Unit 1 GURUS & Theories

8/8/2019 Unit 1 GURUS & Theories

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W. Edwards Deming

1928- awarded doctorate in mathematical physics

1946 – After sharing his expertise in statistical quality control to help the US war effort

during World war II, the war Department sent Deming to Japan to help nation recover

from its wartime losses.

1956 – awarded the Shewhart medal by the American society for Quality Control

(ASQC)

1960 – honoured by the Japanese Emperor with the Second Order of the Sacred

Treasure for his teachings

A prominent consultant, teacher, and author on the subject of Quality. Deming has

published more than 200 works, including well known books Quality, Productivity and

Competitive Position and Out of the crisis. Deming developed 14 points for managing.

The 14 points for managing

1.Create constancy of purpose toward improvement of product and service, with the aim

to become competitive and to stay in business, and to provide jobs.

2.Adopt the new philosophy. We are in a new economic age. Western management must

awaken to the challenge, must learn their responsibilities, and take on leadership for

change.

3.Cease dependence on inspection to achieve quality. Eliminate the need for inspection

on a mass basis by building quality into the product in the first place.

4.End the practice of awarding business on the basis of price tag. Instead, minimize total

cost. Move toward a single supplier for any one item, on a long-term relationship of

loyalty and trust.

5.Improve constantly and forever the system of production and service, to improvequality and productivity, and thus constantly decrease costs.

6.Institute training on the job.

7.Institute leadership (see Point 12). The aim of supervision should be to help people

and machines and gadgets to do a better job. Supervision of management is in need of

overhaul, as well as supervision of production workers.



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8.Drive out fear, so that everyone may work effectively for the company.

9.Break down barriers between departments. People in research, design, sales, and

production must work as a team, to foresee problems of production and in use that may

be encountered with the product or service.

10.Eliminate slogans, exhortations, and targets for the work force asking for zero defects

and new levels of productivity. Such exhortations only create adversarial relationships,

as the bulk of the causes of low quality and low productivity belong to the system and

thus lie beyond the power of the work force.

•Eliminate work standards (quotas) on the factory floor. Substitute leadership.

•Eliminate management by objective. Eliminate management by numbers, numerical

goals. Substitute leadership.

11.Remove barriers that rob the hourly worker of his right to pride of workmanship. The

responsibility of supervisors must be changed from sheer numbers to quality.12.Remove barriers that rob people in management and in engineering of their right to

pride of workmanship. This means, inter alia, abolishment of the annual or merit rating

and of management by objective .

13.Institute a vigorous program of education and self-improvement.

14.Put everybody in the company to work to accomplish the transformation. The

transformation is everybody’s job.

The Deming Cycle

The Plan, Do, Check, Act (PDCA) cycle is an all-encompassing improvement

methodology.

Plan what to do.

Do the experimentation.

Check the solutions.

Act on the results.

System of Profound KnowledgeThe System of Profound Knowledge, or management by positive co-operation, is

described in its four interrelated elements.

Appreciation for a system

The need for managers to understand the relationships between functions and activities,





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Key Dates:

24 Dec 1904 -Dr.Joseph Juran born in Romania

1951 – publishing “Quality Control Handbook”

mid 50′s – Like Deming, traveled to Japan to conduct top and middle level executive

seminars

Key Contributions

Specializing in managing for quality, he has authored hundreds of papers and 12 books,

including Juran’s Quality control handbook , Quality Planning and Analysis, and Juran

on Leadership for Quality.

Juran’s trilogy is an approach to cross functional management that is composed of three managerial

processes: planning, control, and improvement

Quality planning:

This is the activity of developing the products and processes required to meet

customer’s needs. It involves a series of universal steps which can be abbreviated as

follows:

*Establish quality goals

*Identify the customers- those who will be impacted by the efforts to meet the goal.

