TQM Module 3

RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig
BA-MGT 103
OPERATION MANAGEMENT
(TQM)
SESSION NO. 3
MODULE NO. 3: GURUS OF TOTAL QUALITY

MANAGEMENT
Objective
After reading this module, the student should be able to:

1. Identify the different quality Gurus in Total Quality Management.
2. Recognize contributions of quality Gurus in Total Quality Management.
In order to fully understand TQM movement, there are philosophies of notable
individuals who have shaped the evolution of TQM. Their qualitative and quantitative
contributions have been critical in the emergence and development of contemporary
knowledge regarding quality. Their commons thrust is towards the concept of
continuous improvement of every output, whether a product or service by removing
unwanted variation and improving underlying work processes. Their philosophies and
teachings have contributed to the knowledge and understanding of quality.
William Edwards Deming, (born Oct. 14, 1900, Sioux City, Iowa, U.S.—died Dec.
20, 1993, Washington, D.C.), American statistician, educator, and consultant
whose advocacy of quality-control methods in industrial production aided Japan’s
economic recovery after World War II and spurred the subsequent global success of
many Japanese firms in the late 20th century. TQM was demonstrated on a grand
scale by Japanese industry through the intervention of W. Edwards Deming—who, in
consequence, and thanks to his missionary labors in the U.S. and across the world,
has come to be viewed as the "father" of quality control, quality circles, and the quality
movement generally.
Corporate America, after World War II, told Deming to get lost -- and he did,
in Japan. Deming advised the Japanese, who sought him out, not to copy the
American-style inspection system but to incorporate quality control principles into the
manufacturing process. Dr. W. Edwards Deming taught that by adopting appropriate
principles of management, organizations can increase quality and simultaneously
reduce costs (by reducing waste, rework, staff attrition and litigation while increasing
customer loyalty).
BA-MGT 103. Operation Management (TQM) 2

Deming does not define quality in a distinct phrase. He said that only the
customer can define the quality of any product or service. Quality is a relative term
that will adjust in meaning based on the customer’s needs. Deming approach to TQM
is mainly concentrated on the creation of an organizational system that is based on
cooperation and learning for facilitating the implementation of process management
practices, which, in turn, leads to continuous improvement of processes, products and
services as well as to employee fulfillment, both of which are critical to customer
satisfaction, and ultimately, to firm survival.
Deming stressed the responsibilities to top management to be the leader in
changing processes and systems. He said that leadership plays an important role in
ascertaining the success of quality management, It is the top management’s
responsibility to create
1. Create a Constant Purpose toward Improvement:
Firstly, the creation of a constant purpose toward improvement is the most

important key of the 14 points of Deming. A long-term plan is essential for quality. It
resists reacting the short-term solutions. So, strategic management should find better
things to do, instead of the same things. So, it requires to predict and prepare for future
challenges, and always have the goal of getting better.
2. Adobe the New Philosophy:
Secondly, adobe the new philosophy is one of the 14 points of Deming. It

embraces quality throughout the organization. It puts the customers’ needs first, rather
than react to competitive pressure. And design products & services to meet those
needs. Additionally, It prepares for a major change in the way business is done. It’s

about leading, not simply managing. And, Creates your quality vision, and implement
it.
3. Cease Dependence on Inspection to Achieve Quality:

Inspections are costly and unreliable. They don’t improve quality. They merely
find a lack of quality. In process builds quality from start to finish. It doesn’t just find
what arose wrong or eliminate the “wrongs” altogether. Therefore, it uses statistical
control methods – not physical inspections alone – to prove that the process is working.
4. Work with One Supplier:

Quality relies on consistency. The less disparity you have in the contribution,
the less disparity you’ll have in the result. In quality, look at suppliers as your partners.
This principle of 14 points of Deming encourages them to spend time improving their
own quality. They shouldn’t take part in your business based on charge alone. This
point analyzes the total cost to you, not just the initial cost of the product. And, uses
quality statistics to ensure that suppliers meet your quality standards.
5. Continuous Improvement:
Continuously improvement systems and processes must be absorbed. Deming
promoted the PDCA (Plan, Do, Check and Act) approach to process analysis and
improvement, firstly. It emphasizes training and education so everyone can do their
jobs better. Secondly, KAIZEN is another model to reduce waste and to improve safety,
effectiveness, and productivity.
6. On the Job Training:

On the job uses training for consistency to help reduce variation. It builds a
foundation of common knowledge. Training allows workers to understand their roles in
the “big picture.” It encourages staff to learn from one another. Using training on the
job provides a culture and environment for effective teamwork.
7. Leadership:
Leadership is another key point of the 14 points of Deming. It expects your
managers and supervisors to understand the processes and the workers they use.
Leadership doesn’t simply supervise – provide support and resources so that each
staff member can do his or her best. So, it runs a coach instead of a policeman. It
figures out what each person actually needs to do his or her best. according to this key
point, it emphasizes the importance of transformational leadership and participative
management. Leadership finds ways to reach full potential, and don’t just focus on
meeting targets and quotas.
8. Drive out fear:

Each management should allow individuals to perform at their best by ensuring
that they’re not afraid to express ideas or concerns. Everyone knows that the goal is
to achieve high quality by doing more things right. And, anybody does not interest in
blaming people when mistakes happen. So, management should create such a
situation so that workers can feel valued, and encourage them to look for better ways
to do things. And also ensures that your leaders are approachable and that they work

with teams to act in the company’s best interests. For that reason, it uses open and
honest communication to remove fear from the organization.
9. Break down Silos:

Break down barriers between departments, is an important principle of the 14
points of Deming. By supporting this procedure, builds the “internal customer” concept
– recognize that each department or function serves other departments that use their
output. It uses cross-functional teamwork to build understanding and reduce
adversarial relationships. So, it focuses on collaboration and consensus instead of
compromise.
10. No Slogan:
Management should inform their people exactly what you want – don’t make
them guess. “Excellence in service” is memorable and short, but what does it mean?
How is it achieved? The message is clearer in a slogan like “You can do better if you
try.” Management should create space for employees so that they can use words and
nice-sounding phrases to replace effective leadership. So, management must outline
own expectations and then praise people face-to-face for doing good work.
11. No Quotas or Numerical Goals:

