Quality Gurus

Quality Gurus

Prepared By: Gurpreet Singh

The Quality Gurus

W. Edwards Deming

Joseph M. Juran

Philip B. Crosby


Philip B. Crosby

Kaoru Ishikawa

W. Edwards Deming

Electrical Engineering, University of Wyoming, 1921

PhD, Yale University

Western Electric Hawthorne, Chicago


US census statistician, 1939/40

Teaching Shewhart methods, 1942

Quality, Productivity and Competitive Position, 1982

Out of the Crisis, 1986/88

British Deming Association, Salisbury

W. Edwards Deming

A Statistics Professor at New York University in 1940s.

Went to Japan after World War II to assist Japanese in

improving quality and productivity.

Union of Japanese Scientists were so impressed that in 1951,


Union of Japanese Scientists were so impressed that in 1951,

after series of lectures presented by Deming, they established

the Deming Prize, awarded annually to firms that distinguish

themselves with quality management programmes.

He was largely unknown to business leaders in US.

W. Edwards Deming

He worked with Japanese for 30 years before he gained

recognition in his own country.

Died in 1993.


Famous list of 14 points and Deming Cycle.

Cause of inefficiency and poor quality is the system not

the employees.

Its managements responsibility to correct the system to

achieve the desired results

W. Edwards Deming

He stressed the need to reduce variation in O/P i.e.

(deviation from a standard), which can be accomplished

by distinguishing B/W special causes of variation


(correctable) and common causes of variation (random).

Key elements of Demings 14 points are:

Constancy of purpose

Continual Improvement

Profound Knowledge:

It includes:

W. Edwards Deming

Profound Knowledge:

1. An appreciation for a system

2. Theory of Variation


3. Theory of Knowledge

4. Psychology

W. Edwards Deming

Profound Knowledge:

1. An appreciation for a system:

Starting point, refers to everyone in the organization working

to achieve optimization.


to achieve optimization.

Toward that end, management must eliminate internal

competition.

2. Theory of Variation:

Important key to quality improvement

Necessary to differentiate B/W random and correctable

variation.

W. Edwards Deming

Profound Knowledge:

3. Theory of Knowledge:

Knowledge comes from theory.

Learning cannot occur within an organization without it.


Learning cannot occur within an organization without it.

4. Psychology:

Most powerful element of profound knowledge.

He believed that workers wants to create and learn but the

management unintentionally often does things such as

establishing rating systems that reduce the internal motivation.

W. Edwards DemingDemings 14 Points:


W. Edwards Deming

Deming 7 Deadly Sins:

1. Lack of vision and mission as regards quality & process improvement

2. Emphasis on short term profit

3. Personal performance appraisal systems


4. Mobility of management

5. Running a company on visible figures alone

Customer satisfaction level

Employee morale

Relationship with your vendors

Confidence the market has in your company

6. Excess non-productive expenditure

7. Excessive cost of warranty

Plan

Act

The PDSA Cycle/Deming Wheel


Do

Study


1. Plan:

Begin by studying the current process.

Document the process

Collect data on the process/problem. Collect data on the process/problem.

Analyze the data and develop a plan for improvement.

Specify measures for evaluating the plan.

2. Do:

Implement the plan on small scale if possible.

Document any changes made during this phase.

Collect data systematically for evaluation.



3. Study:

Evaluate the data collection during do phase.

Check how closely the results match the original goals of the plan

phase.

4. Act:

If the results are successful, standardize the new method and

communicate the new method to all people associated with the

process.

Implement training for the new method.

Is the results are unsuccessful, revise the plan and repeat the process or

cease this project.



Employing this sequence of steps provides a systematic

approach to continuous improvement.


Joseph M. Juran

1904-2008

Western Electric manufacturing, 1920s

AT&T manufacturing

Quality Control Handbook, 1951


Quality Control Handbook, 1951

Management of Quality courses

Juran on Planning for Quality, 1988

Died aged 103 of natural causes

Company wide quality cannot be delegated

Joseph M. Juran

Taught Japanese manufactures how to improve the quality of

their goods.

