Philosophies of quality

Quality ?

“The degree to which a system, component, or process meets

(1) specified requirements, and

(2)customer or users needs or expectations”.

About : W. Edwards Deming

Born in Sioux City, Iowa on

14th Oct 1900. Father of Japanese post–war

revival. Assisted US in World War II. American statistician,

professor, author, lecturer

and consultant.

His Philosophies

Established the system of profound knowledge.

Suggested quality concept about designing products.

Enumerated a 14-point management philosophy.

Promoted importance of leadership. 85% of production faults

responsibility of management, not workers.

Deming’s 14 principles

• Create constancy of purpose for improving products and service

• Adopt the new philosophy.

• Cease dependence on inspection to achieve quality.

• End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.

• improve constantly and forever every process for planning, production and service.

• Institute training on job

• Adopt and institute leadership.

Drive out fear.

Break down barriers between staff areas.

Eliminate slogans, exhortations and targets for the workforce.

Eliminate numerical quotas for the workforce and numerical goals for management.

Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system

Institute a vigorous program of education and self-improvement for everyone.

Put everybody in the company to work accomplishing the transformation

About : Joseph M. Juran

Born December 24, 1904

Graduated from Minneapolis South High School (1920)

Bachelor's degree in electrical engineering from the University of Minnesota (1924)

Contribution in the field of management, particularly quality management

Founder of the consulting firm of Juran Institute, Inc.

His Philosophies

Developed the idea of trilogy

• Quality Planning

• Quality Improvement

• Quality Control

Revolutionized the Japanese philosophy on Quality management & in no small way worked to help shape their economy into industrial leader it is today.

First to incorporate the human aspect of quality management, which is referred to as Total Quality Management.

In 1951, the first edition of Juran’s quality control handbook was published

In the field of quality management for 70 years.

Standard & classical reference work for quality managers

Juran’s Quality Trilogy

A useful framework refered to as “A Universal Thought Process”

Trilogy shows how an organization can improve every aspect by better understanding of the relationship between processes that plan, control and improve quality as well as business results

The concept of the Quality Trilogy is managing for quality.

Managing for quality consists of three quality oriented processes

Quality Planning Quality Control Quality Improvement

Quality Planning Establish quality goals Identify who the customers are Determine the needs of the customers Develop product features that respond to customer’s

needs Develop processes able to produce the product features Establish process

Quality Improvement Prove the need Establish the infrastructure Establish project teams Provide the team with resources, training & motivation to : Diagnose the causes Stimulate Establish controls to hold the gains remedies

Quality Control Evaluate actual performance Compare actual performance with quality goals Act on difference

Philip Crosby

LIFE OF PHILIP CROSBY PHILIP CROSBY was born in West Virginia in 1926.

After World War II he worked for Crosby, Martin-Marietta and ITT and became a corporate Vice President for 14 years

In the year 1979 he founded Philip Crosby Associates, Inc.

At the time of the retirement he has founded Career IV, Inc.in the year 1991

PHILIP CROSBY PHILOSOPHY

Philip Crosby philosophy was “Do it Right The First Time”.

He had wrote the two famous books “Quality without Tears” and “Quality is Free”

Zero defects

The quality has been defined by Mr. Crosby as conformity to certain specifications set forth by management and some vague concepts of “goodness.”

Four Absolute Of Quality Management Quality

Prevention

Zero defects

Measurement of quality

Crosby's 14-point program

Top management

Team department

Quality measurement

Cost of quality and Profitability

Quality awareness

Opportunity for correction

Quality improvement team

Crosby's 14-point program (continue)

Trained employees

Zero defects day

Commitment

Commitment into action

Error-free work

Non-financial appreciation

Never ending process

MALCOLM BALDRIDGE

LIFE HISTORY OF BALDRIDGE

Baldrige was born on October 4, 1922 in Omaha, Nebraska. He was the son of H. Malcolm Baldrige, Sr. (1894 - 1985), a congressman from Nebraska, and the former Regina Katherine Connell (1896 - 1967). He had a brother, Robert Connell Baldrige, and a sister, Letitia Baldridge. Baldridge began his career in the manufacturing industry in 1947 as a foundry hand in an Iron company in Connecticut and rose to the presidency of that company by 1960. During World war II, Baldridge served in combat in the Pacific as a Captain in the 27th Infantry Division.

Malcolm Baldridge was nominated to be Secretary of Commerce by President Ronald Reagan on December, 11, 1980 and confirmed by the United States Senate on January 22nd 1981.

PHILOSOPHY OF BALDRIDGE Baldridge stressed that “ The economic liberty and strong

competition are in dispensable to economic progress ”. In 1987 the US congress established, The Malcolm Bridge Criteria for Performance Excellence.

Initially seemed to be the interest only large business organizations applied for award, the criteria has now evolved into a business management model use by organizations of all sizes and types to increase their customer satisfaction, enhance growth, improve profitability, and increase customer satisfaction.

Baldridge awards improved the standards and poor stocks from 3 to 1 margin.

In 1998. the awards was extended to include education and health care organizations.

Baldridge indicates a cycle of continuous quality improvement by the concept of Plan, Do, Study, Act [PDSA].

This concept is designed to help the American business and gain industry a competitive edge in the global market.

CORE VALUES OF BALDRIDGE

Visionary leadership. Organizational and Personal training. Valuing Faculty and Staff. Focus on future. Innovation. Public responsibility and Citizenship.

THE MALCOLM BRIDGE NATIONAL QUALITY AWARD.

The Malcolm Bridge National Quality Award was an American answer to the Japanese quality challenge and was signed as law in 1987. the foundation for the Malcolm Bridge National Quality Award was established in 1988.

This is the annual award to recognize US companies for business excellence and quality achievement. The purposes are to create awareness of quality in the areas of competitiveness, understanding the requirement for performance excellence, and sharing of information.

Armand Vallin Feigenbaum

• Armand Vallin Feigenbaum (born April 6, 1922)[is an American quality control expert and businessman. He devised the concept of Total Quality Control, later known as Total Quality Management (TQM).

• Feigenbaum received a bachelor's degree from Union College, his master's degree from the MIT Sloan School of Management, and his Ph.D. in Economics from MIT

• He was Director of Manufacturing Operations at General Electric (1958–1968), and is now President and CEO of General Systems Company of Pittsfield, Massachusetts, an engineering firm that designs and installs operational systems

•Feigenbaum wrote several books and served as President of the American Society for Quality (1961–1963).

His work

• "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."

• Accountability for quality: Because quality is everybody's job, it may become nobody's job—the idea that quality must be actively managed and have visibility at the highest levels of management.

• The concept of quality costs• Total quality management (TQM) consists of organization-wide

efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously-developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early

Crucial elements of Total Quality

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

• Quality is the customers perception of what quality is, not what a company thinks it is.

• Quality and cost are the same not 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 system.

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