Walter Andrew Shewhart was born to Anton and Esta Barney Shewhart on March 18, 1891, in

New Canton, IL. Shewhart died on March 11, 1967, in Troy Hills, NJ. He attended the University of
Illinois receiving bachelor’s and master’s degrees. In 1914, he married Edna Hart and moved to
California where he earned his doctoral degree in physics while studying as a Whiting Fellow at
the University of California, Berkeley, in 1917.

He had brief stints of teaching at University of Illinois, University of California at Berkeley, and La
Crosse State Teachers College (renamed Wisconsin State University), but his academic career was
short-lived.

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 Dodge and Harry Romig, known for their work on product sampling
plans. George D. Edwards, who became the first president of the American Society for Quality
Control (renamed American Society for Quality in 1997), was Shewhart’s supervisor.

Shewhart mentored many during his tenure, including Joseph M. Juran. During the summers of
1925 and 1926, W. Edwards Deming worked as an intern at the Hawthorne, IL, plant where he
became interested in Shewhart’s work.

Walter A. Shewhart was a giant among giants in the quality movement during the first half of the
20th century. His mentoring of other engineers at Western Electric and his groundbreaking work
with control charts arguably led a quality revolution and launched the quality profession.

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.

2.
W Edwards Deming

William Edwards Deming (1900-1993) is widely acknowledged as the leading management

thinker in the field of quality. He was a statistician and business consultant whose methods
helped hasten Japan’s recovery after the Second World War and beyond. He derived the first
philosophy and method that allowed individuals and organisations to plan and continually
improve themselves, their relationships, processes, products and services. His philosophy is one
of cooperation and continual improvement; it avoids blame and redefines mistakes as
opportunities for improvement.

Deming's work and writing constitute not so much a technique, as a philosophy of management,
Total Quality Management, that focuses on quality and continuous improvement but which has
had - justifiably - a much wider influence.

Here we will consider Deming's interest in variation and his approach to systematic problem
solving which led on to his development of the 14 points which have gained widespread
recognition and which are central to the quality movement and his philosophy of
transformational management. Deming’s seven deadly diseases of management and his use and
promotion of the PDCA cycle’s

3.
Joseph M. Juran

Dr. Joseph M. Juran is considered by many to be the father of many of the quality management
techniques still used in industry today. Born in Romania in 1904, after his family emigrated to the
United States he gained a degree in electrical engineering. In the years following World War I he
began working for the Bell System, which saw his introduction to statistical sampling and quality
control. During World War II, Juran served as an administrator in the government’s Lend-Lease
Administration, and at the war’s conclusion opted not to return to Bell, in favor of furthering his
work in the field of quality.

After taking a position at New York University’s Department of Industrial Engineering, Juran spent
the following years refining his theories on quality control while lecturing and consulting
extensively for businesses. He also began writing what would become his acclaimed Quality
Control Handbook, which was first published by McGraw-Hill in 1951. Juran’s handbook is still in
print – currently in its seventh edition and considerably expanded from the book’s original
publication – and is still widely regarded as the go-to text on quality control.

Dr. Juran’s reputation in the field of quality management spread not just nationally, but
worldwide. In 1954, the Union of Japanese Scientists and Engineers invited Juran to Japan to
discuss the theories and techniques he had developed over the years. While there, he held
sessions with senior and middle managers from various Japanese firms, explaining how to
incorporate quality control activities into their processes.

Juran’s visit to Japan helped to kick-start a change in attitude to quality control in the nation’s
industries, creating a culture within which, over the following years, quality processes became
ever more integrated into management thinking and everyday working practices. This allowed
Japanese industry to produce higher-quality exports at lower prices, giving it a considerable
advantage on the world stage. From the mid-1960s, Juran was highly influential in spreading
Japanese attitudes to quality to more widespread application in the United States.

to many decades of work on quality management and consulting with organizations worldwide,
in 1979 Dr. Juran founded The Juran Institute, with a mission to “create a global community of
practice to empower organizations and people to push beyond their limits.” Still operating today
as Juran, the institute he founded remains focused on equipping organizations with the tools they
need to achieve long-term solutions to everyday problems.

What is the contribution of Joseph Juran?

He revolutionized the Japanese philosophy on quality management and in no small way worked
to help shape their economy into the industrial leader it is today. Dr. Juran was the first to
incorporate the human aspect of quality management which is referred to as Total Quality
Management.

4.
What is the contribution of Crosby for quality?

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
The major contribution made by Crosby is indicated by the fact that his phrases 'zero defects',
'getting it right first time', and 'conformance to requirements' have now entered not only the
vocabulary of quality itself, but also the general vocabulary of management.

5.
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.
In his book Total Quality Control, Feigenbaum originated the concept of total quality control. This
concept laid the foundation of Total Quality Management (TQM).

