UNIT I

Introduction – Need for Quality – Evolution of quality- Definition of

quality – Dimensions of manufacturing and service quality – Basic
concepts of TQM – Definition of TQM – TQM Frame work – Contribution of
Deming, Juran and Crosby – Barriers to TQM

INTRODUCTION TO QUALITY

One of the important issues that business has focused on in the last two
decades is “quality”. The other issues are cost and delivery. Quality has been
widely considered as a key element for success in business in the present
competitive market. Quality refers to meeting the needs and expectations of
customers. It is important to understand that quality is about more than a
product simply working properly.

Quality refers to certain standards and the ways and means by which
those standards are achieved, maintained and improved. Quality is not just
confined to products and services. It is a homogeneous element of any aspect
of doing things with high degree of perfection. For example Business success
depends on the quality decision making.

EVOLUTION OF QUALITY

Time Events

Until 1960s

Prior to the Quality is an art

20th century
Demands overcome potential production

An era of workmanship

F.Taylor The scientific approach to management resulting in rationalization of

work and its break down leads to greater need for standardization,
1900s
inspection and supervision

Shewart Statistical beginnings and study of quality control. In parallel, studies

by R A Fisher on experimental design; the beginning of control charts
1930s
at western Electric in USA

Late Quality standards and approaches are introduced in France and

1930s Japan. Beginning of SQC, reliability and maintenance engineering

1942 Seminal work by Deming at the ministry of war in USA on quality

control and sampling

Working group setup by Juran and Dodge on SQC in US army

Concepts of acceptance sampling devised

1944 Dodge and Deming carried out seminal research on acceptance

sampling

1945 Founding of the Japan standard association

1946 Founding of the ASQC

1950 Visit of Deming in Japan at the invitation of Ishikawa

1951 Quality assurance increasingly accepted

1954 TQC in Japan ; Book published 1956

1957 Founding of European organization for the control of quality

After 1960s

1961 The Martin Co in USA introduces the zero defects approach while
developing and producing Pershing Missiles. Quality motivation is
starting in the US and integrated programmes begun

1962 Quality circles are started in Japan

1964 Ishikawa publishes book on Quality management

1970 Ishikawa publishes the book on the basics of quality circles and the
concept of Total Quality is affirmed and devised in Japanese industries

1970 to 1980 Just – in –Time and quality become crucial for competitiveness. A large
number of US and European corporations are beginning to appreciate
the advance of Japan’s industries. Taguchi popularizes the use of
environmental design to design robust systems and products

1980+ Facing the rising sun challenge in quality management

Development and introduction of FMSs and greater dependence on

supplier contracts.

Growth of economic based on quality control, information software

 packages

1990+ The management of quality has become a necessity that is recognized

at all levels of management

Increasing importance is given to off line quality management for the

design of robust manufacturing processes and products. The growth of
process optimization

STAGES IN THE EVOLUTION OF QUALITY or QUALITY HIERARCHY

Inspection à Quality Control (QC) à Quality Assurance (QA) à Quality Mgmt.

(QM) à TQM

BENEFITS OF QUALITY SYSTEMS

Increase in – system efficiency, worker morale, customer satisfaction.

Decrease in – complaints, costs, production time.

QUALITY – DEFINITION

1. Predictable degree of uniformity and dependability at low cost and suited to

the market –Deming.
2. Fitness for intended use – Juran.
3. Conformance to requirements or specifications – Crosby.
4. Minimum loss imparted by a product to society from the time the product is
shipped - Taguchi
5. A way of managing tile organization –Feigenbaum.
6. Correcting and preventing loss, not living with loss – Hosffin.
7. The totality of characteristics of an entity that bear on its ability to satisfy
stated and implied needs – American Society of Quality
8. Meeting or exceeding customer expectations.
9. Superiority or excellence.
10. ISO 9000 definition: The degree to which a set of inherent characteristics
fulfills requirements. (‘Degree’ implies quality can be used with adjectives
such as poor, good, excellent; ‘Inherent’ implies a permanent characteristic;
‘Characteristics’ can be qualitative or quantitative; ‘Requirement’ is a need
or expectation that is implied, stated or obligatory.)
11. Lack of manufacturing or service defects.

QUANITIFICATION OF QUALITY
 P
Q
E

Where Q=quality, P=performance, and E=expectations.

