PRESENTATION ON :

Development of quality management

- Edward Deming.
- Joseph Juran.
- Philip B Crosby.
- Feignbaum.
 Key Contributors to Quality
Management
Table 9.2

Contribut Key
Shewhart
or “Father of statistical quality control”
Contributions
Control charts; variance reduction
Deming 14 points; special & common causes of variation

Juran Quality is fitness-for-use; quality trilogy, Pareto Principle.

Feignbaum Quality is a total field; the customer defines

quality

Crosby Quality is free; zero defects

Ishikawa Cause-and-effect
- diagram; quality circles

Taguchi Taguchi loss function

DR. W. EDWARDS DEMING
 Dr. W. Edward Deming also known as one of the quality guru
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.
 DEMING'S FOURTEEN
POINTS
1. Learn and adopt the new philosophy of quality.
2. Create a plan; publish the aims and purposes of the organization.
3. Understand the purpose of inspection; stop depending on inspection.
4. Stop awarding business based on price alone.
5. Improve the system constantly.
6. Institute training.
7. Adopt and institute leadership.
8. Drive out fear, create trust, and create a climate for innovation.
9. Break down the barrier between staff areas, Optimize the efforts of
teams, groups and staff areas.
10. Eliminate exhortations, and targets for the work force; provide methods
of achievement.
11. Eliminate numerical quotas for the work force.
12. Remove barriers that rob people of pride of workmanship.
13. Encourage education and self improvement for everyone.
14. Take action to accomplish the transformation, make it everyone's job.
 THE DEMING CYCLE

 This approach is a cyclic process for planning and

testing improvement activities prior to full-scale
implementation and/or prior to formalizing the
improvement.
 test it on a small scale prior to full implementation
to validate its benefit.
 It is often referred to as `the Shewhart Cycle‘, It
was taken up and promoted very effectively from
the 1950s on by Deming consequently known by
many as `the Deming Wheel'.
 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).
 Repeat Step 1, with new
knowledge.
 Repeat Step 2, and onward.
Continuously evaluate and
 From problem-faced to
problem-solved
 The PDCA Cycle is a checklist of the four stages which you must
go through to get from `problem-faced' to `problem solved'.

 Use the PDCA Cycle to coordinate your continuous improvement

efforts.

 It both emphasizes and demonstrates that improvement

programs must start with careful planning, must result in
effective action, and must move on again to careful planning in
a continuous cycle.
Plan-Do-Check-Act
 Plan to improve your operations first by finding out what things are
going wrong (that is identify the problems faced), and come up with
ideas for solving these problems.
 Do changes designed to solve the problems on a small or experimental
scale first. This minimises disruption to routine activity while testing
whether the changes will work or not.
 Check whether the small scale or experimental changes are achieving
the desired result or not. Also, continuously Check nominated key
activities (regardless of any experimentation going on) to ensure that
you know what the quality of the output is at all times to identify any
new problems when they crop up.
 Act to implement changes on a larger scale if the experiment is
successful. This means making the changes a routine part of your
activity. Also Act to involve other persons (other departments,
suppliers, or customers) affected by the changes and whose
cooperation you need to implement them on a larger scale, or those
who may simply benefit from what you have learned (you may, of
course, already have involved these people in the Do or trial stage).
 You have now completed the cycle to arrive at `problem solved'. Go
back to the Plan stage to identify the next `problem faced'.
 If the experiment was not successful, skip the Act stage and go
back to the Plan stage to come up with some new ideas for
solving the problem and go through the cycle again.
 Plan-Do-Check-Act describes the overall stages of improvement
activity, but how is each stage carried out? This is where other
specific quality management, or continuous improvement, tools
and techniques come into play.
 The diagram below lists the tools and techniques which can be
used to complete each stage of the PDCA Cycle.


