Quality gurus of the world & their history

1. QUALITY …GURU’S
Phil Crosby Joseph Juran Edward Deming
Kaoru Ishikawa
Shigeo Shingo
Extracts from – ‘ QUALITY’ by John Beckford
Dr Mohan Parameswaran PhD (www.waransgemba.in )

2. PHILIP B . CROSBY
[ 1926 – 2001]
Crosby's first book, ‘Quality if Free’,
has been credited with beginning the Quality
revolution in the United States and Europe,
selling more than 1.5 million copies and printed in
15 languages. He subsequently published 13
more books, including ‘Quality without Tears’ ,
‘The Absolutes of Leadership’ in 1996 and
‘Quality and Me’, an autobiography filled with
lessons from life published in 1999.

3. PHILIP B . CROSBY
[ 1926 – 2001]
Quality is not only right ,it is free.
And it is not only free,
It is the most profitable product we have.
[ Harold S. Geneen( cited by Crosby ,1979)}

4. PHILIP B . CROSBY
[ 1926 – 2001]
Crosby’s 5 absolutes of Quality Management :
• Quality is defined as Conformance to
requirement , not as ‘goodness’ or ‘elegance’ .
• There is no such thing as a Quality Problem.
• It is always cheaper to do it right first time.
• The only performance measurement is the
cost of Quality
• The only performance standard is ZERO
DEFECT

5. PHILIP B . CROSBY
[ 1926 – 2001]
Quality , to Crosby is an inherent characteristic of
the product , not an added extra.
Three essential strands :
✓ a belief in quantification( 20% of mfg. cost relates
to failures ; service companies its around 35%)
✓leadership by management ( 85% of quality
problems are within the control of management)
✓Prevention rather then cure

6. PHILIP B . CROSBY
[ 1926 – 2001]
CROSBY’S 14 STEPS QUALITY PROGRAMME:
1. Establish management commitment
2. Form quality improvement teams [ cross-
functional]
3. Establish quality measurement
4. Evaluate quality cost
5. Raise quality awareness
6. Take corrective action
7. Undertake zero defects planning
8. Train supervisors and managers
9. Hold a ‘zero defect’ day
10.Encourage the setting of goals for
improvement
11.Encourage obstacle reporting
12.Provide recognition for contributors
13.Establish quality councils
14.Do it all over again

7. JOSEPH M. JURAN
[ 1904 – 2008 ]
….the vital few , the useful many…{ Joseph M. Juran}
➢Joseph Juran’s definition of Quality :
“Fitness for use or purpose”
➢ Key belief :management responsibility ; planning ;
measurability; training ;process
➢ Principal Methods : company –wide quality control;
the quality planning road map ; ten steps to quality
improvement

8. JOSEPH M. JURAN
[ 1904 -
Juran’s philosophy :
1. Management are largely responsible for
Quality [management controllable defects account for
Over 80% of the total quality problems]
2. Quality can be only improved through planning [the
recipe for action should consist of 90% substance and
10% exhortation, not reverse]
3. Plans and objectives must be specific and measurable
4. Training is essential and starts at the TOP
5. A three- step process of planning , control and action is
needed

9. JOSEPH M. JURAN
[ 1904 -
Joseph Juran’s ‘ quality trilogy’:
1.Quality Planning :
✓ Determine quality goals
✓ Institute implementation planning
✓ Institute resource planning
✓ Express goals in quality terms
✓ Create the quality plan

10. JOSEPH M. JURAN
[ 1904 -
Joseph Juran’s ‘ quality trilogy’:
2. Quality Control :
✓ Monitor performance
✓ Compare objectives with achievements
✓ Act to reduce the gap

11. JOSEPH M. JURAN
[ 1904 -
Joseph Juran’s ‘ quality trilogy’:
3.Quality Improvement :
✓ Reduce waste
✓ Enhance logistics
✓ Improve employee morale
✓ Improve profitability
✓ Satisfy customers

12. JOSEPH M. JURAN
[ 1904 -
Joseph Juran’s quality planning road map:
Step1…. Identify who are the customers*
Step2… Determine the needs of those customers
Step3… Translate those needs into our language[ the
language of the organization ]
Step4…Develop a product that can respond to those needs
Step5…Optimize the product features so as to meet our[
company’s] needs as well as customer’s needs
Step6…Develop a process which is able to produce the
product
Step7…Optimize the process
Step8… Prove that the process can produce the product
under operating condition
Step9…Transfer the process to operations
[ design and build]
*{ internal & external customer concept emerged}