If P is greater than E, customer feels good, and if P is less than E, he feels

cheated. P and E are based on perceptions, with the organization determining
performance and the customer determining expectations.

Stages of customer experience in terms of quality:

Customer satisfaction (approval) à Customer delight (enjoyment) à

Customer enchantment (attraction).

DIMENSION OF QUALITY

Quality has different dimensions. These dimensions are somewhat independent

and therefore, a product can be excellent in one dimension and average or poor
in another.

Dimensions of Product (Manufacturing) Quality:

1. Performance: primary product characteristics, e.g. picture brightness in TV.

2. Features: secondary characteristics, added features, e.g. remote control,

picture-in-picture.

3. Usability: ease of use with minimum training.

4. Conformance: meeting specifications, industry standards, etc.

5. Reliability: consistency of performance.

6. Durability: extent of useful life.

7. Maintainability/Serviceability: ease of attending to maintenance, repairs.

8. Service: efficiency, effectiveness in resolving problems, complaints.

9. Efficiency: ratio of output to input. E.g., mileage, breaking distance.

10. Portability: in software, etc., ease of use in different environments.

11. Responsiveness: human aspects like courtesy prompt response, etc.

12. Aesthetics: sensory characteristics, e.g. exterior finish, texture, colour, etc.
13. Reputation: subjective assessment based of past performance, brand image,
industry ranking.

Product Quality has two dimensions:

Physical Dimension - A product's physical dimension measures the tangible

product itself and includes such things as length, weight and temperature.

Performance Dimension - A product's performance dimension measures how

well a product works and includes such things as speed and capacity.

Dimensions of Service Quality:

1. Time: how much time a customer must wait / undergo service.

2. Timeliness: whether service will be performed when promised.

3. Completeness: whether all items in the order are included.

4. Consistency: consistent service every time, and for every customer.

5. Accessibility/Convenience: ease of obtaining the service.

6. Accuracy: absence of mistakes.

7. Responsiveness: quick response, resolution of unexpected problems.

8. Courtesy: cheerful, friendly service.

COST OF QUALITY

Quality costs are defined as costs associated with non-achievement of

product/service quality.

In simple terms, quality cost is the cost of poor products/services.

The cost of poor quality can add to other costs such as design, production,
maintenance, inspection, sales, etc. Quality costs cross department boundaries
by involving all activities of the organization – marketing, purchasing, design,
manufacturing, service, etc.

TOTAL QUALITY MANAGEMENT

Total - Made up of the whole

Quality- Degree of excellence a product or service provides

Management- Act, Art or manner of handling, controlling, directing, etc...

Why TQM:

1. A question of survival in the intense competitive environment

2. Increasing customer consciousness

DEFINITION OF TOTAL QUALITY MANAGEMENT

1. TQM is the management approach of an organization, centered on quality,

based on me participation of all its members and aiming at long-term
success through customer satisfaction and benefits to all members of the
organization and to society.- ISO

2. TQM is an integrated organizational approach in delighting customers (both

internal and external) by meeting their expectations on a continuous basis
through everyone involved with the organization working on continuous
improvement in all products, services, and processes along with proper
problem solving methodology - INDIAN STATISTICAL INSTITUTE ( ISI )

3. TQM is a. people - focused management system that aims at continual

increase in customer satisfaction at continually lower cost. TQM is a total
system approach (not a separate area of program ), and an integral part of
high level strategy. It works horizontally across functions and departments,
involving all employees, top to bottom, and exceeds backwards and forward
to include the supply chain and the customer chain – TOTAL QUALITY
FORUM OF USA

4. The art of managing the total organization to achieve excellence in all

spheres of activity.(Besterfield)

5. The integration of all functions and processes within an organization in

order to achieve the continuous improvement of the quality of goods and
services. (Omachonu)

6. A total organization working as a team to meet or exceed customer needs

and expectations by using a systematic approach to continuous
improvement.

It was Feigenbaum who coined the phrase ‘Total Quality Control’. The concept
is known in Japan as ‘Company Wide Quality Control’. In 1985, the Americans
came up with the term TQM to represent essentially the Japanese way of
quality management.

OBJECTIVES OF TQM
 To develop a conceptual understanding of the basic principles and
methods associated with TQM;
 To develop an understanding of how these principles and methods have
been put into effect in a variety of organizations;
 To develop an understanding of the relationship between TQM principles
and theories and models studied in traditional management;
 To do the right things at right time for everywhere.