 This classification of tools into sections of the PDCA Cycle is not

meant to be strictly applied, but it is a useful prompt to help
you choose what to do at each critical stage of your
improvement efforts.
 PDCA - The Deming Cycle
 This cycle of "Plan - Do - Check - Act" is also known
as the Control Circle, or PDCA.
 Kaoru Ishikawa has expanded Deming's four steps
into six:
 Determine goals and targets.
 Determine methods of reaching goals.
 Engage in education and training.
 Implement work.
 Check the effects of implementation.
 Take appropriate action.
 Joseph Juran
"Father" of Quality”
About J.M.JURAN
 December, 1904 -
 1924 - He received a B.S. (electrical engineering) and started working
in the Inspection Department of Hawthorne Works in Chicago.

 In 1954, the Union of Japanese Scientists and Engineers and

Keidanren invited Juran to Japan to deliver a series of lectures.

 He led Japan's remarkable ascent from its pre-world war II position as

a producer of poor quality of manufactured goods to its current reputation
as a world paragon of manufacturing quality.

 Emperor Hirohito awarded him Japan's highest award that can be

given to a non-Japanese, the Order of the Sacred Treasure. It was
bestowed in recognition of his contribution to "the development of quality
control in Japan and the facilitation of U.S. and Japanese friendship." 
 “Quality” Defined
 According to J. M. Juran:
1. Quality consists of those product features which
meet the needs of customers and thereby provide
product satisfaction
2. Quality consists of freedom from deficiencies

 ANSI/ASQC Standard A3-1987 says “The totality of

features and characteristics of a product or service
that bear on its ability to satisfy stated or implied
needs.”
 Quality as fitness for use.
 Quality function.
 Quality Trilogy.
 Juran’s ten steps for quality
improvement.
The Spiral of progress in quality depicts a
typical progression of activities
The Quality Function
 Product quality is resultant of the work of all
departments around the Spiral
 Each department has a quality-oriented activity to
carry out along with its main function
 Juran calls these activities, departmental and
companywide, which collectively result in product
quality as “quality function”.
 The quality function is the entire collection of
activities through which we achieve fitness for use,
no matter where these activities are performed.
Juran’s Quality Trilogy.
 Quality Planning/
 Quality Control.
 Quality Improvement.
The Quality Trilogy
1. Quality Planning: Developing the product and
processes required to meet customer’s needs.
1. Determine who are the customers
2. Determine the needs of the customers
3. Develop product features which respond to
customer’s needs
4. Develop processes which are able to produce
those product features.
5. Transfer the resulting plans to the operating
forces
2. Quality Control: Based on the feedback loop.
Operating forces use it as an aid to meet the product
and process goals.
1. Evaluate actual operating performance
2. Compare actual performance to goals
3. Act on the difference

3. Quality Improvement: To attain level of

performance which are unprecedented
 The Juran Trilogy
It shows that the three processes of the quality trilogy are interrelated.
Chronic & Spordic.
 Chronic waste due to quality deficiencies.
 Quality control is required to stop to get the
things worsen.

 Spordiac Spike – due to sudden some

unplanned even such as m/c breakdown,
power failure.
 Quality control team needs to take corrective
action to keep the quality at Chronic stage.
In most of the companies :
1. Numerous operating processes are deficient. Each is
an opportunity for quality improvement through the
project by project approach
2. The approach to quality planning is also deficient.
To improve quality planning:
1. A revision in priorities so that the planner are given
enough time and resources to do a more thorough job
of quality planning
2. A more structured approach to quality planning
3. A broader data base for quality planners, derived from
feedback from problems encountered and solved
during the control process, and especially during the
improvement process
Fitness for Use
Product Features and Quality Characteristics

 Technological
 Psychological
 Time-oriented
 Contractual
 Ethical
Juran’s Ten Steps to Quality
Improvement.
1. Build awareness of both the need for improvement and
opportunities for improvement.
2. Set goals for improvement.
3. Organize to meet the goals that have been set.
4. Provide training.
5. Implement projects aimed at solving problems.
6. Report Progress.
7. Give Recognition.
8. Communicate results.
9. Keep Score.
10. Maintain momentum by building improvement into the
company’s regular systems.
Parameters of Fitness for Use
 Availability – Extent to which the user can secure the
service when he or she wants it.

