Gurus of Total Quality Management (CHAPTER 3)

Walter Shewart (1891–1967)

• Founder of the modern quality movement, and an innovator in the application of statistics to quality. He is known as the Father of “Statistical Process Control”.

• was a statistician at Bell Labs

Walter Shewart

• His seminal contributions were based on his work at Bell Telephone Laboratories during the 1920s and the 1930s and were compiled in two books; Economic Control of Quality of Manufactured Product in 1931 and Statistical Method from the Viewpoint of Quality Control in 1939.

Walter Shewhart's Contribution

• Statistical Process Control (SPC)

• Common Cause vs. Special Cause Variation

• Scientific Foundation for Quality

• Father of the Modern Quality Movement

Statistical Process Control (SPC)

– Developed control charts to monitor and control manufacturing processes using statistics.

Common Cause vs. Special Cause Variation

– Distinguished between normal process variation and variation from an identifiable, correctable source.

Scientific Foundation for Quality

– Introduced the idea that quality could be measured, tracked, and improved through data, not guesswork.

Father of the Modern Quality Movement

– His statistical methods became the foundation for later gurus such as Deming and Juran.

W. Edwards Deming (1900–1993)

• is often referred to as the “father of quality control.”

• ____________ is best known for initiating a transformation in the Japanese manufacturing sector in the aftermath of World War II, which enabled it to become a big player in the world market.

The Deming Prize

• The highest award for quality in Japan, is named in his honour.

W. Edwards Deming

• He is also known for his 14 Points (a new philosophy for competing on the basis of quality), for the Deming Chain Reaction and for the Theory of Profound Knowledge.

The Deming Cycle

• Deming introduced the ____________ one of the crucial QC tools for assuring continuous improvement.

• Is also known as the Deming wheel or the PDCA (Plan-Do Check-Action) cycle.

• It is a problem-solving process adopted by firms engaged in continuous improvement.

The Deming Chain Reaction

• It was first presented in 1950 in Japan after World War II.

• As illustrated, Shewart’s concept emphasizes that productivity and quality improved as variation reduced.

• His book Out of the Crisis (1989) is considered a quality classic.

Deming identified seven deadly sins affecting quality:

• Lack of constancy of purpose

• Emphasis on short-term profits

• Over-reliance on performance appraisals

• Mobility of management

• Overemphasis on visible figures

• Excessive medical costs for employees health care

• Excessive costs of warranty and legal costs

The Deming Chain Reaction

Constancy of purpose

• Create constancy of purpose for continual improvement of products and service, and allocate resources to cater to long term needs rather than short-term profitability with a plan to become competitive, stay in business and provide jobs.

The new philosophy

• Adopt the new philosophy for one can no longer accept delays, mistakes and defective workmanship.

Cease dependence on inspection

• Eliminate the need for mass inspection as a way to achieve quality by building quality into the product in the first place.

End lowest tender contracts

• End the practice of awarding business contracts solely on the basis of price tags.

• Instead, go for meaningful measures of quality along with price. Reduce the number of suppliers for the same item by eliminating those that do not qualify against the statistical yardstick of quality.

Improve every process

• Constantly improve every process involved in the stages of planning, production and service. Search continually for problems in order to improve every activity in the company because better quality leads to increased productivity and decreased costs.

Institute training on the job:

• Institute modern methods of training on the job, including management to make maximum use of all employees.

Institute leadership

• Adopt and institute leadership, which is aimed at helping people do a better job.

Drive out fear

• Encourage effective two-way communication and other means to drive out fear throughout the organization so that all employees are able to work effectively and ensure greater productivity for the company.

Breakdown barriers

• Breakdown barriers between people in different divisions of the organization such as R&D, Sales, Administration and Production.

Eliminate exhortations

• Eliminate use of slogans, posters and exhortations demanding zero defects and new level of productivity from the workforce, without providing commensurate methods.

Eliminate arbitrary numerical targets

• Eliminate work standards that prescribe numerical quotas for the workforce and numerical goals for people in the management.

Permit pride of workmanship

• Remove the barriers that rob hourly workers and people in the management of their rights to pride of workmanship.

Encourage education

• Institute a vigorous programme of education and encourage self-improvement. What an organization needs is not just good people; it needs people who improve with education.

Top management’s commitment

• A clearly defined commitment by the top management to constantly improve quality and productivity and reinforcement of obligations to implement all these principles is always beneficial to the workforce and the organization.

Deming's Contribution

• PDCA Cycle (Plan-Do-Check-Act)

• 14 Points for Management

• Theory of Profound Knowledge

• Transformed Japanese Industry

PDCA Cycle (Plan-Do-Check-Act)

– A continuous, repeatable cycle for testing and improving processes.

14 Points for Management

– A management philosophy that placed responsibility for quality on leadership, not just workers.

Theory of Profound Knowledge

– A framework combining systems thinking, variation, knowledge, and psychology to guide management decisions.