CHARACTERISTICS OF TQM

 Customer Oriented
 Long term commitment for continuous improvement of all process
 Team work
 Continuous involvement of top management
 Continuous improving at all levels and all areas of responsibility

ELEMENTS OF TQM
To be successful implementing TQM, an organization must concentrate on
the eight key elements:

 Ethics.
 Integrity.
 Trust.
  Training.
 Teamwork.
 Leadership.
 Recognition.
 Communication.

Foundation –
It includes: Ethics, Integrity and Trust.

Building Bricks –
It includes: Training, Teamwork and Leadership.

Binding Mortar –
Communication.

Roof –
Recognition.

Ethics
 Ethics is the discipline concerned with good and bad in any situation.
 It is a two-faceted subject represented by organizational and individual
ethics.
 Organizational ethics establish a business code of ethics that outlines
guidelines that all employees are to adhere to in the performance of their
work.
 Individual ethics include personal rights or wrongs.

Integrity
 Integrity implies honesty, morals, values, fairness, and adherence to the
facts and sincerity.
 The characteristic is what customers (internal or external) expect and
deserve to receive.
 People see the opposite of integrity as duplicity.
 TQM will not work in an atmosphere of duplicity.

Trust
 Trust is a by-product of integrity and ethical conduct.
 Without trust, the framework of TQM cannot be built.
 Trust fosters full participation of all members.
 It allows empowerment that encourages pride ownership and it
encourages commitment.
 It allows decision making at appropriate levels in the organization,
fosters individual risk-taking for continuous improvement and helps to
ensure that measurements focus on improvement of process and are not
used to contend people.
  Trust is essential to ensure customer satisfaction. So, trust builds the
cooperative environment essential for TQM.

Training
 Training is very important for employees to be highly productive.
 Supervisors are solely responsible for implementing TQM within their
departments, and teaching their employees the philosophies of TQM.
 Training that employees require are interpersonal skills, the ability to
function within teams, problem solving, decision making, job
management performance analysis and improvement, business
economics and technical skills.
 During the creation and formation of TQM, employees are trained so that
they can become effective employees for the company.

Teamwork
 To become successful in business, teamwork is also a key element of
TQM.
 With the use of teams, the business will receive quicker and better
solutions to problems.
 Teams also provide more permanent improvements in processes and
operations.
 In teams, people feel more comfortable bringing up problems that may
occur, and can get help from other workers to find a solution and put
into place.

Leadership
 It is possibly the most important element in TQM.
 It appears everywhere in organization.
 Leadership in TQM requires the manager to provide an inspiring vision,
make strategic directions that are understood by all and to instill values
that guide subordinates.
 For TQM to be successful in the business, the supervisor must be
committed in leading his employees.
 A supervisor must understand TQM, believe in it and then demonstrate
their belief and commitment through their daily practices of TQM.

Recognition
 Recognition is the last and final element in the entire system.
 It should be provided for both suggestions and achievements for teams
as well as individuals.
 Employees strive to receive recognition for themselves and their teams.
 Detecting and recognizing contributors is the most important job of a
supervisor.
  As people are recognized, there can be huge changes in self-esteem,
productivity, quality and the amount of effort exhorted to the task at
hand.

Communication
 It binds everything together.
 Starting from foundation to roof of the TQM house, everything is bound
by strong mortar of communication.
 It acts as a vital link between all elements of TQM.
 Communication means a common understanding of ideas between the
sender and the receiver.

TQM FRAMEWORK
TQM AWARENESS

An organization will not begin the transformation to TQM until it is aware that
the quality of the product or service must be improved.

Awareness comes about when (a) the organization loses market share or (b)
TQM is mandated by the customer, or (c) management realizes that TQM
is a better way to run a business and compete in domestic and world
markets.

Automation and other productivity improvements will not help a company if

quality is poor. The Japanese learned this from experience before World War II.
Now a new attitude has emerged – quality first among the equals of cost and
service. The customer wants value.

Quality and productivity are not mutually exclusive. Improvements in

quality can lead directly to increased productivity and other benefits.

Quality improvement is not limited to conformance of the product/service to

specifications; it also involves the inherent quality in the design of the
system.

