Lahore School of Aviation

The University of Lahore

Assignment Topic

Quality Gurus
PROGRAM: BSAM SEMESTER &
SECTION: 7 -A
COURSE: AVIATION SECURITY REG NO: 70072536

INSTRUCTOR: MA’AM BASEERAT SATTAR NAME: MUNEEB UL HAQ

Remarks:__________________________________________________________________

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Instructor’s Signature

QUALITY:  
"Meeting or superior to customer expectations."
Quality is the degree to which an object or existence (e.g., process, product, or service)
satisfies a specified set of alterations or requirements. The quality of something can be
decided by comparing a set of inherent characteristics with a set of requirements.

TOTAL QUALITY MANAGEMENT

An arrangement of the executives dependent on the rule that each individual from staff must
be joined to declaring elevated expectations of work in each part of an organization's tasks.
Its primary intention is to fulfil clients and get by in the market. Historically, TQM was first
started by the commitments of quality masters, for example, Deming and Juran in Japan after
the Second World War. At that point, Crosby, Feigenbaum, Ishikawa, and others had built up
this ground-breaking the board method for advancing business quality inside the associations.
The benefits of TQM are:
 Adaptability to changing or developing economic situations and to
ecological and other government guidelines. 
 Higher profitability. 
 Enhanced market picture. 
 Elimination of deformities and waste. 
 Reduced expenses and better cost administration.

QUALITY GURUS:   
Those teachers and masters who precise what has become the comrade meaning of quality in
regulated industries and the mind of consumers, clients, patients. Guru means a respected
teacher, a spiritual leader, a good person who in his field has not only made a great
contribution and innovation but also a large scale of revolution. Here are some gurus. 
1. W.E. Deming 1950, 14 Principles in Quality, 7 deadly sins and diseases / PDCA.  
2. AV. Feigenbaum 1961, Concept: Make it right for the first time (One Basic TQM).  
3. Koaru Ishikawa 1979, Statistical Approach in Quality Control and Fishbone 
4. Philip B. Crosby 1978, Top Management in Quality, 14 steps for quality improvement.  
5. Joseph M. Juran 1988, Cost of the quality, SPC Quality, and Juran's quality triangle. 

CONTRIBUTIONS:   
●     Dr W. Edwards Deming has originated as the most influential guru of quality
management in the United States and Japan, he is well known for the “Deming Cycle”, his
“Fourteen Points”, and “the Seven Deadly 
Diseases”. Deming graduated in engineering and physics at the 
University of Wyoming and Yale University. He was influenced by Dr. 
Shewhart's philosophical idea for quality in developing control chart and 
PDSA cycle (Shewhart cycle), when he was engaging for Western Electric. Deming had
originated and adopted the PDSA cycle (Shewhart cycle) to “clerical tasks” after leaving
Western Electric.  
● Doubtlessly, Dr Joseph M. Juran has had the most influence on the theory of quality
management after Deming among other gurus. His emphasis was more on the managerial
aspect of quality. Juran is well known as “the father of modern quality management”, and the
publication of his book “Quality Control Handbook” for the first time in 1951. In 1924, he
has started his contribution with Shewhart's team at the Bell System as an engineer, his career
was more regarded quality improvement there, he left 
Western Electric after the war, for establishing his institute. After 
Deming, he was also the second American guru who was invited by JUSE to teach and guide
“quality control courses” to Japanese industry leaders in 1954. His lectures were brought out
and emphasized on the managerial dimensions of planning, organizing, and controlling, and
centralized on the responsibility of management to attain quality and the need for setting
goals. 
●     Philip Bayard Crosby is well known for his concept of “Zero Defects”, he apprehends
that efficient quality management must be “based on prevention-based system”, and claimed
that mistakes can be happened because of lack of knowledge and the consideration of
employees in the organization. He emphasized when the quality improvement can happen
that the management of the firm focuses more on prevention by the consideration and
awareness of employees, diminution of the cost, the emphasis on controls rather than the
inspection efforts.  
●     Feigenbaum was the first guru who brings out the concept of “Total           
Quality Control” (QTC) for the first time, and published his first book 
“Quality Control Handbook” in 1951. This philosophy was befitting the Japanese and the
concept of “Company-Wide Quality Control” (CQC) later, His philosophy is more on the
“prevention-based system by the emphasis on product, service and process design and by
streamlining the root activities. Feigenbaum emphasized on the main roles of all members of
the organization, including office staff, engineers and shop-floor workers in the improvement
of business quality. 
●     Dr Kaoru Ishikawa was a Japanese quality guru, who “pioneered quality management
processes in the Kawasaki shipyards, and in the process, changed into one of the founding
fathers of modern management”. Ishikawa is best known to bring out and develop many
quality tools like cause and effect diagrams (called fishbone or Ishikawa diagrams) and take
the advantage of the “Seven QC tools”, he believed 95% of quality problems can be resolved
by these tools. Thus, Ishikawa has consorted with the development and advocacy of universal
education in the seven QC tools, which are namely: 
- Pareto chart; 
- Cause and effect diagram (Ishikawa diagram); 
- Stratification chart; 
- Scatter diagram; 
- Check sheet; 
- Histogram, and; - Control chart. 

CONCLUSION:   
There are many other management “gurus” whose philosophies and ideas fill whole books on
their own and many of these are essential to quality management. The ones contained in this
section are those whose inventory is primarily for their work in quality and excellence.  
However, recognize that there are contradictions between the gurus’ approaches, as well as
many common features. It is imperative that the approach you take is target built and tailored
to suit your organisation and its instant and future needs. The all-over organisational
excellence model (TOE), discussed in the Implementation section, can help with these
issues.