Republic of the Philippines

ISABELA STATE UNIVERSITY

Cauayan Campus

Mgt 56A - Total Quality Management

Chapter 3: Gurus of Total Quality Management

Objectives:
At the end of the chapter, the students should be able to:
 Identify the different quality gurus in quality management.
 Recognize contributions of quality gurus in quality management.

Learning Content

In order to fully understand the TQM movement, there are philosophies of notable individuals
who have shaped the evolution of TQM. Their qualitative and quantitative contributions have been critical
in the emergence and development of contemporary knowledge regarding quality. Their common thrust
is towards the concept of continuous improvement of every output, whether a product or service by
removing unwanted variation and improving underlying work processes. Their philosophies and
teachings have contributed to the knowledge and understanding of quality.

DR. WILLIAM EDWARDS DEMING (October 14, 1900 – December 20, 1993)

Dr. William Edwards Deming is often referred to as the “Father of Quality Control”. Deming is best
known for initiating a transformation in the Japanese manufacturing sector in the after effects 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 honor. He is also known for his 14 points, for the Deming Chain
Reaction and for the Theory of Profound Knowledge. He also modified the Shewhart PDSA (plan, do,
study, act) cycle to what is now referred to as Deming Cycle (plan, do, check, act).

Deming does not define quality in a distinct phrase. He said that only the customer can define the quality
of any product or service. Quality is a relative term that will adjust in meaning based on the customer’s
needs. Deming approach to TQM is mainly concentrated on the creation of an organizational system that
is based on cooperation and learning for facilitating the implementation of process management practice,
which in turn leads to continuous improvement of processes, products, and services as well as to
employee fulfillment, both of which are critical to customer satisfaction and ultimately to firm survival.

DEMING’s 14 POINT METHODOLOGY

1. Create constancy of purpose toward improvement of product and service, with the aim to

become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken
to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality, eliminate the need for inspection on a
mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost.
Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve every process. Improve constantly and forever the system of production and service,
to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job. Introduce up to date methods of training on the job, incorporating
management to make greatest use of all employees.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets
to do a better job. Supervision of management is in need of overhaul, as well as supervision of
production workers.
8. Drive out fear, so that everyone may work effectively for the company.
 9. Break down barriers between departments. People in research, design, sales, and production
must work as a team, to foresee problems of production and in use that may be encountered with
the product or service.
10. Eliminate Exhortation. Eliminate slogans, exhortations, and targets for the work force asking
for zero defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and low productivity belong to the system
and thus lie beyond the power of the work force.
11. Eliminate arbitrary numerical targets. Eliminate work standards (quotas) on the factory floor.
Substitute leadership. Also eliminate management by objective. Eliminate management by
numbers, numerical goals. Substitute leadership.
12. Permit pride of workmanship. Remove barriers that rob the hourly worker of his right to pride
of workmanship. The responsibility of supervisors must be changed from sheer numbers to
quality. Also remove barriers that rob people in management and in engineering of their right to
pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and
of management by objective.
13. Encourage education. Institute a vigorous program of education and self-improvement.
a. it leads to better motivated employees;
b. it communicates the company goals to employees;
c. it keeps the employees up to date on the latest techniques and supports teamwork;
d. training and retraining offers a mechanism to ensure enough performance; and
e. It lessens the number of employees who job hop.
14. Top management commitment. Put everybody in the company to work to accomplish the
transformation. The transformation is everybody's job.

DEMING’s 7 DEADLY DISEASES

1. Lack of constancy of purpose to plan product and service that will have a market and keep the
company in business, and provide jobs.
2. Emphasis on short-term profits: short-term thinking (just the opposite from constancy of
purpose to stay in business), fed by fear of unfriendly takeover, and by push from bankers and
owners for dividends.
3. Personal review system for managers. Evaluation of performance, merit rating, or annual
review.
4. Job hopping by managers. Mobility of management.
5. Using only evident data or information. Management by use only of visible figures, with little
or no consideration of figures that are unknown or unknowable.
6. Excessive medical costs. Executives shared with him that the cost of medical care for their
employees was amongst their largest overall expenses, not to mention the cost of medical care
embedded in the purchase price of what they purchased from their suppliers.
7. Excessive costs of liability, swelled by lawyers that work on contingency fee.