We should look at how the process is carried out, not just numerical targets.
The proponent of the 14 points of Deming, he said that creation targets inspire high
output and low quality. And, also provides support and resources so that production
levels and quality are high and achievable. So, management measures the process
rather than the people behind the process.
12. Remove Annual Ratings or Merits System:

This principle of the 14 points of Deming, motivate to remove annual rating or
merit system. It allows everyone to take pride in their work without being rated or
compared. This key point treats workers the same, and don’t make them compete with
other workers for monetary or other rewards.
13. Institute of Education and Self-Improvement Programs:

Educational institutes and self-improvement programs improve the current
skills of workers. This initiative encourages people to learn new skills to prepare for
future changes and challenges. Additionally, it builds skills to make your staff easier to
alter, and better able to detect and attain improvements. Deming’s philosophy is
founded on long term continuous education and self-improvement for the whole
organization.
14. Involve all Workers in the Transformation:

Finally, the 14 points of Deming involve all workers in the transformation in
the job environment. Thus, principles try to improve the overall organization by having
each person take a step toward quality. And, analyzes each small step, and
understand how it fits into the larger picture. Therefore, Deming suggested using
effective change management principles to introduce the new philosophy and ideas in
14 points of Deming.

It was Dr. Deming who emphasized that the key to quality improvement was in
the hands of management. Dr. Deming demonstrated that most problems are the result
of the system and not of employees. He used statistical quality control techniques to
identify special- and common-cause conditions, in which common cause was the result
of systematic variability, while special cause was erratic and unpredictable. Based on
many years of experience, we have found Dr. Deming’s philosophy to be a powerful
guiding light to build a long-lasting system that can make companies more competitive.
Deming’s Seven Deadly Diseases of Management
1. Lack of constancy of purpose to plan product and service that will have a
market and keep the company in business, and provide jobs.
As long as the focus is on short term thinking, management will fail to plan
adequately. Without good long term planning, worker efforts will be irrelevant: Total
Quality Management (TQM) cannot be a fad, as long-term forward progress should
always be the ultimate goal for any organization.
2. Emphasis on short-term profits.
Short-term thinking - the opposite of constancy of purpose - in order to stay in

business, fed by fear of the push from bankers and owners for dividends. Boosting
short-term profits is easier, at it typically involves the cutting of any expense related
to the long term: training, quality assurance management, maintenance, etc.
3. Personal review systems, or evaluation of performance, merit rating, annual

review, etc. for people in management, the effects of which are devastating.
Management by objective, on a go / no-go basis, without a method for

accomplishment of the objective, is the same thing as management by fear. The
essential problem with merit systems is that they reward results rather than process
improvement-results will almost always have a lot of system luck mixed in. Some
managers want to reward people who cooperate more or who seem to have better
attitudes, and will insist that they can recognize the people who are most cooperative
and have the highest work ethic. Instead, managers should understand that the best
way to develop cooperation is by focusing on the nature of work environment, not
monetary rewards.
4. Mobility of management: job-hopping
The simplest and yet one of the most deadly of quality systems management
diseases, management mobility (or when top management changes organizations
every 3-4 years) means continuous improvement efforts will be broken and disjointed
as new leaders come on board. With changes in leadership, there is a change in
management philosophy. Managers who have an eye on the next promotion want
results - now - to gain the next rung on the ladder.
5. Use of visible figures only for management
With little or no consideration of figures that are unknown or unknowable.

Some facts are simply unknowable. Knowing this, Deming insisted that leaders must
still make decisions and manage a situation. This leads to a basic dilemma-how do

you know what would have happened if you had kept on your prior course?
6. Excessive medical costs.
For the economy as a whole, health care as a percentage of overall

expenditures has steadily risen for decades, which gradually pushes numerous
businesses into a state of crisis. Potentially the only remedy for this disease would be
a political system attempting to reform health care.
7. Excessive costs of liability.
W. Edwards Deming blamed America's lawyers in part for the problems of

American business. The US has more lawyers per capita than any other country in the
world, and they spend much of their professional time finding people to sue. Like health
care costs in No. 6, Deming believed the remedy to this disease will probably have to
come from the government.
PHILIP CROSBY ( 18th June, 1926-18th August, 2001)
Philip Crosby is a noted quality professional, author, and consultant who is

widely known for promoting the concept of “zero defects” and for attempting to define
quality from the viewpoint of conformance to requirements.
He was born in West Virginia in 1926. He graduated from Western Reserve

University and rendered service in the Navy during World War II and then again in the
Korean War. He graduated from the Ohio College of Podiatric Medicine. His working
life started on the assembly line in 1952 at the Crosley Corporation, later switching on
to the Bendix Corporation in 1955. After two years, he joined as a senior quality

engineer at The Martin Company in Florida where he developed and implemented the
zero defects concept.
In 1965 Crosby was promoted to the position of the Corporate Vice President
and Director of Quality at the ITT Corporation for 14 years. Due to the magnitude of
response to his book “Quality is Free,” he left the ITT Corporation and started his own
consultancy company, Philip Crosby Associates, and as defined in his book, started
explaining quality principles & practices to organizations.
Crosby devised the principle of “doing it right the first time” (DIRFT). He also
included four major principles:
1. The definition of quality is conformance to product and customer’s requirements.

