 3M
produces a corporate sustainability report using the Global Reporting Initiative guidelines. In 2007, 3M was once again
selected for inclusion into the Dow Jones Sustainability Index and named as the Industrial Goods and Services Sector
Leader. 3M has been included in the index and named leader of its sector since its inception.
Lean Six Sigma at 3M

3M has also been a pioneer in the use of Lean Six Sigma methods and tools to improve operations and quality. (Lean Six
Sigma is a process-improvement methodology and a collection of statistical tools designed to reduce process variation and
improve product quality.) While Lean Six Sigma activity had been underway throughout 3M for several years, 3M launched
a corporate-wide Lean Six Sigma initiative in February 2001, with senior leadership support. As of 2006, more than 55,000
salaried employees at 3M have been trained in Lean Six Sigma processes and methodologies, and more than 45,000 Lean
Six Sigma projects have been initiated or closed. Lean and Six Sigma methodologies provide a strong focus for enterprise
wide implementation and are now viewed as basic components of 3M’s corporate culture. 3M’s Lean Six Sigma vision,
“Achieving Breakthrough Performance for our Customers, Employees and Shareholders,” is firmly rooted in the company’s
long history and culture of innovation.
Lean Six Sigma and Environmental Goals

3M Environmental, Health, and Safety managers view Lean Six Sigma as a powerful tool for achieving current and future
corporate EHS and sustainability goals. The company noted that while Lean Six Sigma projects focused on improving
operational efficiency and product yield, direct reductions in energy use, air emissions, waste reduction, greenhouse gas
emissions, and other environmental impacts also coincided. With its 2000-2005 Environmental Targets (ET’05), 3M began
tracking whether 3P projects have a Lean Six Sigma component by including a check box on the 3P project form. In 2006,
more than 70 percent of all 3P projects relied upon Lean Six Sigma methods, at least in part.
Lean Six Sigma has helped to reinvigorate the 3P program at 3M, yielding impressive results. In 2000, 3M set ET’05 goals
to address environmental issues through eco-efficiency and pollution prevention metrics. They were complemented by
individual business unit goals that incorporated product life cycle management within the unit's strategic plan. The ET’05
goals and results are summarized below.
Reduce volatile air emissions by 25 percent.

Improve energy efficiency by 20 percent.
Reduce waste by 20 percent.
Implement 800 3P projects.
Lean Six Sigma is anticipated to play a major role in 3M’s efforts to achieve the ET’10 goals. Lean Six Sigma has become
a powerful engine supporting expanded pollution prevention activity and effectiveness at 3M. Given Lean Six Sigma’s
focus on involving different voices through the use of cross-functional teams, personnel with environmental expertise are
often involved in Lean Six Sigma project teams. “Voice of Customer” interviews and survey results also reflect increasing
interest in environmental performance results. As the pace of Lean Six Sigma activities increase at 3M, much of the waste
and variation targeted for elimination in Lean Six Sigma projects will bring environmental improvements on their coattails.
Lean Six Sigma control plans and post-project audits will help to ensure that these achievements endure.
Lean Six Sigma and Environment, Health, and Safety Operations at 3M

Since 2001, 3M’s Environmental, Health and Safety Operations (EH&SO) organization has deployed Lean Six Sigma to
improve corporate EHS services and activities. As of February 2007, the EH&SO organization had two Lean Six Sigma
black belts and a master black belt focused on corporate EHS projects and coaching (for approximately 100 team members).
All EHS team members are required to become Lean Six Sigma green belts and to lead at least one Six Sigma project. EHS
team members receive two weeks of Lean Six Sigma green belt training, and coaching is provided by black belts. EHS
Lean Six Sigma projects have focused on topics ranging from compliance or due diligence activities to data collection and
management to communications.
While some of the Lean Six Sigma projects launched by 3M’s EH&SO organization have a positive return on investment
using conventional cost reduction-value creation measures, many projects are justified by driving 3M toward sustainable
practices and enhancing 3M’s reputation.
In addition to the Lean Six Sigma projects launched by the EH&SO organization, multiple Lean Six Sigma projects are
undertaken by EHS personnel at 3M’s numerous manufacturing and research and development (R&D) facilities worldwide.
3M Innovation and Sustainability

