Deming emphasized continual improvement and treating manufacturing as an interconnected system. Juran asserted that quality is fundamental, not innovative. Crosby's four principles for quality management included "doing it right the first time." The PDSA cycle involves planning a small test, conducting it, analyzing results, and refining changes. 5S and kaizen involve small, ongoing improvements through organization and cooperation. Shewhart introduced statistical process control. Feigenbaum defined quality management as integrating quality efforts across an organization. Total quality requires customer focus, treating quality and cost as equivalent, and making quality improvement continuous. Ishikawa developed cause diagrams and Taguchi advocated design for quality. Ohno identified seven types of waste including delays, overproduction,

1. CONTRIBUTIONS TO TQM Lesson 6

2. TQM GURUS
GURUS
Demin
g
by adopting appropriate principles of management, organizations 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
Juran Joseph Juran is one of the leading thinkers on the route establishing a culture of quality
throughout much of Japanese and then western business. He asserted that quality was nothing
new or clever. Rather, it is elemental and elementary.
Crosby Crosby, based on his idea of “doing it right the first time” (DIRFT), enumerated four fundamental
principles for quality management. And on these four fundamental principles, he developed his
fourteen steps to achieve a continuous improvement of quality.
PDSA Step 1: Plan—Plan the test or observation, including a plan for collecting data
Step 2: Do—Try out the test on a small scale
Step 3: Study—Set aside time to analyze the data and study the results
Step 4: Act—Refine the change, based on what was learned from the test
5s Is a standardized process that when properly implemented creates and maintains an organized,
safe, clean and efficient workplace
Kaizen Small, ongoing positive changes can reap major improvements. Based on cooperation and

3. CONTRIBUTIONS OF
Other contributions
Walter A.
Shewhart
Bringing a process into a state of statistical control would allow
the distinction between assignable and chance cause variations.
By keeping the process in control, it would be possible to predict
future output and to economically manage processes. This was
the birth of the modern scientific study of process control.
Dr. Armand V.
Feigenbaum
is an effective system for integrating the quality development,
quality maintenance, and quality improvement efforts of the
various groups in an organization so as to enable production and
service at the most economical levels which allow full customer
satisfaction.

4. TOTAL QUALITY ELEMENTS
The elements of total quality to enable a totally customer focus (internal and
external)
•Quality is the customer’s perception of what quality is, not what a company
thinks it is.
•Quality and cost are the same no different.
•Quality is an individual and team commitment.
•Quality and innovation are interrelated and mutually beneficial.
•Managing Quality is managing the business.
•Quality is a principal.
•Quality is not a temporary or quick fix but a continuous process of
improvement.
•Productivity gained by cost effective demonstrably beneficial Quality
investment.
•Implement Quality by encompassing suppliers and customers in the

5. JAPANESE PIONEERS
Pioneers
Ishikawa The technique uses a diagram-based approach for thinking through all
of the possible causes of a problem. This helps you to carry out a
thorough analysis of the situation.
Taguchi Design as "off-line quality control" because it is a method of ensuring
good performance in the design stage of products or processes. Some
experimental designs, however, such as when used in evolutionary
operation, can be used on-line while the process is running.
Taiichi
Onho
Seven wastes.
Shingo
Shingo
Is a management exercise in which enterprise leaders use various
methodologies to analyze their procedures to identify areas where they
can improve accuracy, effectiveness and/or efficiency and then
redesign those processes to realize the improvements.

6. SEVEN WASTES
Ohno was also instrumental in developing the way organizations
identify waste, with his "Seven Wastes" model which have become
core in many academic approaches. These wastes are:
1. Delay, waiting for time spent in a queue with no value being added
2. Producing more than you need
3. Over processing or undertaking non-value added activity
4. Transportation
5. Unnecessary movement or motion
6. Inventory
7. Production of Defects