 Reliability – Probability of a product performing without

failure a specified function under given conditions for a
specified period of time

 Maintainability – Ease with which maintenance can be

conducted
1. Preventive or scheduled maintenance (Serviceability)
2. Unscheduled maintenance (restoring in case of
failures) (Reparability)
  Measures of maintainability
 Mean time to repair

 Probability of restoring service in the time period

satisfied
 Mean time for scheduled maintenance

• Producibility (or Manufacturability) – Extent to which

the product design can be readily produced with the
facilities and processes available to the operating forces.
AT&T: Continuous
improvement practices
 CONTRIBUTION OF PHILIP B. CROSBY

19TH JAN ‘ 007.

 BRIEF HISTORY

Philip B. "Phil" Crosby, was a businessman and author who

contributed to management theory and quality management
practices.

"Father of the Quality Revolution"

Crosby by profession was an engineer,

•began his career as a junior technician

•became Director of Quality

•Corporate Vice President of ITT

Corporation.

•Started the management consulting

company Philip Crosby Association, Inc (June 18, 1926–August 18, 2001)

(in1979)
 DEFINITION
QUALITY To Crosby; means Conformance to requirements.
• He also stated that “ Quality is free ” – First Quality products &
substandard products.

• Management must measure quality by continually tracking the cost of

doing things wrong.
 APPROACH

3. FOUR ABSOLUTES OF QUALITY

• Quality is conformance to the requirements

• The system of quality is prevention

• The performance standard is Zero Defects ( Do it right the

first time )
As quality increases, cost decreases--thus, “quality doesn't cost ”.
• The measurement of quality is the price of nonconformance

“ Quality is free, but it is not a gift “

 APPROACH

Do It Right the First Time

• Any product that falls within its design specifications is a quality

product.

• Crosby addresses there is a need to change management's

perception and attitudes about quality.
Zero Defects and Zero Defects Day

• It does not mean that the product has to be perfect.

• It does mean that every individual in the organization is committed

to meet the requirement the first time, every time, and that not
meeting the requirement is not acceptable.
 APPROACH

Prevention Process
• Crosby's approach addresses prevention rather than inspection and
correction of errors.
• Prevention involves thinking, planning, and analyzing processes to
anticipate where errors could occur.
• Taking action to keep them away from occurring

5. Quality Vaccine
• Sees problems as bacteria of nonconformance that must be
vaccinated with antibodies to prevent problems (Crosby, 1984).
• He has formulated a quality vaccine that consists of three
distinct management actions--determination, education, and
implementation.
• Top management is responsible for continually administering the
vaccine.
 Crosby’s 14 Steps To Quality Improvement.

1. Make it clear that Management has a long term commitment to quality

- committed to a formalized quality policy.
2. Form a cross- departmental quality teams.
Form a management level quality improvement team (QIT) with
responsibility for quality Improvement process planning and
administration.
3. Determine where current and potential quality problems exist.
4. Evaluate the cost of quality and explain its use as a management tool
to measure waste.
5. Increase the quality awareness and personal commitment/concern for
quality amongst all employees.
6. . Take immediate action to correct the problems identified(Take corrective
actions, using established formal systems to remove the root cause of
problems.)
Crosby’s 14 Steps To Quality Improvement- Continue..

7. Establish a zero defects committee and program.

8. Train supervisors to carry out their responsibility in quality program/
9. Hold a Zero Defects Day to ensure that all employees are aware there
is a new direction.
10.Encourage individuals and teams to establish both personal and team
improvement goals.
11.Encourage employees to communicate to management any obstacles
they face in attaining their improvement goals.
12.Give formal recognition to all participants.
13.Implement quality councils to promote continual communication.
14.Repeat everything to illustrate that quality improvement is never
ending process.
FIVE MATURING STAGES through which quality
management evolves.

1. Uncertainty

2. Awakening

3. Enlightenment

4. Wisdom

5. Certainty