Total Quality Management Methods

-Edward Deming
-Josep M. Juran
-Philip B. Crosby
 Dr. 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.
Trained as a statistician, his expertise was used during World War II to assist the United
States in its effort to improve the quality of war materials.
 The Deming Cycle PDCAA
1. Conduct consumer research and use
it in planning the product (PLAN).
2. Produce the product (DO).
3. Check the product to make sure it
was produced in attendance with the
plan (CHECK).
4. Market the product (ACT).
5. Analyze how the product is received
in the market in terms of quality, cost
and other criteria (ANALYZE)
Deming’s Seven Deadly Diseases
 Dr.Joseph Juran

Dr.Joseph Juran born in Romania on 24 Dec 1904 - the chairman

emeritus of the Juran Instituite and an ASQC Honorary member.
Since 1924, Juran has pursued a variety career in management as
an engineer, executive, government administrator, university
professor, labour arbitrator, corporate director, and consultant.
Specialising in managing for quality, he has authored hundreds of
papers and 12 books, including Juran’s Quality Control Handbook
(1951) , Quality Planning and Analysis, and Juran on Leadership for
Quality.
Juran’s Three Basic Steps to Progress
Juran’s Ten Steps to Quality Improvement
 The Pareto Principle

80/20 Rule: 80% of the trouble comes from 20% of the problems.
The Juran Trilogy
Quality Planning

1. Determine who the customers are.

2. Identify customers’ needs.
3. Develop products with features that respond to customer
needs.
4. Develop systems and processes that allow the organization
to produce these features.
5. Deploy the plans to operational levels.
Quality Control

1. Assess actual quality performance.

2. Compare performance with goals.
3. Act on differences between performance and goals.
 Quality Improvement

1. Develop the infrastructure necessary

to make annual quality improvements.
2. Identify specific areas in need of
improvement, and implement
improvement projects.
Quality Improvement

1. Establish a project team with responsibility for completing

each improvement project.
2. Provide teams with what they need to be able to diagnose
problems to determine root causes, develop situations, and
establish control that will maintain gains made.
 Philip Bayard "Phil" Crosby

Philip Bayard "Phil" Crosby, (1926-2001) was a

businessman and author who contributed to
management theory and quality management
practices.
Dalil Manajemen Kualitas Crosby

four major principles:

• the definition of quality is conformance to
requirements
• the system of quality is prevention

• the performance standard is zero defects

• the measurement of quality is the price of nonconformance

The Crosby "Vaccine"

In the Crosby style, the "Vaccine" is explained as medicine for

management to prevent poor quality. It is in five sections that cover
the requirements of Total Quality Management.

• Section 1 - Integrity
Treat quality seriously throughout the whole business organization
from top to bottom. That the companies future will be judged on its
performance on quality.
The Crosby "Vaccine"

• Section 2 - Systems
Appropriate measures and systems should be put in place for quality
costs, education, quality, performance, review, improvement and
customer satisfaction.
The Crosby "Vaccine"

• Section 3 - Communication
The communication systems are of paramount
importance to communicate requirements and
specifications and improvement opportunities around
the organization. Customers and operators know what
needs to be put in place to improve and listening to
them will give you the edge.
The Crosby "Vaccine"

• Section 4 - Operations
Work with and develop suppliers. Processes should be
capable and improvement culture should be the norm.

• Section 5 - Policies
Must be clear and consistent throughout the business.
The Fourteen Steps to Quality Improvement

1.Make it clear that management is committed to quality.

2.Form Quality Improvement Teams with senior representatives from

each department

3.Measure processes to determine where current and potential

quality problems lie.

4.Evaluate the cost of quality and explain its use as a management

tool.

5.Raise the quality awareness and personal concern of all employees.

6.Take actions to correct problems identified through previous steps.

7.Establish progress monitoring for the improvement process.

8.Train supervisors to actively carry out their part of the quality

improvement program.

9.Hold a Zero Defects Day to reaffirm management commitment.

10.Encourage individuals to establish improvement goals for

themselves and for their group.
11.Encourage employees to tell management about obstacles
to improving quality.

12.Recognise and appreciate those who participate.

13.Establish Quality Councils to communicate on a regular

basis.

14.Do it all over again to emphasize that the quality

improvement process never ends.
Questions/Queries?