PHILIP CROSBY (June 18, 1926 – August 18, 2001)

Philip Crosby came to national prominence with the publication of his book Quality is Free in 1979. He
established the absolutes of quality management, which states that the only performance standard is zero
defects and the basic elements of improvements.

Crosby’s approach to quality is quite different from Deming’s. Zero defects, the hearts to Crosby’s
philosophy were censured by Deming as being directed at the wrong people and forming workers
frustration and bitterness. Deming’s theory was also scorned for leading to unhelpful accomplishment.

PHILIP CROSBY 4 ABSOLUTES OF QUALITY

1. The definition. Quality is defined as conformance to requirements.

2. The system for causing quality is prevention, not appraisal.
3. The performance standard must be Zero Defects.
4. The measurement. The price of non-conformance to requirements, not quality circles.
PHILIP CROSBY 14 STEP OF METHODOLOGY

1. Management Commitment. First of all, management must be committed and dedicated to

process improvement and this culture should be passed on to the whole company workforce.
2. Quality Improvement Team. Secondly, a team specialized in total quality management should
be formulated. This team should be solely responsible for process quality.
3. Quality Measurement. Before you start implement any action plan, you need to measure and
assess process quality and identify the areas that need improvement.
4. Cost of Quality Evaluation. Next, you need to assess the cost that comes along. What is the cost
of quality and how does it fall into your company’s overall plan?
5. Quality Awareness. At this point you need to spread the importance of quality throughout your
entire workforce and embrace it within your business culture.
6. Corrective Action. Having identified what needs to be improved, you will then need to start
implementing a plan so that corrective actions start to roll out.
7. Plan for Zero Defects Program. It goes without saying that this step is all about eliminating
defects. This step not only aims to reduce defects but to entirely eliminate them.
8. Supervisor Training. In order to achieve process quality you need to have supervisors that are
actively embracing this culture; and to do that you need to provide them with the right training.
9. Zero Defects Day. Further you need to increase awareness by holding a zero defects day in
which are employees are taking part.
10. Goal Setting. Setting goals for improvement should involve employees from the whole
organization. By engaging everyone you are making sure that goals are made out clear to all
levels of the organizational structure.
11. Error Cause Removal. In every quality improvement effort it is important to take a step back
and identify any errors that are hindering this process. Engaging all employees in this procedure
is vital.
12. Recognition. Recognizing employees that excel in the quality improvement efforts and
celebrating their success will not only encourage them to continue the good work but it will also
inspire others to start participating.
13. Quality Council. Bring along specialists and hold quality councils on a regular basis in order to
create focused and clearly defined goals.
14. Do It Over Again. The last step of the model is very simple. Here, you need to do everything all
over again from the start. Crosby’s model is not an ad-hoc model but rather a process of continual
process. So make sure that you repeat this process over and over again.

DR. JOSEPH MOSES JURAN (December 24, 1904 – February 28, 2008)
Dr. Joseph Juran assisted the Japanese in their reconstruction processes after World War II. Juran first
became well known in the US as the editor of the Quality Control Handbook (1951) and alter his paper
introducing the quality trilogies which are quality planning, quality control, and quality improvement.

1. Quality Planning - is the activity of developing the products and processes required to meet
customer's needs. It involves:
a. Establish quality goals
b. Identify the customers- those who will be impacted by the efforts to meet the goal.
c. Determine the customers' needs
d. Develop product features that respond to customers' needs
e. Develop processes that can produce those product features
f. Establish process controls, and transfer the resulting plans to the operating forces
2. Quality Control - process consists of the following steps:
a. Evaluate actual quality performance
b. Compare actual performance to quality goals
c. Act on the difference
3. Quality Improvement - This process is the means of raising quality performance to
unprecedented levels (breakthrough). This involves:
a. Establish the quality improvement infrastructure
b. Identify the improvement projects
c. For each project establish a project team with clear responsibility 
d. Provide the resource, motivation, and training needed by the team
Juran propounded the following message on quality:
1. Quality control must be essential part of management
2. Quality is no mistake
3. Quality must be planned
4. There are no shortcuts to quality
5. Make use of problems as sources of improvements

Juran’s formula consists of:

1. Create an awareness about the need and purpose an opportunity for improvement
2. Set goals for improvements
3. Systematize paths to attain the goals
4. Give training
5. Do projects to resolve problems
6. Inform progress
7. Provide recognition
8. Communicate outcome
9. Keep score
10. Uphold thrust by making yearly improvements component of the regular systems and processes.

