Quality Guru and Main Contributions

2. Deming was concerned that the management of companies in the
US at the time were operatmg on the wrong paradigm.
Deming saw the problem of quality lying primarily with management
and not the workers’ fault.
The basic cause of industrial quality problems, according to
Deming, was the failure of senior management to plan ahead.
Through their actions they were responsible for the quality of the
products they produced.
To provide a guide to how to manage for quality, Deming produced
his famous 14 points.
Deming’s profound system of knowledge
Consists of four interrelated parts:
• appreciation of a system;
• knowledge about variation;
• theory of knowledge;
• psychology
Main Contribution
 Create a constancy of purpose for improvement of the
product and service, with the aim to become competitive and
to stay in business, and to provide jobs.
 Adopt the new Philosophy.
 Cease dependence on mass inspections to achieve quality.
 End the practice of awarding business on the basis of price.
 Improve constantly and forever the system of production and
service, to improve quality and productivity, and thus to
constantly decrease cost.
 Institute training on the job.
 Institute leadership.
 Drive out fear, so that everyone may work effectively for the
company.
 Break down the barriers between departments.
 Eliminate slogans, exhortations, and targets, asking for new
levels of productivity without providing the workforce with the
methods to do job better.
 Eliminate work standards that prescribe numerical quotas.
 Remove the barriers that rob people of their right to pride of
workmanship.
 Institute a vigorous program of education and self-
improvement.
 Put everyone in the company to work to accomplish the
transformation.

3. Born in 1904. In 1981 the Emperor of Japan
awarded him the prestigious Second
Order of the Sacred Treasure.
He is probably most renowned for coining the
phrase ‘fitness for use or purpose’.
Juran was the first management guru to deal
with the broader management issues of quality.
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.
Main Contribution
Juran developed a road map to quality planning,
which consists of the following steps:
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.

4. He was a quality manager on the first
Pershing missile programme and
later joined ITT, where for 14 years
he was Corporate Vice President and
Director of Quality.
In 1979 Crosby published his most
famous book Quality is Free.
In 1984 Crosby published Quality
Without Tears
Main contributions
Crosby’s name is associated with
two very appealing and powerful
ideas.
 The first is that quality is free.
This very powerful idea is
premised on the idea that
savings from quality improvement
programmes pay for themselves.
 The second idea is his
controversial notion of zero
defects .This idea is idea most
associated with him is the notion
that errors, failures, waste and
delay can be totally eliminated if
the organization has the will.

5. He is primarily a management theorist.
His most famous book In Search of Excellence,
written with Robert Waterman, which was
published in 1982.
His second book, A Passion for Excellence,
written with Nancy Austin, was published in
1985.
In A Passion for Excellence with co-author
Nancy Austin, Peters identified leadership as
being central to the quality improvement
process. For them the leader was to be a
facilitator and the person with vision motivating
the rest of the team.
Main Contributions
In Thriving On Chaos he describes 12
attributes, or traits, of the quality revolution that
all organizations need to pursue. These traits
are:
 A management obsession with quality.
 Passionate systems
 Measurement of quality
 Quality is rewarded
 Everyone is trained for quality
 Multi-function teams
 Small is beautiful
 Create endless ‘Hawthorne effects’
 Parallel organizational structure devoted to
quality improvement
 Everyone is involved
 When quality goes up, costs go down
 Quality improvement is a never-ending
journey

6. He was awarded the Deming
Prize for his writings on total
quality control. His most famous
book What is Total Quality
Control? The Japanese Way was
published in 1985.
The quality circle is probably the
most well-known Japanese
contribution to quality
management. Quality circles are
about using human capabilities to
the full. These aims are broader
than is consistent with a narrow
definition of quality as often used
in the West.
Main contribution
 The members of quality
circles taught the seven tools
of quality control: Pareto
charts, cause and effect
diagrams, stratification, check
sheets, histograms, scatter
diagrams and Shewhart’s
control charts and graphs
 Identified concept of “internal
customer.”

7. In his 1961 book Total
Quality Control, he
outlined his quality
principles in 40 steps.
He promoted the idea of
a work environment
where quality
developments are
integrated throughout the
entire organization
Main Contribution
He introduced the
concept of total quality
control.

8. He estimates that as much as 80
percent of all defective items are
caused by poor product design.
Taguchi stresses that companies
should focus their quality efforts on
the design stage, as it is much
cheaper and easier to make changes
during the product design stage than
later during the production process.
Main Contribution
 Focused on product design
quality. Taguchi is known for
applying a concept called design
of experiment to product design.
This method is an engineering
approach that is based on
developing robust design, a
design that results in products
that can perform over a wide
range of conditions.
 Developed Taguchi loss function.
According to the function, smaller
differences from the target result
in smaller costs: the larger the
differences, the larger the cost.

9. He was a statistician at Bell
Labs during the 1920s and
1930s.
He developed quality
control charts that are used
to identify whether the
variability in the process is
random or due to an
assignable cause, such as
poor workers or
miscalibrated machinery
Main Contribution
Contributed to
understanding of process
variability.
Developed concept of
statistical control charts.