In 3M’s sustainability journey Lean Six Sigma has driven projects in a number of business processes, including R&D and
manufacturing, and with customers. 3M’s large R&D operations offer both fertile ground for 3P pollution prevention
projects and a talented laboratory for developing products and processes aligned with the company’s commitment to
sustainable development. Going forward, 3M expects to continue capitalizing on these R&D resources, in addition to
continuing a strong focus on manufacturing excellence, reduced variability and increasing speed for customers. Lean Six
Sigma is anticipated to play a continued central role in driving breakthrough improvements and products that sustain 3M’s
leadership in innovation and sustainability.
Source: https://www.epa.gov/sustainability/3m-lean-six-sigma-and-sustainability
ASSIGNMENT
Make a brief discussion in the form of essay on how 3M have utilize lean six sigma and able to sustain the approach
CHAPTER TEST uploaded in BB.

Related videos uploaded to BB
CHAPTER 5
QUALITY MANAGEMENT TOOLS
MODULE 5
Blackboard Content
- Article Analysis
- Chapter Test
Learning Target
 Explain 7 Quality Tools and its application in business situations

 Discuss ISO Standards
 Identify Quality Awards for Business Performance
CHAPTER 5 HANDOUT
In order to achieve quality management, organization can apply tools and techniques.
The 7 basic quality tools are as follows:
Flow Chart
Histogram
Cause-and-Effect Diagram
Check Sheet
Scatter Diagram
Control Charts
Pareto Charts
Flow charts: Flow charts are one of the best process improvement tools you can use to analyze a series of events. They
map out these events to illustrate a complex process in order to find any commonalities among the events. They’re also
one of the most common methods of creating a workflow diagram.
Flow charts can be used in any field to break down complex processes in a way that is easy to understand. Then, you can
go through the business processes one by one, identifying areas for improvement.
flowchart graphic
Histogram: A histogram is a chart with different columns. These columns represent the distribution by the mean. If the
histogram is normal then the graph will have a bell-shaped curve.
If it is abnormal, it can take different shapes based on the condition of the distribution. Histograms are used to measure
one thing against another and should always have a minimum of two variables.
histogram graphic
Cause-and-effect Diagram (also known as Fishbone diagram): Cause-and-effect diagrams can be used to understand the
root causes of business problems. Because businesses face problems daily, it is necessary to understand the root of the
problem so you can solve it effectively.
Cause-and-Effect diagram graphic
Check Sheet: A check sheet is a basic tool that gathers and organizes data to evaluate quality. This can be done with an
Excel spreadsheet so you can analyze the information gathered in a graph.
Scatter Diagram: Scatter diagrams are the best way to represent the value of two different variables. They present the
relationship between the different variables and illustrate the results on a Cartesian plane. Then further analysis can be
done on the values.
scatter diagram graphic
Control Charts: A control chart is a good tool for monitoring performance and can be used to monitor any process that
relates to the function of an organization. These charts allow you to identify the stability and predictability of the process
and identify common causes of variation.
control chart diagram graphic
Pareto Charts: Pareto charts are charts that contain bars and a line graph. The values are shown in descending order by
bars and the total is represented by the line. They can be used to identify a set of priorities so you can determine what
parameters have the biggest impact on the specific area of concern.
pareto chart graphic

ISO Standards
ISO 9001 is defined as the international standard that specifies requirements for a quality management system (QMS).
Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer
and regulatory requirements. It is the most popular standard in the ISO 9000 series and the only standard in the series to
which organizations can certify.
ISO 9001 was first published in 1987 by the International Organization for Standardization (ISO), an international agency
composed of the national standards bodies of more than 160 countries. The current version of ISO 9001 was released in
September 2015.
What is ISO 9001:2015?

Creating, implementing and maintaining your Quality Management Systems (QMS) is an important documentary
requirement for any company. It formalizes the procedures and policies that promote the quality of products and services
that a company provides.
One way to do this is to follow the ISO standard and gain ISO 9001:2015 certification.
The international standard that is known as the ISO 9001:2015 gives a list of requirements for a system that determines that
a company is able to provide international-quality products and services consistently.
ISO 9001:2015
Newest edition published in 2015

International quality standard used world wide
Improves customer experience and satisfaction
Ten clauses of requirements
Through the implementation of the standard, ISO 9001:2015 aims to improve customer experience and satisfaction.
It also aims to improve the internal system of a company so that it is able to produce quality services and products while
promoting a culture that is aimed towards growth and continuous improvement.
The ISO stipulates quality management principles, which, when complied with by certified companies, reassures clients
that the company has established a proper Quality Management System.
To put it simply, ISO certification shows that your company can be trusted.
Moreover, it means that the products and services delivered by a company is of international-quality; aligned with different
companies from countries all over the world.
ISO 9001 requirements folder
What are the ISO 9001 Requirements?