Constant problems require the principle of “breakthrough”, while irregular problems require the
principle of “control”.

He further elaborates the sequence of activities required for breakthrough and control.

Breakthrough activities include:

1. Breakthrough in attitudes – persuading those responsible that a change in quality level is
advantageous and practical;
2. Discovery of the vital few projects – determining which quality problem areas are essential;
3. Organizing for breakthrough in knowledge – defining the organizational system for attaining
the knowledge for accomplishing a breakthrough;
4. Formation of a steering arm – defining and staffing a system for directing the study for quality
improvement;
5. Formation of an investigative arm – defining and staffing a system for executing the technical
inquiry;
6. Diagnosis – collecting and examining the facts necessary and proposing the action desirable;
7. Breakthrough in cultural pattern – determining the effect of an anticipated change on the
people involved and looking for ways to rise above opposition to change;
8. Breakthrough in performance – getting agreement to take action;
9. Transition to the new level – implement the change.

Control activities include:

1. Choosing the control subject which is choosing what is intended to regulate;
2. Choosing a unit of measure;
3. Setting a goal for the control subject;
4. Creating a sensor which can measure for the control subject in terms of the unit of measure;
5. Measuring real performance;
6. Interpreting the difference between actual performance and the goal;
7. Taking action on the difference.

DR. WALTER ANDREW SHEWART (March 18, 1891 – March 11, 1967)

Shewhart is best known for his simple schematic control chart which changed the manufacturing industry
forever. This chart outlined principles essential to modern process quality control. These are followed to
this day with certain improvements as production processes became more complicated.

A key thing to remember in any process is that no two products will ever be the same. Reducing these
variations to improve quality has always been one of the manufacturing industry’s greatest challenges.
Dr. Shewhart’s acknowledgment of two classes of variation, namely special-cause’ and common-cause’ led
him to improve his control chart mentioned above.
He proposed variables which would reduce common cause variations. According to him, to distinguish
between the two, every manufacturing process would need to be brought under statistical control. This
and other principles of Shewhart helped pave the way for modern analysis of manufacturing processes.

DR. ARMAND FEIGENBAUM (Born in 1922)

Dr. Armand V. Feigenbaum, the developer of “Total Quality Control” concept, was President and CEO of
General Systems Company, which he founded in 1968. In 2008, Dr. Feigenbaum was presented with the
National Medal of Technology and Innovation by President Bush at a ceremony at the East Wing of the
White House. The National Medal is the highest honor for technological achievement bestowed on
America’s leading innovators.

From 1937-1968, Dr. Feigenbaum grew from an entry-level pre-college job to be the hands-on manager of
quality as the Company-wide Manager of Manufacturing Operations and Quality Control at the General
Electric Company (1958-68) in New York City.

He developed the “Total Quality Control” concept while concurrently at GE. He introduced the concept
first in an article in 1946. In 1951, while a doctoral student at MIT, Dr. Feigenbaum wrote the first edition
of his book Total Quality Control. He established the principles of Total Quality Management (“TQM”), the
approach to quality and profitability that has profoundly influenced management strategy and
productivity in the competition for world markets in the United States, Europe, Asia, Latin America and
the Middle East. He wrote, “Total quality control is an effective system for integrating the quality
development, quality maintenance, and quality improvement efforts of the various groups in an
organization so as to enable production and service at the most economical levels which allow full
customer satisfaction.”