Transformed Japanese Industry

– His teachings helped rebuild Japan's manufacturing sector into a global quality leader after World War II.

Joseph Juran (1904–2008)

• assisted the Japanese in their reconstruction processes after World War II.

• _______ first became famous in the US as the editor of the Quality Control Handbook (1951), and later for his paper introducing the quality trilogy—quality planning, quality control and quality improvement.

Juran

• He defined quality as “fitness for use” and also developed the concept of cost of quality. While Deming’s approach is revolutionary in nature (i.e. throw out one’s old system and “adopt the new philosophy”, his 14 points),

• whereas his approach is more evolutionary (i.e. one can work to improve the current system).

Deming/Juran

• ________ refers to statistics as being the language of business while ________ says that money is the language of business, and quality efforts must be communicated to the management in their language.

Quality planning

• provides a system that is capable of meeting quality standards.

Quality control

• is used to determine when corrective action is required.

Quality improvement

• seeks better ways of doing things

Juran’s Trilogy

• The elements are quality planning, quality improvement and quality control.

• he developed the idea of the quality trilogy to bring continuous improvement in the process.

Juran propounded the following message on quality:

• Quality control must be an integral part of management

• Quality is no accident

• Quality must be planned

• There are no shortcuts to quality

• Use problems as sources of improvement

Juran's Contribution

• Juran's Trilogy

• “Fitness for Use”

• Cost of Quality

• Pareto Principle in Quality

Juran's Trilogy

– Structured quality management into three linked processes: quality planning, quality control, and quality improvement.

“Fitness for Use”

– Defined quality from the customer's perspective rather than by technical specifications alone.

Cost of Quality

– Introduced the idea that poor quality has a measurable financial cost, making quality a business issue, not only a technical one.

Pareto Principle in Quality

– Popularized the 80/20 rule, helping organizations focus on the “vital few” problems that cause most defects

Armand Feigenbaum

• is credited with the creation of the idea of total quality control in his book Quality Control—Principles, Practice, and Administration (1961) and in his article “Total Quality Control” (1956).

• The Japanese version of this concept is called Company Wide Quality Control, while it is termed Total Quality Management (TQM) in the US and elsewhere.

Quality leadership

• This is evident when the management emphasizes on sound planning rather than reacting to failures.

Modern quality technology

• The traditional quality development processes cannot resolve 80 to 90 percent of quality problems.

Organizational commitment

• Continuous training and motivation of the entire workforce as well as an integration of quality in business planning stage indicates the importance of quality and provides the means for including it in all respects of the organization’s activities.

Key Elements of Feigenbaum’s Philosophy of Quality Control

1. Total quality control refers to a system of integrating quality development, maintenance and improvement efforts in an organization.

2. The “control” aspect of quality control should involve setting quality standards, appraising performances relative to these standards, taking corrective action when the standards are not met and planning for improvement in the standards.

3. Factors that affect quality can be divided into two major categories— technological and human. The human factor is the more critical factor.

4. Operating quality costs can be divided into four categories: Prevention costs, appraisal costs, internal failure costs and external failure costs.

5. It is important to control quality at the source.

Coined “Total Quality Control”

– Introduced the term that later evolved into what we now call Total Quality Management (TQM).

Company-Wide Responsibility

– Argued that quality is everyone's job, not only the quality department's.

Cost of Quality Categories

– Classified quality costs into prevention, appraisal, internal failure, and external failure costs.

Systems Approach to Quality

– Treated quality as an integrated system across design, production, and service, not an isolated inspection step.

Philip Crosby (1926–2001)

• came to national prominence with the publication of his book Quality is Free (1979).

• He established the Absolutes of Quality Management, which states that the only performance standard (that makes sense) is zero defects, and the basic elements of improvement.

• The essence of his teachings is contained in what he calls the “four absolutes of quality.”

• 
  

  
  

Management commitment

• To clarify the management’s stand on quality.

Quality improvement team

• To run the quality improvement programme.

Quality measurement

• To display current and potential non-conformance problems in the manner that permits objective evaluation and corrective action.

Cost of quality

• To define the ingredients of the cost of quality, and explain its use as a management tool.

Quality awareness

• To provide a method of raising personal concern among the personnel in the company towards the conformance of the product and service, and the reputation of the company on the issue of quality

Corrective action

• To provide a systematic method of resolving the problems identified through actions taken previously.

Zero defects planning

• To examine the various activities that must be conducted in preparation for formally launching the zero defects programme.

Supervisor training

• To define the type of training that supervisors need in order to actively carry out their roles with regard to the quality improvement programme.

Zero defects day

• To create an event that will let all employees realize, through a personal experience, that there has been a change.

Goal setting

• To turn pledges and commitments into action by encouraging individuals to establish improvement goals for themselves and their groups.