As with any standardization or regulatory organization that awards certifications, you can expect that there are a lot of
requirements to comply with — especially since this is an international standard.
All the ISO 9001 requirements are set out by ISO in ten clauses.
Mandatory requirements need to be complied with, while non-mandatory requirements may be submitted for documentation
purposes. To be certified compliant with ISO 9001:2015, the following documents must be submitted.
ISO 9001 Mandatory Requirements — Documents and Records

Monitoring and measuring equipment calibration records
Records of training, skills, experience and qualifications
Product/service requirements review records
Record about design and development outputs review
Record about design and development inputs
Records of design and development controls
Records of design and development outputs
Design and development changes records
Characteristics of product to be produced and service to be provided
Records about customer property
Production/service provision change control records
Record of conformity of product/service with acceptance criteria
Record of nonconforming outputs
Monitoring measurement results
Internal audit program
Results of internal audits
Results of the management review
Results of corrective actions
All of the ISO 9001 requirements are fully-documented and explained in our Quality Manual Template.
Non-Mandatory Requirements — But Often Included

Procedure for determining context of the organization and interested parties
Procedure for addressing risks and opportunities
Procedure for competence, training and awareness
Procedure of equipment maintenance and measuring equipment
Procedure for document and record control
Sales procedure
Procedure for design and development
Procedure for production and service provision
Warehousing procedure
Procedure for management of nonconformities and corrective actions
Procedure for monitoring customer satisfaction
Procedure for internal audit
Procedure for management review
After reading through the lists above, you might be thinking that his must include a lot of paper work!
However, do note that because each company is unique and is run differently, having this certification lets other companies
and people know that what your company does and produces passed an international standard of quality.
Not only does the ISO certificate benefit your consumers, it also benefits your company itself.
ISO 9001:2015 Quality Stamp
ISO Quality Management Systems (QMS)

A Quality Management System (QMS) refers to the sets of policies, procedures and other records that serves as a guide as
to how a company delivers products and services.
In other words, it is a sort of internal manual of how quality is maintained within the company and with its output. The QMS
is an entire system that is defined by documents that illustrate and report the policies and procedures that promote quality
of a company’s product and/or service.
A company’s quality management system illustrates its systems for planning and executing its projects; this includes how
to improve customer satisfaction.
In general, Quality Management Systems aim to set standards of practice within a company. By doing this, a company
hopes to be able to formalize and document how they are able to produce their products and services. Beyond the outputs
of the company, the QMS also details the training that is needed for the continuous growth and improvement of employees
through trainings.
Employees play an integral role in the how an organization works, so it is important to ensure their professional growth
within the organization.
Each company may have a different QMS because of the nature of the business and how it is run.
While most (in not all) companies aim to produce quality products and services, the quality management system of each
company may look different from another company’s quality management.
Applying for the ISO 9001:2015 certification “legitimizes” the procedures and practices stated in a company’s quality
management system. A company that receives the ISO certification means that the company is compliant with the
requirements.
ISO 9001 certification
Benefits of Getting ISO Certification

