OPENING PRAYER

Almighty Father in Heaven, Thank you for

another day of life and strength. Forgive us at
times we do not recognize your presence in our
lives. Please be with us today in a very special
way. Give us wisdom in our discussion today.
Help us to understand what need to be
understood. Have mercy, in Jesus name we pray.
Amen
 Quality Gurus and their Key
Contributions

1. Philip Crosby:
Philip Bayard "Phil" Crosby, was a businessman and author who
contributed to management theory and quality management
practices. Crosby initiated the Zero Defects program at the Martin
Company
 The Four Absolutes of Quality
Management:
• Quality is conformance to requirements
• Quality prevention is preferable to quality inspection
• Zero defects is the quality performance standard
• Quality is measured in monetary terms –
the price of non-conformance
 QUOTES
Quality is the result of a carefully constructed cultural
environment. It has to be the fabric of the organization, not part of
the fabric.

Quality has to be caused, not controlled.

In a true zero-defects approach, there are no unimportant items.

14 Steps to Quality Improvement:
• Management is committed to quality – and this is clear to all
• Create quality improvement teams – with (senior) representatives
from all departments.
• Measure processes to determine current and potential quality issues.
• Calculate the cost of (poor) quality
• Raise quality awareness of all employees
• Take action to correct quality issues
• Monitor progress of quality improvement – establish a zero defects
committee.
• Train employees in quality improvement
• Hold “zero defects” days
• Encourage employees to create their own quality improvement
goals
• Encourage employee communication with management about
obstacles to quality
• Recognize participants’ effort
• Create quality councils
• Do it all over again – quality improvement does not end
 2. Dr. Edwards Deming

William Edwards Deming (1900-1993) is widely acknowledged as the

leading management thinker in the field of quality. He was a
statistician and business consultant whose methods helped hasten
Japan’s recovery after the Second World War and beyond. He derived
the first philosophy and method that allowed individuals and
organizations to plan and continually improve themselves, their
relationships, processes, products and services. His philosophy is one
of cooperation and continual improvement; it avoids blame and
redefines mistakes as opportunities for improvement
Deming’s Fourteen Obligations of Top Management
1. Create constancy of purpose for improvement of product and service. Allocate
resources to provide for long range needs rather than only short term profitability

2. Adopt the new philosophy. We can no longer live with commonly accepted levels of
delays, mistakes, defective materials, and defective workmanship.

3. Cease dependency on mass inspection to achieve quality. Quality is achieved by

building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag alone. The aim is
to minimize total cost, not merely initial cost. Establish long term relationship with
suppliers to develop loyalty and trust.

5. Improve constantly and forever every process for planning, production, and service.
It is management’s job to work continually on improving total system.
6. Institute training on the job for all, including management, to make better use of every
employee. New skills are required to keep up with changes in products and processes.

.7. Adopt and institute leadership aimed at helping people do a better job. Management must ensure
that immediate action taken on issues that are detrimental to quality

8. Drive out fear so that everybody may work effectively and more productively for the company

9. Break down barriers between departments and staff areas. Everyone must work together to tackle
problems that may be encountered with products or service.

10. Eliminate slogans and exhortations for the work force as they create adversarial relationships.
Also, bulk of the causes of low quality & productivity belong to the system and lie beyond the power
of the work force.
11. Eliminate arbitrary numerical targets for the workforce and management. Substitute aids
and helpful leadership in order to achieve continual improvement

12. Remove barriers that rob people of pride of workmanship. This includes the annual
appraisal of performance and Management by Objective

13. Encourage education. Institute a vigorous program of education and self-improvement for
everyone

14. Clearly define top management’s permanent commitment to ever improving quality and
productivity. Put everybody in the company to work to accomplish the transformation. Support
is not enough, action is required.
 3. Dr. Armand Feigenbaum
Armand Vallin Feigenbaum (April 6,
1922 – November 13, 2014) was an
American quality control expert and
businessman. Feigenbaum was born
in New York, United States.
Feigenbaum studied at the Union
College where he received his
Engineering degree. Then, he decided
to go forward with his education and
obtain a Ph
Developed Total Quality Control (TQC) philosophy Quote:

“Qualityis everybody’s job, but because it is everybody’s job, it

can become nobody’s job without the proper leadership and
organization.”

Steps to quality:
Quality leadership
Modern quality technology
Organizational commitment
 4. Dr. Kaoru Ishikawa
(1915 - 1989) was a Japanese professor,
advisor and motivator with respect to
the innovative developments within the
field of quality management. Kaoru
Ishikawa is best known for the
development of the concept of the
fishbone diagram, which is also known
as the "Ishikawa diagram". This type of
root cause analysis is still used in many
organizations for making diagnoses or
taking concrete actions in which the
root cause of the problem is identified
 HIS CONTRIBUTIONS
• Known as father of Japanese quality control effort

• Established concept of Company Wide Quality Control (CWQC)

– participation from the top to the bottom of an organization and
from the start to the finish of the product life cycle

• Started Quality Circles – bottom up approach – members from

within the department and solve problems on a continuous basis

• The fishbone diagram is also called Ishikawa diagram in his

honor

• Introduced concept that the next process is your customer

 Advantages and Disadvantages of Fishbone Diagrams

Advantages Disadvantages

Helps identify cause and effect Irrelevant potential causes can cause
relationships confusion
Helps develop in-depth joint Complex issues may lead to a messy
brainstorming discussion diagram

Works well with the 5 Whys to drill down Lends itself to the divergent approach
to a root cause quickly

Helps prioritize relevant causes, allowing Based on opinion rather than evidence; it
you to address underlying root causes needs testing to prove results