Canencia, Kyla Daphne T.

IE Elective 3

BSIE-5 Sat / 12:30 – 2:00

The Quality Gurus Works and Contribution

W. Edward Deming
Dr. W. Edwards Deming more commonly known as the Father of Quality was one of the first people in history to start
the quality revolution that took place in the world. He started off teaching Statistical Quality Control (SQC) to engineers
and inspectors. His influential work in Japan, instructing top executives and engineers in quality management, was a
driving force behind that nation's economic rise. Dr. Deming contributed directly to Japan's phenomenal export-led
growth and its current technological leadership in automobiles, shipbuilding and electronics. Dr. Deming is now a
colossus of modern management thinking.

Dr. Deming's famous 14 Points, originally presented in ”Out of the Crisis”, serve as management guidelines. The points
cultivate a fertile soil in which a more efficient workplace, higher profits, and increased productivity may grow.

Another revolutionary introduction by Deming was the Plan-Do-Check-Act model.

Dr. Deming stands strong against mass inspection procedures; a product should be monitored by the workers,
throughout the assembly process, to meet a series of quality standards. In the long term, the use of better equipment
and a more intense worker-oriented method of inspection will markedly improve productivity and lower costs. In order
to accomplish these goals, a company must develop a consistent, active plan that involves its entire labor force in the
drive toward total quality.

Joseph M. Juran
Joseph M. Juran made many contributions to the field of quality management. His book, the Quality Control Handbook,
is a classic reference for quality engineers. Dr. Juran was the first to incorporate the human aspect of quality
management which is referred to as Total Quality Management.

The process of developing ideas was a gradual one for Dr. Juran. Some of his gradually developed ideas were as follows:

 Top management involvement.

 Pareto principle- He believed that 80% of the problem was caused by 20% of the causes. This is also known as
"the vital few and the trivial many". In later years, Juran preferred "the vital few and the useful many" to signal
the remaining 80% of the causes should not be totally ignored.
 the need for widespread training in quality.
 the definition of quality as fitness for use.
 the project-by-project approach to quality improvement.

Quality Trilogy: Composed of three managerial processes: quality planning, quality control and quality improvement. He
stated that without change, there will be a constant waste, during change there will be increased costs, but after the
improvement, margins will be higher and the increased costs get recouped.

Juran founded the Juran Institute in 1979. The Institute is an international training, certification, and consulting company
which provides training and consulting services in quality management, Lean manufacturing management and business
process management, as well as Six Sigma certification.

Armand V. Feigenbaum
Feigenbaum is the originator of Total Quality Control. While he was a doctoral student at MIT, Feigenbaum completed
his first edition of his book Total Quality Control.
He argued that total approach to quality requires the involvement of all functions of the quality process, not only
manufacturing. His idea was to build in quality in the early stage rather than inspecting and controlling after the
processes have been completed.

Dr. Feigenbaum‘s message was to move away from the concerns of the technical aspect of quality control and make a
focus of quality control as a business method, including administrative and human relation functions. Another one of his
emphases is that quality does not mean "best" but "best for the customer."

Feigenbaum saw Modern Quality Control as the stimulating and building up of operator responsibilities and interests in
quality. Feigenbaum also argued that all levels of quality need to be emphasized. For quality control to achieve its
specified results there is the need for complete support from management as well as the quality control program must
develop gradually from within the organization.

Dr. Feigenbaum is known for his thoughts on how quality programs are one of the most powerful change agents for
companies today. As a result of Dr. Feigenbaum‘s work, company management has assumed the responsibility to make
leadership contributions that will increase their company‘s growth, which in turn will positively affect the national
economy.

Philip F. Crosby – The Fun Uncle of the Quality Revolution

Even though the quality revolution is attributed to Dr. Deming and Dr. Jurang, It was Philip Crosby who made quality an
aspect the common man understood. He popularised the idea of “cost of poor quality”, i.e. figuring out how much it
costs to do things badly.

His experiences on a production line are what gave birth to his ideas. Crosby focused on zero defects, however he said
that zero defects does not originate in the assembly line. If a manufacturing process is to be free of defects,
management needs to set the tone and the atmosphere for employees to follow. The benefit of such a system for an
organisation is the striking decrease in wasted resources and time spent in producing products that customers don‘t
want.

Mr. Crosby defined quality as conformity to certain specifications set forth by management and not some vague concept
of "goodness." These specifications are not arbitrary either; they must be set according to customer needs and wants.

Four Absolutes of Quality Management defined by Philip Crosby

1. Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'.

2. The system for causing quality is prevention, not appraisal.
3. The performance standard must be Zero Defects, not "that's close enough".
4. The measurement of quality is the Price of Non-conformance, not indices.