Based on the list of mandatory and non-mandatory requirements for certification, it seems that the task is too daunting!
However, data has shown that companies have greatly benefitted from getting ISO certified.
Customer satisfaction – To satisfy a customer’s needs, the company must first identify their market and its needs. By having
insight regarding the needs of their market, companies are able to continuously deliver products and services that fulfill the
needs of their market.
Integration of internal policies and procedures – Collating all Quality Managements Systems (QMS) documents and having
is certified as compliant by ISO aims to streamline the company’s processes and procedures.
Improved company image and reputation – getting or even attempting to get ISO 9001:2015 certification is no easy feat. As
mentioned earlier, having this certification puts a company in the ranks of other companies from around the world that
follow the same quality standards.
Company culture that is aimed towards continuous improvement – a company that complies with the ISO 9001:2015 have
procedures that aim to improved products and services; it also aims to promote the professional development of its
employees and the company culture.
Opportunities for partnerships – because getting ISO-certified impels that they meet international standards of practice,
there are certain companies that make ISO certification as a requirement to become an accredited supplier in their
organization.
To tie this up, the ISO 9001 outlines a set of quality standards that must be actively followed and maintained by any certified
organization in order to ensure that everything coming in and out of the business is in tip-top shape for distribution.
While becoming certified with ISO 9001:2015 is not a legal requirement in order to run a company, it is highly
recommended for the best possible business practices and results.
With all of the ISO 9001 ten clauses and requirements, there is very little room for mistakes within the daily operations of
any type of business.
PDCA learn about ISO 9001
ISO 9001 Clauses - PLAN

1 Scope
2 Normative references
3 Terms and Definitions
4 Context of the organization
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of interested parties
4.3 Determining the scope of the quality management system
4.4 Quality management system and its processes
5 Leadership
5.1 Leadership and commitment
5.1.1 Leadership And Commitment For The Quality Management System
5.1.2 Customer Focus
5.2 Policy
5.2.1 Establishing the quality policy
5.2.2 Communicating the quality policy
5.3 Organizational roles, responsibilities and authorities
6 Planning
6.1 Actions to address risks and opportunities
How to address risk in ISO 90001
6.2 Quality objectives and planning to achieve them
6.3 Planning of changes
ISO 9001 Clauses - DO
7 Support
7.1 Resources
7.1.1 General
7.1.2 People
7.1.3 Infrastructure
7.1.4 Environment for the operation of processes
7.1.5 Monitoring and measuring resources
7.1.6 Organizational knowledge
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating documented information
7.5.3 Control of documented information
8 Operation
8.1 Operational planning and control
8.2 Requirements for products and services
8.3 Design and developent of products and services
8.4 Control of externally proveded processes, products and services
8.5 Productions and service provision
8.6 Release of products and services
8.7 Control of nonconforming outputs
ISO 9001 Clauses - CHECK
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.2 Customer Satisfaction
9.2 Internal Audit
9.3 Management Review
ISO 9001 Clauses - ACT
10 Improvement
10.1 General
10.2 Nonconformity in ISO 9001
10.2 What is Non-conformance?
10.2 Corrective Action
10.3 Continual Improvement
Do All Companies Need To Apply For ISO 9001: 2015?
ISO 9001:2015 can be applied to all businesses and organizations. If you own or run an operation you wish to continuously
improve, then it is highly recommended you go through the process and gain ISO 9001.
ISO 9001:2015 is a highly sought-after certification. Although the task is challenging, it implies that a company has the
necessary documentary requirements to comply with the international standard set by ISO and is a sure signal of quality.
Source: https://www.iso-9001-checklist.co.uk/iso-9001-requirements.htm
QUALITY AWARDS
A prize to recognize excellence in organizations for their performance; generally given by government of nor profit
organizations after assessing their quality systems
Deming Prize Award
The Deming Prize is the longest-running and one of the highest awards on TQM (Total Quality Management) in the world.
It recognizes both individuals for their contributions to the field of Total Quality Management (TQM) and businesses that
have successfully implemented TQM.
It was established in 1951 to honor W. Edwards Deming who contributed greatly to Japan’s proliferation of statistical
quality control after World War II. His teachings helped Japan build its foundation by which the level of Japan’s product
quality has been recognized as the highest in the world, was originally designed to reward Japanese companies for major
advances in quality improvement.
Over the years it has grown, under the guidance of the Japanese Union of Scientists and Engineers (JUSE) to where it is
now also available to non-Japanese companies, albeit usually operating in Japan, and also to individuals recognized as
having made major contributions to the advancement of quality. The awards ceremony is broadcast every year in Japan on
national television
European Quality Award
The European Quality Award is now referred to as the EFQM Excellence Award.
This distinction is awarded annually by the European Foundation for Quality Management to the organization that is the
best proponent in Europe of Total Quality Management
Malcolm Baldridge Award

