FOUNDATION OF

QUALITY
MANAGEMENT
B Y S H E R I LY N D M A C A R A I G , M B A
PERSONS INVOLVE

• W. Edward Deming
• Joseph M. Juran
• Philip B. Crosby

They are regarded as the

“MANAGEMENT GURUS”
DEMING PHILOSOPHY

• Deming recognize the importance of viewing management processes

statistically.
• He also stated in one of his book that ” a good product or a service
possesses quality if it helps somebody and enjoys a good and
sustainable market”.
• In his view variation is the chief culprit of poor quality.
 Improve Quality

Cost decrease because of less rework,

fewer mistakes, fewer delays and
snags, and better use of time and
materials

Productivity Improves

Capture the market with better

quality and lower price

Stay in business

Provide jobs and more job

DEMING CHAIN REACTION

DEMING’S 14 POINTS

1. Create Vision and Demonstrate Commitment

2. Learn the new philosophy
3. Understand inspection
4. Stop making decision purely on the basis of cost
5. Improve constantly and forever
6. Institute training
8. Drive out of fear
9. Optimize the effort of team
10. Eliminate exhortations
11. Eliminate numerical quotas and management by objective (MBO)
12. Remove barriers to pride in workmanship
13. Encourage education and self improvement
14. Take action
SYSTEM OF PROFOUND
KNOWLEDGE
1. Appreciation for a system
2. Understanding variation
3. Theory of knowledge
4. psychology
• SYSTEM is a set of functions or activities within an organization that
work together for the aim of organization. It is composed of many
smaller, interacting subsystem
• VARIATION. The second part of profound knowledge is a basic
understanding of statistical theory and variation.
• A device called “quincunx” illustrates a natural process of variation.
THEORY OF KNOWLEDGE

• It is the branch that is concerned with the nature and scope of

knowledge, its presumption and basis, and the general acceptability of
claims to knowledge.
• Deming emphasize that knowledge is not possible without a theory
and experience alone
• PSYCHOLOGY helps us understand people, interaction between
people and circumstances, interaction between leaders and
employees, and system of management.
IMPACTS OF PROFOUND
KNOWLEDGE
Failure to understand profound knowledge according to Peter Scholtes:
1. When people don’t understand systems.
2. When people don’t understand variation.
3. When people don’t understand psychology
4. When people don’t understand the profound knowledge.
JURAN PHILOSOPHY

• Juran is best known for the following contributions to the quality

philosophy:

1. Jurans three basic steps to progress

2. Jurans ten steps to Quality Improvement
3. The Pareto principle
4. Jurans Triology
• Juran believes that management has to adopt a unified approach to
quality.

• QUALITY according to him is defined as “Fitness for use”

• The focus is on the needs of the customers.

JURANS THREE BASIC STEPS
TO PROGRESS
1. achieve structured improvements on a continual basis combined
with dedication and a sense of urgency.

2. Establish an extensive training program.

3. Establish commitment and leadership on the part of higher

management.
JURAN QUALITY TRIOLOGY
• Quality Planning
• Quality control
• Quality Improvement
QUALITY PLANNING

• Process starts with the quality planning at various level of the

organization, each of which has a distinct goal.
• AT the upper management level, planning is termed Strategic Quality
Management
• At the Middle management level is termed Operational Quality
Management.
• At the work force level, planning involves clear assignment to each
worker.
QUALITY CONTROL

• Here goal is to run the process effectively such that plans are enacted.
• If problem occurs quality control will try to prevent waste from
getting worse.
QUALITY IMPROVEMENT

• This phase is also called the Quality Breakthrough Sequence.

• Such improvements usually require an action on the part of upper and
middle management.
• They deal with actions such as creating a new design, changing
methods or procedures of manufacturing and investing in new
equipment.

 Chronic waste drops to a lower level due to

quality improvement.
 CROSBY PHILOSOPHY
• The essence of Crosby quality philosophy embodied in what he calls the
ABSOLUTE OF QUALITY MANAGEMENT and THE BASIC
ELEMENTS OF IMPROVEMENT
CROSBY PHILOSOPHY

1. Quality means conformance to requirements, not elegance.

2. There is no such thing as a quality problem.
3. There is no such things as economics of equality, which is doing
the job right the first time is always cheaper.
4. The only performance measurement is the cost of quality , which
is the expense of non-conformance.
COMPARING DEMING, JURAN AND
CROSBY

• Each of their views quality as imperative in the future competitiveness

in global market, makes top management commitment an absolute
necessity: demonstrates the quality management practices will save,
not cost money; places responsibility for quality management, not the
workers.
OTHER QUALITY
PHILOSOPHER
• A.V. Feigenbaum. He is best known for coining the phase Total
Quality Conytrol, which is defined 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 ecological level”.
KAORU ISHIKAWA

• He built the concept of total quality and promoted greater involvement

by all employees, from top management to the front line staff, by
reducing reliance o quality professionals and quality departments.
PRINCIPLES, PRACTICES AND
TECHNIQUES OF QUALITY
MANAGEMENT
QUALITY MANAGEMENT
PRINCIPLES
• THREE CORE PRINCIPLES

1. Customer Focus
2. Teamwork
3. Continuous Improvement
• Quality Management Practices- represent the approaches that
organizations use to achieve the principles.
• Quality Management Techniques- includes a wide variety of tools to
plan work activities, collection of data, analyze result, monitor
progress and solve problem.
VARITION AND STATISTICAL
THINGKING
• Statistical Thinking – is a philosophy of learning and action based on
principles.

Understanding Variation
1. Variation increase unpredictability.
2. Variation Contribute to the “bullwhip” effect.
3. Variation make it difficult to find root causes.
4. Variation makes it difficult to detect potential problems early.