Walter A Shewhart

Born: March 18, 1891 Died: March 11, 1967

Walter Andrew Shewhart was an American physicist engineer and statistician, sometimes known
as the father of statistical quality control.
Most of Shewhart's professional career was spent as an engineer at Western Electric from 1918
to 1924, and at Bell Telephone Laboratories, where he served in several capacities as a member
of the technical staff from 1925 until his retirement in 1956.
He also lectured on quality control and applied statistics at the University of London, Stevens
Institute of Technology, the graduate school of the U.S. Department of Agriculture, and in India.
Shewart refers to quality as both objective and subjective in conformance to specification and
customer need. Objective ― independent in existence of man and subjective ―do with what we
think, feel or sense as a result of objective reality

Walter Shewhart is best known for:

Control Charts- Control charts are also known as Shewhart charts. The control chart is a graph
used to study how a process changes over time. A control chart always has a central line for the
average, an upper line for the upper control limit, and a lower line for the lower control limit
Assignable and Chance Cause of Variation- A process is operating with only chance
(common) causes of variation present is said to be in statistical control. A process that is
operating in the presence of assignable (special) causes is said to be out of control.
PDSA Cycle- The Plan-Do-Study-Act (PDSA) Cycle is a four-step problem-solving iterative
technique used to improve business processes
 EDWARDS DEMING
Born: October 14, 1900 Died: December 20, 1993

W. Edward Deming, PhD, was a prodigy of Shewart. In 1950, he taught statistical process
control and the importance of quality to the leading CEOs of Japanese industry. He is credited
with providing the foundation for Japanese quality miracle and resurgence as an economic
power.
Edwards Deming was a prominent consultant, teacher, and author on the subject of Quality
Management. Deming has published more than 200 works, including well-known books
"Quality, Productivity and Competitive Position" and "Out of the Crisis"
Edwards Deming defined quality as follows: Good quality means a predictable degree of
uniformity and dependability with a quality standard suited to the customer. The underlying
philosophy of all definitions is the same – consistency of conformance and performance, and
keeping the customer in mind

Deming is best known for:

Deming's fourteen (14) points- Deming's fourteen points for Total Quality Management
include: Create constancy of purpose, adopt the new philosophy, cease dependence on
inspection, end the practice of awarding business on the basis of price tag, improve constantly,
institute training, institute leadership, drive out of fear, breakdown barriers, eliminate slogans,
pride of workmanship, abolishment of merit rating, education and self-improvement, and
transformation
The Deming Cycle PDSA Cycle for continual improvement- an iterative four-step
management method used in business for the control and continuous improvement of processes
and products. It is also known as the Deming circle or, Shewhart cycle
The system of Profound Knowledge - The System of Profound Knowledge, or management by
positive co-operation, is described in its four interrelated elements the appreciation for system,
knowledge of variation, theory of knowledge, and knowledge of psychology

JOSEPH JURAN
Born: December 24, 1904 Died: February 28 2008
Joseph M. Juran, PhD, worked at Western Electric from 1924 to 1941. There he was exposed to
the concepts of Shewart. Juran traveled to Japan in 1954 to teach quality effort with hands-on
involvement. He recommended project improvement based on return on investment to achieve
breakthrough results. The three interrelated processes of planning, control, and improvement
carry out the Juran trilogy for managing quality. In 1951, the first edition of Juran’s Quality
Control
Joseph Juran was a management consultant specializing in managing for quality. He has authored
hundreds of papers and 12 books, including Juran's Quality control handbook, Quality Planning
and Analysis, and Juran on Leadership for Quality
Quality, according to Juran, means that a product meets customer needs leading to customer
satisfaction, and quality also means all of the activities in which a business engages in, to ensure
that the product meets customer needs. You can think of this second aspect of quality as quality
control - ensuring a quality manufacturing process. Juran defined quality as “fitness for use”:
"An essential requirement of these products is that they meet the needs of those members of
society who will actually use them
Juran is best known for:
Juran's Trilogy - Juran Trilogy is a universal way of thinking about quality—it fits all functions,
all levels, and all product and service lines. The underlying concept is that managing for quality
consists of three universal processes: Quality Planning, Quality Control, and Quality
Improvement.
Quality Control Handbook - Juran published the first edition of the Quality Control Handbook
in 1951. It is a guide that defines how to plan, produce, control and continually
improve quality on a company-wide basis - from the executive suite to the factory floor.
It makes extended use of authentic case studies to provide managers and executives
with the quality control answers they need.
Cost of Quality - Juran defined the Cost of Quality as tangible and intangible costs. The term
'Cost of Quality', referred to the costs associated with providing poor quality product or service