The Malcolm Baldrige National Quality Award (MBNQA) is an award established by the U.S. Congress in 1987 to raise
awareness of quality management and recognize U.S. companies that have implemented successful quality management
systems. The award is the nation's highest presidential honor for performance excellence.
Assignment
1. Research quality award given to Philippine businesses who are exemplary in quality management.
Article Analysis
The Waterland Hotel
The previous evening’s banquet for Plastix International had been a complete disaster and Walter Hollestelle, the hotel
General Manager, was still recovering from the series of telephone conversations of that morning. First, with the Vice-
President of Global Marketing, Plastix International Plc: ‘I had hoped that by having our annual sales conference at your
renowned hotel in Amsterdam, we would be treated to an even better level of service than last year, when we were at
Rotterdam; but we were to be deeply disappointed. After all the problems you have caused us over the last two days, from
faulty video projection to shortages of cups at coffee breaks, I had hoped that at least the final conference dinner would run
smoothly, but you let us down badly. The cocktail reception was a farce: the choice of non-alcoholic drinks that we specially
ordered didn’t appear until the last minute, and as the president’s wife is teetotal, you can imagine the embarrassment that
caused! A spilt tray of snacks was not cleared up quickly and several guests got food all over their shoes and dresses. And
why did the reception drag on for so long? ‘When we were finally asked into the dining room, it clearly wasn’t properly
prepared. Some of the tables (including ours) were without flowers, which upset my wife, who had been involved with the
selection of arrangements. Even the flowers that were there were the wrong variety and looked as if they had been on the
tables since yesterday. ‘The meal was the worst I have ever seen! I never expect banquet food to be as good as à la carte,
but this was awful! The starter was dried up and chewy and the sweet soufflés were flat and rubbery. And we couldn’t
believe that anyone could mess up a simple entrée. We were served the cutlets and potatoes, but the sauce and vegetables
didn’t appear until I’d nearly finished mine. And what happened to the microphones on the top table? The photographer
didn’t turn up either, which is perhaps a blessing as the tables weren’t cleared completely after the sweet and I’m sure that
everyone would have looked in a bad mood after all the mess-up! I can tell you straight – we won’t be paying all your
exorbitant charges for this banquet and I expect a written apology for all the upset we have been caused. The president
must think I am an idiot to have chosen this hotel, and I think he has a point.’ Next, with the Manager of Aalsmeer
Electronics: ‘I was told that the public address system had to be set up by 7.00 pm. We often do jobs of this type and two
hours is more than enough, so we allowed an extra half-hour and started at 4.30 pm. Your staff wouldn’t let us get to the
tables to wire them and we had to wait until they cleared them off for us.’ Then, with his own Hotel Services Manager: ‘It
has always been agreed that we must wait until the cutlery has been laid before we set out the flowers and yesterday we
simply weren’t given enough time to see to all the tables. As for the types of flowers, we were never told that the client
wanted red and pink arrangements. I would have recommended other colours anyway, as reds would not look good against
the dining room decor. Unfortunately, the electricians moved our arrangements out of the way against a heating outlet, so
by the time we got to them,the flowers looked a bit beyond their best condition. I suppose that’s what happens if you allow
contractors to interfere with our operation.’
And, with the Conference Manager: ‘We were nevertold that the client wanted to use the video equipment, which was
scheduled for repairs next weekend. Had I known, we could have hired in another projector, but we never got the conference
checklist back from the client. If we had got that, it would also have indicated that there were an extra ten delegates here
just for the morning to make some sort of presentation to the conference. These problems are all down to the client: if they
don’t follow our system, it’s their fault if things go wrong.’ From the Head Chef: ‘I always get a detailed schedule from the
head waiter. I get the fish, the sauces, the vegetables and the desserts ready according to that schedule – if things run as late
as they did last night, you can expect a few problems. Cooking is an art. All the chefs know how to cook to perfection every
time, but if we can’t serve the food when it’s ready, it will be messed up. I can tell you that if you think the customer was
angry, you should have come into the kitchen. Some of the conference delegates were rude to the waiters, who came back
into the kitchen and told the chefs. All the staff were really upset and Reread the ‘Operations in practice’ piece at the
beginning of the chapter on ‘Taxing quality’ which describes the improvement initiative carried out by the Aarhus Region
customs and tax unit.
(a) How does the idea of a customer-focused approach to improvement need to be adapted for a customs and tax unit?
(b) Generally, how might the ideas of improvement organization outlined in this chapter need to be adapted for public sector
operations such as this one?
‘
I can’t say that this was our finest hour! The total bill for the product recall was over $4 million and if you count the cost to
our reputation, it was probably even higher. Even before that the whole project was in trouble. After the design modifications
we were left with a brand new robotic handling device that was inappropriate. That cost over $200,000. Add to that another
$150,000 for other modifications to the production process and you can see the impact of leaving it late to make design
changes. Recommissioning the market research during the final design stage cost $30,000. It makes the budget overrun on
the actual design activity of $2000 look quite respectable. In fact, the original design engineers seem to be the only people
who have kept within budget.’
(a) Are these quality-related costs related in any way?
(b) Do you think the speaker is right in implying that the designers are the only ones to come out of this with any
credit?
What are the differences and similarities between the approach taken by the Aarhus customs and tax unit and the example
described in the short case on ‘Improvement at Heineken’? Electro-connect is a manufacturer of specialist computer system
cables and interface devices. Three years ago it started an improvement initiative that placed a significant emphasis on
‘quality right first time’. This shifted the focus of its design, production and distribution functions towards quality
improvement teams. The following table (page 673) shows some budget items that relate to quality-related costs four years
ago, before the initiative started, and this year, three years after the initiative started.
(a) How would you classify these budget items into the four categories of quality-related costs (appraisal, prevention,
internal failure, external failure)?
(b) In what way have the absolute costs and the proportion of spend changed? Is this as you would expect?
Pierre, our sauce chef, refused to start on the cutlet sauce until the fish course was cleared.’ From the Head Waiter: ‘We
weren’t told that the electricians would have to wire the tables. They worked setting up the loudspeakers and amplifiers
while we were setting the tablecloths and laying the place settings. Their foreman then told us that the tables would have to
be cleared for them, so you can imagine the problems that caused. I think we did very well to put everything right in under
half an hour.’ Finally, with the photographer: ‘We were booked for 10.00 pm and the Conference Manager told us that,
according to the customer, we would only be needed for half an hour during the speeches. When we arrived they were still
in the middle of the meal and so I waited a bit, but we had another booking at the Concert Hall at the end of a performance
at 11.00 pm, so I had to rush off. If we’d known earlier I could have arranged for a partner to come along.’
Guide Questions
1 Why did things go wrong at the banquet?