TQM does not occur overnight; there are no quick remedies. It takes a long
time to build the appropriate emphasis and techniques into the culture. Over-
emphasis on short-term results and profits must be set aside so that long-term
planning and constancy of purpose will prevail.

PILLARS OF TQM

1. Problem Solving Discipline.

2. Interpersonal Skills.

3. Team Work.

4. Quality Improvement Process.

BASIC CONCEPTS OF TQM

1. Top management commitment

2. Focus on the customer – Both internal and external
3. Effective involvement and utilization of entire work force
4. Continuous improvement
5. Treating suppliers as partners
6. Establishing performance measures for the processes

1. Management Involvement – Participate in quality program, develop quality

council, direct participation

2. Focus on customer – who is the customer – internal and external, voice of

the customer, do it right first time and every time.

3. Involvement and utilization of entire work force – All levels of management

4. Continuous improvement – Quality never stops, placing orders, bill errors,

delivery, minimize wastage and scrap etc.

5. Treating suppliers as partners – no business exists without suppliers.

6. Performance measures – creating accountability in all levels

CAUSE AND EFFECT CYCLE OF TQM

TQM à High quality product/service à High productivity, lower cost à Lower

price à More competitive position à High profit, growth à Job security à
Satisfying place to work.

PRINCIPLES OF TQM

1. Customers requirements - ( both internal & external) must be met first

time & every time
2. Every employee must be involved.
3. Regular two way communication must be promoted.
4. Identify the training needs and supply it to the employees
 5. Top management commitment is must
6. Every job must add value
7. Eliminate waste & reduce total cost
8. Promote creativity
9. Focus on team work.
10. Think long term – Act short term.

BENEFITS OF TQM

Tangible Benefits Intangible Benefits

 Improved product quality  Improved employee

 Improved productivity participation
 Reduced quality costs  Improved team work
 Increased market and  Improved working
customers relationships
 Increased profitability  Improved customer
 Reduced employee grievances satisfaction
 Improved communication
 Enhancement of job interest
 Enhanced problem solving
capacity
 Better company image

BARRIERS TO TQM IMPLEMENTATION

1. Lack of management commitment: Management does not allocate

sufficient time and resources for TQM implementation.

2. Inability to change organizational culture: Even individuals resist change;

changing an organization’s culture is much more difficult and may require as
much as 5 years or more. Exhortations, speeches, slogans are effective only in
the short run.

3. Improper planning: Absence of two-way communication of ideas during the

development of the plan and its implementation.
4. Lack of continuous training and education.

5. Incompatible organizational structure and differences between

individuals/departments.

6. Ineffective measurement techniques for key characteristics of the

organization. Lack of access to data and results.

7. Paying inadequate attention to internal and external customers. Inability

to understand the changing needs and expectations of customers. Absence of
effective feedback mechanisms.

8. Inadequate use of empowerment and teamwork.

9. Lack of employee involvement.

10. Non-cooperation of first-line managers and middle management.

11. Lack of clarity in vision.

12. Emphasis on short-term results.

13. Setting of unmanageable, unrealistic goals.

14. Bureaucratic system.

15. TQM is considered as a quick-fix solution to current problems.

16. Treating suppliers as adversaries to be manipulated, taken advantage of.

17. Adversarial relationship between workers/unions and management.

18. Motivating employees through fear of punishment.

19. Failure to continually improve. Tendency to sit back and rest on one’s
laurels. Rigidly sticking to one ‘success formula’.

QUALITY – VISION, MISSION AND POLICY STATEMENTS

BESTERFIELD

QUALITY STATEMENT

The quality statements include the vision statement, mission statement, and
quality policy statement.
Once developed, they are only occasionally reviewed and updated. They are
part of the strategic planning process.

There may be considerable overlap among the three statements.

VISION STATEMENT – Long Term Goals

A short declaration of what an organization aspires to be in the future. It is an

ideal state that an organization continually strives to achieve. It is timeless,
inspirational, and becomes deeply shared within the organization.

Successful vision – a concise statement of the desired end – provides a succinct

guideline for sound decision making.

Although mission and vision are often used as synonymous, sometimes a

distinction is made in which case mission evolves from the vision.

Example: “We will be the provider of safe, reliable, cost-effective products and
services that satisfy the electric-related needs of all customer segments.”
[Florida Power & Light Company].