13. JOSEPH M. JURAN
[ 1904 -
Joseph Juran’s 10 steps to continuous improvement:
Step1…Create awareness of the need and opportunity for
quality improvement
Step2…Set goals for continuous improvement.
Step3… Build an organization to achieve goals by
establishing a quality council , identifying problems ,
selecting a project, appointing teams and choosing
facilitators
Step4…Give everyone training
Step5…Carry out projects to solve problems
Step6…Report progress
Step7…Show recognition
Step8…Communicate results
Step9…Keep a record of successes
Step10…Incorporate annual improvement into the
company's regular system and processes and thereby
maintain momentum

14. W. EDWARDS DEMING
[1900 – 1993 ]
"We have learned to live
in a world of mistakes
and defective products
as if they were
necessary to life. It is
time to adopt a new
philosophy in America."
{A prophet is not without honor ,save in his own country} (Mathew 13:57)

15. W. EDWARDS DEMING
[1900 – 1993 ]
He was invited to Japan at the end of World War II by
Japanese industrial leaders and engineers. They asked Dr.
Deming how long it would take to shift the perception of the
world from the existing paradigm that Japan produced
cheap, shoddy imitations to one of producing innovative
quality products.

16. W. EDWARDS DEMING
[1900 – 1993 ]
Dr. Deming told the group that if they would follow his directions,
they could achieve the desired outcome in five years. Few of the
leaders believed him. But they were ashamed to say so and
would be embarrassed if they failed to follow his suggestions.

17. W. EDWARDS DEMING
[1900 – 1993 ]
As Dr. Deming told it, "They surprised me and did it in four years."
Deming Prize Medal

18. W. EDWARDS DEMING
[1900 – 1993 ]
Dr.Deming’s definition of Quality:
A function of continuous improvement
based on reduction in variation* around
the desired output.
* Dr. Deming was a keen Statistician

19. W. EDWARDS DEMING
[1900 – 1993 ]
The 7 deadly sin according to Deming:
1. Lack of constancy
2. Short term profit focus
3. Performance Appraisals
4. Job-hopping
5. Use of visible figures only
6. Excessive medical cost
7. Excessive cost of liability

20. W. EDWARDS DEMING
[1900 – 1993 ]
His philosophy taken together covered
the first 5 ‘ Deadly Sins.
These are evident in his belief in :
✓Quantitative ,statistically valid ,control system
✓Clear definition of those aspects under the direct
control of staff – that is , the ‘special causes’
and those which are the responsibility of
management- ‘ the common causes’ .
{ Deming suggested that these are as high as 94%}
✓A systematic ,methodical approach;
✓Continuous improvement;
✓Constancy and determination

21. W. EDWARDS DEMING
[1900 – 1993 ]
Formulate systematic approach to ‘Problem Solving’:
❖Popularly know as Deming ,Shewhart** or PDCA / PDS*A cycle
1.PLAN
2.DO
3.CHECK
4.ACT
{ John S Oakland added “ EPDCA”..E = Evaluation;
Central to the application of ISO 9001:2000 standards}
*STUDY
**Walter Shewhart (1891-1967) was
inventor of Control Chart & Mentor to
Deming.

22. W. EDWARDS DEMING
[1900 – 1993 ]
Deming has four principal methods:
1. The PDCA cycle
2. Statistical process control
3. The fourteen principles for transformation;
4. The seven –point-action plan

23. W. EDWARDS DEMING
[1900 – 1993 ]
Deming's 14 principles for transformation:
1. Create constancy of purpose to improve product & services
2. Adopt a new philosophy for the new economic age, with
management learning what their responsibility are and assumin
leadership for change
3. Cease dependence on mass inspection to achieve quality,
by building quality into the product
4. End the awarding of business on price; award business on
total cost and move towards single suppliers