2 How could a TQM approach to the hotel’s operations
help to prevent such disasters occurring in the future?
3 How could ISO 9000 help the hotel?
Source: Adopted from Operations Management 6th Edition by Slack, Chamber and Johnson
CHAPTER 6
ORGANIZATIONAL
PERFORMANCE MEASURE
MODULE 6
Blackboard Content
- Article Analysis
- Chapter Test
Learning Target
 Discuss the performance measure

 Enumerate recommended criteria for Performance Measure
 Explain measurement strategy and its processes
 Discuss Performance Measure Design
CHAPTER 6 HANDOUT
Performance
The degree to which an operation fulfills the five of performance objectives namely quality, speed, dependability
flexibility and cost at any point in time, in order to satisfy its customers
Performance Management
Is the process of quantifying action, where measurement means the process of quantification and the performance of the
operation is assumed to derived action taken by its management
Qualification for reviewing whether an operation is good, bad or indifferent
Five Performance Objective
Quality Objective
Satisfying customers by providing error free goods and services which are fit to their purpose
Speed objective
Minimizing the time between a customer asking for goods/service and the customer receiving them in full
Dependability objective
Keep delivery promises made to customer
Flexibility objective
Being able to vary or adapt the operations activities to cope with unexpected circumstances
Cost objective
Means to produce goods and services at a cost which will enable them to be priced appropriately for the market
Ten Recommended Criteria for Performance Measure
1. Simple
2. Few in number
3. Developed by users
4. Relevance to customers
5.Improvement
6. Cost
7. Visible
8. Timely
9. Aligned
10. Results
Measurement Strategy
Key Performance Indicator (KPI)