Armand Feigenbaum
Born: April 6, 1920

Died: November 13, 2014

Armand V. Feigenbaum, PhD, argues that total quality control is necessary to achieve
productivity, market penetration, and competitive advantage. Quality begins by identifying the
customer’s requirements and ends with a product or service in the hands of a satisfied customer.
In addition to customer satisfaction, some of Feigenbaum’s quality principles are genuine
management involvement, employee involvement, first-line supervision leadership, and
company-wide quality control. In 1951, he authored Total Quality Control.
Armand V. Feigenbaum is an American quality control expert and businessman. Feigenbaum is
the founder and president of General System Co., an international engineering company that
designs and implements total quality systems. Feigenbaum originated the concept of total quality
control in his book Total Quality Control. This concept laid the foundation of Total Quality
Management (TQM)
Armand V. Feigenbaum was the first to consider that quality should be considered at all the
different stages of the process and not just within the manufacturing function. In his words, “The
underlying principle of the total quality view and its basic difference from all other concepts is
that it provides genuine effectiveness

Feigenbaum is best known for:

Introduce the concept of quality control- His concept laid the foundation of Total Quality
Management (TQM). Feigenbaum originated the concept of Total Quality Control in his book
titled Total Quality Control. This concept later laid the foundation of Total Quality Management
(TQM).
Feigenbaum proposes a three-step process to improving quality and the 19 Steps of TQC-
Feigenbaum proposes a three-step process to improving quality. These steps involve Quality
leadership, Quality technology, and Organizational commitment.
The 19 Steps of TQC:
1. Total quality control is defined as a system of improvement.
2.Big Q quality (company-wide commitment to TQC) is more important than little q quality
(improvements on the production line)
3.Control is a management tool with four steps.
4.Quality control requires integration of uncoordinated activities
5.Quality increases profits.
6.Quality is expected, not desired.
7.Humans affect quality.
8.TQC applies to all products and services.
9. Quality is a total life-cycle consideration.
10. Control the process.
11. A total quality system involves the entire company-wide operating work structure.
12. There are many operating and financial benefits of quality.
13. There are many operating and financial benefits of quality.
14. Organize for quality control.
15. Managers are quality facilitators, not quality cops.
16. Strive for continuous commitment.
17. Use statistical tools.
18. Automation is not a panacea.
19. Control quality at the source

The ten benchmarks for total quality control- They make quality a way of totally focusing the
company on the customer - whether it be the end user or the man or woman at the next work
station or next desk. Most importantly, they provide the company with foundation points for
successful implementation of its international quality leadership.
 Quality is a company-wide process.
 Quality is what the customer says it is.
 Quality and cost are a sum, not a difference.
 Quality requires both individual and team zealotry.
 Quality is a way of managing.
 Quality and innovation are mutually dependent.
 Quality is an ethic.
 Quality requires continuous improvement.
 Quality is the most cost-effective, least capital-intensive route to productivity.
 Quality is implemented with a total system connected with customers and suppliers.

Philip Crosby
Born: June 18, 1926 Died: August 18, 2006

The founder and chairman of the board of Career IV, an executive management consulting firm.
Crosby also founded Philip Crosby Associates Inc. and the Quality College. He has authored
many books, including Quality is free, Quality without tears, Let's talk Quality, and Leading:
The art of becoming an executive. Crosby originated the concept of zero defects.
Phillip B. Crosby authored his first book, Quality is Free, in 1979, which was translated into 15
languages. It sold 1.5 million copies and changed the way management looked at quality. He
argued that “doing it right the first time” is less expensive than the costs of detecting and
correcting nonconformities. In 1984, he authored Quality Without Tears, which contained his
four absolutes of quality management. These absolutes are: quality is conformance to
requirements, prevention of nonconformance is the objective not appraisal, the performance
standard is zero defects not “that’s close enough,” and the measurement of quality is the cost of
nonconformance.
For Crosby, quality is conformance to requirements (requirements meaning both the product
and the customer's requirements). The system of quality is prevention. The performance standard
is zero defects (relative to requirements). The measurement of quality is the price of
nonconformance. (requirements meaning both the product and the customer's requirements). The
system of quality is prevention. The performance standard is zero defects (relative to
requirements). The measurement of quality is the price of nonconformance.

Crosby is best knonw for:

Zero defects- “Zero defects” doesn’t mean mistakes never happen, rather that there is no
allowable number of errors built into a product or process and that you get it right first time.
Crosby 14 points to Improvement- Crosby's fourteen steps rely on the foundational thought
that any money a company spends upon quality improvement is money that is well-spent. In
Crosby’s theory, he cites four absolutes of quality management:
1. A company ought to define quality not as something that is “good” or something that is
“exquisite” but instead as something that conforms to company, stakeholder, or end-user
requirements.
2. Quality starts with prevention - defects should be prevented rather than found after the fact.
By preventing defects and other obstacles to quality, companies save money.
3. The standard for performance for any company needs to be “zero defects.” Otherwise, it just
doesn’t cut it.
4. In order to measure quality, rather than relying upon intricate indices, companies need to
focus on the Price of Nonconformance. The price of nonconformance, sometimes called
the cost of quality, is a measure of the costs associated with producing a product or service of
low quality.
The 14 Steps of Crosby are meant to keep your quality improvement project on track.
1.Make it clear that management is committed to quality.
2.Form quality improvement teams with representatives from each department.
3.Determine how to measure where current and potential quality programs 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 formal actions to correct problems identified through previous steps.
7.Establish a committee for the zero defects problem.
8.Train all employees to actively carry out their part of the quality improvement program.
9.Hold a “zero-defects day” to let all employees realize that there has been 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.

