TQM

1. INNOVATORS OF TQM
By: Jay R. Cogal

2. THE TWO CONTRIBUTING COUNTRIES TO
THE INITIATION AND DEVELOPMENT OF
THE PRACTICE OF TQM, ARE THE:
UNITED STATES OF AMERICA
JAPAN

3. WHAT IS INNOVATION?
To introduce new methods, devices etc., to make changes

4. U.S QUALITY INNOVATORS
Walter Shewart
William Edward Deming
Joseph M. Juran
Philip B. Crosby and
Armand Feigenbaum

5. WALTER SHEWART
• He is the pioneer of Modern Quality Control
• Recognized the need to separate variation into
assignable and unassignable,
• He was also considered as the founder of the control
chart (e.g X-bar and R chart).
• He is also originator of the plan-to-do-check-act cycle.
• He define quality in terms of objective and subjective
quality, wherein objective quality is the quality of the
thing independent of the people while subjective
quality is a quality as a relative to how people perceive
it.

6. WILLIAM EDWARD DEMING(OCT.
14,1900-DEC. 20,1993)
• An American statistician, college professor, author,
lecturer and consultant.
• He was widely credited with improving production in
the United States during WW II, although he is
perhaps best know for his work in Japan.
• He is know as the father of the Japanese Post-war
industrial revival and was regarded by many as the
leading quality guru in the US.

7. DEMING’S CHAIN REACTION

8. PHILOSOPHY OF W. EDWARD DEMING
“Organization that adopt appropriate principles of
management can increase quality and simultaneously
reduce costs by reducing waste, rework, staff attrition and
litigation while increasing customer loyalty. The key is to
practice continual improvement and think of manufacturing
as a system, not as bits and pieces”

9. 4 PARTS OF SYSTEM PROFOUND
KNOWLEDGE ACCORDING TO DEMING
1. Appreciation of a system
• Understanding the overall processes involving supplier, producers, and
customers of goods and services.
2. Knowledge of variation
• The range and causes of variation in quality and uses the statistical sampling in
measurement.
3. Theory of knowledge
• The concept of explaining knowledge and the limits of what can be known,
4. Knowledge of Psychology
• Concept of human nature

10. 14 POINTS OF MANAGEMENT
1. Constancy of Purpose
• Create continual improvement of products and service society, allocating resources to
provide for long range needs rather than only short term profitability, with a plan to become
competitive , to stay in business.
2. The new philosophy
• Adopt a new style of management.
3. Cease dependence on mass inspection
• Eliminate the needs of mass inspection as the way of life to achieve quality by building
quality into the product in the first place
4. End lowest tender contracts
• Reduce the number of supplier for the same item by eliminating those that do not qualify with
statistical and other evidence of quality.

11. 5. Improve every process
• Improve constantly and forever every process for planning, production, and service.
6. Institute training on the job
• The organization must institute modern methods of training on the job for all, including
management, to make better use of every employee.
7. Institute leadership
• adopt and institute leadership aimed at helping people do a better job.
8. Drive out fear
• Encourage effective two way communication and other means to drive out fear throughout the
organization so that everybody may work effectively and more productive for the company.
9. Break down barriers
• Break down barriers between department and staff areas.

12. 10. Eliminate exhortation
• Eliminate the use of slogan, posters and exhortations for the work force demanding Zero defects and new
levels of productivity without providing methods.
11. Eliminate arbitrary numerical target
• Eliminate work standards that prescribe quotas for the work force and numerical goals for people in
management.
12. Permit pride of workmanship
• Remove the barriers that rob hourly workers, and people in management, of their right to pride of
workmanship. e.g abolition of the annual merit rating (appraisal of performance)
13. Encourage education
• Institute a vigorous program of education, and encourage self improvement for everyone.
14. Top management commitment and action
• Clearly define top management’s permanent commitment to ever improving quality and productivity, and
their obligation to implement all these principle.

13. THE 7 DEADLY DISEASE
1. Lack of constancy of purpose
2. Emphasis on short-term profits.
3. Evaluation of performance, merit rating, or annual review of performance.
4. Mobility of management
5. Running of company on visible figures alone
6. Excessive cost
7. Excessive cost of warranty, fueled by lawyers who work for contingency fees.

