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Total Quality Management Gurus and Expert and Their Contributions
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Total Quality management Gurus and Expert and their contributions

Philip Crosby – “Zero Defects” and “Right First Time”

Philip Crosby is an American who promoted the phrases “ zero defects” and “right first time”.
“Zero defects” doesn’t mean mistake never happen, rather that there is no allowable number of
errors built into a product or process and that you get it right first time.
Philip Crosby believes management should take prime responsibility for quality, and workers
only follow their managers’ example. He defined the Four Absolutes of Quality Management.

The Four Absolutes of Quality Management

1. Quality is conformance to requirements

2. Quality prevention is preferable to quality inspection
3. Zero defects is the quality performance standard
4. Quality is measured in monetary terms – the price of non-conformance

Crosby's 14 Steps to Quality Improvement

1. Management is committed to quality – and this is clear to all

2. Create quality improvement teams – with (senior) representatives from all departments.
3. Measure processes to determine current and potential quality issues.
4. Calculate the cost of (poor) quality
5. Raise quality awareness of all employees
6. Take action to correct quality issues
7. Monitor progress of quality improvement – establish a zero defects committee.
8. Train supervisors in quality improvement
9. Hold “zero defects” days
10. Encourage employees to create their own quality improvement goals
11. Encourage employee communication with management about obstacles to quality
12. Recognise participants’ effort
13. Create quality councils
14. Do it all over again – quality improvement does not end

Philip Crosby has broadened his approach to include wider improvement ideals. He defined the:

Five characteristics of an “Eternally Successful Organisation”

1. People routinely do things right first time

2. Change is anticipated and used to advantage
3. Growth is consistent and profitable
4. New products and services appear when needed
5. Everyone is happy to work there

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Dr. William Edwards Deming

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W Edwards Deming was an American statistician,
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movement. Edwards Deming strongly influenced Japanese industry post WWII with Statistical
Process Control (SPC) and Total Quality Management (TQM), similar to Joseph Juran.
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In 1982 Edwards Deming published “Out of the Crisis” identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be realised.
The W Edwards Deming Institute awards prizesOR
for individuals and organisations that embrace
Total Quality Management and drive quality management forward.

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W Edwards Deming - Total Quality Management & Deming's 14 points
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1. Create constancy of purpose and continual improvement – long term planning must
replace short term reaction Start your 30 day free trial
2. Adopt the new (Japanese) philosophy – by management and workers alike.
3. Do not depend on (quality) inspection – build quality into the product and process
4. Choose quality suppliers over low cost suppliers – to minimise variation in raw materials
and supply.
5. Improve constantly – to reduce variation in all aspects e.g. planning, production, and
service.
6. Training on the job – for workers and management, to reduce variation in how job is
done.
7. Leadership not supervision – to get people to do a better job, not just meet targets.
8. Eliminate fear – encourage two-way communication, encourage employees to work in the
organisation’s interest.
9. Break down internal barriers – departments in an organisation are “internal customers”
to each other and must work together.
10. Eliminate slogans (exhortations) – processes make mistakes not people. Management
harassment of workers will create bad relations if no effort made to improve processes.
11. Eliminate numerical targets – management by objectives (targets) encourages low
quality.
12. Remove barriers to worker satisfaction – including annual appraisals
13. Encourage self improvement and education for all
14. Everyone is responsible for continual improvement in quality and productivity –
particularly top management

Seven Deadly Diseases

The "Seven Deadly Diseases" include:

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1. Lack of constancy of purpose

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2. Emphasis on short-term profits
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3. Evaluation by performance, yourrating,
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or annual review of performance
4. Mobility of management
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5. Running a company on visible figures to Download

6. Excessive medical costs

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7. Excessive costs of warranty, fueled by lawyers who work for contingency fees

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full documents.

Joseph Juran Start your 30 day free trial

Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly
influencing Japanese manufacturing practices. Joseph Juran’s belief that “quality does not
happen by accident” gave rise to the quality trilogy:

 Quality planning
 Quality control
 Quality improvement

The key steps in implementing company-wide strategic goals are:

 Identify customers and their needs – both internal and external – and work to meet those
needs
 Create measures of quality, establish optimal quality goals and organise to meet them.
 Create processes capable of meeting quality goals in “real” operating conditions.

