Quality guru

Quality Guru
MAIN CONTRIBUTION
BY B. SANTIAGO CALISPA

These are the Quality Gurus
W. Edwards Deming
Joseph Juran
Philip B Crosby
Tom Peters
Kaoru Ishikawa

W. Edwards Deming
William Edwards Deming (October 14, 1900 – December 20, 1993) was an
American engineer, statistician, professor, author, lecturer, and management
consultant. Educated initially as an electrical engineer and later specializing
in mathematical physics, he helped develop the sampling techniques still
used by the U.S. Department of the Census and the Bureau of Labor Statistics.
Deming is best known in the United States for his 14 Points (Out of the Crisis,
by W. Edwards Deming, Preface) and his system of thought he called the
System of Profound Knowledge. The system comprises four components or
"lenses" through which to view the world simultaneously:

Contributions to TQM
W. Edwards Deming's ideas were capture in his most important book called Out OF The Crisis, in it, he exposed that management was
the real problem instead of workmen kind as it was supposed. However he is well know for his fourteen points as follows:
1. Create constancy of purpose toward improvement of product and service.
2. Adopt the new philosophy.
3. Eliminate the need for massive inspection by building quality into the product.
4. End the practice of awarding business on the basis of a price tag
5. Improve constantly and forever the system of production and service
6. Institute training on the job.
7. Institute leadership.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments.
10. Eliminate slogans, exhortations.
11. Remove barriers that rob the hourly worker of his right to pride of workmanship.
12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation.

In addition, he also developed a guide to the barriers that stand in the way of quality improvement—his ‘seven
deadly diseases’.
1. lack of constancy of purpose.
2. short-term thinking.
3. evaluation of an individual’s performance through merit ratings or annual review.
4. job-hopping.
5. Running a company on visible figures alone
6. Excessive medical costs
7. Excessive costs of warranty, fueled by lawyers who work for contingency fees

Joseph Juran
Juran was born in Brăila, Romania, born to a Jewish couple, they later lived in
Gura Humorului. Juran excelled in school, especially in mathematics. He was a
chess champion at an early age, and dominated chess at Western Electric.
Juran graduated from Minneapolis South High School in 1920. In 1924, with a
bachelor's degree in electrical engineering from the University of Minnesota,
Juran joined Western Electric's Hawthorne Works. In 1925, Bell Labs
proposed that Hawthorne Works personnel be trained in its newly developed
statistical sampling and control chart techniques.

Juran´s ideas are pretty similar to W. Edwards Deming, He believed that a bad quality procedure is because of a
bad management. 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. In the first edition of the Quality
Control Handbook, published in the 1950s, he used his now famous words ‘there is gold in the mine!’
Juran developed an approach that he called Strategic Quality Management., SQM is a three-part process based
on staff at different levels making their own unique contributions to quality improvement. Senior management
has the strategic view of the organization, middle managers take an operational view of quality, while the
workforce is responsible for quality control. 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
9. conditions.
10.Transfer the process to operations.

Philip B Crosby
Crosby was born in Wheeling, West Virginia, in 1926. He served in the Navy
during World War II and again during the Korean War. In between, he earned
a degree from the Ohio College of Podiatric Medicine. His first job in the field
of quality was that of test technician in the quality department at Crosley
Corporation in Richmond, Indiana beginning in 1952. He left for a better-
paying position as reliability engineer at Bendix Corporation in Mishawaka,
Indiana in 1955, working on the RIM-8 Talos missile. He left after less than
two years to become senior quality engineer at The Martin Company's new
Orlando, Florida organization to develop the Pershing missile. There he
developed the Zero Defects concept. He eventually rose to become
department head before leaving for ITT Corporation in 1965 to become
director of quality.

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 programmers pay for
themselves. The second idea most associated with him is the notion that errors, failures, waste and delay—
all the ‘inequality things’—can be totally eliminated if the organization has the will. This is his controversial
notion of zero defects.
The essential first step in a quality programme, according to Crosby, is Management Commitment. The
second step builds on the commitment with the setting up of a Quality Improvement Team. into Step 3,
Quality Measurement. It is important to be able to measure the current and potential non-conformance in
such a manner that it permits objective evaluation and corrective action. Step 4 by quantifying The Cost of
Quality. Step 5 in Crosby’s steps to quality is the building of Quality Awareness. 6, Corrective Action. Step 7,
Zero Defects Planning. Step 8 Supervisor Training. Step 9 is the holding of a Zero Defects Day. Step 10 is Goal
Setting. Step 11, Error-Cause Removal. Step 12, Recognition, step 13 is the establishment of Quality Councils.
14, Do It Over Again.

Tom Peters
Peters was born in Baltimore, Maryland. He went to Severn School a private,
preparatory high school, graduating in 1960. Peters then attended Cornell
University, receiving a bachelor's degree in civil engineering in 1964, and a
master's degree in 1966.
He returned to academia in 1970 to study business at Stanford Business
School, receiving an M.B.A. followed by a PhD in Organization Behavior at the
Stanford business school in 1977. The title of his dissertation was "Patterns of
Winning and Losing: Effects on Approach and Avoidance by Friends and
Enemies.“ Karl Weick credited Peters' dissertation with giving him the idea for
his 1984 article: "Small wins: Redefining the scale of social problems."

Peter with his partner Nancy developed an idea about management, actually they think ledership is best using
than management, For them the leader was to be a facilitator and the person with vision motivating the rest of
the team. They created a lidership style named MBWA which is characterized by:
1. listening to staff, which shows that he/she cares;
2. teaching and transmitting values;
3. facilitating and giving on-the-spot help and advice.
Besides, Peters is well known for his views on customer orientation and his 12 attributes of quality revolution.

1. 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 'Hawthorne' effects
9. Parallel organization structure devoted to quality improvement
10. Everyone is involved
11. When quality goes up, costs go down
12. Quality improvement is a never-ending journey

Kaoru Ishikawa
Born in Tokyo, the oldest of the eight sons of Ichiro Ishikawa. In 1939 he
graduated University of Tokyo with an engineering degree in applied
chemistry. After graduating from the University of Tokyo he worked as a
naval technical officer from 1939-1941. Between 1941-1947 Ishikawa
worked at the Nissan Liquid Fuel Company. In 1947 Ishikawa started his
academic career as an associate professor at the University of Tokyo. He
undertook the presidency of the Musashi Institute of Technology in 1978.
In 1949, Ishikawa joined the Japanese Union of Scientists and Engineers
(JUSE) quality control research group.

Kaoru Ishikawa
One of his most famous and worldwilde contribution is named quality cricle which means 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. So Quality circles is a group of 5 to 12 men led by one who meet regularly
and whose aim is develop and improve the area in which they are involved.
Hoever this sytem has been critizaid in western countries, becouse the social model in completed different
form Japam or asian sociaties.

Quality guru

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