He made 1st trip to Japan few years after the publication of his

Quality Control Handbook in 1951.


Quality Control Handbook in 1951.

His approach differs on the importance on statistical methods

and what an organization must do to achieve quality:

Believed that an organization can manage for quality.

Less emphasis on statistical methods than Deming.

He is credited as one of the 1st to measure the Cost of Quality.

Joseph M. Juran

His view:

Quality begins by knowing what customer want.

Quality as fitness-for-use.

Also believed that roughly 80% of quality defects are


Also believed that roughly 80% of quality defects are

management controllable i.e. management has the responsibility

to correct this deficiency.

Described quality management in terms of a Trilogy:

Quality Planning

Quality Control

Quality Improvement

Joseph M. Juran

Trilogy:

Quality Planning:

It is necessary to establish process that are capable of meeting quality

standards.


standards.

Quality Control:

It is necessary in order to know when corrective action is needed.

Quality Improvement:

It will help to find better ways of doing things.

Jurans Philosophys Element:

Managements commitment to continual improvement.

Joseph M. Juran

Juran Trilogy


Joseph M. Juran

Trilogy: (Quality Planning)

Identify the Customers

Determine the customer needs


Develop a process

Prove process capability

Joseph M. Juran

Trilogy: (Quality Control)

Choose control Subjects (What to Control)

Choose Units of measurements


Establish Measurement

Establish Standards of performance

Measure actual performance

Interpret the difference

Take action on the difference

Joseph M. Juran

Trilogy: (Quality Improvement)

Prove need for improvement

Identify specific projects for Improvements


Organize to guide & Diagnosis

To find causes

Provide Remedies

Prove remedies for effective in operating conditions

Control the gains

Joseph M. Juran

Conformance to specifications is necessary but not sufficient

requirement of a product.

Fitness for use by the consumer of the targeted market

segment is an essential requirement in addition to


segment is an essential requirement in addition to

conformance

Joseph M. Juran

10 Points:

1. Build awareness of need and opportunities for improvement

2. Set goals for improvement

3. Organise the overall improvement programme


3. Organise the overall improvement programme

4. Provide the training

5. Solve problems through project methodology

6. Report progress

7. Give recognition

8. Communicate results

9. Keep score

10. Institutionalise the improvement process

Philip B. Crosby

(1926-2001)

Martin missiles

QM at ITT, then corporate VP

1979: Quality is Free


1979: Quality is Free

Philip Crosby Associates Inc.

1984: Quality without Tears

Do It Right First Time

Zero Defects

Conformance to requirements

Philip B. Crosby

Worked at Martin Marietta in 1960s.

Where he developed the concept of zero defects

He popularized the phrase Do it right the first time.

He stressed prevention and argued against the idea that there


He stressed prevention and argued against the idea that there

will always be some level of defectives.

He was corporate VP for quality for ITT in 1970s.

He was instrumental in making quality a concern of top

company executives.

In 1979, his book Quality Is Free was published.

Philip B. Crosby

He believed that any level of defects is too high and

management must install programs that help the organization

move toward the goal.

Some key points:


Some key points:

Top management must demonstrate its commitment to quality

and its willingness to give support to achieve good quality.

Management must be persistent in efforts to achieve good quality.

Management must spell out clearly what it wants in terms of

quality and what workers must do to achieve that.

Make it (or do it) right the first time.

Philip B. Crosby

He maintains that achieving quality can be easy.

His book Quality without Tears: The Art of Hassle-Free

Management was published in 1984.

The quality-is-free concept is that the costs of poor quality are


The quality-is-free concept is that the costs of poor quality are

much greater than traditionally defined.

Philip B. Crosby

Absolutes of QM:

Quality is defined as conformance to requirements, not as

'goodness' or 'elegance'

The system for creating quality is prevention, not appraisal


The system for creating quality is prevention, not appraisal

Quality is Free

The performance standard must be Zero Defects, not "that's close

enough"

The measurement of quality is the Price of Non-conformance, not

indices.