2. Prevention is the system of quality.
3. Zero Defects should be the performance standard.
4. Quality measurement is the price of non-conformance
He believed that establishment of good quality management principles in

organizations will have more savings returns than what the organization pays for the
cost of the quality system. Crosby stated that since “quality is free” it is less expensive
to do it right the first time rather than paying for repairs and rework.
While Crosby, like Deming and Juran stressed on the importance of the
management’s commitment and error-cause removal, some aspects of Crosby’s
approach to quality are quite different from Deming’s. Zero defects, the heart to
Crosby’s philosophy, was censured by Deming as being directed at the wrong people
and forming worker frustration and bitterness. Goal setting, vital to Crosby’s theory
was also scorned for leading to unhelpful accomplishment. The truth is that Deming
was most likely reacting to the wrong use of slogans and goals. Deming may not have
censured them if they had always been used correctly within the Crosby system.
The Zero Defect Theory:
He is responsible for the zero defects program, which emphasizes “doing it

right the first time,” (DIRFT) with 100 percent acceptable output. Unlike Deming and
Juran, Crosby argues that quality is always cost effective. Like Deming and
Juran, Crosby does not place the blame on workers, but on management.
The Zero Defects theory states that there is no existence of waste in a project.
Waste refers to anything that is unproductive i.e. processes, tools, and employees etc.
Anything that is not adding any value to a project should be eliminated, thereby
leading to the elimination of waste. Eliminating waste leads to process improvement
and consequently lowers costs. The zero defects theory is the concept of doing it right
the first time• to avoid cost and time spent later in the process of project management.
Crosby define quality as a means of “conformance to requirements”. Quality

must be defined in quantifiable and clearly stated terms to aid the organization take
action based on feasible targets, rather than experience, or opinions. For Crosby,

quality is either present or nor present. There is no such thing as varying levels of
quality.
Crosby also presents the quality management maturity grid which contain five
states which are uncertainty, awakening, enlightened, wisdom and certainty. These
stages can be employed to appraise progress in management understanding and
attituded, the standing of quality in the organization, problem, treatment, cost of quality
as a fraction of sales, quality improvement actions.
14 Steps to Quality Improvement: Crosby gave 14 steps for process improvement.

They are as follows:
1. Management’s commitment towards quality should be clear to all in the

organization and those outside it.
2. Creation of quality improvement teams with senior representatives from all
departments.
3. Continuous measurement of processes to determine current and potential issues
related to quality.
4. The cost of poor quality has to be calculated.
5. Quality awareness has to be raised in the organization.
6. Corrective actions should be taken to address quality issues.
7. Establishment of a Zero Defect committee to monitor the progress of quality
improvement.
8. Quality improvement training to all the employees.
9. Organize zero defects• days in the organization.
10. All employees should be encouraged to set their own quality improvement goals.
11. Obstacles to quality should be discussed with employees in an open
communication.
12. Participants’ efforts should be recognized.
13. Quality councils should be created.
14. Quality improvement is a continuous process. It keeps going.
Philip Crosby’s ideas on quality came from his vast experience of working with
an assembly line. His main focus was on zero defects which ultimately led to the
adoption of this concept by the modern Six Sigma Quality movement.
Mr. Crosby explained the idea that zero defects is not a phenomenon that
originated on the assembly line. He defined quality as a conformity to a set of
specifications defined by the management rather than a vague concept of “goodness.”

However, these specifications are set according to the needs and wants of the
customer rather than being arbitrarily defined.
Crosby claims mistakes are caused by two factors: a) lack of knowledge and
b) lack of attention. Education and training can eradicate the first cause, and a
personal commitment to excellent (zero defects) and attention to detail will cure the
second.
DR. JOSEPH MOSES JURAN (24TH December, 1904-28th February, 2008)
Dr. Joseph Moses Juran (1904-2008) is regarded as the Father of Modern-Day

Quality Management, thanks to his many contributions in the field of quality. His
teachings and quality philosophies helped Japan into becoming a market juggernaut,
and he influenced the Western manufacturing industry through his teachings on quality
management. He had over 70 years of active work in the quality field and played a
number of other roles – engineer, teacher, trainer, consultant, and writer.
In 1951, Juran published the Quality Control Handbook, the classic go-to guide
of quality practitioners. Before and after that, he also authored notable books and
references such as Quality Planning and Analysis (1971), Statistical Methods Applied
to Manufacturing Problems (1926), and Managerial Breakthrough (1964).
In 1979, Juran founded his own training and certification company, Juran Institute,
based in Southbury, Connecticut. It provides training and consultancy services in
quality management, business process improvement, Lean manufacturing, etc. The
establishment of the Juran Institute amplified the reach of Juran’s teachings and
influence in a global scale. It is known as one of today’s leading quality management
consulting agencies in the world.
The Juran Trilogy and Quality Planning Road Map
Though Juran’s message on quality was fairly universal and resounded

throughout many industries, he focused on the broader issues like planning,
management’s role in enforcing quality, and the significance of setting targets for
improvement. He was quoted as saying, “It is most important that top management be

quality-minded. In the absence of sincere manifestation of interest at the top, little will
happen below.”
He believed that managing for quality is no walk in the park and that quality is
never attained either merely by luck or accident. He summarized the quality
management process in a “trilogy” concept – Quality Planning, Quality Control, and
Quality Improvement.
Each element has a series of actions with corresponding outputs, and in each action,
measurement of performance is required.
• Quality Planning – developing product, services, or features that meet customer

needs.
• Quality Control – putting in place processes that ensure products and services
meet the standards
• Quality Improvement – raising the level of quality in a continual manner.
The Juran Trilogy

The Juran Trilogy was developed by Dr. Joseph Juran, and it’s something I
learned about recently in my Total Quality Management and Six Sigma course. The
Juran Trilogy is an improvement cycle that is meant to reduce the cost of poor quality
by planning quality into the product/process.
1. Quality Planning
In the planning stage, it is critical to define who your customers are and find out
their needs (the “voice of the customer”). After you know what your customers need,
you’re able to define the requirements for your product/process/service/system, etc.,
and develop it. Additionally, any plans that might need to be transferred to operators
or other key stakeholders should be done during the planning phase. Planning
activities should be done with a multidisciplinary team, with all key stakeholders
represented.

2. Quality Control
During the control phase, determine what you need to measure (what data do
you need to know if your process is working?), and set a goal for your performance.
Get feedback by measuring actual performance, and act on the gap between your
performance and your goal. In Statistical Process Control (SPC), there are several
tools that could be used in the “control” phase of the Juran Trilogy: Pareto Analysis,
flow diagrams, fishbone diagram, and control charts, to name a few.
3. Quality Improvement
There are four different “strategies” to improvement that could be applied during
this phase:
• Repair: Reactive; fix what’s broken.

