PHILOSOPHERS or GURUS OF TQM

W.E. DEMING J. JURAN P. CROSBY A. FEIGENBAUM K. ISHIKAWA G. TAGUCHI

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The initial success of the quality movement in Japan has been attributed to two stages:
1. W. Edward Deming 2. Joseph Juran

W. EDWARDS DEMING
Deming met Shewhart in 1927 Deming learned the basic concepts of Statistical Quality Control. Deming encouraged the Japanese to adopt a systematic approach to problem solvingDeming Cycle Deming cycle- Plan-Do-Check-Act Cycle However Deming referred to it as Shewhart Cycle. Check was changed with study 3

Continued with Deming.

His greatest contribution to the Japanese is the message regarding a typical business system:

The consumers are the most important part of a production line Meeting and exceeding the customers requirements is the task that evryone within an organisation needs to accomplish The management system has to enable everyone to be responsible for the quality of his output to his internal customers
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Continued with Deming.

Demings thinking can be expressed as Management by Positive Co-operation. He talks about a new climate which consists of three elements: 1. Joy in work 2. Innovation 3. Co-operation He referred to new climate as WIN-WIN
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Demings 14 Po nts
Deming produced his 14 points for management, in order to help people understand and implement the necessary transformation. They are applied to both small and large organisations, and to service industries as well as to manufacturing.
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Demings 14 Points continued...

1. Create consistency of purpose towards the improvement of products and service. 2. Learn the new philosophy. 3. Cease dependence on inspection of the product to achieve quality. But require statistical evidence of process control along with incoming critical parts. 4. Buy materials only if the supplier has a quality process. End the practice of awarding business on the basis of the price tag alone. 5. Use statistical methods to find troublespots and constantly improve the system. 6. Institute modern aids to training on the job. 7. Institute modern methods of supervision. 7

Demings 14 Points continued...

8. Drive out fear. 9. Break down barriers between departments. 10. Eliminate numerical goals. 11. Review work standards to account for quality. 12. Remove barriers that rob people of their pride of workmanship. 13. Institute a vigorous program for training people in new skills. 14. Create a structure in top management that will push the above 13 points everyday.

Demings Three Broad Philosophical Categories

1. Constancy of Purpose 2. Continual Improvement 3. Co-operation between functions

1. Consistency of Purpose
Management must not keep changing their approaches Companies must build a long-term relationship with suppliers. Japanese built a relationship with suppliers- a close knit organisation: Keiretsu. Being committed to these suppliers develops a cooperative relationship. These suupliers will help the buying company to reduce costs by suggesting different parts of alternative design.
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2. Continual Improvement
Several of the 14 points adress this issue. Managers should learn the new philosophy means they should learn to continually improve and not accept the existing error rates. He proposes to determin existing causes using statistical methods. Education enables workers to monitor their work and when defects are found, to determine the causes. Deming characterised these causes as common and special causes. 11

Common Causes: are evident in many operations throughout the factory. They are a result of poor product design, machines not capable of performing the work assigned etc. These causes can be best fixed by management. Special Causes: are specific to a situation.Typically special causes are within control of the worker or department and can be corrected without management assistance.

3.Cooperation between Functions

Items 8 and 9 are directed to these. The first step is to ensure that each peson knows what job they are required to do.
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Demings Additional Theme- Profound Knowledge

An appreciation for a system, the theory of variations, theory of knowledge, psychology. Four elements had to be learned for a complete knowledge:

1. By system: the collection of functions that worked together to further the aims of the organisation. 2. Variation: refers to an understanding of statistical theory, by which he meant understanding the difference between common and special causes and knowing how to distinguish them. 3. Theory of Knowledge: people need to understand the theory before something can be copied. Managers must learn what makes quality programs work before they initiated them in their organisation. 4. Psychology: managers should learn psychology to understand the basic motivations of people. This would give them the tools needed to motivate employees and enable to enjoy their work. 13

JOSEPH JURAN
Juran expressed his approach to quality in the form of Quality Trilogy. These three aspects of company-wide strategic quality planning are further broken down in Jurans Quality Planning Road Map, into following key elements:

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J. Juran Continued...
1. Quality Planning
Identify who are the customers Determine the needs of those customers Translate those needs into our language Develop a product that can respond to those needs. Optimise the product features so as to meet our needs and customer needs.