14. QUOTATION AND CONCEPT THAT FURTHER
EXPLAINS DEMING’S PRINCIPLES OF
MANAGEMENT
1. There is no substitute for knowledge
• Emphasizes the need to know more about everything in the system.
2. The most important things cannot be measured.
• The issues that are most important.
3. The most important things are unknown or unknowable.
• The factors that have the greatest impact, long term, can be quite surprising.
4. Experience by itself teaches nothing.
• According to Deming, knowledge is best thought by a master who explains the
overall system through which experience is judge.

15. 5. You can expect what you inspect
• Emphasized the importance of measuring and testing to predict typical result.
6. Special causes and common causes
• Deming considered anomalies in quality to be variation outside limits of a process.
7. acceptable defects
• Some defects are quite acceptable, and efforts to remove all defects would be an excessive
waste of time and money.
8. Deming Cycle (shewart cycle)Plan-do-check-act
• Describe as the simple method to test information before making a major decision Plan-design
the experiment, do-the experiment by performing steps, result by testing information, act-on the
decision base on those result.

16. 9. Semi-automated, not fully automated
• Deming advocated human-assisted semi automation, which allows which allows people to
change the semi automated or computer assisted process.
10. The problem is at the top; management is the problem
• Deming emphasized that the top level management had to change to produce significant
differences, in a long term, continuous manner.
11. What is system?
• A system is a network of independent component that work together to try to accomplish
the aim of the organization.
12. A system must be manage
• It will not manage by itself. Knowledge for leadership

17. 13. The worker is not the problem
• It is the management’s job to direct the efforts off all components toward the aim of the
system.
14. Knowledge is theory
• The action of management must base on theory.

18. QUIZ
Get ¼ sheet of paper

19. 1. What country’s who initiate and develop the practice of TOTAL QUALITY
MANAGEMENT?
2. Who is the pioneer of Modern quality control?
3. He is considered the founder of control chart. Who he is?
4. He is known as the father of the Japanese Post-War Industrial Revival. Who he
is?
5. - 10 Give at least 6 Points of management according to Edward Deming.
11. -15 give at least 5 quotations of concepts the principles of management according
to Deming.

20. JOSEPH M. JURAN (DEC. 4, 1904-FEB.
28,2008)
• He is well-known for helping improve Japanese quality.
• He developed the Juran Trilogy for Managing quality:
quality planning, quality control and quality management.
• He enlightened the world on the concept of the vital few,
trivial many is the foundation for Pareto Chart.
• He was born to a Jewish family in 1904 in Braila, Romania,
and later lived in Gura, Humorului. In 1912, he immigrated
to America with his family, settling in Minneapolis,
Minnesota.

21. CONTRIBUTIONS:
1. Pareto principle
• It was in 1941, that Juran discovered the work of Welfredo Pareto. He expanded the Pareto
principle applying it to quality issues (for example 80% of a problem is caused by 20% of a
caused). This is also known as “the vital few and the trivial many”.
2. Management theory
• He widely credited for adding the human dimension for quality management. He pushed for
the education and training of managers.
• According to Juran, resistance to change-or, in his term cultural resistance-was the root
cause of quality issue.

22. 3. Juran’s Trilogy
• Na approach to cross functional management that is composed of three
managerial process: planning, control and improvement.

23. JURAN MANAGEMENT SYSTEM
• Is a comprehensive management system that incorporates lesson learned from over 50 years
of research and study by Dr, Juran and the Juran Institute.
• It focuses on the changing the culture of an enterprise. It empowers the employee to:
a. be proactive in understanding customer needs in satisfying them.
b. become information-driven and solve problems faster with data.
c. view management as a quality leader.
d. reduce the costs of non performing process.
• JMS in enterprise level begins by ensuring the enterprise’s business strategy is understood by
the customers, thus compelling them to purchase its service or product-or both.
• It works to strike a balance between operational process risk and business goal.
Risk is a key indicator of the severity of operational problem.