• Refinement: Proactive; continually improve a process that isn’t broken (like the
continual pursuit of perfection in Lean!)
• Renovation: Improvement through innovation or technological advancement
• Reinvention: Most demanding approach; start over with a clean slate.
Juran profounded the following message on quality:
1. Quality control must be essential part of management

2. Quality is no mistake
3. Quality must be planned
4. There are no shortcuts to quality
5. Make use of problem as sources of improvement
Juran formula consists of :
1. Create an awareness about the need and propose an opportunity for

improvement
2. Set Goals for improvements
3. Systematize paths to attain the goals
4. Give training
5. Do projects to resolve problems
6. Inform progress

7. Provide recognition
8. Communicate outcome
9. Keep score
10. Uphold thrust by making yearly improvements component of the regular
systems and processes of the company.
In hi view, the approach to managing for quality consists of:
1. The irregular problem is detected and acted upon by the process of quality
control;
2. The constant problem needs as special process, namely, quality,
improvement;
3. Such constant problems are traceable to a poor-quality planning process.
Like Deming, Juran believes most quality problems are due to management, not
employees. He also states that the distinction between constant and irregular
problems is essential because there are two different approaches to handling the
problems. Constant problems require the principle of “breakthrough”, while irregular
problems require the principle of “control”.
He further elaborates the sequence of activities required for “breakthrough and

control”. Breakthrough activities or quality improvement include:
1. Breakthrough in attitudes – persuading those responsible that a change in

quality level is advantageous and practical.
2. Discovery of the vital few projects – determining which quality problem areas
are essential;
3. Organizing for breakthrough in knowledge- defining the organizational
system for attaining the knowledge for accomplishing a breakthrough;
4. Formation of a steering arm – defining and staffing a system for directing the
study for quality improvement;
5. Formation of a steering arm – defining and staffing a system for directing the
study for quality improvement.
6. Diagnosis – collecting and examining the facts necessary and proposing the
action desirable.
7. Breakthrough in cultural pattern – determining the effect of a anticipated
change on the people involved and looking for ways to rise above opposition
to change;
8. Breakthrough in performance – getting agreement to take action;
9. Transition to the new level – implement the change.
“Control” Activities include:
1. Choosing the control subject which is choosing what is intended to regulate

2. Choosing a unit of measure
3. Setting a goal for the control subject
4. Creating a sensor which can measure the control subject in terms of the unit of
measure
5. Measuring real performance
6. Interpreting the difference between actual perfomance and the goal

7. Taking action(if any) on the difference
“Planning” activities include:
1. Establish the quality goal

2. Identify the customers
3. Discover customer needs
4. Develop product features
5. Develop process feature
6. Establish process controls and transfer to operations
DR. WALTER ANDREQSHEWART (18th March, 1891-11th March, 1967)
Walter Shewhart - The Grandfather of Total Quality Management.

His Ideas
The original notions of Total Quality Management and continuous improvement
trace back to a former Bell Telephone employee named Walter Shewhart. One of W.
Edwards Deming's teachers, he preached the importance of adapting management
processes to create profitable situations for both businesses and consumers,
promoting the utilization of his own creation -- the SPC control chart.
Dr. Shewhart believed that lack of information greatly hampered the efforts of
control and management processes in a production environment. In order to aid a
manager in making scientific, efficient, economical decisions, he developed Statistical
Process Control methods. Many of the modern ideas regarding quality owe their
inspirtation to Dr. Shewhart.

He also developed the Shewhart Cycle Learning and Improvement cycle,

combining both creative management thinking with statistical analysis. This cycle
contains four continuous steps: Plan, Do, Study and Act. These steps (commonly
referred to as the PDSA cycle), Shewhart believed, ultimately lead to total quality
improvement. The cycle draws its structure from the notion that constant evaluation of
management practices -- as well as the willingness of management to adopt and
disregard unsupported ideas --are keys to the evolution of a successful enterprise.
In 1918, Shewhart joined the inspection engineering department of the Western
Electric Co. in Hawthorne, IL. Western Electric manufactured telephone hardware for
Bell Telephone Co. Although no one could have realized it at the time, Shewhart would
alter the course of industrial history.
Shewhart was part of a group of people who were all destined to become
famous in their time. This group included Harold Doge and Harry Romig, known for
their work on product sampling plants. George D. Edwards, who became the first
president of the American Society for Quality Control in 1997.
By 1924, Shewhart determined the problem of variability in terms of assignable
cause nd chance cause. On May 16, 9124, Shewhart prepared a message of less
than one page in length and forwarded it to his manager, George Edwards. About i/3
of the page was devoted to a plain diagram that people would today recognize as a
control chart. This memorandum set forth the essential principles and considerations
that became known as process quality control.
Shewhart’s principle was that bringing a process into a state of statistical
control would permit the distinction between assignable and chance cause variations.
Through keeping the process in control, it would be likely to forecast future output and
to cheaply manage processes. This was the birth of the modern scientific study of
process control.
Shewhart's Contribution
Engineers at Bell Telephone had been working to improve the reliability of their
transmissions systems. Business dictated a need to reduce the frequency of failures
and repairs to their amplifiers, connectors and other equipment that were buried
underground. Bell Telephone had already realized that reducing variation in
manufacturing processes would have a positive impact on repair costs. At the same
time the company determined that continual adjustments in process parameters
reacting to non-conformances resulted in increased variation and a degradation of
quality.
Bell Telephone’s discoveries in product variation resulted in the institution of an
inspection program, ensuring specification and quality standards to avoid sending
defective products to customers. Even though this program was somewhat effective,
it was very costly to deal with inspecting and sorting of finished goods.
By 1924, Shewhart determined the problem of variability in terms of assignable
cause and chance cause (Deming referred to this as common cause). On May 16,
1924, Shewhart prepared a memorandum of less than one page in length and
forwarded it to his manager, George Edwards. About 1/3 of the page was devoted to