*Determine the customers’ needs

*Develop product features that respond to customers’ needs

*Develop processes that are able to produce those product features

*Establish process controls, and transfer the resulting plans to the operating forces

Quality control:

This process consists of the following steps:

*Evaluate actual quality performance

*Compare actual performance to quality goals

*Act on the difference

Quality improvement:



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This process is the means of raising quality performance to unprecedented levels

(“breakthrough”). The methodology consists of a series of universal steps:

*Establish the infrastructure needed to secure annual quality improvement.

*Identify the specific needs for improvement -the improvement projects

*For each project establish a project team with clear responsibility for bringing the

project to a successful conclusion

*Provide the resource, motivation, and training needed by the team to:

1.Diagnose the cause

2.Stimulate establishment of remedies

3.Establish controls to hold the gains

Cost of Quality

The cost of quality , or not getting it right first time, Juran maintained should be

recorded and analysed and classified into failure costs, appraisal costs and prevention

costs.

Failure costs: Scrap, rework, corrective actions, warranty claims, customer

complaints and loss of custom

Appraisal costs: Inspection, compliance auditing and investigations

Prevention costs: Training, preventive auditing and process improvement

implementation

Juran proposes 10 steps to quality improvement

Build awareness of the need and opportunity to improve

Set goals for that improvement

Create plans to reach the goals

Provide training

Conduct projects to solve problems

Report on progress

Give recognition for success

Communicate results

Keep score

Maintain momentum

Kaoru Ishikawa

http://www.qualitygurus.com/gurus/teachings/copq/

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The lifetime work of Kaoru Ishikawa (1916-1989) was extensive.

1939 – received his doctorate of philosophy in chemical engineering from the University of Tokyo.

1949 – developed and delivered the first basic quality control course for the Union of

Japanese Scientists and Engineers (JUSE)

1962. – credited with creating the Japanese quality circle movement

1972- received ASQ’s Eugene L. Grant Award

1988- received Walter A. Shewhart Medal. He was given the Shewhart Medal for “his

outstanding contributions to the development of quality control theory, principles,

techniques and standardization activities for both Japanese and world industry, which

enhanced quality and productivity.

1993 – ASQ named a national medal after him, recognizing him as a “distinguished

pioneer in the achievement of respect for humanity in the quality disciplines.” Then the

Asian Pacific Quality Organization named the Harrington-Ishikawa Medal after him to

recognize a quality professional who has made a substantial contribution to the

promotion of quality programs and methods in the Asian Pacific.

Ishikawa was also a recipient of the Second Order of the Sacred Treasure from the

Emperor of Japan—the same recognition bestowed upon W. EdwardsDeming and Joseph M. Juran.

Perhaps the most dominant leader in JUSE, Ishikawa also served as president of the

Japanese Society for Quality Control and the Musashi Institute of Technology and co-

founded and served as president of the International Academy for Quality. Upon

retirement, he was named professor emeritus of the University of Tokyo, Honorary

Member of ASQ and honorary member of the International Academy for Quality.

He wrote 647 articles and 31 books, including two that were translated into English:

Introduction to Quality Control and What Is Total Quality Control? The Japanese Way.

He is well known for coming up with the concept for the fishbone shaped diagram,

known as the Ishikawa or cause and effect diagram, used to improve the performance

of teams in determining potential root causes of their quality problems.

Company-wide quality:

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Ishikawa built on Feigenbaum’s concept of total quality and suggested that all

employees have a greater role to play, arguing that an over-reliance on the quality

professional would limit the potential for improvement. Maintaining that a company-

wide participation was required from the top management to the front-line staff. As

every area of an organisation can affect quality, all areas should study statistical

techniques and implement as required with internal and external Quality Audit

programmes. Going on to name areas such as engineering, design, manufacturing, sales,

materials, clerical, planning, accounting, business and personnel that can not only

improve internally but also provide the essential information to allow strategic

management decisions to be made concerning the company.