24. W. EDWARDS DEMING
[1900 – 1993 ]
Deming's 14 principles for transformation:
5. Aim for continuous improvement of the system
of production and services to improve productivity
& quality and to decrease cost
6. Institute training on the job
7. Institute leadership with the aim of supervising people to help
them to do a better job
8. Drive out fear so that everyone can work effectively together
for the organisation

25. [1900 – 1993 ]
Deming's 14 principles for transformation:
9. Break down barriers between departments . Encourage
research , design ,sales and production to work together
to foresee difficulties belong in production and use
10. Eliminate slogans, exhortations and numerical targets
for the workforce since they are divisory , and anyway
difficulties belong to whole system
11. Eliminate quotas or work standards and management
by objectives or numerical goals ; leadership should be
substituted instead
12. Remove barriers that rob people of their pride in their work
13. Institute a vigorous education and self – improvement
programme
14.Put everyone in the company to work to accomplish
the transformation.

26. W. EDWARDS DEMING
[1900 – 1993 ]
Deming's 7 – point action plan :
1. Management must agree on the quality programme ,its
implication and the direction to take
2. Top management must accept and adopt the new philosophy
3. Top management must communicate the plan and the
necessity for it to the people in the organization

27. W. EDWARDS DEMING
[1900 – 1993 ]
Deming's 7 – point action plan :
4. Every activity must be recognized as a step in a process
And the customers of that process identified ; the customers
are responsible for the next stage of the process.
5.Each stage must adopt the ‘Deming’ or ‘Shewhart’ * cycle
- Plan – Do – Check – Action – as the basis of quality improvement
*Walter Shewhart(1891-1967)was inventor
Of ControlChart& mentor to Deming.
6. Team working must be engendered and encouraged to
Improve inputs and outputs everyone must be
enabled to contribute to this process
7. An organization for quality must be constructed with the support of
knowledgeable statisticians.

28. Dr SHIGEO SHINGO*
[1909 – 1990 ]
Shigeo Shingo’s definition of Quality :
Defects in a process
Shingo believed that ‘ statistical method detect
errors too late in in manufacturing process .’ He
suggested that instead of detecting errors , it is
better to engage in preventive measures aimed
at eliminating error sources.
Shingo believed in mechanizing the monitering
of error ,considering that human assesssment
was ‘ inconsistent and prone to error’. He called it
‘BAKA – YOKE’ [ FOOL PROOFING]

29. Dr SHIGEO SHINGO*
[1909 – 1990 ]
One day he was explaining Baka-yoke, fool-proofing
devices, created and implemented by workers on the
factory floor. A young woman started to cry. "Why
are you crying?" He asked. "Because I am not a
fool," she answered. "I am truly sorry." And at that
exact moment he changed the name from Baka-yoke
to Poka-yoke, mistake-proofing devices.
* SMED/ OTED

30. [[[[ 1915 – 1989 ]
Dr KAORU ISHIKAWA
According to Ishikawa, quality improvement is a
continuous process, and it can always be taken one
step further.

31. [1915 – 1989 ]
Dr KAORU ISHIKAWA
KAORU ISHIKAWA’S DEFINITON OF QUALITY :
Quality of Product ,Service, Management ,the Company
itself and the Human being.
KEY BELIEF : Systemic approach ; participation ;
Communication.
PRINCIPLE METHOD : Seven Tools of Quality Control
Fishbone diagram
Quality circles

32. [1915 – 1989 ]
Dr KAORU ISHIKAWA
KAORU ISHIKAWA’S SEVEN TOOLS OF QUALITY CONTROL:
1. Pareto charts ….used to identify causes of problem
2. Ishikawa (fishbone ) diagrams…Charts of cause & effect in
processes.
3. Stratification…. Layer charts which place each set of data
successively on top of the previous one.
4. Checksheets … To provide a record of quality
5. Histograms … Graphs used to display frequency of various
ranges of values of a quantity
6. Scattergraphs ..Used to help determine whether there is a
correlation between two factors.
7. Control charts …Used as a device statistical process control

33. Typical Problem Solving Process
- Not Us ??? -
• First jump to conclusions
• Then collect arguments to support our pet theory
• Get emotionally attached to our pet theory
• Become convinced that we have the complete
picture
• Take pride in authorship of our theory
• Vehemently oppose any other explanation
• Fight tooth and nail to protect our theory from
detractors and critics