Cost of quality is only the measure of operational performance

Philip B. Crosby Crosbys Points:

Management commitment

Quality improvement team

Quality measurement

Evaluation of cost of quality


Evaluation of cost of quality

Quality awareness

Corrective action

Establish committee for zero defect planning

Supervisor training

Zero Defect Day

Goal Setting

Error cause removal

Recognition

Philip B. Crosby

1992: Quality, meaning getting everyone to do what they have

agreed to do and to do it right first time is the skeletal

structure of an organization, finance is the nourishment and

relationships are the soul.


relationships are the soul.

Manufacturing companies spend around 20% of revenue doing

things wrong, then doing them over again.

Service companies may spend 35% of operating expenses in a

similar way.

Philip B. Crosby

Cost of Quality classified as: (1979)

Prevention costs

Appraisal costs

Failure costs


Failure costs

Philip B. Crosby

Prevention costs:

Design reviews

Product qualification

Drawing checking

Tool control

Operation training

Quality orientation

Acceptance planning Drawing checking

Engineering quality

orientation

Supplier evaluations

Supplier quality seminars

Specification review

Process capability studies

Acceptance planning

Zero defects programme

Quality audits

Preventative maintenance


Philip B. Crosby

Appraisal costs:

Prototype inspection and test

Production specification conformance analysis

Supplier surveillance


Supplier surveillance

Receiving inspection and test

Product acceptance

Process control acceptance

Packaging inspection

Status measurement and reporting

Philip B. Crosby

Failure costs:

Consumer affairs

Redesign

Engineering change order


Engineering change order

Purchasing change order

Corrective action costs

Rework

Scrap

Warranty

Service after service

Product liability

Kaoru Ishikawa

(1915-1989)

1939: Engg. Graduate (Tokyo University)

1947: Assistant Professor


1947: Assistant Professor

1955-60: Company-wide QC movement

1960: Professor (Tokyo University)

Pareto and cause-and-effect diagrams

Kaoru Ishikawa

Strongly influenced by both Deming & Juran

Key contributions:

Development of the cause-and-effect diagram also known as


fishbone diagram for problem solving and the

implementation of quality circles, which involve workers in

quality improvement.

He was the 1st quality expert to call attention to the internal

customer-the next person in the process, the next operation.

To make quality control user friendly for workers.

Kaoru Ishikawa

Simplified statistical techniques for QC

Cause and Effect diagrams: (Ishikawa Diagrams or Fish Bone

Diagrams)

Diagrams which show the causes of a certain event (3 Set of


Diagrams which show the causes of a certain event (3 Set of

Causes)

Company wide quality control

Quality does not only mean the quality of product, but also of

after sales service, quality of management, the company itself and

the human life.

Kaoru Ishikawa


Kaoru Ishikawa

5 Ms

1. Machine

2. Method

7 Ps

1. Price

2. Promotion

4 Ss

1. Surroundings

2. Suppliers


3. Materials

4. Manpower

5. Management

3. Process

4. Place/Plant

5. Policies

6. Procedures

7. Product (or

Service)

3. Systems

4. Skills

Kaoru Ishikawa

Ishikawas 15 Points:

1. Product quality is improved and becomes uniform. Defects are

reduced

2. Reliability of goods is improved


2. Reliability of goods is improved

3. Cost is reduced

4. Quantity of production is increased, rational production

schedules are possible

5. Wasteful work and rework are reduced

6. Technique is established and improved

7. Inspection and testing costs are reduced

Kaoru Ishikawa

Ishikawas 15 Points:

8. Rational contracts between vendor/vendee

9. Sales market is enlarged

10. Better relationships between departments


10. Better relationships between departments

11. False data and reports are reduced

12. Freer, more democratic discussions

13. Smoother operation of meetings

14. More rational repairs and installation

15. Improved human relations

Contributor

Deming

Juran

Feignbaum

Known for

14 points; special & common causes of variation

Quality is fitness for use; quality trilogy

Quality is a total field

Key Contributors to Quality Management

Feignbaum

Crosby

Ishikawa

Taguchi

Ohno and Shingo

Quality is a total field

Quality is free; zero defects

Cause-and effect diagrams; quality circles

Taguchi loss function

Continuous improvenment Quality


Documents

Quality Gurus