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J. Juran Continued...

2. Quality Control
Develop a process which is able to produce the product. Optimise the process.

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J. Juran Continued...
3. Quality Improvement:
Prove that the process can produce the product under operating conditions. Transfer the process to operations.

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Jurans Quality Trilogy

The relationship among the three processes is shown in the quality trilogy. At the beginning is Quality Planning. When the product and the process design is completed, the operations become responsible. The errors made during the initial planning result in a higher cost which Juran labled chronic waste. At the beginning the process stays within the control limits. Occasionally, a spike, which meant as Demings special causes, occurs and is addressed and brought under control. At some point management recognises the cost of the chronic waste. Finally, a new quality control zone is then established. 18

J. Juran Continued...
Juran also created the concept of cost of quality. The implication of this approach was that zero defects was not a practical goal for at a certain level of quality, the cost of conformance would exceed those of nonconformance.
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J. Juran Continued...
In Jurans view, TQM involves several steps: 1. A quality planning council consisting of senior managers establish policies, set quality goals, provide the resources to carry out the plans, and change the performance review system to include attainment of the quality goals. 2. The goals should not be based on historical performance. Instead, external customers goals should be based on benchmarks. Internal customers goals should be aimed at getting rid of waste. 3. The organisation infrastructure may need to be altered to meet the organisations quality goals. 4. Resources need to be made available to carry out the plans. In this regard, one obvious area is training.
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PHILIP CROSBY
Crosbys name is best known in relations to the concept Do It Right The First Time and Zero Defects. He defines quality as; Assurance to the requirements which the company itself has established for its products based directly on its customers needs. He does not believe that workers should take the prime responsibility for the poor quality; the reality, he says is that you have to get the management straight. Zero defects means that the companys objective is doing things right first time. This will not prevent people from making mistakes, but will encourage everyone to improve continuously.
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Crosby continued...
The ultimate goal is to train all the staff and give them the tools for quality imprvement, to apply the basic precept of prevention management in every area.

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Crosbys View of Quality

Four Absolutes of Quality Management: 1. Quality means conformance to requirements. Requirements needed to be clearly specified so that everyone knew what was expected of them. 2. Quality comes from prevention. And prevention was a result of training, discipline, example, leadership and more. 3. Quality performance standard is zero defects. Errors should not be tolerated. 4. Quality measurement is the price of nonconformnace.
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Corsbys 14 Steps to Improvement

1. Make it clear that management is committed to quality. 2. Form quality improvement teams with representatives form each department. 3. 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 a committee for the zero defects programme.
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Corsbys 14 Steps to Improvement continued...

8. Train supervisors to actively carry out their part of the quality improvement programme. 9. Hold a zero defects day to let all employees realize that there has ben a change. 10. Encourage individuals to establish improvement goals for themselves and their groups. 11. Encourage employees to communicate to management the obstacles they face in attaining their improvement goals. 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 25 improvement programme never ends.

Quality Management Maturity Grid (Exhibit. 2.6)

In the first stage: management fails to see quality as a tool; problems are handled by firefighting and are rarley resolved; there are no organized quality improvement activities. By the last stage, the company is convinced that quality is essential to the companys success; problems are generally prevented; and quality improvement activities are regular and continuing.
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A. FEIGENBAUM
Feigenbaum defines quality as an excellent-driven rather than a defectdriven concept. In his view quality is defined by the customer, and in this regard he is similar to Juran. In order to persuade management to adopt a quality strategy, he also used the cost-ofquality approach.
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Feigenbaum continued...
Feigenbaums 19 steps to quality improvement emphasize an integrated systematic approach to improving quality that is driven by top management. This approach requires that management have an understanding of what quality means and the benefits to be obtained as it relates to the companys profitability. Feigenbaum believed that the jobs of the quality inspectors should be redefined and that they should act as internal consultants promoting new methods and techniques. The organisations focus should be on improving quality as defined by the customer. 28

