2. Quality Guru
Main Contribution
Deming was concerned that the management of companies in the US
at the time were operating on the wrong paradigm.
There was a failure to plan for the future and to foresee problems before
they arose.
Deming saw the problem of quality lying primarily
with management.
Deming showed that not only was a blame culture
counterproductive, but if blame had to be
apportioned it lay with management.
The basic cause of industrial quality problems,
according to Deming, was the failure of senior
management to plan ahead.
W Edwards Deming
3. The 14 points are Deming’s unique contribution to the understanding
of quality.
1. Create constancy of purpose
toward improvement of product
and service, with the aim to
become competitive and 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, 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.
4. 5. Improve constantly and forever
the system of production and
service, to improve quality and
productivity, and thus constantly
decrease cost.
6. Institute training on the job.
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.
5. 9. Break down barriers between
departments. People in research,
design, sales and production must
work as a team, to foresee
problems of production and use
that may be encountered with the
product or service.
10. 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.
6. 11. Eliminate work standards
(quotas) on the factory floor.
Substitute leadership.
12. 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.
13. Institute a vigorous program of
education and self-improvement.
14. Put everyone in the company
to work to accomplish the
transformation.
The transformation is everyone’s
work.
.
8. Joseph Juran
Juran is the author and editor of a number of books,
including Juran’s Quality Control Handbook, Juran on
Planning for Quality and Juran on Leadership for Quality.
Juran’s Trilogy is an approach to cross-functional management
that is composed of three managerial processes: planning,
control, and improvement.
Road map to quality planning:
1. Identify who are the customers.
2. Determine the needs of those customers.
3. Translate those needs into our language.
4. Develop a product that can respond to those needs.
5. Optimize the product features so as to meet our
needs as well as customer needs.
6. Develop a process that is able to produce the product.
7. Optimize the process.
8. Prove that the process can produce the product under
operating conditions.
9. Transfer the process to operations.
9. The 80/20 rule
Juran was the first management guru to deal with the broader
management issues of quality.
He believed, like Deming, that most quality problems are
traceable back to management decisions.
He believed that poor quality is usually the result of poor
management.
Using the Pareto principle, Juran believed that 80 per cent of
an organization’s quality problems are the result of
management controllable defects.
Putting the systems right often means putting the quality right
It follows from this that 80 per cent of problems lie with
management, as they have control of 80 per cent of the
systems in an organization.
10. Tom Peters
For them the leader was to be a facilitator
and the person with vision motivating the
rest of the team.
He is primarily a management theorist whose views on what makes successful organizations have considerable
relevance to quality.
In A Passion for Excellence with co-author Nancy Austin, Peters identified leadership as being central to the quality
improvement process. Importantly, they considered that the term ‘management’ should be discarded in favor of
‘leadership’.
11. Peters is well known for his views on customer orientation. He described 12 attributes, or traits, of the quality
revolution that all organizations need to pursue. These traits are:
• A management obsession with quality—Peters stresses the importance of practical action to back up the emotional
commitment to quality, e.g. halving the number of reworks, never walking past shoddy goods.
• Passionate systems—for Peters, failure is invariably due to passion without system, or system without passion. He
believes that both system and passion are necessary.
• Measurement of quality—this is an essential element; it should begin at the outset of any quality programm and
should be carried out by the participants themselves.
• Quality is rewarded—Peters believes that financial incentives can boost quality improvement.
• Everyone is trained for quality—Peters believes that every person in an organization should be extensively trained.
Training should include cause and effect analysis, statistical process control, and team work.
12. • Multi-function teams—quality circles, cross-functional teams or corrective action teams should be introduced.
• Small is beautiful—Peters does not believe that there is any such thing as a small improvement. All improvements are
significant.
• Create endless ‘Hawthorne effects’—he believes in getting things going with new goals, new themes and new events.
• Parallel organizational structure devoted to quality improvement— this he describes as the creation of shadow
quality teams and emphasizes that it is a route through which hourly paid workers can progress.
• Everyone is involved—suppliers, distributors and customers are all part of the organization’s quality process. Joint
improvement teams may be formed.
• When quality goes up, costs go down—quality improvement is the primary source of cost reduction.
• Quality improvement is a never-ending journey—all quality is relative. Each day all products or services are either
getting relatively better or worse, but never stand still.
13. Kaoru Ishikawa
He was awarded the Deming Prize for his writings on total quality control. His most famous book: What is Total.
Quality circles
One major characteristic of Japanese company-wide quality control is the quality circle. The quality circle is probably
the most well-known Japanese contribution to quality management.
Kaoru Ishikawa built on Feigenbaum’s concept
of total quality and suggested that all
employees have greater role to play, arguing
that an over-reliance on the quality
professional would limit the potential for
improvement.
Maintaining that company-wide participation
was required from the top management to the
front-line staff.
As every area of an organization can affect
quality, all areas should study statistical
techniques and implement as required with
internal and external Quality Audit programms.
14. He suggesting the following benefits:
• Reduced defect
• Improved product quality is improved
• Quality improvement becomes the norm
• Increased reliability
• Reduced costs
• Increased quality of production
• Waste is identified and reduced
• Rework is identified and reduced
• Improvement techniques are established and continually improved
• Inspection and after-the-fact expenses are reduced
• Contracts are rationalized
• Sales and market opportunities are increased
• Company reputation is increased
• Interdepartmental barriers are broken down and communication becomes easier
• False and inaccurate data is reduced
• Meetings are more effective and focused
• Repairs and maintenance are rationalized
• Improvement in human relations
• Company loyalty is increased
15. A fishbone diagram, also called a cause and effect diagram or Ishikawa diagram, is a visualization tool for
categorizing the potential causes of a problem in order to identify its root causes.
he design of the diagram looks much like a skeleton of a fish.