In the 1980’s Joseph Juran recognised that the common approach to total quality management -
quality awareness campaigns and slogans - was not effective as they did not have substance, and
there is no short cut to quality. He believes quality must start at the top, irritating

Cost of Quality:
The cost of quality, or not getting it right first time, Juran maintained should be recorded and
analyzed and classified into failure costs, appraisal costs and prevention costs.
 Failure costs: Scrap, rework, corrective actions, warranty claims, customer complaints and
loss of custom
 Appraisal costs: Inspection, compliance auditing and investigations

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
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Prevention costs: Training, preventive auditing and process improvement implementation

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Juran proposes 10 steps to quality improvement:
 Build awareness of the need and opportunity to improve
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 Set goals for that improvement
 Create plans to reach the goals
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 Provide training
 Conduct projects to solve problems
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 Report on progress full documents.
 Give recognition for success
 Communicate results Start your 30 day free trial

 Keep score
 Maintain momentum

Shigeo Shingo’s work is better known than his name. His work includes; Poka yoke, source
inspection, mistake proofing, SMED (single minute exchange of die) and contribution to Just In
Time (JIT) production.

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Shigeo Shingo's quality teachings were successful as they were practical and action oriented.
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Poka Yoke
“Poka yoke” is about stoppingUpload yourasdocuments
processes to download.
soon as a defect occurs, identifying the defect
source and preventing it from happening again. Statistical quality inspection will ultimately no
longer be required, as there will be no defects to detect – “ zero defects”.
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Poka yoke relies on source inspection, detecting defects before they affect the production line
and working to eliminate the defect cause.
OR
Mistake Proofing
Mistake proofing is also a component of poka yoke. Shingo introduced simple devices that make
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it impossible to fit a part incorrectly or make it obvious when a part is missing. This means
full documents.
that errors are prevented at source, supporting a zero defects process.

SMED (single minute exchange of die)

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Shigeo Shingo developed SMED (single minute exchange of die) techniques for quick
changeovers between products. By simplifying materials, machinery, processes and skills,
changeover times could be reduced from hours to minutes.

Quick changeovers meant products could be produced in small batches or even single units,
with minimal disruption. This enabled Just In Time production, as pioneered by the Toyota
company.

Just in Time Production

Just In Time production is about supplying the customer with what they want, exactly when they
want it. Traditional manufacturing tended to large batch production as this gave economies of
scale, however required large inventories of raw materials and finished goods. Orders are
“pushed” through the system.
The aim of Just In Time is to minimise inventories by only producing what is required, when it
is required. Orders are “pulled” through the system, triggered by a customer order. This reduces
costs and waste throughout the production process.

In summary, Shigeo Shingo focused on practical differences that made immediate differences,
rather than theory.

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Dr. Kaoru Ishikawa

Ishikawa's message-techniques

As with the other Japanese quality gurus, such as Genichi Taguchi, Kaoru Ishikawa has paid
particular attention to making technical statistical techniques used in quality attainment
accessible to those in industry. At the simplest technical level, his work has emphasized good
data collection and presentation, the use of Pareto Diagrams to prioritize quality improvements
and Cause-and-Effect (or Ishikawa or Fishbone) Diagrams.

Ishikawa sees the cause-and-effect diagram, like other tools, as a device to assist groups or
quality circles in quality improvement. As such, he emphasizes open group communication as
critical to the construction of the diagrams. Ishikawa diagrams are useful as systematic tools for
finding, sorting out and documenting the causes of variation of quality in production and
organizing mutual relationships between them.

Other techniques Ishikawa has emphasized include Control Charts, Scatter Diagrams, Binomial
probability paper and sampling inspection.

Company-wide quality

Turning to organizational, rather than technical contributions to quality, Ishikawa is associated

with the Company-wide Quality Control movement that started in Japan in the years 1955-1960
following the visits of Deming and Juran. Under this, quality control in Japan is characterized by
company-wide participation from top management to the lower-ranking employees. Further, all
study statistical methods, as well as participation by the engineering, design, research and
manufacturing departments, also sales, materials and clerical or management departments (such
as planning, accounting, business and personnel) are involved.