a simple diagram that we would today recognize as a control chart. This memorandum
set forth the essential principles and considerations that became known as process
quality control.
Shewhart’s principle was that bringing a process into a state of statistical
control would allow the distinction between assignable and chance cause variations.
By keeping the process in control, it would be possible to predict future output and to
economically manage processes. This was the birth of the modern scientific study of
process control.
At its creation in 1925, Shewhart moved to the Bell Telephone Laboratories
working to advance his theories and to bring together the disciplines of statistics,
engineering and economics.
In 1931 he published a book, “Economic Control of Quality of Manufactured
Product.” It challenged the inspection-based approach to quality and introduced the
modern era of quality management. Up until this time, statistical process control was
largely a Bell Telephone quality tool. Shewhart’s book popularized statistical control
and its use then spread throughout industry.
From the 1930s forward, Shewhart’s interests expanded from industrial quality
to wider concerns in science and statistical inference. In 1934, W. Edwards Deming
and another physicist, Raymond T. Birge, published a paper on measurement error in
science. However, after collaboration with Shewhart, they recast their approach and
launched a long collaboration between Shewhart and Deming.
Shewhart’s charts were adopted by the American Society for Testing Materials
(ASTM) in 1933. Shewhart and Deming impacted the improvement of production
material during World War II in American War Standards Z1.1-1941, Z1.2-1941 and
Z1.3-1942. Frequently, he was called upon as a consultant to the U.S. War
Department, the United Nations and the government of India.
Deming continued to champion Shewhart’s ideas, methodologies and theories
throughout his career. While working with Japan, Deming further developed some of
Shewhart’s methodological proposals of scientific interference, which had been named
the Shewhart Cycle and was represented by the plan-do-check-act elements.
Shewhart lectured extensively on the subjects of quality control and applied
statistics in India, at the University of London, at Stevens Institute of Technology and
at the graduate schools of the U.S. Department of Agriculture. He also was a member
of many societies and governmental agencies.
During the 1990s Shewhart’s work was rediscovered by a third generation of
industrial engineers and managers, and this time it was repackaged and incorporated
into the Six Sigma approach.

DR. ARMAND FEIGENBAUM (Born in 1992)
Dr. Armand Feigenbaum is the originator of total quality control (TQC), the
management approach that has profoundly influenced the competition for domestic
and international markets in the United States, Japan and throughout the industrialized
world.
Technical capability is no longer the principal competitive determinant in the

computer and software industry. Technical capability is necessary but not sufficient for
success. What differentiates the successful from the unsuccessful organization, today,
is superior “world‐class” systems of work processes that men and women throughout
the organization understand, believe in and are a part of. These systems of clear work
processes reduce bureaucracy and cycle times, increase responsiveness and
innovation, and lower costs thereby assuring product, market and organizational
success. This is Total Quality Management: there are ten basic benchmarks
underpinning the technology of total quality management and make quality a way of
totally focusing the organization on the competitive discipline of serving the customer.
These benchmarks are discussed.
He developed the “Total Quality Control” concept while concurrently at GE. He

introduced the concept first in an article in 1946. In 1951, while a doctoral student at
MIT, Dr. Feigenbaum wrote the first edition of his book Total Quality Control. He
established the principles of Total Quality Management (“TQM”), the approach to
quality and profitability that has profoundly influenced management strategy and
productivity in the competition for world markets in the United States, Europe, Asia,
Latin America and the Middle East. He wrote, “Total quality control is an effective
system for integrating the quality development, quality maintenance, and quality
improvement efforts of the various groups in an organization so as to enable production
and service at the most economical levels which allow full customer satisfaction.”
Armand V. Feigenbaum is also known for his concept of the “hidden plant“. That
is – in every factory a certain proportion of its capacity is wasted through not getting it
right the first time. Dr. Feigenbaum quoted a figure of up to 40% of the capacity of the

plant being wasted. At that time, this was an unbelievable figure; even today some
managers are still to learn that this is a figure not too far removed from the truth.
The elements of total quality to enable a totally customer focus (internal and
external)
1. Quality is the customers perception of what quality is, not what a company
thinks it is.
2. Quality and cost are the same not different.
3. Quality is an individual and team commitment.
4. Quality and innovation are interrelated and mutually beneficial.
5. Managing Quality is managing the business.
6. Quality is a principal.
7. Quality is not a temporary or quick fix but a continuous process of

improvement.
8. Productivity gained by cost effective demonstrably beneficial Quality

investment.
9. Implement Quality by encompassing suppliers and customers in the

system.
The several editions of Total Quality Control have been published in more than
twenty languages including French, German, Japanese, Chinese, Spanish and
Russian, and are widely used throughout the world as a foundation for management
practice.
Dr. Feigenbaum’s establishment of General Systems with his brother Donald,

made it possible for him to further refine TQM and widely bring to many companies
and organizations the benefits of the total quality and management practices he had
developed. This has brought demonstrable economic, environmental and social
business benefits to these companies and their customers, and correspondingly to
America’s economy. Equally important, far more than General Systems Company
clients have benefitted from his intellect, creativity and experience.
He co-authored The Power of Management Capital with his brother and business
partner, Donald S. Feigenbaum (see bio), a former GE engineer and manager, setting
a new direction for innovation in management in the twenty first century not only in
industry but also in health care, education, public administration and technology. The
book has been translated into Japanese, Chinese, Brazilian Portuguese, Arabic, in
several other languages and an edition in India.
Dr. Feigenbaum has been exceptionally generous, sharing his concepts,

processes and implementation knowledge through numerous books, articles,
interviews, keynotes and leadership as President of such groups as the American
Society for Quality (ASQ) and the International Academy for Quality (IAQ). He is well
known, highly visible, revered worldwide, and his name in synonymous with “Total
Quality.” He is considered one of the World’s “Gurus of Quality.”

PROG. KAORU ISHIKAWA (13th July, 1915-16th April, 1989
Kaoru Ishikawa was born in the year 1915 and went on to complete his
engineering in applied chemistry from the University of Tokyo. Until 1947, he was
associated with Nissan after which he started rendering his services as a professor in
a university.
He played an instrumental role in the development of the concept of the Quality

Circle’. Ishikawa believed that increased internal cooperation and coordination
positively affects a customer’s needs and ultimately leads to process efficiency and
better quality of products and services.
He expressed the need for the top level management to support the teams
which were under their control all the time. He was awarded the Shewhart Medal & the
Order of the Sacred Treasure (Japan) for his outstanding technical leadership in the
area of modern quality control.
He received the Industrial Standardization Prize for his eminent writings on

quality control. The American Society for quality control awarded him with the Nihon
Keizai Press Prize and the Grant Award for his education initiatives in the area of
quality control.
Kaoru Ishikawa: The Theory of Process Improvement
Kaoru Ishikawa is known as the Father of Japanese Quality’. He invented major

quality tools and concepts including the Fishbone diagram (cause and effect diagram)
frequently used in the analysis of industrial processes and CWQC Company-Wide
Quality Control. Ishikawa sponsored the next operation (process step) as the client
concept to avoid workplace politics.