24. 3 KEY METHODOLOGIES IN UTILIZING
JURAN’S TRILOGY
The Planning Methodology
• This methodology develop and puts in place the strategic and tactical goals that must be
achieved in order to attain financial , operational and quality result.
The Control Methodology
• The second management methodology is utilized to prevent or correct unwanted or
unexpected change.
The Improvement Methodology
• The third methodology construct a breakthrough system to create planned, predictable and
managed change.

25. 4 ELEMENTS OF ASSURING QUALITY IN
JURAN’S TRILOGY
1. Quality management
• Strategic- upper management….responsible for establishing and carrying out policy
decisions.
• Operational- middle management….responsible for managing the process of the
company.
• Workforce- assuring that specifications are met and work gets done.
2. Quality Planning
• According to Juran, quality planning must be accomplish:
Meeting customer needs; minimizing product dissatisfaction; avoiding rework, optimizing
company performance; allowing participation by everyone in the company.

26. • Juran even went so far as to provide us with roadmap. The road map consist of 10 steps:
1. Identify the customer
2. Discover customer’s needs
3. Translate the customer needs into our language
4. Establish units of measure
5. Establish measurement
6. Develop product
7. Optimize product design
8. Develop the process
9. Optimize: prove the process capability
10. Transfer to operation.

27. 3. Quality control
• We must maintain control, even for process that prove to be very acceptable.
• to establish control, a feedback loop takes place. The loop consist of;
Sensor- evaluates the performance of the system and report this performance to the umpire.
Umpire- understanding the specification, goal or standard and compare the actual performance
to the spec, goal or standard.
Actuator- makes changes to the system to assure agreement with the spec, goal and standard.
4. Quality Improvement
• Juran believes upper management is truly responsible for improving the quality of the
products processes and lives. To do this:

28. • create awareness of the needs of quality emprovement
• Mandate quality improvement
• Create the infrastructure
• Train everyone
• Review progress
• Recognize successes
• Expound the result

29. PHILIP B. CROSBY (JUNE 18, 1926-AUG.
18,2001)
• Was born at West Virginia
• after serving in WW II and Korean war , he work for Crosley,
Martin-Marietta and ITT where he was corporate vice president.
• He initiated the zero defects program at the Martin Company
• In 1979, after career at ITT, Crosby started the management
consulting company, Philip Crosby Association, Inc.

30. PRINCIPLE OF ZERO DEFECTS
1. Quality is conformance to requirement
• Every product or services has requirement: a description of what customer needs.
2. Defect prevention is preferable to quality inspection and corrections.
• Based on the observation that it is always nearly always less troublesome, more certain and
less expensive to prevent defects than to discover and correct them.
3. Zero defects is the quality standard
• Based on normative nature of requirement: if a requirement express what is genuinely
needed, then any unit that does not meet requirement will not satisfy the need and is no
good.
4. Quality is measured in a monetary terms- the price of nonconformance (PONC)
• Cosby believes every defects represent a cost, which is often hidden.

31. CROSBY 14 STEPS
1. Management commitment
• Top level view on quality show to all employee
2. The quality improvement team
• To pursue quality regime throughout the business
3. Quality measurement
• Analysis of business quality performance in a meaningful manner
4. The cost of quality
• Make sure everyone in the business understand the need for a quality system, and the cost
of the business if there’s no quality system place.
5. Quality awareness
• Make everyone in the business aware of the impact of the quality system.

32. 6. Corrective action
• Ensure that a system is in place for analyzing defects in the system and applying simple
cause and effect analysis.
7. Zero defects planning
• look for business activities to which zero defect logic should be applied.
8. supervisor training
• Get your supervisors trained in both quality logic and zero defect appreciation.
9. zero defects day
• A quality event by which all members of the effected section become aware that a change
has taken place.

33. 10. Goal setting
• Once a change has been implemented in a section of a business, the next step is to get the
employee and supervisor to set a goals improvement.
11. Error cause removal
• Communication process by which management are made aware that set goals are difficult to
achieve in order for the goals improvement to bring about continuous improvement.
12. Recognition
• management must recognized the employee who participate in the quality scheme.
13. Quality councils
• Using both specialist knowledge and employee experiences to bring about a focused approach to
business quality regime.
14. Do it over
• Continuous improvement means starting from the beginning again and again.