Armand V. Feigenbaum is also known for his concept of the “hidden plant“. That is – in every factory a
certain proportion of its capacity is wasted through not getting it right the first time. Dr. Feigenbaum
quoted a figure of up to 40% of the capacity of the plant being wasted. At that time, this was an
unbelievable figure; even today some managers are still to learn that this is a figure not too far removed
from the truth.

The elements of total quality to enable a totally customer focus (internal and external)
 Quality is the customer’s perception of what quality is, not what a company thinks it is.
 Quality and cost are the same no different.
 Quality is an individual and team commitment.
 Quality and innovation are interrelated and mutually beneficial.
 Managing Quality is managing the business.
 Quality is a principal.
 Quality is not a temporary or quick fix but a continuous process of improvement.
 Productivity gained by cost effective demonstrably beneficial Quality investment.
 Implement Quality by encompassing suppliers and customers in the system.

The several editions of Total Quality Control have been published in more than twenty languages
including French, German, Japanese, Chinese, Spanish and Russian, and are widely used throughout the
world as a foundation for management practice.

Dr. Feigenbaum’s establishment of General Systems with his brother Donald, made it possible for him to
further refine TQM and widely bring to many companies and organizations the benefits of the total
quality and management practices he had developed. This has brought demonstrable economic,
environmental and social business benefits to these companies and their customers, and correspondingly
to America’s economy. Equally important, far more than General Systems Company clients have
benefitted from his intellect, creativity and experience.

He co-authored The Power of Management Capital with his brother and business partner, Donald S.
Feigenbaum, a former GE engineer and manager, setting a new direction for innovation in management in
the twenty first century not only in industry but also in health care, education, public administration and
technology. The book has been translated into Japanese, Chinese, Brazilian Portuguese, Arabic, in several
other languages and an edition in India.

Dr. Feigenbaum has been exceptionally generous, sharing his concepts, processes and implementation
knowledge through numerous books, articles, interviews, keynotes and leadership as President of such
groups as the American Society for Quality (ASQ) and the International Academy for Quality (IAQ). He is
well known, highly visible, revered worldwide, and his name in synonymous with “Total Quality.” He is
considered one of the World’s “Gurus of Quality.”

PROF. KAORU ISHIKAWA (July 13, 1915 – April 16, 1989)

Kaoru Ishikawa is known as the Father of Japanese Quality’. He invented major quality tools and concepts
including the Fishbone diagram (cause and effect diagram) frequently used in the analysis of industrial
processes and CWQC Company-Wide Quality Control.

Ishikawa’s major contributions in the area of quality control and process improvement can be traced as
under:
1. Fishbone Diagram (Cause & Effect Diagram) – This tool created by Kaoru Ishikawa is known as
the Fishbone Diagram owing to its shape. It is one of the seven basic Quality Control tools. The
objective of the Six Sigma program is the removal of waste so as to identify the areas for
improvement. A fishbone diagram clusters the roadblocks together to identify which factors have
the greatest impact. Ishikawa diagram is commonly used in product design and prevention of
quality defects to reveal the factors causing the overall effect.
2. Implementation of Quality Circles: A voluntary group of people who meet to identify, analyze, and
resolve work-related issues. Improvement in Occupational health and safety, product design,
manufacturing processes, and the overall culture of the organization are the objectives of a
Quality Circle. In Japan, this concept was first launched in Nippon Wireless and Telegraph
Company in the year 1962. The idea of Quality Circles was described by Edward Deming in 1950
and was later expanded by Ishikawa. Basically, Quality Circles are formal groups of people
trained by specialists in human factors and skills of problem identification, data gathering, and
analysis and generation of solutions.
3. Emphasis on Internal Customer: Ishikawa suggested that over-reliance on specialists would limit
the scope of improvement for all the employees. Therefore, an overall participation was required
from workers at all the levels of the organization. Every area has the potential for contributing to
the overall quality, therefore; all areas should embed statistical techniques in the internal and
external audit programmes. The term company-wide does not only include a company’s
activities focusing on internal quality control, but also the quality of management, human
aspects, after sales service, and sensitive customer care.

The contribution of Kaoru Ishikawa stands tall and unquestioned in the area of quality control and
process improvement. The cause and effect diagram is used by global organizations in order to
understand the causes behind the quality gaps and the effects of these gaps on the overall functioning of
the organization.