Kaoru Ishikawa: Contribution to the Theory of Process Improvement
Ishikawa’s major contributions in the area of quality control and process

improvement can be traced as under:
1. Fishbone Diagram (Cause & Effect Diagram) – This tool created by Kaoru
Ishikawa is known as the Fishbone Diagram owing to its shape. It is one of the
seven basic Quality Control tools. The objective of the Six Sigma program is the
removal of waste so as to identify the areas for improvement. A fishbone diagram
clusters the roadblocks together to identify which factors have the greatest
impact. Ishikawa diagram is commonly used in product design and prevention of
quality defects to reveal the factors causing the overall effect.
A fishbone diagram is a diagram that looks just like that, hence the name. It
was developed in 1943 by Dr. Kaoru Ishikawa while at the University of Tokyo.
A fishbone diagram is also referred to as an Ishikawa diagram. And these diagrams
have yet another name: cause & effect diagrams, or CE diagrams.
The main purpose of fishbone diagrams is to help people figure out all of the
things that are causing a particular problem.
For example, say you want to figure out why sales are slow for your kitchen knives
business. You can use a fishbone diagram to help you pinpoint all the causes leading
to your slow sales.

From your fishbone diagram, you'll be able to clearly see that your pricing, your
advertising, and the quality of your product is causing your sales to be slow.
Fishbone diagrams can be created on an individual basis or they can by created

by a team. When created in a team setting, the fishbone diagram encourages
organized critical thinking as team members can easily see how the causes of a
problem are organized.
Once a fishbone diagram is complete, it also helps the team to see where
improvements can be made.
2. Implementation of 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.
3. Emphasis on Internal Customer: Ishikawa 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.
Conclusion
The contribution of Kaoru Ishikawa stands tall and unquestioned in the area of
quality control and process improvement. The cause and effect diagram is used by
global organizations in order to understand the causes behind the quality gaps and the
effects of these gaps on the overall functioning of the organization.
Ishikawa propagated the concept of Quality Circles’ and Internal Customers’

thereby emphasizing the strategic importance of the employees of an organization. He
stressed the equal participation of all employees rather than relying only on the
specialists.
This leads to the overall development of employees with respect to the

processes in the organization. Further training can even lead to the formation of
voluntary groups called Quality Circles which under the supervision of an expert can
identify and solve various quality problems in an organization.

Kaoru Ishikawa wanted to change the way people think about work. He urged
managers to resist becoming content with merely improving a product's quality,
insisting that quality improvement can always go one step further. His notion of
company-wide quality control called for continued customer service. This meant that a
customer would continue receiving service even after receiving the product. This
service would extend across the company itself in all levels of management, and even
beyond the company to the everyday lives of those involved. According to Ishikawa,
quality improvement is a continuous process, and it can always be taken one step
further.
For Ishikawa quality is the “development, design, production and service of a
product that is most efficient, most helpful, and constantly acceptable to the consumer”.
He argues that quality control extends further than the product and includes after sales
service, the quality of management, the quality of individuals and the company itself.
He advocates employee contribution as the input to the successful implementation of
TQM. Quality circles, he believes, are an essential medium to achieve THIS. In his
work, like all other gurus, he emphasizes the value of education. He states that quality
starts and culminates with education.
Seven Basic Tools that are Indispensable for Quality Control:
1. Process flow chart
2. Check sheet
3. Histogram
4. Pareto chart
5. cause and effect diagram
6. Scatter diagram
7. Control Chart
Ishikawa believed that with these tools, managers and staff could deal with
and solve the quality problems facing them. Ishikawa was the first quality guru to
accentuate the importance of the inter customer, the next person in the production
process.
One of the leaders in the philosophy of total quality management is Kaoru

Ishikawa. He pioneered quality control activities in Japan.
Mostly known for developing the cause-and-effect diagram, Ishikawa
published many works. Works includes What Is Total Quality Control? The Japanese
Way, Quality Control Circles at Work, and Guide to Quality Control. While also
working as an assistant professor at the University of Tokyo, he was a member of the
quality control research group of the Union of Japanese Scientists and Engineers
Mr. Ishikawa's philosophy of total quality management can be summarized by

his 11 points:
1. Quality begins and ends with education.
2. The first step in quality is to know the requirements of the customer.
3. The ideal state of quality control is when quality inspection is no longer necessary.
4. Remove the root cause, not symptoms.
5. Quality control is the responsibility of all workers and all divisions.

6. Do not confuse means with objectives.

7. Put quality first and set your sights on long-term objectives.
8. Marketing is the entrance and exit of quality.
9. Top management must not show anger when facts are presented to subordinates.
10. Ninety-five percent of the problem in a company can be solved by the seven tools
of quality.
11. Data without dispersion information are false data.
GENICHI TAGUCHI (1st January, 1924-2nd June, 2012)
GENICHIE TAGUCHI
After WWII Japanese manufacturers were struggling to survive with very limited
resources. If it were not for the advancements of Taguchi the country might not have
stayed afloat let alone flourish as it has. Taguchi revolutionized the manufacturing
process in Japan through cost savings. He understood, like many other engineers, that
all manufacturing processes are affected by outside influences, noise. However,
Taguchi realized methods of identifying those noise sources which have the greatest
effects on product variability. His ideas have been adopted by successful
manufacturers around the globe because of their results in creating superior
production processes at much lower costs.
Taguchi is a Japanese quality expert known for his work in the area of product
design. Taguchi stressed that companies needed to center their quality efforts on the
design stage, as it was much less expensive and easier to make changes during this
stage later in the production process.