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Quality control concepts and methods are used for problem solving in the production process, for
incoming material control andYou're Reading
new product a Preview
design control, and also for analysis to help top
management decide policy, to verify policy is being carried out and for solving problems in
Uploadand
sales, personnel, labor management your
in documents to download.
clerical departments. Quality Control Audits, internal
as well as external, form part of this activity.

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To quote Ishikawa:

'The results of these company-wide Quality Control activities are remarkable, not only in
OR
ensuring the quality of industrial products but also in their great contribution to the company's
overall business. '
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Thus, Ishikawa sees the Company-wide Quality Control movement as implying that quality does
full documents.
not only mean the quality of product, but also of after sales service, quality of management, the
company itself and the human being. This has the effect that:
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1. Product quality is improved and becomes uniform. Defects are reduced.
2. Reliability of goods is improved.
3. Cost is reduced.
4. Quantity of production is increased, and it becomes possible to make rational production
schedules.
5. Wasteful work and rework are reduced.
6. Technique is established and improved.
7. Expenses for inspection and testing are reduced.
8. Contracts between vendor and vendee are rationalized.
9. The sales market is enlarged.
10. Better relationships are established between departments.
11. False data and reports are reduced.
12. Discussions are carried out more freely and democratically.
13. Meetings are operated more smoothly.
14. Repairs and installation of equipment and facilities are done more rationally.
15. Human relations are improved.

Kaoru Ishikawa wanted to change the way people think about work. He urged managers to
resist becoming content with merely improving a product's quality, insisting that quality
improvement can always go one step further. His notion of company-wide quality control
called for continued customer service. This meant that a customer would continue
receiving service even after receiving the product. This service would extend across the
company itself in all levels of management, and even beyond the company to the everyday
lives of those involved. According to Ishikawa, quality improvement is a continuous
process, and it can always be taken one step further.

With his cause and effect diagram (also called the "Ishikawa" or "fishbone" diagram) this
management leader made significant and specific advancements in quality improvement. With
the use of this new diagram, the user can see all possible causes of a result, and hopefully find

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the root of process imperfections. By pinpointing root problems, this diagram provides quality
improvement from the "bottom You're
up." Dr.Reading a Preview
W. Edwards Deming --one of Isikawa's colleagues --
adopted this diagram and used it to teach Total Quality Control in Japan as early as World War
II. Both Ishikawa and DemingUpload
use thisyour documents
diagram as one to
thedownload.
first tools in the quality management
process.

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Ishikawa also showed the importance of the seven quality tools: control chart, run
chart, histogram, scatter diagram, Pareto chart, run chart and flowchart. Additionally, Ishikawa
explored the concept of quality circles-- a Japanese philosophy which he drew from obscurity
OR
into worldwide acceptance. Ishikawa believed in the importance of support and leadership from
top level management. He continually urged top level executives to take quality control courses,
knowing that without theBecome
support aofScribd member to read
the management, theseand download
programs would ultimately fail. He
stressed that it would take firm commitment full from the entire hierarchy of employees to reach the
documents.
company's potential for success.

Another area of quality improvement Start your 30 dayemphasized

that Ishikawa free trial is quality throughout a product's
life cycle -- not just during production. Although he believed strongly in creating standards, he
felt that standards were like continuous quality improvement programs -- they too should be
constantly evaluated and changed. Standards are not the ultimate source of decision making;
customer satisfaction is. He wanted managers to consistently meet consumer needs; from these
needs, all other decisions should stem. Besides his own developments, Ishikawa drew and
expounded on principles from other quality gurus, including those of one man in particular: W.
Edwards Deming, creator of the Plan-Do-Check-Act (PDCA) model. Ishikawa expanded
Deming's four steps into the following six:

 Determine goals and targets

 Determine methods of reaching goals
 Engage in education and training
 Implement work
 Check the effects of implementation
 Take appropriate action

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Yoshio Kondo

Kondo emphasises the interrelationship between quality and people. He sees humanity
as the essence of motivation. He endorses that human work should always include the
following three components:

 Creativity -- the joy of thinking

 Physical activity -- the joy of working with sweat on the forehead
 Sociality -- the joy of sharing pleasure and pain with colleagues

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