MISSION STATEMENT – Short Term Goals

The mission statement answers the following questions: who we are, who are
our customers, what we do, and how we do it.

This statement is usually one paragraph or less in length, is easy to

understand, and describes the function of the organization. It provides a clear
statement of purpose for employees, customers, and suppliers.

Example: “Our mission is to improve continually our products and services to

meet our customers’ needs, allowing us to prosper as a business and provide a
reasonable return to our shareholders.” [Ford Motor Company].

Suganthi

If the vision deals with ‘what’, the mission deals with ‘why’ and ‘how’. It
identifies the roles or activities to which an organization is committed and
provides overall direction for achieving the mission.
The mission provides the guide map, milestones for achieving the vision.

Example: “To be the leading manufacturer and supplier of measurement and

computing solutions whilst achieving the highest levels of customer
satisfaction, quality, and business ethics and contributing to India’s
technological, economic and social needs.” [Hewlett-Packard India].

QUALITY POLICY STATEMENT

Besterfield

The quality policy is a guide for everyone in the organization as to how they
should provide products/service to the customers. It is written after obtaining
feedback from the workforce and is approved by the quality council.

A quality policy is a requirement of ISO9000.

Some common characteristics are: ‘Quality is first priority’; ‘Continually

improve the quality’; ‘Equal or exceed the competition’; ‘Meet the needs of
internal and external customers’, etc.

Example: “Xerox is a quality company. Quality is the basic business principle

of Xerox. Quality means providing our external and internal customers with
innovative products and services that fully satisfy their requirements. Quality
is the job of every employee.” [Xerox Corporation].

CONTRIBUTIONS OF DEMING, JURAN AND CROSBY

DEMING’S CONTRIBUTIONS

Biographical:

 W. Edwards Deming, Ph.D. (1900-1993)

 Joined the US Census Bureau in 1939 and showed that quality control
methods could lower costs even in a service organization.
 Worked in Western Electric Co. as a statistician. Was associate of Shewhart,
and Juran there.

Contributions:

 In 1950s, he was invited to Japan to lead the quality movement. He

visited Japan 18 times, held seminars and worked with Japanese Union of
 Scientists and Engineers (JUSE). He taught quality concepts to the leading
CEOs of Japanese industry. Thousands of Japanese managers attended his
courses.
 Deming, along with Juran, is credited with providing the foundation for
the Japanese quality miracle and its resurgence as an economic
superpower.
 He introduced the concept of quality assurance along with Juran.
 He was among the first to envision quality management as a company-wide
activity rather than a technical task for inspectors or a specialized quality
control department.
 He stressed that a quality product combines a good design with effective
production methods.
 Deming’s 14 Points provide a theory for management to improve quality,
productivity and competitive position. The 14 Points formed the basis of his
advice to Japanese top management, and are applicable to every industry in
the product as well as service sector.
 Some books written by Deming: ‘Out of the Crisis’, ‘The New Economics’,
‘Least Squares’, ‘Statistical Adjustment of Data’, etc. as well as 161
scholarly studies.
 He modified the P-D-C-A (Plan-Do-Check-Act) cycle of Shewhart to P-D-
S-A (Plan-Do-Study-Act) cycle.
 He emphasized that the system, and not the people, must be changed in
order to improve quality.
 Deming’s philosophy is based on improving products/services by reducing
uncertainty and variability in the design and manufacturing processes. He
viewed variation as the chief culprit of poor quality. To achieve reduced
variation, he advocated a never-ending cycle of product design,
manufacture, test, sales, customer feedback, then redesign, and so on.
 Deming stressed that higher quality leads to lower costs, higher
productivity, which in turn leads to competitive strength, higher profits,
improved job security, etc. [Deming’s “Chain Reaction”].
 Deming summarized his philosophy in what he called “A System of
Profound Knowledge”. It comprised of 4 parts: (1) appreciation for a
system, (2) some knowledge of the theory of variation, (3) theory of
knowledge, and (4) psychology. Deming recognized the synergy among
these diverse subjects and developed them into a theory of management.
 Popularized the ‘Seven Deadly Sins and Diseases’
 Popularized the ‘Deming Triangle and Deming Cycle’.

