REVIEWER A.Y.

2024 - 2025
Enriquez, Lian Franco Y. 1st Semester

W. Edwards Deming
- is known for his 14 points for management, the
Module 2: Quality Philosophies and Frameworks and
system of profound knowledge, and the
Focusing Customers
plan-do-check-act (PDCA) cycle.
- ”Defects are not free. Somebody makes them, and
TQM Principles gets paid for making them”

WW2 Story (from discussion)

Customer Focus - After WW2, Edwards Deming was invited to come
- The customer is the primary focus. to Japan to help industries in Japan.
- The quality of a product is defined by the - A statistician teaching Japan how to rise again
customer’s needs, expectations, and satisfaction. - formed a systemic thinking (looking at the situation
holistically)
Leadership Commitment
- strong leadership is crucial for the successful Key Concepts
implementation of TQM. ● system of profound knowledge
- Leaders must be committed and set a clear vision ● 14 points for management
and direction for the organization. ● PDCA Cycle

Involvement of People
- importance of involving all employees in the quality
improvement process. System of Profound Knowledge (Parent Concept)
- Every employee, regardless of their position, plays - involves appreciation for a system, knowledge of
a role in improving the organization’s output. variation, theory of knowledge, and psychology.

Process Approach System of Profound Knowledge

- Understanding and managing processes ● Appreciation for a system
- by viewing activities as interconnected processes, ● Knowledge of Variation
organizations can better control quality. ● Theory of Knowledge
● Psychology
Continual improvement
- the belief that processes, products, and services Appreciation for a System
can always be improved. - Every organization is made up of interconnected
- Continuous improvement (also known as Kaizen in parts that need to work together
Japanese) focuses on incremental changes rather
Knowledge of Variation
than radical transformations.
- Understand that variation exists in all processes,
and knowing the difference between normal
System Approach to Management fluctuations and special issues is key
- requires a holistic, long term approach where - Nothing is Perfect
every part of the organization is involved in quality - Exceeds the standards
management.
- All departments and functions need to work Theory of Knowledge
together to achieve common quality objectives. - Make decisions based on understanding and
testing theories, not just assumptions
- needs to be embedded into organizational culture
- Don’t make assumptions

Factual Approach to Decision Making Psychology

- relies on data and statistical analysis to make - Understand human behavior and motivation to
informed decisions, data helps in understanding improve teamwork and performance
current performance, identifying issues, and - human behavior
measuring the effectiveness of improvement
efforts.

14 Points for Management (Child Concept)

Mutually Beneficial Supplier Relationships
- emphasizes the need for continuous improvement,
- recognizes the importance of a strong relationship
systemic thinking, and leadership commitment.
with suppliers, as they are integral to the quality of
the final product.
Deming’s 14 Points for the Transformation of
Management
The Deming Philosophy
1. Create constancy of purpose for improving
products and services
2. adopt the new philosophy
REVIEWER A.Y. 2024 - 2025
Enriquez, Lian Franco Y. 1st Semester

3. cease dependence on inspection to achieve - trilogy emphasizes that quality does not happen by
quality accident but requires deliberate planning, control,
4. end the practice of awarding business on price and continuous improvement
alone; instead, minimize total cost by working with
a single supplier Juran’s Trilogy for Quality Management
5. improve constantly and forever every process for ● quality planning
planning, production, and service ● quality control
6. Institute training on the job ● quality improvement
7. adopt and institute leadership
8. drive out fear Quality Planning
9. break down barriers between staff areas - Developing the products and processes required
10. eliminate slogans, exhortations, and targets for the to meet customer needs
- Identify customers (both internal and external)
workforce
- Determine customer needs
11. eliminate numerical quotas for the workforce and - develop product features that respond to these
numerical goals for management needs
12. Remove barriers that rob people of pride of - Design processes capable of producing these
workmanship, and eliminate the annual ratng or features
merit system - Establish quality goals
13. Institute a vigorous program of education and
Quality Control
self-improvement for everyone
- Monitoring operations to ensure they meet
14. put everybody in the company to work planned goals
accomplishing the transformation - Evaluate actual performance
- Compare performance to quality goals
- act on the difference (take corrective action if
necessary)
PDCA Cycle (Grandchild Concept)
- a continuous loop of planning, doing, checking, Quality Improvement
- Systematic efforts to enhance performance
and acting to improve processes and products
- Prove the need for improvement
- Identify specific improvement projects
Plan - Organize teams to work on these projects
- identify a problem or an area for improvement, set - Provide the necessary training and resources
objectives, and design a plan of action to achieve - Implement the improvements
those objectives - Establish controls to maintain the improvements

The Crosby Philosophy

Do
- implement the plan on a small scale to test its
effectiveness
Philip Crosby
- is known for his emphasis on zero defects and
Check
concept that “quality is free”
- evaluate the results by comparing the actual vs
- ”Quality is free. It’s not a gift, but it’s free. The
expected outcomes to see if the changes made
‘unquality’ things are what cost money.”
have led to improvements

Key Concepts
Act
● zero defects
- make a decision based on the results of the
● quality is free
“Check” phase
● four absolutes of quality management
- if successful, plan can be fully implemented
- if not, the process may need to be adjusted, and
Zero Defects
the PDCA cycle begins again
- the idea that defects can and should be prevented,
not just detected and corrected
The Juran Philosophy