Ishikawa propagated the concept of Quality Circles’ and Internal Customers’ thereby emphasizing the
strategic importance of the employees of an organization. He stressed the equal participation of all
employees rather than relying only on the specialists.

This leads to the overall development of employees with respect to the processes in the organization.
Further training can even lead to the formation of voluntary groups called Quality Circles which under the
supervision of an expert can identify and solve various quality problems in an organization.

GENICHI TAGUCHI (January 01, 1924 – June 02, 2012)

Genichi Taguchi is a name which will forever be associated with quality control. His pioneering thoughts
and subsequent work changed the field forever. His focus was into greater customer satisfaction by
looking into the loss of quality. He challenged the prevalent ideas of production where it was okay if a
defect was within a tolerance limit. His methods famously known as the Taguchi Methods  have left a
lasting imprint in the field of quality control.

Genichi Taguchi’s additions to the field of quality control were not constrained to just the process of
production. He had keen insights into the perception of a customer towards a particular product and how
it varies with variability’s in quality as time passes. His equations to quantify and calculate the same are
famously called the Loss Function and are still used by manufacturing houses today.
Another major contribution of Taguchi was to isolate and remove factors which affect the variability of a
product. These activities were often ignored owing to the associated cost and time needed. Taguchi’s
brilliance lay in the simplistic and cost-effective way he designed arrays to isolate and remove these
factors.
1. Reducing loss Taguchi was the first one to actually quantify customer experience and define how
it changed with changes in product quality. These equations would give insights into the loss in
revenue and the relationship it had with customer experience.
2. Reducing product defects – In all production processes there are factors which either influence
product quality in a direct or indirect manner. Though the direct influencers are simple to catch
and control, the challenge lay in doing the same for the indirect variables. Even if it were possible
it would be a very expensive process and not practical when scaled up. Taguchi came up with
certain arrays called orthogonal arrays which would pinpoint the indirect variables and also keep
costs under control.
In addition to these famous works, Taguchi also imparted his experience in manufacturing houses across
various types of products. Later in his life he even helped a candy company retain the quality of their
products by applying the same principles and equations he leveraged to improve the quality of electronic
equipment and daily household items.

Throughout his life Taguchi immersed himself to improve customer experience and cut costs at the same
time. He was one of the pioneers of quality control and was the first to bring in mathematical equations
and statistical methods to quantify the relationship between the experience of a customer and profits of a
company.

DR. SHINGO SHIGEO

Dr. Shigeo Shingo is a name highly respected amongst engineers and the scores of people currently
associated with quality control across industries. He is said to have attained Kaizen, the Japanese word
associated with improvement. To be more precise, the concept in business it refers to the perfect synergy
between all the activities of an organization. This may be from the level of the CEO himself down to the
assembly line workers on the floors of thousands of factories across the world.

During his lifetime Shingo contributed quite a bit to further quality control processes in the industry. His
teachings can be bucketed into three main topics

1. Just In Time (JIT)

2. Single Minute Exchange of Dies (SMED)
3. Zero Quality Control

Just In Time (JIT): This concept in quality control was developed mainly by Dr. Shingo in collaboration
with Mr. Taichii Ohno from the Toyota days. To summarize the concept, this is a planned way to eliminate
all waste along with continuous improvement in productivity. It encompasses a perfect synergy of all
activities related to manufacturing a particular product. A few primary elements of JIT would be:
1. To have only the required amount of inventory at a given time
2. Improve quality to have zero defects
3. To reduce lead time by reducing setup times
4. Optimize queue lengths and lot sizes

The key thing to remember is to accomplish the above at minimum costs. If a company were to apply the
above tenets, they would be able to cut costs in an optimized and effective manner. Also, the use of
statistical methods helps ensure that the product is met with desired results consistently.
Single Minute Exchange of Dies (SMED): Dr. Shigeo Shingo, as part of JIT, also helped advance and
develop the existing SMED process. The basic tenets which drove the study were:
1. Reduce setup time of dies
2. Smaller batch sizes for parts