Deming Cycle or Deming Wheel or PDCA Cycle:

 PLAN- WHT IS NEEDED

DO- IT

CHECK – THAT IT WORKS

ACT – IMPROVE PERFORMANCE OR TO CORRECT PROBLEMS.

To reduce the difference between the requirements of customers and

performance of process

Achievements:

 Best known quality expert in the world.

 The Deming Prize was instituted in 1951 in recognition of his contributions.
 Only in the 1980s, the US recognized the contributions of Deming to the
Japanese resurgence, and Ford Motor Co. was among the first to invite him
to help transform its operations. Deming carried it out successfully within a
couple of years.
 He founded the W. Edwards Deming Institute in 1983 to promote
understanding of the Deming System of Profound Knowledge.

Deming’s 14 points for Management:

1. Create and publicize to all employees the aims and purposes of the
organization.

2. Adopt the new philosophy. (Of customer satisfaction, continuous

improvement, defect prevention, management-labour cooperation, etc.)

3. Stop dependence on inspection to achieve quality. (Managers must

understand how variation affects their processes and take steps to reduce the
causes of variation. Workers must take responsibility for their own work).

4. End the practice of awarding business on the basis of price tag alone.
(Costs due to inferior materials/components increase costs in the later stages
of production. Suppliers themselves are part of the whole system and hence
should be treated as long-term partners).

5. Improve constantly and forever the system of production and service.

(Aim for small, incremental, continuous improvements – not merely in the area
of production but also covering transportation, maintenance, sales, service,
administration, etc. – all areas of the organization).
6. Institute training. (Employees need the proper tools and knowledge to do a
good job, and it is management’s responsibility to provide these. Training not
only improves quality and productivity, but also enhances workers’ morale).

7. Adopt modern methods of supervision and leadership. (Managers,

Supervisors should act as coaches, facilitators and not as policemen).

8. Drive out fear. (Fear in work manifests as fear of reprisal, fear of failure,
fear of change, fear of the unknown. Fear encourages short-term, selfish
thinking, not long-term improvement for the benefit of all).

9. Break down barriers between departments and individuals. (Promote

teamwork).

10. Eliminate the use of slogans and exhortations. (Workers cannot

improve solely through motivational methods when the system in which they
work constrains their performance. On the contrary, they will become
frustrated, and their performance will decrease further).

11. Eliminate work standards, numerical quotas, and MBO. (Numerical

quotas reflect short-term perspectives and do not encourage long-term
improvement. Workers may shortcut quality to reach the goal. The typical MBO
system focuses on results, not processes, and encourages short-term
behaviour).

12. Remove barriers to pride in workmanship. (Treating workers as

commodities; giving them monotonous jobs, inferior tools; performance
appraisals, management assuming it is smarter than workers and not using
the workers’ knowledge and experience to the fullest extent).

13. Encourage education and self-improvement for everyone.

14. Take action to achieve the transformation. (The TQ philosophy is a

major cultural change, and many firms find it difficult. Top management must
take the initiative and include everyone in it).

Deming’s Seven Deadly Diseases and Sins:

[1] Lack of constancy of purpose,

[2] Emphasis on short-term profits,

[3] Over-reliance on performance appraisals,

[4] Mobility of management,

[5] Overemphasis on visible figures,

[6] Excessive employee healthcare costs, and

[7] Excessive warranty and legal costs.

Deming Cycle:

CROSBY’S CONTRIBUTIONS

Biographical:

 Philip B. Crosby (1926-2001)

 Was Corporate Vice President for Quality at International Telephones &
Telegraph (AT&T) for 14 years after working his way up from line inspector.
 After leaving AT&T, he established Philip Crosby Associates in 1979 to
develop and offer training programs. Guided GM, Chrysler, Xerox, Motorola,
etc. in quality management.
 He wrote 13 books on quality, many of which were translated into 17
languages, sold millions of copies, and changed the way management looked
at quality. Two of his most popular books are: ‘Quality is Free’(1979) and
‘Quality Without Tears’ (1984).

Contributions:

 He developed the concept of Zero Defects.

  He stated that “doing it right the first time” is less expensive than the costs
of detecting and correcting defects.
 The book ‘Quality Without Tears’ contains the essence of Crosby’s
philosophy embodied in two concepts: (i) Absolutes of Quality
Management, and (ii) Basic Elements of Improvement.

(i) Absolutes of Quality Management:

(1) Quality means conformance to requirements, not elegance.