Quality is free
- the cost of investing in quality improvements is
Joseph M. Juran
less than the cost of non-quality (defects, rework,
- introduced the Juran Trilogy
customer dissatisfaction)
- ”without a standard there is no logical basis for
making a decision or taking action”
Four Absolutes of Quality Management
- conformance to requirements, prevention of
Juran’s Trilogy
defects, zero defects standard, and measurement
of quality
REVIEWER A.Y. 2024 - 2025
Enriquez, Lian Franco Y. 1st Semester

● 4 Ps - People, Processes, Plan (Environment),

Crosby’s Four Absolutes of Quality Management Policies
● quality is conformance to requirements ● Sub-bones - specific causes or factors within
● the system of quality is prevention each main category
● the performance standard is zero defects
● the measurement of quality is the price of
nonconformance
Genichi Taguchi
Crosby’s 14-steps to quality improvement - engineer and statistician. From the 1950s
1. Management commitment - developed a methodology for applying statistics to
2. Quality improvement team improve the quality of manufactured goods.
3. Quality measurements - known for robust design and Taguchi methods,
4. Cost of quality evaluation which focus on improving product quality by
5. Quality awareness minimizing variation
6. Corrective action
7. Zero defects planning Taguchi Method
8. Employee education training - technique used in manufacturing and product
9. Zero defects day design to make products more reliable and
10. Goal setting consistent.
11. Error cause removal - It focuses on improving the quality of products by
12. Recognition designing them to perform well even when there
13. Quality councils are small variations in production process or
14. Do it all over again environmental conditions

Comparisons of Quality Philosophies Key Concepts of Taguchi Methods

● robust design - aim to create products that work
well under different conditions, reducing the
Deming vs. Juran vs. Crosby
chances of defects
● efficient testing - use a smart way to testing
different variables (like temperature, pressure,
Deming Juran Crosby
etc,) to find the best settings with fewer
Focuses on Emphasizes Advocates for experiments, saving time and resources
continuous planning, control, zero defects and ● focus on consistency - ensure that products meet
improvement and prevention over quality standards consistently
and systemic improvement as correction
thinking a trilogy Quality Management Awards and Frameworks
● Malcolm Baldrige National Quality Award
Other Quality Philosophers (MBNQA)
● Certified ISO 900
● European Foundation for Quality Management
Kaoru Ishikawa (EFQM)
- Was a Japanese organizational theorist and a
professor in the engineering faculty at the
University of Tokyo who was noted for his quality
management innovations and is known for the Importance of Quality Management Awards
cause-and-effect diagram (Ishikawa or fishbone
diagram) and quality circles
Benchmarks for Excellence
Purpose of Ishikawa Diagram - provide organizations with a clear set of criteria to
- to systematically identify potential causes of measure their performance against the best in the
problem in order to find it’s root cause industry

Structure Tools for Improving Business Performance

● Head of the Fish - represents the problem of - through guidelines and criteria set by the
effect that needs to be analyzed programs, organizations enhance customer
● Main bones - main categories of causes that satisfaction, streamline operations, and gain a
might contribute to the problem competitive advantage
● 6 Ms - Man, Machine, Method, Material,
Measurement, Mother Nature Malcolm Baldrige National Quality Award (MBNQA)
REVIEWER A.Y. 2024 - 2025
Enriquez, Lian Franco Y. 1st Semester

- established by the U.S. Congress in 1987, this - method used by businesses to improve their
award aims to promote awareness of quality as a processes by reducing mistakes and variability
critical element of organizational success - Goal is to make processes so reliable with fewer
- evaluates organizations across seven key criteria: than 3.4 defects per million opportunities
Seven Key Criteria - Uses a structured approach called DMAIC to
● Leadership improve processes
● Strategy
● Customers DMAIC
● Measurement and Analysis ● Define
● Workforce ● Measure
● Operations ● Analyze
● Results ● Improve Control

Deming Prize Key Concepts

- named after Dr. W. Edwards Deming ● Defects - anything that goes wrong or fails to meet
- is one of the oldest and most respected quality customer expectations
awards globally, particularly in Japan ● Variability - differences in how a process
- focuses on the comprehensive application of TQM performs. Less variability means more consistency
principles ● Goal - to reduce defects and variability, making
- Organizations are rigorously evaluated on their processes as predictable and reliable as possible
ability to apply TQM across all aspects of their
operations

European Foundation for Quality Management (EFQM)

Excellence Award
- non-profit membership foundation established in
1989 in Brussels, when CEOs of 67 European
companies subscribed to the policy document and
declared their commitments to EFQMs missions
and values
- Is run annually by EFQM, designed to recognize
organizations that have achieved an “outstanding
level of continuous improvement”, based on
assesment against the EFQM Model
EFQM Model
- based on nine criteria, divided into ‘Enablers’ and
‘Results’
Enablers
- include leadership, people strategy, partnerships,
and processes
Results
- focus on customer results, people results, society
results, and business results

ISO 9001
- an international standard for quality management
systems. It provides a set of requirements that
organization can follow to ensure they meet
customer and regulatory needs while enhancing
customer satisfaction
- Key benefits of ISO 9001 certification is global
recognition, whether you’re a small business or
multinational corporation, having ISO 9001
certification tells the world that you are committed
to quality

Six Sigma