Quality Management

Gurus
 Who is guru?
“A Guru is a spiritual guide who is considered to have
attained complete insight.“

“A guru, by definition, is a good person, a wise person

and teacher. A quality guru should be all of these, plus
have a concept and approach to quality within business
that has made a major and lasting impact. “
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Three groups of gurus
 Who was W. Edwards Deming
• Dr. W. Edwards Deming is known as the father of the
Japanese post-war industrial revival and was regarded
by many as the leading quality guru in the United
States. He passed on in 1993.

• His expertise was used during World War II to assist

the United States in its effort to improve the quality of
war materials
 Who was W. Edwards Deming
- He got his PHD in the states in physics and math's
- Get his first employment chance in an electricity
company in Chicago
- He taught physics , mathematics , statistics and quality
in Japan .

* Deming is best known for his management philosophy ,

establishing quality , productivity and competitive
position .
 Deming
• Deming focus on 5 ideas :
1. Statistical process controlling (SPC)
2. Deming philosophy
3. Deming 14 points
4. Deming Cycle (for continuous improvements)
5. Seven deadly diseases of quality
 Deming
1. Statistical process controlling: it’s a process which
aims at achieving good quality during manufacture
through prevention rather than detection .
* It is concerned with controlling the process (machine)
which make the product through inspecting the
machine rather than the product itself.
• For example why the salesman can’t sell the same
amount every month ?
• SPC will answer this question by discovering and
analyzing these items :-
 Deming
1. Common causes : which inherent to the process as
Machine fails
2. Special causes : Not inherent to the process and
should be defined such as poor performance
3. Natural Variation: producing certain amount of
defects
4. Significantly different variation: Discovering
exactly where it is by management.
Note. Deming said :
*80% depends on management
*20% depends on employee
 Deming
2. Deming Philosophy : The quality and the productivity
increases when the process fluctuation Decreases
 Deming
** Deming 14 points , I will mention some:
1. Create constancy of purpose to improve product and
service.
2. The new age of quality requires a commitment
continuously to improve .
3. Constantly improve , Use the PDCA cycle
4. Don’t have silly slogans that mean nothing
5. Supervision must change from chasing to coaching
and support
6. Remove Barriers that prevent employees having pride
in their work , Barriers such as time pressure and
focus on profit rather than quality
Demings cycle
 Deming's Seven Deadly Diseases
*The amount of severe criticism of western
management and organizational practices

1. Lack of constancy of purpose

2. Emphasis on short-term profits : we should focus on

the whole financial period rather than focus at the end

3. Too much staff mobility : it occurs when managers cant

define the actual problems and not learning from them
 Deming's Seven Deadly Diseases
4. Over dependence on figures : particularly financial
which can be messaged to look great in the short term
while long term suffers

Note :
It’s a wrong way to focus on short term results , rather
than coaching and helping employees on a long term 
 Who was Joseph Juran?
_ Joseph Juran is an internationally acclaimed quality
guru, similar to Edwards Deming, strongly influencing
Japanese manufacturing practices. Joseph Juran’s
belief that “quality does not happen by accident” gave
rise to the quality trilogy.
 Joseph Juran
Juran Ideas are :

1. Quality definition
2. Breakthrough concept
3. Internal customer
4. Quality Trilogy
5. Pareto analysis
6. Cost of quality
7. Quality council
 Joseph Juran
1. Quality definition : ( Fitness of purpose)

