Lecture 2 Quality Advocates

Quality Advocates
The reading for this lecture is Chapter 2 of the

book by Summers.
This lecture we will be discussing seven of the most

prominent advocates in quality.
Quality Advocates
Dr. Walter Shewhart (1891-1967)
Father of Statistical Process Control
Inventor of Control Charts
Proposed concept of common cause and special
cause variation
Shewharts work using statistics employed both

the subjective part, what the customer wants, and
the objective side, the physical properties of the
goods or services.
Shewhart stated that variation can come from two

sources; CONTROLLED or UNCONTROLLED.
Controlled variation is that variation that is present in

a process due to the nature of the process.
In machining there are variations in the

process due to tool wear that are natural
to that process
and are to be expected. These we can
control and change out tools before we
have problems.
Uncontrolled phenomena come from sources externa

to the process.
In machining if someone crashes the machine tool

and breaks something inside then we have no contro
er that as it is an external source to the actual proce
Quality Advocates
Dr. Walter Shewhart
A phenomenon will be said to be controlled
when, through the use of past experience, we
can predict, at least within limits, how the
phenomenon may be expected to vary in the
future. Here it is understood that prediction
within limits means that we can state, at least
approximately, the probability that the
observed phenomenon will fall within the given
limits.
Quality Advocates
Dr. W. Edwards Deming (1900-1993)
Fourteen Points
Plan-Do-Study-Act Cycle
Theory of Profound Knowledge
An appreciation for a system
Knowledge about variation
Theory of knowledge
Psychology
Red Bead Experiment

Funnel Experiment
Demings Economic Chain Reaction
Deming defined quality as non-faulty systems.

A system enables a company to provide its
customers with products and services.
Red Bead Experiment
This experiment was created to remove barriers that

rob people of their right to pride of workmanship.
Red Bead Experiment
Deming placed 1000 beads in a box (800 white and

200 red).
Participants were then asked to randomly scoop

out 100 beads from the box.
Red Bead Experiment

The participants had no control over which beads
they scooped up or the percentage of red beads in
the box.
Red Bead Experiment
Given these constraints, 20% of the beads were red

and only white beads are acceptable Deming
chastised those who scooped red beads from the box
even though they had no control over their
performance.
ming was also a great advocate in the use of statist

and had three stages for process improvement.
tage 1: Get the process under control by indentifyin

and eliminating the sources of uncontrolled variation
move the special causes responsible for the variatio
Stage 2: Once the special causes have been

removed
and the process is stable, improve the
process. Investigate whether or not waste
exists in the process.
Tackle the common causes responsible for
the controlled variation present in the
process. Determine if process changes can
remove them from the process.
tage 3: Monitor the improved process to determine

the changes made are working.
Once a process is stable and improved do not

tamper with it otherwise it could end up costing
you more by making the process worse.
eming encourages the use of Plan Do Study Act (PDS

cycle for process improvement.
Deming finished his career by tying all of the pieces

ogether in what he described as a system of profoun
knowledge.
A system of profound knowledge has four parts

which are interrelated.
1.An appreciation for a system

2.Knowledge of variation
3.Theory of knowledge
4.Psychology
Quality Advocates
Dr. Joseph M. Juran (1904- 2008 )
Big Q versus Little q
The Juran Trilogy
The Three Universal Processes of Managing for
Quality
Jurans Journey from Symptom to Cause
Like Deming Juran was responsible for the

rebuilding Japan after WWII
Jurans approach involves creating awareness of the

need to improve, making quality improvement an
integral part of each job.
urans concept of quality goes beyond the immediat

product or service, it should be in all aspects of
business. To this end he devised Big Q and little q.
Juran felt that managing for quality is an offshoot

of general management but is a science in its own
right, from this he created his trilogy that outlines
the three key components to managing quality.
Companys can become world class by identifying th

eed for improvement, selecting appropriate projects
and creating an organizational structure that guides
the diagnosis and analysis of the projects.
To undertake this the Juran approach was to form

project teams (diagnostic arms), which are controlled
by a steering committee or arm.
At 100 years of age Juran stated:

become bilingual; learn to communicate with senior
managers by converting quality data into the
language of business and finance.
Quality Advocates
Dr. Armand Feigenbaum (1922 - )
Originator of the Total Quality Movement
n the 1950s Feigenbaum predicted that quality woul

become a significant customer satisfaction issue,
even to the point of surpassing price in importance in
the decision making process.
Quality Advocates
Philip Crosby (1926 2001)
Crosbys Absolutes of Quality Management
Crosbys Five Erroneous Assumptions about
quality
Quality means goodness, luxury or shininess
Quality is intangible and therefore not measurable
An economics of quality exists
Workers are the source of quality problems
Quality originates in the quality department.
There are four absolutes of quality management:
Quality Definition
Conformance to
Requirements
Quality System
Prevention of Defects
Quality Performance
Standard
Zero Defects
Quality Measurement
Costs of Quality
Crosby also did work on the difference between

a successful customer to a satisfied customer.
Crosby also attempted to make quality more

understandable and tangible by discussing five
erroneous assumptions about quality.
Crosbys erroneous assumptions are:

1. Quality is goodness, luxury
2. Quality is the responsibility of the
quality
control department
3. Quality is intangible and not
measurable
4. Quality problems begin with the
operator
5. There is an economics of quality
Quality Advocates
Dr. Kaoru Ishikawa (1915-1989)
Cause and Effect diagrams
Quality Circles
Ishikawa defined quality broadly. Attention must be

ocused on quality in every aspect of an organization
Ishikawa was an advocate of seven tools for quality

ese included the cause-and-effect diagram sometim
own as the fishbone diagram or the Ishikawa diagram
hikawa also developed quality circles, which are team

that meet to solve quality problems.
Ishikawa also felt that quality should be looked at

from the customers prospective and to that end he
created six fundamentals of quality and four major
focus areas.
All employees should clearly understand the

objectives and business reasons behind the
introduction and promotion of company-wide
quality control.
The features of the quality system should clarified

at all levels of the organization and communicated
in such a way that the people have confidence in
these features.
The continuous improvement cycle should be

continuously applied throughout the whole
company for at least three to five years to develop
standardized work.
4. The company should define a long-term quality

plan and carry it out systematically.
he walls between departments or functions should

be broken down, and cross-functional management
should be applied.
6. Everyone should act with confidence, believing hi

or her work will bear fruit.
Quality Advocates
Dr. Genichi Taguchi (1924- )
Taguchi Loss Function
Taguchi felt that a lack of quality is a loss to
society
Any deviation from target specifications causes loss,

even if the variation is within specifications.
This type of loss might be in the form of poor finish,

poor fit, undersize, oversize or alignment problems.
An understanding of the loss function helps Six Sigm

actitioners set product and manufacturing tolerance
Dr. Taguchi is also known for his work in experimenta

design. His focus is on the significant elements of the
process.
. Select the process/product to be studied

. Indentify the important variables
. Reduce variation on the important variables
through redesign and process improvement
. Open up tolerances of unimportant variables
In Summary
The reading for this lecture is Chapter 2 of the

book by Summers.

Lecture 2 Quality Advocates

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Quality Advocates

The reading for this lecture is Chapter 2 of the

This lecture we will be discussing seven of the most

Shewharts work using statistics employed both

Shewhart stated that variation can come from two

Controlled variation is that variation that is present in

In machining there are variations in the

Uncontrolled phenomena come from sources externa

In machining if someone crashes the machine tool

Red Bead Experiment

Demings Economic Chain Reaction

Deming defined quality as non-faulty systems.

Red Bead Experiment

This experiment was created to remove barriers that

Red Bead Experiment

Deming placed 1000 beads in a box (800 white and

Participants were then asked to randomly scoop

Red Bead Experiment

Red Bead Experiment

Given these constraints, 20% of the beads were red

ming was also a great advocate in the use of statist

tage 1: Get the process under control by indentifyin

Stage 2: Once the special causes have been

tage 3: Monitor the improved process to determine

Once a process is stable and improved do not

eming encourages the use of Plan Do Study Act (PDS

Deming finished his career by tying all of the pieces

A system of profound knowledge has four parts

1.An appreciation for a system

Like Deming Juran was responsible for the

Jurans approach involves creating awareness of the

urans concept of quality goes beyond the immediat

Juran felt that managing for quality is an offshoot

Companys can become world class by identifying th

To undertake this the Juran approach was to form

At 100 years of age Juran stated:

n the 1950s Feigenbaum predicted that quality woul

There are four absolutes of quality management:

Crosby also did work on the difference between

Crosby also attempted to make quality more

Crosbys erroneous assumptions are:

Ishikawa defined quality broadly. Attention must be

Ishikawa was an advocate of seven tools for quality

hikawa also developed quality circles, which are team

Ishikawa also felt that quality should be looked at

All employees should clearly understand the

The features of the quality system should clarified

The continuous improvement cycle should be

4. The company should define a long-term quality

he walls between departments or functions should

6. Everyone should act with confidence, believing hi

Any deviation from target specifications causes loss,

This type of loss might be in the form of poor finish,

An understanding of the loss function helps Six Sigm

Dr. Taguchi is also known for his work in experimenta

. Select the process/product to be studied

The reading for this lecture is Chapter 2 of the

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