Error cause removal

• To give individual employees a method of communicating to the management, the situations that make it difficult for employees to meet the pledge to improve.

Recognition

• To appreciate those who participate

Quality councils

• To bring together professionals in the domain of quality for planned communication on a regular basis with the workforce and management alike.

Do it over again

• To emphasize that the quality improvement programme never ends.

Crosby's Contribution

• Zero Defects Philosophy

• “Quality is Free”

• Four Absolutes of Quality

• 14-Step Improvement Program

Zero Defects Philosophy

– Argued that the only acceptable performance standard is zero defects, not an “acceptable” error rate.

“Quality is Free”

– Showed that preventing errors costs less than fixing them, making quality a sound investment.

Four Absolutes of Quality

– Redefined quality as conformance to requirements, achieved through prevention, not inspection.

14-Step Improvement Program

– Provided a practical, step-by-step roadmap organizations could follow to build a quality culture.

Kaoru Ishikawa (1915–1989)

• is known as the “father of quality circles” for his role in launching Japan’s quality movement in the 1960s.

• he advocated the following principles:

• Quality is a company-wide issue and must wield an all-pervasive influence on the way every issue of business is conducted.

• Seven simplified tools of quality control need to be used by all the people in an organization.

7 QC TOOLS

• Check Sheet

• Fishbone Diagram

• Histogram

• Pareto Chart

• Control Chart

• Scatter Diagram

• Flowchart

Ishikawa's Contribution

• Quality Circles

• Ishikawa (Fishbone) Diagram

• Seven QC Tools

• Company-Wide Quality Control

• Quality Circles

– Pioneered small, employee-led problem-solving groups, engaging workers directly in quality improvement.

Ishikawa (Fishbone) Diagram

– Created a simple visual tool for identifying the root causes of quality problems.

Seven QC Tools

– Popularized easy-to-use statistical tools so quality control could be practiced by everyone, not only experts.

Company-Wide Quality Control

– Believed quality must involve every department and every employee, not production alone.

Dr Genichi Taguchi

• is a Japanese quality expert known for his work in the area of product design.

• He estimated that as much as 80 percent of all defective items were caused by poor product design.

• He stressed that companies needed to focus their quality efforts on the design stage, as it was much cheaper and easier to make changes during this stage than later in the production process.

Taguchi’s Quality Loss Function

• defines quality in terms of the social loss, which is the loss to producers and consumers from the time a product is conceived.

• The smaller the value of this social loss, the more desirable is the product.

Three Types Taguchi’s Quality Loss Function

1.Incurred by the company

2.Incurred by the consumers

3.Incurred by the society

Incurred by the company,

• for example, in terms of increased scrap, rework and warranty costs, damage to the company’s reputation and loss of market share.

Incurred by the consumers

• for example, in terms of short product life, increased maintenance and repair costs.

Incurred by the society

• in general, for example, in terms of pollution, safety, etc.

Taguchi's Contribution

• Quality Loss Function

• Robust Design

• Design-Stage Quality

• Design of Experiments (DOE)

Quality Loss Function

• Measured quality by the cost or loss caused to society by variation from the target, not simply pass/fail inspection.

Robust Design

– Promoted designing products to perform consistently despite variation in materials, environment, or use.

Design-Stage Quality

– Emphasized that most defects begin at poor product design, so quality should be engineered in from the start.

Design of Experiments (DOE)

– Introduced statistical experiment methods for finding the best, most stable product or process design.

Dr. Shigeo Shingo (1909–1990)

• was perhaps the greatest contributor to modern manufacturing practices.

• While he is not as well-known as the others in the field of quality, his teachings and principles have formed the backbone of efficient engineering practices.

• In applying his experience and expertise in the field of industrial engineering, __________ was able to provide a better way of life for both the operators and the corporations.

Dr. Shigeo Shingo Key Contributions

Single-Minute Exchange of Die (SMED) – A system for reducing setup times in manufacturing processes, allowing for quick and efficient changeovers.

Poka-Yoke (Mistake-Proofing) – A concept that involves designing systems to prevent errors or make them immediately detectable.

Just-in-Time (JIT) Production – He worked alongside Taiichi Ohno to refine JIT practices, reducing waste and improving workflow.

Shingo Model for Operational Excellence – His approach emphasizes eliminating waste and continuous improvement in production.

Single-Minute Exchange of Die (SMED)

– A system for reducing setup times in manufacturing processes, allowing for quick and efficient changeovers.

Poka-Yoke (Mistake-Proofing)

– A concept that involves designing systems to prevent errors or make them immediately detectable.

Just-in-Time (JIT) Production

– He worked alongside Taiichi Ohno to refine JIT practices, reducing waste and improving workflow.

Shingo Model for Operational Excellence

– His approach emphasizes eliminating waste and continuous improvement in production.

Shingo’s Key Teachings

• Just in time (JIT)

• Single minute exchange of dies (SMED)

• Zero quality control