Taguchi underlines an engineering approach to quality. Taguchi defines quality

as the “loss imparted to the society from the time a product is shipped. Example of
loss include failure to reach ideal performance, failure to meet the customer’s
requirements, breakdowns, and harmful side effects caused by products. This simply
means that the smaller the loss, the more desirable the product. The key elements of
Taguchi’s quality concepts are briefly stated below:
1. Quality improvement should focus on reducing the variation of the product’s
key performance characteristics about their target values.
2. The loss suffered by a customer due to a product’s performance variation is
often just about proportional to the square of th deviation of the performance
characteristics from its targets.
3. The ultimate quality and cost of manufactured products are determined to a
great extent by the engineering design of the product and the manufacturing
process.
4. A product’s or process performance variation can be lessened by exploiting
the non-linear effects of the product or process parameters on the performance
characteristics.
5. Statistically planned experiment can be used to name the setting of
product/process parameters that reduce performance variation.
Here are some of the major contributions that Taguchi has made to the quality
improvement world:
• The Loss Function - Taguchi devised an equation to quantify the decline of a
customer's perceived value of a product as its quality declines. Essentially, it
tells managers how much revenue they are losing because of variability in their
production process. It is a powerful tool for projecting the benefits of a quality
improvement program. Taguchi was the first person to equate quality with cost.
• Orthogonal Arrays and Linear Graphs - When evaluating a production
process analysis will undoubtedly identify outside factors or noise which cause
deviations from the mean. Isolating these factors to determine their individual
effects can be a very costly and time-consuming process. Taguchi devised a
way to use orthogonal arrays to isolate these noise factors from all others in a
cost-effective manner.
• Robustness - Some noise factors can be identified, isolated and even
eliminated but others cannot. For instance, it is too difficult to predict and
prepare for any possible weather condition. Taguchi therefore referred to the
ability of a process or product to work as intended regardless of uncontrollable
outside influences as robustness. He was pivotal in many companies'
development of products and processes which perform uniformly regardless of
uncontrollable forces; an obviously beneficial service.
The Taguchi method of quality control is an approach to engineering that
emphasizes the roles of research and development (R&D), product design and
development in reducing the occurrence of defects and failures in manufactured
goods.

Taguchi’s Contributions to Quality Control
Genichi Taguchi’s additions to the field of quality control were not constrained
to just the process of production. He had keen insights into the perception of a
customer towards a particular product and how it varies with variability in quality as
time passes. His equations to quantify and calculate the same are famously called the
Loss Function and is still used by manufacturing houses today.
Another major contribution of Taguchi was to isolate and remove factors which affect
the variability of a product. These activities were often ignored owing to the associated
cost and time needed. Taguchi’s brilliance lay in the simplistic and cost-effective way
he designed arrays to isolate and remove these factors.
1. Reducing loss Taguchi was the first one to actually quantify customer
experience and define how it changed with changes in product quality. These
equations would give insights into the loss in revenue and the relationship it had
with customer experience.
2. Reducing product defects – In all production processes there are factors which
either influence product quality in a direct or indirect manner. Though the direct
influencers are simple to catch and control, the challenge lay in doing the same
for the indirect variables. Even if it were possible it would be a very expensive
process and not practical when scaled up. Taguchi came up with certain arrays
called orthogonal arrays which would pinpoint the indirect variables and also
keep costs under control.
In addition to these famous works, Taguchi also imparted his experience in

manufacturing houses across various types of products. Later in his life he even helped
a candy company retain the quality of their products by applying the same principles
and equations he leveraged to improve the quality of electronic equipment and daily
household items.
Throughout his life Taguchi immersed himself to improve customer experience

and cut costs at the same time. He was one of the pioneers of quality control and was
the first to bring in mathematical equations and statistical methods to quantify the
relationship between the experience of a customer and profits of a company.

DR. SHINGO SHIGEO
It's safe to say that Shigeo Shingo is the grandfather of Total Quality
Control. Process Improvement methods owe alot to this man. He was an industrial
engineer who specialized in industrial processes and helped to form the Toyota
Production System.
Dr. Shingo mastered the concept of Kaizen. He had the skills and wisdom to
understand that correct and efficient processes go hand in hand with employee
engagement - the essentials to successful lean manufacturing. Dr. Shingo was also an
international consultant, introducing the Toyota Production System concepts to a
broad range of industries apart from manufacturing.
“When you buy bananas all you want is the fruit not the skin, but you have to
pay for the skin also. It is a waste. And you the customer should not have to pay
for the waste.” - Shigeo Shingo
Dr. Shigeo Shingo is a name highly respected amongst engineers and the
scores of people currently associated with quality control across industries. He is said
to have attained Kaizen, the Japanese word associated with improvement. To be more
precise, the concept in business it refers to the perfect synergy between all the
activities of an organization. This may be from the level of the CEO himself down to
the assembly line workers on the floors of thousands of factories across the world.
By 1946, he was working at the Japan Management Association Technical

Conference where he began looking into productivity problems associated with the
plant. He began his research in early 1951 on Statistical Quality Control, after which
Toyota leveraged his project and work. After achieving excellent results with his
theories, they hired him as a consultant.

By 1955 Dr. Shingo was already leading the industrial engineering and factory
improvement training team at the Toyota Motor Corporation. In 1956, he led a three-
year study on shipbuilding at Mitsubishi Shipbuilding and came up with a system that
halved the production time. He is also credited with the completion of the SMED, or
single-minute-exchange of die method which is a type of Lean manufacturing method.
He achieved zero quality defects by leveraging the improved version of SMED.
Shingo’s contributions to Quality Control
During his lifetime Shingo contributed quite a bit to further quality control
processes in the industry. His teachings can be bucketed into three main topics
1. Just In Time (JIT)

2. Single Minute Exchange of Dies (SMED)
3. Zero Quality Control
Just In Time (JIT): This concept in quality control was developed mainly by Dr. Shingo
in collaboration with Mr. Taichii Ohno from the Toyota days. To summarize the
concept, this is a planned way to eliminate all waste along with continuous
improvement in productivity. It encompasses a perfect synergy of all activities related
to manufacturing a particular product. A few primary elements of JIT would be:
1. To have only the required amount of inventory at a given time

