Quality Management Gurus

By. Ir. aryudi

 The Americans who went to Japan
 W. Edwards Deming

Dr. W. Edwards Deming is known as the

father of the Japanese post-war industrial
revival and was regarded by many as the
leading quality guru in the United States.
 regarded by the Japanese as the chief architect of their
industrial success
 “all processes are vulnerable to loss of quality through
variation: if levels of variation are managed, they can
be decreased and quality raised”
 quality is about people, not products
Quality Philosophy
 “A product or service possesses quality if it helps
somebody and enjoys a good and sustainable market.”
 Variation is the cause of poor quality
 The Process
 Product/service design
 Manufacture/service delivery
 Test
 Sales
 Market surveys
 Redesign and improvement
Deming’s 14 Points
1. Create a vision and demonstrate commitment
1) Long-term vision
2) Companies purpose is to serve their customers and
employees, not simply for profit
3) Invest in innovation, training, research
4) Improve competitive position
5) Top management is responsible for this
6) Effective leadership begins with commitment
14 Points
2. Learn the New Philosophy
1) Quota-driven, adversarial management won’t work
2) That ignores importance of quality improvement
3) Labor and management have to cooperate to improve
the customers’ satisfaction
4) Keep training people – turnover does exist
3. Understand Inspection
5) Routine inspection – let someone else fix it
6) Increases costs in the end (no rework in services)
7) Inspect your own work and fix it
4. Don’t Buy on the Cost per Part Basis
 Don’t buy from several for competition
 Increases variability
 Work with suppliers in long-term relationships
 Improve quality with your suppliers
 Also get volume discounts, fewer setups
 Supplier-customer bond
5. Improve Constantly and Forever
 Reduce causes of variation
 Engage all employees
 How to do jobs more efficiently
 More effectivelye
 Continuous Process Improvement now is mandatory
6. Institute Training
 People are a valuable resource and want to do a good
job
 They need training to know how to do a good job
 Invest in their future
 Training should include tools for
 Diagnosing
 Analyzing
 Solving quality problems
 Identify improvement opportunities
7. Institute Leadership
 The job of management is leadership, not supervision.
 If supervisors don’t know the job, they can’t lead
 Focus on getting product “out the door”
 Good supervisors are coaches, not prison guards
8. Drive Out Fear
 Managers and workers must have mutual respect
 Pointing out quality problems will miss quotas
 Deming story about not fixing a machine
 Auto plant: workers knew more than the “experts”
9. Optimize the Efforts of Teams
 People have to understand what customers want
 Union vs. Management
 Management trying to exploit workers
 Unions keeping to piece-rate known systems
 Hillerich & Bradsby
10. Eliminate Exhortations
 Do you work better with a poster on the wall?
 Slogans assume quality problems caused by people
 Deming thinks the system is responsible for problems
 Workers demoralized when they cannot fix defects,
and yet are held accountable
 Workers’ attempts to fix problems only cause more
variation
11. Eliminate Numeric Quotas
 They do not encourage improvement
 If you do improve it, they’ll just raise the quota
 Risk of missing quotas
 Once you meet the standard, why try harder?
 Arbitrary goals are demoralizing without a plan of
how you can reach those goals
 Variability in system year-to-year
12. Remove Barriers to Pride in
Workmanship
 People are treated like a commodity
 Work nights to make up for cut positions
 Don’t make your people compete against each other
 Behavior driven by what boss wants, not Quality
13 Education & Self-Improvement
 Not job-specific
 Many benefits, some specific to job, others broader
14. Take Action
 Accomplish the Transformation
 Start the cultural change with top management
 People will be skeptical until they start to see change
PDCA Cycle
 Plan what is needed
 Do it
 Check that it works
 Act to correct any problems or
improve performance
 It is a universal improvement methodology, the idea being to
constantly improve, and thereby reduce the difference between
the requirements of the customers and the performance of the
process.
 The cycle is about learning and ongoing improvement, learning
what works and what does not in asystematic way; and the
cycle repeats; after one cycle is complete, another is started.
Joseph Juran
 Joined Western Electric in 1920s.
 1951 – Quality contol handbook
 Taught quality principles to Japanese in 1950s
 Quality directed by senior management
 Train whole mgt hierarchy in quality
 Strive for evolutionary changes in Quality
 Report progress to executive levels
 Involve the workforce in quality
 Quality part of reward/recognition structure
Difference in Juran
 Not a major cultural shift
 Top management understands money
 Workers understand parts
 Middle management has to translate
 Eliminate defects through statistical study
Views of Quality “Fitness for Use”
 Quality is related to:
 Product performance that results in customer satisfaction
 Freedom from product deficiencies, which avoids
customer dissatisfaction
 The mission of the firm is to:
 Achieve high design quality
 The mission of each department is to:
 Achieve high conformance quality
Quality Trilogy
 Quality Planning
 Preparing to meet quality goals
 Quality control
 Meeting quality goals during operations
 Quality improvement
 Breaking through to unprecedented levels of
performance
Juran’s Detailed Program
 Prove the need for improvement
 Identify projects for improvement
 Organize support for the projects
 Diagnose the causes
 Provide remedies for the causes
 Prove remedies are effective under operating
conditions
 Provide control to maintain improvements
Armand Vallin Feigenbaum
 was the originator of
“ Total Quality Control”,
often referred to as total quality.
Armand Vallin Feigenbaum
 He defined it as:
“An effective system for integrating quality
development, quality maintenance and quality
improvement efforts of the various groups within an
organization, so as to enable production and service at the
most economical levels that allow full customer
satisfaction”.
 He saw it as a business method and proposed three steps to
quality:
 Quality leadership
 Modern quality technology
 Organizational commitment
The Japanese : Dr Kaoru
Ishikawa
 Made many contributions to
quality, the most noteworthy
being his total quality viewpoint,
company wide quality control,
his emphasis on the human side of
quality, the Ishikawa diagram and
the assembly and use of
the “seven basic tools of quality”:
 Pareto analysis which are the big
problems?
 Cause and effect diagrams what causes the problems?
 Stratification how is the data made up?
 Check sheets how often it occurs or is done?
 Histograms what do overall variations look
like?
 Scatter charts what are the relationships
between factors?
 Process control charts which variations to control and
how?