Under the “company-wide” Ishikawa umberella are not just a company’s internal quality

control activities but the company itself, the quality of management, human respect,after sales service and customer care. Therefore suggesting the following benefits:

1. Reduced defects.

2. Improved product quality is improved.

3. Quality improvement becomes the norm.

4. Increased reliability.

5. Reduced costs.

6. Increased quality of production.

7. Waste is identified and reduced.

8. Rework is identified and reduced.

9. Improvement techniques are established and continually improved..

10. Inspection and after-the-fact expenses are reduced.

11. Contracts are rationalised.

12. Sales and market opportunities are increased.

13. Company reputation is inceased.

14. Interdepartmental barriers are broken down and communication becomes easier.

15. False and inaccurate data is reduced.16. Meetings are more effective and focused.

17. Repairs and maintenance are rationalised.

18. Improvement in human relations.

19. Company loyalty is increased.

Armand Feigenbaum



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1951 – Feigenbaum originated the concept of total quality control in his book Total

Quality Control. The book has been translated into many languages.

The founder and president of General System Co., an international engineering

company that designs and implements total quality systems.

He defined Total Quality Control as follows:

“Total quality control 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.”

Feigenbaum is also known for his concept of the “hidden plant“. That is that in every

factory a certain proportion of its capacity is wasted through not getting it right first

time. Feigenbaum quoted a figure of up to 40% of the capacity of the plant being wasted.

At the time this was an unbelievable figure; even today some managers are still to learn

that this is a figure not too far removed from the truth.

Crucial elements of Total Quality

The elements of total quality to enable a totally customer focus (internal and external)

1. Quality is the customers perception of what quality is, not what a company

thinks it is.

2. Quality and cost are the same not different.

3. Quality is an individual and team commitment.

4. Quality and innovation are interrelated and mutually beneficial.

5. Managing Quality is managing the business.

6. Quality is a principal.

7. Quality is not a temporary or quick fix but a continuous process of

improvement.8. Productivity gained by cost effective demonstrably beneficial Quality

investment.

9. Implement Quality by encompassing suppliers and customers in the system.

Philip Crosby



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The founder and chairman of the board of Career IV, an executive management consulting

firm.Crosby also founded Philip Crosby Associates Inc. and the Quality College. He has authored

many books, including Quality is free, Quality without tears, Let’s talk Quality and Leading: The

art of becoming an executive. Crosby originated the concept of zero defects.

Four Absolutes of Quality The First Absolute : THE DEFINITION OF QUALITY IS CONFORMANCE TO

REQUIREMENTS , NOT AS GOODNESS

The Second Absolute : THE SYSTEM FOR CAUSING QUALITY IS PREVENTIVE ,

NOT APPRAISAL.

The Third Absolute : THE PERFORMANCE STANDARD MUST BE ZERO DEFECT ,

NOT “THAT’S CLOSE ENOUGH”

The Fourth Absolute : THE MEASUREMENT OF QUALITY IS THE PRICE OF

NONCONFORMANCE , NOT INDEXES.

The Fourteen Steps to Quality Improvement

1) Make it clear that management is committed to quality.

2) Form Quality Improvement Teams with senior representatives from each

department.

3) Measure processes to determine where current and potential quality problems lie.

4) Evaluate the cost of quality and explain its use as a management tool.

5) Raise the quality awareness and personal concern of all employees.

6) Take actions to correct problems identified through previous steps.

7) Establish progress monitoring for the improvement process.

8 ) Train supervisors to actively carry out their part of the quality improvement

programme.

9) Hold a Zero Defects Day to reaffirm management commitment.

10) Encourage individuals to establish improvement goals for themselves and for their

group.

11) Encourage employees to tell management about obstacles to improving quality.

12) Recognize and appreciate those who participate.13) Establish Quality Councils to communicate on a regular basis.

14) Do it all over again to emphasize that the quality improvement process never ends.

The Crosby Vaccine





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1924 – Dr Genichi Taguchi bornMid 1950′s – was Indian Statistical Institutes visiting

professor, where he met Walter Shewhart.