The above becomes very beneficial to companies looking to cut costs as it allows the manufacturing
system to adjust quickly to changes in design with a very little cost to the company. In addition to the cost
benefits, this new and improved SMED process also allowed for zero defects, higher machine efficiency,
and in turn results in a high production rate.
His brilliance lay in the way he approached the SMED process. His idea was to isolate and identify the
time required for setup into two main entities: internal time and external time. Many companies that have
stamping operations have found great success using his methods.
Zero Quality Control (ZQC): Dr. Shingo’s ZQC methods are based on a few principles as stated below:
1. Quality inspections should be done at the source of the process instead of routine sampling
inspections
2. Quick feedback from the quality checks and self-checks
3. Poka-yoke designed manufacturing devices

His basic idea was to target the defect at its root cause to eliminate it from the process effectively. He
firmly believed that in addition to statistical methods, sound manufacturing processes would go a long
way in eliminating defects altogether.

MASAKI IMAI

Masaaki Imai is a Japanese management consultant, known for his work on quality management,
specifically on Kaizen.
In the late 1950’s, Imai worked for five years in Washington DC at the Japanese Productivity Center,
where he was responsible to accompany groups of Japanese businessmen on visits to American plants.
In 1986, he founded the Kaizen Institute Consulting Group (KICG) to help western companies to introduce
the concepts, systems and tools of Kaizen.
His first book, Kaizen: The Key to Japan’s Competitive Success, helped popularize the Kaizen concept in
the West.
In Japanese, Kaizen means “small, incremental, continuous improvement,” and the English translation is
“continuous or continual improvement.” Kaizen is a philosophy that focuses both on the process and the
results. According to Masaaki Imai, Kaizen is an umbrella concept. (Imai, 1986) It is a process that, when
done correctly, humanizes the workplace, eliminates unnecessarily hard work (both mental and
physical), teaches people how to do rapid experiments using scientific methods, and how to eliminate
waste in business processes. Kaizen is also a most frequently used word in Japan. One can hear of Kaizen
in the commercial exchange balance of Japan, in the system of social security or productivity of Japanese
companies etc.

ACTIVITY

Read the story of Deming and answer the questions below it.
https://www.wyohistory.org/encyclopedia/w-edwards-deming

1. What is the economic sense of designing better the manufacturing process to ensure that quality
products were created from the start according to Deming?
2. What is the philosophy of Deming easily accepted by the Japanese during that time?
3. If you are Deming, other than Japan where else can you offer your assistance in terms of quality
control?

SELF-ASSESSMENT

True of False
Write T if the statement is correct and F is the statement is wrong.

__________1. Philip Crosby established the absolutes of quality management, which states that the only
performance standard is zero defects and the basic elements of improvements.
__________2. Genichi Taguchi is a name highly respected amongst engineers and the scores of people
currently associated with quality control across industries.
__________3. Kaoru Ishikawa is known as the Father of Japanese Quality’. He invented major quality tools
and concepts including the Fishbone diagram
__________4. Masaaki Imai is a Japanese management consultant, known for his work on quality
management, specifically on Kaizen.
__________5. Zero Quality Control is a concept in quality control was developed mainly by Dr. Shingo in
collaboration with Mr. Taichii Ohno from the Toyota days.
__________6. Dr. Feigenbaum’s establishment of General Systems with his son Donald
__________7. Dr. William Edwards Deming is often referred to as the “Father of Quality Control”.
__________8. Dr. Philip Crosby assisted the Japanese in their reconstruction processes after World War II.
__________9. Dr. Shewhart is best known for his simple schematic control chart which changed the
manufacturing industry forever. This chart outlined principles essential to modern process quality
control.
__________10. Deming modified the Shewhart PDSA (plan, do, study, act) cycle to what is now referred to as
Deming Cycle (plan, do, check, act).

References
Serrano, Angelita Ong Camillar Total Quality Management 2016
https://www.bizmanualz.com/improve-quality/who-are-the-top-quality-gurus.html
https://www.referenceforbusiness.com/management/Pr-Sa/Quality-Gurus.html