Feigenbaum continued...
Feigenbaums ideas include elements of the ideas described by Deming, Juran and Crosby. He argues that quality be part of the employee culture as an ethic that supports the constant improvement of performance. However, more than any of the others Feigenbaum adopts a user-based approach to quality. If you want to find out about your quality, go out and ask your customer. The methods he developed were based primarily on statistics.
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K. ISHIKAWA
Ishikawas First Concept: Ishikawa believed that all the divisions and all employees in the organisation should be involved in studying and promoting quality control by learning statistical tools. One of these tools was created by him; the cause-and-effect diagram, also known as Ishikawa diagram.
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Ishikawa continued...
Ishikawas Second Concept: The customer is primarily defining quality. He defined the customer as the next person in the line, the person who gets your work, or anybody who relies on you. The customer is not only the person who paid for the final product, but also included co-workers.
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Ishikawa continued...
Ishikawas Third Concept: Quality Control circles, which invloves putting workers into teams to solve quality problems.
Other than technical contributions to quality, Ishikawa is associated with the Company-wide Quality Control (CWQC). He sees the CWQC as implying that 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.
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Ishikawa continued...
The outcomes of such an approach are; 1. Product quality is improved and becomes uniform. Defects are reduced. 2. Reliability of goods is improved. 3. Cost is reduced. 4. Quantity of prodcution is increased, and it becomes possible to make rational production schedules. 5. Wasteful work and rework are reduced. 6. Technique is established and improved. 7. Expenses for inspection and testing are reduced. 8. Contracts between vendor and vendee are rationalised. 9. The sales market is enlarged.
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Ishikawa continued...
10. Better relationships are established between department. 11. False data and reports are reduced. 12. Discussions are carried out more friendly and democratically. 13. Meetings are operated more smoothly. 14. Repairs and installation of equipment and facilities are done more rationally. 15. Human relations are improved.

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G. TAGUCHI
His prime focus was in making statistics practical. Taguchi viewed quality as an issue for the entire company and focused on the use of statistical methods to improve quality, particularly in the area of product design. Two of his concepts are significant: The loss function Design Characteristics and noise
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Taguchi continued...
The Loss Function:
This attempts to provide a formal process for computing the cost of deviation from the target value. The cost measured in this case is a social cost. Social cost: if a part is made and it meets the target dimensions exactly, the cost is very low. This is because people buying the product will be happy that the product is precisely as specified. However, if the dimension of a part deviates from the target, some people become unhappy. As the deviation increases, more people become unhappy and the social cost increases- Taguchi terms this social cost the loss. 36

Taguchi continued...
The Design Characteristics and Noise: This is related to the design of products. He postulated two causes for variations in products: design charac. And noise. Online activities such as statistical control charts to check for defects control only some of this noise. The more significant causes of noise are outer noise and inner noise.

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Taguchi continued...
Outer Noise. Is the result of variations in the operating environment and human errors and these are generally factors that cannot be controlled. Inner Noise: Is the variation due to controllable factors such as deterioration. Both kinds of noise are more significantly impacted by off-line activities.

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Taguchi continued...
Inner Noise Off-line Activities: A. System Design: involves designing a product to satisfy the customers requirements. Besides functionality, Taguchi suggested additional criteria. He used QFD to establish the cutomers requirements and convert them to design characteristics. B. Parameter Design:invloves identifying key process variables that affect variation and then establishing levels for these parameters that will minimise the variation. C. Tolerance Design: identifies the components that contribute most to variations in the final product and then sets appropriate tolerances for these components. The object is to identify the most significant components and tighten tolerances only for those instead of all components.
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