2. Improve quality to have zero defects
3. To reduce lead time by reducing setup times
4. Optimize queue lengths and lot sizes
The key thing to remember is to accomplish the above at minimum costs. If a

company were to apply the above tenets, they would be able to cut costs in an
optimized and effective manner. Also, the use of statistical methods helps ensure that
the product is met with desired results consistently.
Single Minute Exchange of Dies (SMED): Dr. Shigeo Shingo, as part of JIT, also
helped advance and develop the existing SMED process. The basic tenets which drove
the study were:
1. Reduce setup time of dies

2. Smaller batch sizes for parts
The above becomes very beneficial to companies looking to cut costs as it allows
the manufacturing system to adjust quickly to changes in design with a very little cost
to the company. In addition to the cost benefits, this new and improved SMED process
also allowed for zero defects, higher machine efficiency, and in turn results in a high
production rate.
His brilliance lay in the way he approached the SMED process. His idea was to
isolate and identify the time required for setup into two main entities: internal time and
external time. Many companies that have stamping operations have found great
success using his methods.

Zero Quality Control (ZQC): Dr. Shingo’s ZQC method are based on a few principles
as stated below
1. Quality inspections should be done at the source of the process instead of routine
sampling inspections
2. Quick feedback from the quality checks and self-checks
3. Poka-yoke designed manufacturing devices
His basic idea was to target the defect at its root cause to eliminate it from the process
effectively. He firmly believed that in addition to statistical methods, sound
manufacturing processes would go a long way in eliminating defects altogether.
MASAKI IMAKI
Masaaki Imai's contribution has been one of integrating various kaizen

management practices, such as Just-in-time, TQM, and TPM, into the cultural
environments of client companies. ... Masaaki Imai speaks not only to leadership
issues but also to frontline issues at the gemba or “the real place where value is
added”.
Masaaki Imai is the Founder of Kaizen Institute which was established in

Switzerland in 1985 to help companies implement the practice of kaizen and the
various systems and tools known today as Lean Management. Today Kaizen Institute
Consulting Group (KICG) is the leading global operational excellence consultancy with
over 400 professionals located in offices across 30 countries serving clients in 30
languages.
Over the last three decades Masaaki Imai has authored books and articles,
held lectures on kaizen, quality, leadership, Lean and other related management
subjects, has consulted with global companies, introduced kaizen as a commonsense
continuous improvement approach on every inhabited continent.
Masaaki Imai’s contribution has been one of integrating various kaizen management
practices, such as Just-in-time, TQM, and TPM, into the cultural environments of client

companies. He was also the first to organize study missions to Japan to study kaizen
and Lean methods, a service that Kaizen Institute continues today, having led more
than 200 groups and 4,000 people.
Masaaki Imai speaks not only to leadership issues but also to frontline issues
at the gemba or “the real place where value is added”. He understands the steps
required to make a company world-class and moving it from a result-oriented to
process-oriented company.
Research and read the W.Edwards Deming of Powell: The Man Who
Helped Shape the World, by Doug Mclnnis

TQM Module 3

Uploaded by

Copyright:

Available Formats

You might also like

TQM Module 3

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

TQM Module 3

Uploaded by

Copyright:

Available Formats

RIZAL TECHNOLOGICAL UNIVERSITY

Cities of Mandaluyong and Pasig

MODULE NO. 3: GURUS OF TOTAL QUALITY

After reading this module, the student should be able to:

BA-MGT 103. Operation Management (TQM) 2

1. Create a Constant Purpose toward Improvement:

Firstly, the creation of a constant purpose toward improvement is the most

2. Adobe the New Philosophy:

Secondly, adobe the new philosophy is one of the 14 points of Deming. It

BA-MGT 103. Operation Management (TQM) 3

3. Cease Dependence on Inspection to Achieve Quality:

4. Work with One Supplier:

6. On the Job Training:

8. Drive out fear:

BA-MGT 103. Operation Management (TQM) 4

9. Break down Silos:

11. No Quotas or Numerical Goals:

12. Remove Annual Ratings or Merits System:

13. Institute of Education and Self-Improvement Programs:

14. Involve all Workers in the Transformation:

BA-MGT 103. Operation Management (TQM) 5

Deming’s Seven Deadly Diseases of Management

2. Emphasis on short-term profits.

Short-term thinking - the opposite of constancy of purpose - in order to stay in

3. Personal review systems, or evaluation of performance, merit rating, annual

Management by objective, on a go / no-go basis, without a method for

4. Mobility of management: job-hopping

5. Use of visible figures only for management

With little or no consideration of figures that are unknown or unknowable.

BA-MGT 103. Operation Management (TQM) 6

6. Excessive medical costs.

For the economy as a whole, health care as a percentage of overall

7. Excessive costs of liability.

W. Edwards Deming blamed America's lawyers in part for the problems of

PHILIP CROSBY ( 18th June, 1926-18th August, 2001)

Philip Crosby is a noted quality professional, author, and consultant who is

He was born in West Virginia in 1926. He graduated from Western Reserve

BA-MGT 103. Operation Management (TQM) 7

1. The definition of quality is conformance to product and customer’s requirements.

He believed that establishment of good quality management principles in

The Zero Defect Theory:

He is responsible for the zero defects program, which emphasizes “doing it

Crosby define quality as a means of “conformance to requirements”. Quality

BA-MGT 103. Operation Management (TQM) 8

14 Steps to Quality Improvement: Crosby gave 14 steps for process improvement.

1. Management’s commitment towards quality should be clear to all in the

BA-MGT 103. Operation Management (TQM) 9

DR. JOSEPH MOSES JURAN (24TH December, 1904-28th February, 2008)

Dr. Joseph Moses Juran (1904-2008) is regarded as the Father of Modern-Day

The Juran Trilogy and Quality Planning Road Map

Though Juran’s message on quality was fairly universal and resounded

BA-MGT 103. Operation Management (TQM) 10

• Quality Planning – developing product, services, or features that meet customer

The Juran Trilogy

BA-MGT 103. Operation Management (TQM) 11

• Repair: Reactive; fix what’s broken.

Juran profounded the following message on quality: