This document summarizes five influential quality gurus: W. Edwards Deming, Joseph Juran, Philip B. Crosby, Tom Peters, and Kaoru Ishikawa. It outlines their major contributions to quality management such as Deming's 14 points, Juran's strategic quality planning approach, Crosby's ideas of zero defects and quality being free, Peters' 12 traits of quality revolution, and Ishikawa's pioneering of quality circles in Japan.

1. Quality Guru (Gurus)
It is about five of the most influential writers on quality.
• 1 W Edwards Deming
• 2. Joseph Juran
• 3 Philip B Crosby
• 4 Tom Peters and
• 5 Kaoru Ishikawa

2. W Edwards Deming
 He wrote in response to the crisis that he
believed US industry was facing a crisis
which was provoked by the onslaught at
the time of better quality Japanese
products.
 His most important book, Out of the Crisis,
was published in 1982, and its aim was to
transform the style of American
management’.
 The basic cause of industrial quality
problems, according to Deming, was the
failure of senior management to plan
ahead.
Deming produced 14 famous points to provide a guide to how to manage for quality:
• 1. Create constancy of purpose for improvement of the product and service.
• 2. Adopt the new philosophy to make the shift and adopt new ways of working.
• 3. Cease dependence on mass inspection to achieve quality
• 4. End the practice of awarding business on the basis of price.
• 5. Improve constantly and forever the system of production and service to improve
quality and productivity .
• 6. Institute training on the job. Money spent on training the workers is important.
• 7. Institute leadership. The job of management is leadership .
• 8.Drive out fear, everyone may work effectively for the company.
• 9. Break down the barriers between departments.
• 10. Eliminate slogans asking for new levels of productivity without providing
methods to do the job better.
• 11. Eliminate work standers that prescribe numerical quotas.
• 12. Remove the barriers that rob people of their right to pride of workmanship.
• 13. Institute a vigorous programme of education and self-improvement.
• 14. Put everyone on the company to work to accomplish the transformation.

3. Joseph Juran
• Between his main books there is Quality
Control Handbook in which its first
edition in 1950 he used his now famous
words ‘there is gold in the mine!’
• 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.
• Juran believed that quality does not just
happen, it has to be planned. To assist
managers in planning quality, Juran
developed an approach that he called
Strategic Quality Management.
• 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. Philip B Crosby
• 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.
Crosby’s name is associated with two very appealing
and powerful ideas.
1. 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.
2. The second idea most associated with him is the
notion that errors, failures, waste and delay—all the
‘unquality things’—can be totally eliminated if the
organization has the will. This is his controversial
notion of zero defects.
• Zero defects are Crosby’s major, but
controversial, contribution to thinking on quality. It
is a powerful idea. It is the commitment to
success and the elimination of failure. It involves
putting systems in place that ensure that things
are always done in the right way first time and
every time.
• For Crosby there is only one standard, and that is
perfection.
• In services zero defects are desirable, but it is
difficult to guarantee fault-free service with so
many opportunities for human error.
Nevertheless, zero defects are an important
service-industry goal.

5. Tom Peters
He is primarily a management
theorist whose views on what makes successful
organizations have
considerable relevance to quality.
Peters and Austin call
MBWA the technology of
the obvious and
believe that the effective
leader, by practising
MBWA, is able to pursue
the following important
characteristics:
1Listening to staff, which
shows that she/he cares
2 Teaching and transmitting
values
3. Facilitating and giving
on-spot help and advice
He describes 12 traits of the quality revolution that all
onganizations needs to porsue.
1.A management obsession with quality
2. Passionate systems
3. Measurement of quality
4. Quality is rewarded
5. Everyone is trained for quality
6. Multi-function teams
7. Small is beautiful
8. Create endless
9. Parallel organizational structure devoted to quality improvement.
10. Everyone is involved
11. Quality improvement is the primary source of cost reduction
12 Quality improvement is never ending

6. Kaoru Ishikawa
. Kaoru Ishikawa was born in 1915. He was a
graduate in engineering from Tokyo University. He
obtained his doctorate in engineering and became
Professor at Tokyo University in 1960. 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. He died in 1989. He is most
famous for his work on quality circles and was a
pioneer of the Quality Circle movement in Japan
in the early 1960s. He is also well known for his
statistical techniques, including the fishbone
• Quality circles
• The quality circle is probably the most well-
known Japanese contribution to quality
management. It spread to banks and retailing
and has been exported worldwide. Success in
the West has not been so extensive as in Japan.
• In Japan a quality circle is typically a voluntary
group of usually five to a dozen staff all from
the same workshop. They meet regularly and
are led by a foreman, team leader or one of the
workers. Their aim is to contribute to the
improvement and development of the
enterprise and to build a happy workforce.
Quality circles are about using huma
capabilities to the full.