The statement is not that much easy , as it requires asking

many questions like :
• What is the real purpose ?
• Are customer internal or external users ?
• Who are the possible customers ?
 Joseph Juran
2. Breakthrough : sequences of process improvements ,
which take two journeys
• journey from symptom to cause
• journey from cause to remedy
3. Internal customers : quality is associated with
customer satisfaction and dissatisfaction
• Satisfaction : occurs when the product has superior
performance and features
• Dissatisfaction : when we have defects and
deficiencies
 Joseph Juran
Customer satisfaction has two dimensions:
• Internal : Building the product and the service correctly
• External : matching customer requirements and meet
their expectations
4. Quality council : A group of experts who are
responsible for supervising in the application of quality
*Juran Big (Q) : quality doesn’t the concern of the
production or the total quality within the organization ,
but it extends to link between organization
departments, operations and services .
 Joseph Juran
5. Juran quality cost :
*Appraisal Costs: Costs of activities designed to ensure quality or
uncover defects (inspection)
* Prevention Costs :All TQ training, TQ planning to prevent
defects from occurring
*Failure Costs - costs incurred by defective parts/products or faulty
services.
*Internal Failure Costs : Costs incurred to fix problems that are
detected before the product/service is delivered to the customer.
*External Failure Costs : All costs incurred to fix problems that
are detected after the product/service is delivered to the
customer.
 Joseph Juran
* Juran three role models : He assumed that every
process has an internal customer and supplier which
linked to each other through a process to reach the
optimum quality .
6. Juran Pareto analysis : A universal problem solving
methodology in which we list the key problems into a
table and ranking them from the highest to the lowest
and trying to solve the deficiencies
 Joseph Juran
7. Quality Trilogy :
Quality planning : *determine the organization internal
and external customers * determine customer needs ,
requirements and expectations * design the product to
achieve customer satisfaction * prepare a design to
achieve a good quality
Quality controlling : *determine variation and make
decisions * measure performance and results
*compare the results with the stated objectives .
Quality improvements : * define quality goals * train the
workers * develop a problem solving statement
 Who is Philip Crosby?
* Known as The Fun Uncle of the Quality Revolution
*Where Phil Crosby excellence was in finding a
terminology for quality that mere mortals could
understand. (Dr. Deming and Dr. Juran were the great
brains of the quality revolution)

*He popularized the idea of the "cost of poor quality",

that is, figuring out how much it really costs to do
things badly
 Crosby
• Mr. Crosby defined quality as a conformity to certain
specifications.
Crosby four absolutes are :
1. The definition of quality is conformance to
requirements, it is not appropriate to say good or bad
quality as quality cant be measured but conformance
can be
2. The system of the quality is prevention : make a
prevention strategy and it should be supported by SPC
in order to understand the process and discover the
default before occurring
 Crosby
3. The performance is zero defects: make the requirement
right from the first time , and make the quality
accepted by a number of standard items .
4. The measurements of quality is the price of NON-
conformance : because cost quality is the prime
motivation for management .
_CROSBY quality costs :
* Price of NON conformance :(all the costs involved in
not getting the product or a service right .
* Price of conformance : costs for doing things right
 Crosby
Crosby has 14 points like Deming , like :
- Management commitment
- Building awareness
- Educating employees
- Quality councils
And others but the main difference between Deming and
crosby is that :
**Deming focus on quality management .
**Crosby focus on action plan and implementation
process .
Armand Vallin Feigenbaum
 Armand Vallin Feigenbaum
(born 1922) is an American quality control expert and
businessman. Feigenbaum concept's of Total Quality
Control , known today as total quality management ,
combines management methods and economic theory
with organizational principles.
 Armand Vallin Feigenbaum
he does not get the great attention that the others
(Deming, Juran, Ishikawa, etc.) get. But, he is special..
Feigenbaum also believed that quality was a way of
operating or a way of life, thus the term "Total
Quality."

and believes that quality has become the single most

important force leading to organizational success and
growth.
 Armand Vallin Feigenbaum
Feigenbaum defined total Quality control as an
effective system for integrating the quality
development, quality maintenance, and quality
improvement efforts of the various groups in an
organization so as to enable production and service at
the most economical levels which allow full customer
satisfaction
 Armand Vallin Feigenbaum

Armand is also know for his concept of the "hidden"

plant the idea that so much extra work is performed in
correcting mistakes that there is effectively a hidden
plant within any factory
 Armand Vallin Feigenbaum

Accountability for quality: Because quality is

everybody's job, it may become nobody's job—the idea
that quality must be actively managed and have
visibility at the highest levels of management
 Feigenbaum believes that there are
three elements to quality:
* Quality Leadership the management in a company
must always be striving for quality. They must put
items in place that allow them to measure quality,
control quality and improve quality. There must be
constant feedback and oversight of the organization to
assure that quality continues.
Feigenbaum believes that there are
three elements to quality:
* Modern Quality Technology
the quality function cannot achieve quality without the
help of others. Everyone must be trained and led to
quality.

* Organizational Commitment
everyone in the organization must believe in quality.