Are company’s quantifiable goals normally attached to the organizations strategy as exposed through performance
management tool (Balanced Scorecard)
KPI of a Balanced Scorecard
The company transforms its corporate vision into quantifiable operational goals that are discussed to employees
These goals are coupled to individual performance goals which are reviewed on a started cyclic basis
Internal processes are instituted to meet and or surpass the strategic goals and customer expectation . KPI are evaluated to
appraise and construct recommendations to improve future company performance
Performance Measure Design
Achieving balanced framework (Ex. Kaplan and Nortons Balance Scorecard)
Challenges when designing an effective performance measurement system

How to measure the non-financial performance
What measures to choose and why
How to use them-what to do with the results
Who should be responsible for using the results
How and to whom, to communicate the results
The resources needed to consider the above and design and deploy the measurement system
STEPS TO FIND THE RIGHT MEASURE
1. Begin with an end in mind

2. Be sensory specific
3. Check the bigger picture
4. What’s the evidence?
5. Name the measure
Source: Productivity and Quality Management by Angelita Serrano (2016)
ARTICLE ANALYSIS
Adopted from Operations Management 7th Ed by Slack, Chamber and Johnston
Guide Questions
1. How does the farm maintain quality for their products and services
2. What do you think are the performance objectives being attained by the farm?
3. What do you think of Nick’s idea of veterenarians? How is this important to their production of high quality
level
Chapter Test will be uploaded to BB

CHAPTER 7
CASE ANALYSIS METHOD
MODULE 7
Blackboard Content
- Article Analysis
- Case Analysis Simulation
Learning Target
 Valuing Case Method

 Approaches to Written Case Analysis
 Preparing for Successful Oral Presentation and Defense
 Samples of different Productivity and Quality Management Cases
CHAPTER 7 HANDOUT
A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose the
most effective solution using supportive evidence.
A case study should include background information on the specific topic, an analysis of the case under student showing
problems or effective strategies, as well as recommendations.
A case study can focus on a business or entire industry, a specific project or program, or a person
CASE ANALYSIS FORMAT
I. Point of View
Any decision maker or person who is in the position to make the final recommendations as mentioned in the case.
II. Time Context
It is the time when the situation is to be analyzed. It can also be the last mentioned date in the case.
III. Statement of the Problem
This defines the perceived problem in the case which becomes the subject of the analysis. It may be presented in
declarative or question form.
IV. Statement of the Objectives
These are the goals which the case analysis hopes to achieve. The basically satisfy the test of SMART (Specific,
Measurable, Attainable, Realistic, and Time-bound)
IV. Areas of Consideration
State the internal and external environment of the company/firm through SWOT (Strengths, Weaknesses, Opportunities,
and Threats) Analysis.
VI. Assumptions
Factors which are not clear or not specifically stated in the case but need to be clarified can be stated as assumptions to
limit the analysis.
VII. Alternative Courses of Action (ACA)
These are the possible solutions to the problem identified. Each ACA must stand alone and must be able to solve the
stated problem and achieve the objectives. Each ACA must be mutually exclusive, I.e., the student must choose an ACA
to the exclusion of the others.
Each ACA must be analyzed in the light of the SWOT analysis and assumptions, if there are any. Advantages and
disadvantages of each ACA should be clearly stated. If the case contains enough information/data, advantages and
disadvantages should be supported quantitatively to minimize bias.
VIII. Conclusion/Recommendation
Based on the analysis of the ACAs, the conclusion, recommendation/decision can be made. There is no need to repeat
the analysis done in the ACA section of the analysis.
Is presented using a decision matrix with a rating scale to choose the best alternative
IX. Plan of Action
The plan of action delineates the series of actions to be undertaken to operationalize the adopted ACA. To ensure that
the analysis is done comprehensively, it would be best to program the plan according to the basic functional areas and
to present the plan by having column headings for activity, person/unit responsible/ time frame,
SAMPLE PROUCTIVITY AND MANAGEMENT CASES
Adopted from Operations Management 9th edition (2019) by Slack , Chamber and Johnson
Acme Whistles
Pret A Manager
Tea and Sympathy
Helping Volkwagen to transfer its JIT system from Spain to Mexico
3M Lean Six Sigma and Sustainability
Quality at Magic Moments
Operations in Practice Quality at the Four Seasons Canary Wharf
Organically Good Quality
When Speed means Life and Death
Poor Quality Can Leave a Bitter Taste
The Chernobyl Failure
Quality Management, Angelita Ong Camilar-Serrano, 2016, Unlimited Books Library Services and Publishing
Incorporated
Assessment Task
Chapter Quiz will be uploaded to BB