(2) Quality is achieved by prevention, not appraisal.

(3) The performance standard is zero defects, not acceptable quality levels.
Quality is free.

(4) Quality is measured by the price of non-conformance, not indexes.

(ii) Basic Elements of Improvement

(1) Determination: Top management must be serious about quality

improvement.

(2) Education: Through education, the Absolutes must be made

understandable to everyone.

(3) Implementation: Every manager must understand the implementation

process.

 He enumerated 14 steps for quality improvement.

[1] Establish management commitment,
[2] Form quality improvement team,
[3] Establish quality measures,
[4] Evaluate the cost of quality,
[5] Establish quality awareness,
[6] Instigate corrective action,
[7] Carry out Zero Defect planning,
[8] Undertake employee training,
[9] Hold a Zero-Defect Day,
[10] Employee goal setting,
[11] Error cause removal,
[12] Establish recognition,
[13] Establish Quality Councils, and
[14] Do it all over again.
 He developed ‘Quality Vaccine’. Crosby advocated the concept of Quality
Vaccine for successful implementation of TQM. Its three major components
are:
o Integrity – towards customers, employees, and suppliers.
o Communication - both internal and external.
o Systems and Operations.

JURAN’S CONTRIBUTIONS

Biographical:

 Joseph M. Juran, Ph.D. Born in Romania. His parents migrated to the USA.
 Worked at Western Electric Company from 1924 to 1941. There he got
exposed to the concepts of Shewhart.

Contributions:

 In 1951, he published ‘Quality Control Handbook’ which is still a

standard reference for quality control departments in organizations.
 Traveled to Japan in 1954 to teach quality management to the Japanese at
the invitation of the Japanese Union of Scientists and Engineers (JUSE).
Juran and Deming introduced the concept of SQC to the Japanese. Helped
the Japanese to improve quality to unprecedented levels.
 Developed, published in 1986, the Juran Trilogy (Quality Trilogy) of three
inter-related processes – quality planning, quality control, and quality
improvement – for managing quality.

 Quality Planning: This involves identifying the customer (both internal

and external), determining their needs, design goods and services to meet
these needs at the established quality and cost goals. Then design the
process and transfer this to the operators.

 Quality Control: Establish standards or critical elements of

performance, identify measures and methods of measurements, compare
actual to standard and take action if necessary.

 Quality Improvement: Identify appropriate improvement projects,

organize the team, discover the causes and provide remedies and finally
develop mechanisms to control the new process and hold the gains.

 He popularized the concept of Fitness for Quality – comprising of Quality

of Design, Quality of Conformance, Availability (reliability), Safety and Field
Service.
 Along with Deming, he introduced the concept of ‘Quality Assurance’.
 He formulated a Quality Planning Roadmap.
1. Identify your customers,
2. Find out their needs,
3. Translate them into technical requirements,
4. Develop the product,
5. Develop and validate the process, and
6. Translate the resulting plan to the operating personnel.
 He advocated the accounting and analysis of quality costs to focus
attention on quality problems.
 He emphasized that upper management in particular needed training
and experience in managing for quality. At the operational level, his focus
was on increasing conformance to specifications through the elimination of
defects, supported by statistical analysis.
 Founded Juran Institute in 1979 to provide training, consulting services
for improving business performance and attaining quality leadership.
 His book ‘Managerial Breakthrough’ (1964) presented the concept of
‘Universal Breakthrough Sequence (or Breakthrough improvement),
which has now evolved into Six Sigma, the basis for quality initiatives
worldwide.
 Juran described quality from the customer perspective as having two
aspects:
(i) Higher quality means a greater number of features that meet
customers’ needs.
(ii) ‘Freedom from trouble’ – higher quality consists of fewer defects.
 Juran is recognized as the person who added the human dimension to
quality – broadening it from its statistical origins, and thus helping develop
the concept of TQM.

 Ten Steps to Continuous Quality Improvement

1. Create awareness of the need and opportunity for quality improvement

2. Set goals for continuous improvement

3. Organize to reach the goals

4. Give everyone training

5. Carry out projects to solve problems

6. Report progress

7. Show recognition

8. Communicate results

9. Keep a record of successes or Keep a score

10. Incorporate annual Improvements into the company’s regular

systems and processes and thereby maintain momentum.