34. ARMAND FEIGENBAUM
• Stressed a systems approach to quality(all
organization must be focused on quality)
• Costs of quality may be separated into cost
prevention, appraisal and failure.

35. JAPANESE QUALITY INNOVATOR
Kauro Ishikawa
Genichi Taguchi
Shigeo Shingo

36. KAURO ISHIKAWA (1915-1989)
• Was a Japanese University professor and influential quality
management innovator best known in North America for the
Ishikawa or cause and effect diagram (also known as
Fishbone Diagram).
• Born in Tokyo the eldest of eight son. In 1939, he graduated
from University of Tokyo with an engineering degree in
applied chemistry.
• Ishikawa introduce the quality of circle (1962) in conjunction
of JUSE. The concept began as an experiment to see what
effect the “leading hand”(gemba-cho).

37. • Although many companies were invited to participate, only one company, Nippon Telephone &
Telegraph accepted.
• Among his efforts to promote quality were, the annual quality control conference for top
management (1963), several books in quality control.
• Diagram of Ishikawa
to identify desirable factors leading to an over all effect. It is used also to determine root
causes.

38. APPEARANCE
• Most Ishikawa diagram have a box at the right hand side in which is written the effect that is
to be examined. The main body of the diagram is horizontal line which stem the general
causes , represented as bone. These are drown toward the left side of the paper and each
other labeled causes to be investigated, often brainstorm beforehand and base on the major
causes listed above. Of each of the large bones there may be smaller bones highlighting
more specific aspect of a certain causes and sometimes there maybe a third level of bones
or more.

39. COMPANY WIDE QUALITY CONTROL (CWQC)
• Under this, quality control in Japan was characterized by company-wide participation from top
management to the lower ranking employees.
• It is also used for problem solving in the production process, for incoming material control and
new product design control, and also for analysis to help management decide policy, to verify
policy is being carried out and for solving problem in sales, personnel, labor management, and
in clerical departments.

40. EFFECT OF CWQC IN ENTIRETY OF THE
ORGANIZATION
• Product quality is improved and become uniform. Defects are reduced.
• Reliability of goods is improved
• Cost is reduced.
• Quantity of production is increased, and it become possible to make rational production
schedule.
• Wasteful work and rework are reduced.
• Technique is established and improved.
• Expenses for inspection and testing are reduced
• Contracts between vendors and vendee are rationalized.
• The sales market is enlarge

41. • better relationship are established between departments
• False data and reports reduced
• Discussions are carried out more freely and democratically
• Meetings are operated more smoothly
• Repairs and installation of equipment and facilities are done morerationally.
• Human relations are improved.

42. THE BASIC CONDITIONS FOR SUCCESSFUL
CWQC ARE AS FOLLOWS:
• All employee should clearly understand the aim of the company in order to introduce and
promote CWQC.
• The features of CWQC of the whole company, of departments, and of the branches
should be clarified. People should have confidence in these features.
• The effective PDCA(plan-do-check-act)cycle should rotate in the whole company, in
braches, in plants, and in workshops for at least three to five years. Statistical quality and
process analysis should be adequately carried out, and upstream control should be
developed and effectively used.
• The company should have the capability of establishing a long term plan of CWQC and
of carrying it out systematically
• The walls between departments or sectionalism should be broken down, and cross
functional management should be effectively carried out.
• Everyone should act with confidence, believing that his or her work will bear fruit.

43. 7 TOOLS OF QUALITY
• Ishikawa diagram
• Pareto chart
• Cheek sheet
• Control chart
• Flowchart
• Histogram
• Scatter diagram

44. GENICHI TAGUCHI
• Quality loss function (deviation from target is a loss to
society)
• He promoted the use of parameter design or robust
engineering

45. SHIGEO SHINGO
• Advocate the replacement of statistical process control with
source inspection
• Set up poke-yoke devices