1960 Awarded the Deming Application prize

1962 – awarded his PhD by Kyushu University

1964 – 1982 Professor at Tokyo’s Aoyama Gakuin University

1986 – Willard F Rockwell Medal by the International Technologies Insitute

The executive director of the American Supplier Institute, the director of the Japan

Industrial Technolgy Institute, and an honorary professor at Nanjing Institue of

Technology in China. Taguchi is well known for developing a methodology to improve

quality and reduce costs, which, in the United States, is referred to as the Taguchi

Methods. he also developed the quality loss function.

Taguchi’s methodology is geared towards pushing the concepts of quality and reliability

back into the design stage, ie, prior to manufacturing.

His method provides an efficient technique for designing product tests prior to

beginning manufacturing.

Taguchi methodology is fundamentally a prototyping technique that enables engineers/

designers to produce a robust design which can survive repetitive manufacturing in

order to deliver the functionality required by the customer.

The more traditional “Goalpost” mentality of what is considered good quality says that a

product is either good or it isn’t, depending or whether or not it is within the

specification range (between the lower and upper spec limits i.e. the goalposts). With

this approach, the specification range is more important than the nominal (target)

value. But, is the product as good as it can be, or should be, just because it is within

specifications? Taguchi says no to this.

Taguchi’s Product development three stages:

1. System design stage

Non statistical stage for engineering, marketing and customer knowledge.

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2. Parameter stage

How the product should perform against defined parameters. The robust solution of

cost effective manufacturing irrespective of the operating parameters.

3. Tolerance design stage

Tolerance round the desired settings. Finding the balance between manufacturing

cost

Walter A Shewhart

tatistical theory serve the needs of industry. He exhibited the restlessness of one looking

for a better way. A man of science who patiently developed and tested his ideas and the



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ideas of others, he was an astute observer of developments in the world of science and

technology. While the literature of the day discussed the stochastic nature of both

biological and technical systems, and spoke of the possibility of applying statistical

methodology to these systems, Shewhart actually showed how it was to be done; in that

respect, the field of quality control can claim a genuine pioneer in Shewhart. His

monumental work, Economic Control of Quality of Manufactured Product, published in

1931, is regarded as a complete and thorough exposition of the basic principles of quality

control.

A strong background in the sciences and engineering prepared Shewhart for a life of

accomplishments. He graduated from the University of Illinois with bachelor’s and

master’s degrees, and he received a doctorate in physics from the University of

California at Berkeley in 1917. He taught at the universities of Illinois and California,

and he briefly headed the physics department at the Wisconsin Normal School inLaCrosse.

Most of Shewhart’s professional career was spent as an engineer at Western Electric

from 1918 to 1924, and at Bell Telephone Laboratories, where he served in several

capacities as a member of the technical staff from 1925 until his retirement in 1956. He

also lectured on quality control and applied statistics at the University of London,

Stevens Institute of Technology, the graduate school of the U.S. Department of

Agriculture, and in India. He was a member of the visiting committee at Harvard’s

Department of Social Relations, an honorary professor at Rutgers, and a member of the

advisory committee of the Princeton mathematics department.

Masaaki Imai

Masaaki Imai was born in Tokyo in 1930. In 1955, he received his bachelor’s degree

from the University of Tokyo, where he also did graduate work in international

relations. In 1962, he founded Cambridge Corp., an international management and



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executive recruiting firm. As a consultant, he assisted more than 200 foreign and joint-

venture companies in Japan in fields including recruiting, executive development,

personnel management and organizational studies. From 1976 to 1986, Imai served as

president of the Japan Federation of Recruiting and Employment Agency Associations.

In 1986, Imai established the Kaizen Institute to help Western companies introduce

kaizen concepts, systems and tools. That same year, he published his book on Japanese

management, Kaizen: The Key to Japan’s Competitive Success. This best-selling book

has since been translated into 14 languages.

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Unit 1 GURUS & Theories