He believed these seven tools should be known widely, if not by everyone, in

an organisation and used to analyse problems and develop improvements.
Used together they form a powerful kit.
 One of the most widely known of these is the Ishikawa (or
fishbone or cause and effect) diagram.
 Like other tools, it assists groups in quality improvements.
The diagram systematically represents andanalyses the real
causes behind a problem or effect.
 It organises the major and minor contributing causes
leading to one effect (or problem), defines the problem,
identifies possible and probable causes by narrowing down
the possible ones. It also helps groups to be systematic in
the generation of ideas and to check that it has stated the
direction of causation correctly. The diagrammatic format
helps when presenting results to others.
Dr Genichi Taguchi
 believed it is preferable to design product that is robust or
insensitive to variation in the manufacturing process, rather than
attempt to control all the many variations during actual
manufacture.
 To put this idea into practice, he took the already established
knowledge on experimental design and made it more usable and
practical for quality professionals.
 His message was concerned with the routine optimisation of
product and process prior to manufacture rather than quality
through inspection.
 Quality and reliability are pushed back to the design stage where
they really belong, and he broke down off-line quality into three
stages:

 System design
 Parameter design
 Tolerance design
 “Taguchi methodology” is fundamentally a
prototyping method that enables the designer to
identify the optimal settings to produce a robust
product that can survive manufacturing time after time,
piece afterpiece, and provide what the customer wants.
Today, companies see a close link between Taguchi
methods, which can be viewed along a continuum, and
quality function deployment (QFD).
Shigeo Shingo
 is strongly associated with
Just-in-Time manufacturing,
 was the inventor of the single
minute exchange of die (SMED)
system, in which set up times
are reduced from hours to
minutes, and
Shigeo Shingo
 Poka-Yoke (mistake proofing) system. In Poka Yoke,
defects are examined, the production system stopped
and immediate feedback given so that the root causes
of the problem may be identified and prevented from
occurring again. The addition of a checklist recognises
that humans can forget or make mistakes!
 He distinguished between “errors”, which are
inevitable, and “defects”, which result when an error
reaches a customer, and the aim of Poka-Yoke is to
stop errors becoming defects.
 Defects arise because errors are made and there is a
cause and effect relationship between the two.
 Zero quality control is the ideal production system
and this requires both Poka-Yoke and source
inspections. In the latter, errors are looked at before
they become defects, and the system is either stopped
for correction or the error condition automatically
adjusted to prevent it from becoming a defect
Western Gurus: Philip B Crosby
 Known for the concepts
of “Quality is Free”
and “Zero Defects”, and his
quality improvement process
is based on his four absolutes
of quality :
 Quality is conformance to requirements
Western Gurus: Philip B Crosby
 The system of quality is prevention
 The performance standard is zero defect
 The measurement of quality is the price of non-
conformance
Fourteen steps to quality improvement
 Management is committed to a formalised quality policy
 Form a management level quality improvement team (QIT)
with responsibility for quality improvement process planning
and administration
 Determine where current and potential quality problems lie
 Evaluate the cost of quality and explain its use as a
management tool to measure waste
 Raise quality awareness and personal concern for quality
amongst all employees
 Take corrective actions, using established formal systems to
remove the root causes of problems
 Establish a zero defects committee and programme
 Train all employees in quality improvement
 Hold a Zero Defects Day to broadcast the change and as a
management recommitment and employee commitment
 Encourage individuals and groups to set improvement goals
 Encourage employees to communicate to management any
obstacles they face in attaining their improvement goals
 Give formal recognition to all participants
 Establish quality councils for quality management information
sharing
 Do it all over again – form a new quality improvement team
Tom Peters
 Identified leadership as being
central to the quality improvement
process, discarding
the word “Management”
for “Leadership”.
Tom Peters
 The new role is of a facilitator, and the basis is “Managing
by walking about” (MBWA), enabling the leader to keep in
touch with customers, innovation and people, the three
main areas in the pursuit of excellence.
 He believes that, as the effective leader walks, at least 3
major activities are happening:
Listening suggests caring
Teaching values are transmitted
Facilitating able to give on-the-spot help
Conclusion
 There are many other management “gurus” whose philosophies
and ideas fill whole books on their own, and several of these are
important to quality management. The ones included in this
section are those whose reputation is primarily for their work in
quality and excellence.
 When embarking on, or continuing along, a quality journey
within your organisation it is advisable to take note of the
messages from all of the prominent quality gurus, who have most
influenced the path of quality in the last 50 – 60 years.
 However, be aware that there are contradictions between the
gurus’ approaches, as well as many common features. It is
imperative that the approach you take is purpose built and
tailored to suit your organisation and its current and future needs.