Case Analysis Presentation
CASE ANALYSIS METHOD
MODULE 8
Discussion the different productivity and quality cases subject for presentation and
defense.
FINAL OUTPUT : Design Productivity and Quality Plan /Program
Rubrics
Highly
CRITERIA Excellent Commendable Commendable Satisfactory Poor
(5) (4) (3) (2) (1)
Written Case Exceedingly Substantially Averagely Satisfactorily Does not

Analysis/Productivity & meets the meet the meet the meets the meet the
Quality Plan (30%) required required required minimum minimum
 logical contents and contents and contents and requirements requirements
consistency, the the the and the and
thoroughness and performance performance performance performance performance
clarity of
expectations. expectations. expectations. expectations is below the
purpose, effective
analyses, and It shows It adds quality It contains all expectation
feasible initiative, by creativity, the required
recommendations creativity, extra research parts. it is
research or some other clearly
Presentation (30%) depth and enhancement. presented,
 Stage presence clear growth The authors well organized
and of the did a good job and well
articulateness, author's of combining written
ability to arouse
perception resources
audience interest,
effective use of as they
visual aids, outfit compiled
their work
Defense(40%)
 Ability to
respond to
questions
logically with
composure

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ADAMSON UNIVERSITY

COLLEGE OF BUSINESS ADMINISTRAION

Indicative content includes:

 Introduction to Productivity, its Impact and Initiatives

All Chapters Uploaded in Google Drive. Link Below:

Productivity = Efficiency + Effectiveness

Figure 1. Productivity Management Framework

Productivity: A Competitive Tool

The Competitive Edge

1. Why is productivity important in today’s businesses?

Chapter Test to be uploaded to BB

 Understand Evolution of Quality

Source; TQM by Subburaj Rawasamy

KEY QUALITY DIMENSIONS

Key dimensions of service quality

Quality Improvement Models comprise the following:

1. PDSA Cycle (Plan-Do-Study-Act)

Cost of quality (COQ)

WHAT IS COST OF POOR QUALITY (COPQ)?

Internal failure costs

External failure costs

COST OF QUALITY AND ORGANIZATIONAL OBJECTIVES

Re-inventing Singapore’s Libraries

DR. W. EDWARDS DEMING (1900–1993)

THE RISE OF DEMING'S INFLUENCE

DEMING'S SYSTEM OF PROFOUND KNOWLEDGE

DEMING'S SEVEN DEADLY DISEASES

DEMING'S FOURTEEN POINTS

THE DEMING CYCLE

Plan a change or test (P).

Deming's PDCA Cycle

DR. JOSEPH JURAN (B. 1904)

SELECTED JURAN QUALITY THEORIES

JURAN'S QUALITY TRILOGY.

JURAN'S QUALITY PLANNING ROAD MAP.

PHILIP CROSBY (1926–2001)

CROSBY'S COST OF QUALITY.

CROSBY'S FOUR ABSOLUTES OF QUALITY.

1. Quality means conformance to requirements, not goodness.

Step 1. Management Commitment

DR. H. JAMES HARRINGTON

DR. KAORU ISHIKAWA (1915–1989)

DR. WALTER A. SHEWHART (1891–1967)

FREDERICK TAYLOR (1856–1915)

APPLICATION OF THEIR SIGNIFICANT CONTRIBUTION IN THE 21st CENTURY

 Discuss lean production and lean thinking

INTEGRATING PRODUCTIVITY AND QUALITY IN THE WORKPLACE

Five core principle of lean production

Enumerate different type of Waste

Taiichi Ohno defined the Toyota Production System as follows;

5S utilizes, workplace organization and work simplification technique

3M - Lean Six Sigma and Sustainability

From “Pollution Prevention Pays” to Sustainability at 3M

Lean Six Sigma at 3M

Lean Six Sigma and Environmental Goals

Reduce volatile air emissions by 25 percent.

Lean Six Sigma and Environment, Health, and Safety Operations at 3M

3M Innovation and Sustainability

CHAPTER TEST uploaded in BB.

 Explain 7 Quality Tools and its application in business situations

The 7 basic quality tools are as follows:

Cause-and-Effect diagram graphic

scatter diagram graphic

pareto chart graphic