Kaoru Ishikawa
Born: July 15, 1915 Died: April 16, 1989

Kaoru Ishikawa served as president of the Japanese Society for Quality Control and the Musashi
Institute of Technology and co-founded and served as president of the International Academy for
Quality. Upon retirement, he was named professor emeritus of the University of Tokyo,
Honorary Member of ASQ and the honorary member of the International Academy for Quality.
He wrote 647 articles and 31 books, including two that were translated into English:
"Introduction to Quality Control" and "What Is Total Quality Control? The Japanese Way".

Kaoru Ishikawa, PhD, studied under Deming, Juran, and Feigenbaum. He borrowed the total
quality control concept and adapted it for the Japanese. In addition, he authored SPC texts in
 Japanese and in English. Ishikawa is best known for the development of the cause and effect
diagram which is some- times called an Ishikawa diagram. He developed the quality circle
concept in Japan, whereby work groups, including their supervisor, were trained in SPC
concepts. The groups then met to identify and solve quality problems in their work environment.

Dr. Ishikawa`s definition of quality control: "To practice quality control is to develop, design,
produce and service a quality product which is most economical, most useful and always
satisfactory to the consumer. To meet this goal, everyone in the company must participate in and
promote quality control, including top executives, all divisions, within the company and all
employees."

Ishikawa is best known for:

Ishikawa diagram- The Ishikawa Diagram is also called as the Fishbone diagram and the Cause
and-Effect-Analysis. This is the most commonly used to analyze a problem and to find out the
potential causes creating the problem. Ishikawa Diagram is one of the Seven Basic Quality Tools
promoted by Ishikawa.

Company Wide Quality Control (CWQC)- is an employee-oriented quality assurance

concept. It was developed by Ishikawa Kaoru and known in Japan from 1968. CWQC is the most
advanced approach to quality in product management.

Quality Circles- A voluntary group of people who meet to identify, analyze, and resolve
work-related issues. Improvement in Occupational health and safety, product design,
manufacturing processes, and the overall culture of the organization are the objectives of
a Quality Circle. In Japan, this concept was first launched in Nippon Wireless and
Telegraph Company in the year 1962. The idea of Quality Circles was described by Edward
Deming in 1950 and was later expanded by Ishikawa. Basically, Quality Circles are formal
groups of people trained by specialists in human factors and skills of problem
identification, data gathering, and analysis and generation of solutions.

Internal customers- are often employees of the committee. Kaoru Ishikawa (1985) coined “The
next operation as a customer” in order to remove the sectionalism of departments towards each
other. The essential idea is to enable employees of all departments to come together to solve
problems. Staff members must consider themselves as service providers. He suggested that over-
reliance on specialists would limit the scope of improvement for all the employees.
Therefore, an overall participation was required from workers at all the levels of the
organization. Every area has the potential for contributing to the overall
quality, therefore; all areas should embed statistical techniques in the internal and
external audit programmes. The term company-wide does not only include a company’s
activities focusing on internal quality control, but also the quality of management, human
aspects, after sales service, and sensitive customer care.

Genichi Taguchi
Born: January 1, 1924 Died: June 2, 2012
The executive director of the American Supplier Institute, the director of the Japan Industrial
Technolgy Institute, and an honorary professor at Nanjing Institue of Technology in China.
Genichi Taguchi is well known for developing a methodology to improve quality and reduce
costs, which, in the United States, is referred to as the Taguchi Methods. He also developed the
quality loss function.
Genichi Taguchi, PhD, developed his loss function concept that combines cost, target, and
variation into one metric. Because the loss function is reactive, he developed the signal to noise
ratio as a proactive equivalent. The cornerstone of Taguchi’s philosophy is the robust design of
parameters and tolerances. It is built on the simplification and use of traditional design of
experiments.
For Taguchi, quality is measured as the total loss to society caused to a product.

Taguchi is best known for:

Taguchi Loss Function- In the traditional goalpost mentality a product is considered good or
bad, depending or whether or not it is within the specification range (between the lower and
upper spec limits i.e. the goalposts). With this approach, the specification range is more
important than the nominal (target) value. But, is the product as good as it can be, or should be,
just because it is within specifications? Taguchi says no to this.

Design of experiments- Taguchi philosophy both quality improvement methods are considered;
however, building quality into the product during the design stage (i.e., off-line) is the ultimate
goal. To achieve desirable product quality by design, Taguchi suggests a three-stage process
System design stage- The non-statistical stage for engineering, marketing and customer
knowledge.

Parameter stage- How should the product perform against defined parameters? The robust
solution of cost-effective manufacturing irrespective of the operating parameters.

Tolerance design stage- Tolerance around the desired settings. Finding the balance between
manufacturing cost and lost.