Feigenbaum coined the term “total quality control” and he believed that quality should be
managed as part of the overall business strategy..
He is also famous for his concept of the ‘hidden plant’ which showed how much capacity is lost
due to mistakes made during production.
His work focuses on how businesses can improve productivity through better quality.

Armand Vallin Feigenbaum (April 6, 1920 – November 13, 2014) was an American quality control
expert and businessman. He devised the concept of Total Quality Control which inspired Total
Quality Management..

6.
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 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 an honorary member of the International Academy for Quality.
He wrote 647 articles and 31 books, including two translated into English: "Introduction to
Quality Control" and "What Is Total Quality Control? The Japanese Way".
He is well known for coming up with the concept for the fishbone-shaped diagram, known as the
Ishikawa or cause and effect diagram, used to improve teams' performance in determining
potential root causes of their quality problems.
He developed and delivered the first basic quality control course for the Union of Japanese
Scientists and Engineers (JUSE), Credited with creating the Japanese quality circle movement.

Ishikawa is credited with developing the Japanese quality circle movement and introducing the
idea of Company-Wide Quality.
Ishikawa's fishbone diagram is very useful for analyzing problems and finding the potential causes
of quality issues.
The seven basic quality tools were first proposed by Ishikawa.

7.
Genichi Taguchi

The executive director of the American Supplier Institute, Genichi Taguchi is well-known for
developing a methodology to improve quality and reduce costs, known in the United States as
the "Taguchi Methods." He also developed the quality loss function.

The Taguchi method of quality control is an approach to engineering that emphasizes the roles of
research and development (R&D), and product design and development in reducing the
occurrence of defects and failures in manufactured goods.

This method, developed by Japanese engineer and statistician Genichi Taguchi, considers design
to be more important than the manufacturing process in quality control and aims to eliminate
variances in production before they can occur.

In engineering, the Taguchi method of quality control focuses on design and development to
create efficient, reliable products.
Its founder, Genichi Taguchi, considers design to be more important than the manufacturing
process in quality control and seeks to eliminate variances in production before they can occur.
Companies such as Toyota, Ford, Boeing, and Xerox have adopted this method.

What is the contribution of Genichi Taguchi in quality management?

The executive director of the American Supplier Institute, Genichi Taguchi is well-known for
developing a methodology to improve quality and reduce costs, known in the United States as
the "Taguchi Methods." He also developed the quality loss function.

8.
James H. Donnely

James H. Donnelly, Jr. is a full professor of marketing at the University of Kentucky. He was born in
Brooklyn, New York in 1941. He is unmarried. Donnelly enrolled as an undergraduate student at
Pace University in New York City.

9.

A. "Parsu" Parusuraman

Parasuraman et al., (1985) define service quality as “The discrepancy between consumers'
perceptions of services offered by a particular firm and their expectations about firms offering
such services”.

10.
Mary Jo Bitner and Bernard H. Booms

Mary Jo Bitner

Mary Jo Bitner (1950) is a well-known professor and active researcher in the field of services and
services marketing. In addition to her ground breaking research in the services sector, she has
also contributed to the development and realization of the marketing instrument: service
marketing mix – 7P’s together with Bernard H. Booms (1981).

Booms and Mary J. Bitner. The 7 Ps or Extended Marketing Mix of Booms and Bitner is a
marketing strategy tool that expands the number of controllable variables from the four in the
original Marketing Mix Model to seven. The traditional Marketing Mix model was primarily
directed and useful for tangible products.

This Service Marketing Mix is also called the 7P model or the 7 Ps of Booms and Bitner. This
Service Marketing Mix strategy extends the original marketing mix model from four to seven
elements. While Jerome McCarthy has only defined four verifiable marketing elements, the 7Ps
are an extension as a result of which this services marketing mix can also be applied in service
companies and knowledge intensive environments. The 7 Ps or Extended Marketing Mix of
Booms and Bitner is a marketing strategy tool that expands the number of controllable variables
from the four in the original Marketing Mix Model to seven. The traditional Marketing Mix model
was primarily directed and useful for tangible products. The 7 Ps model is more useful for
services industries and arguably also for knowledge-intensive environments.

11.
Christopher Lovelock
was one of the pioneers of serv- ices marketing. He consulted and gave seminars and
workshops for managers around the world, with a particular focus on strategic planning in
services and managing the customer expe- rience. From 2001 to 2008, he had been an adjunct
professor at the Yale School of Management, where he taught services mar- keting in the MBA
program.

Widely acknowledged as a thought leader in services, Christopher Lovelock has been honored
with the American Marketing Association’s prestigious Award for Career Contributions in the
Services Discipline. His article with Evert Gummesson, “Whither Services Marketing? In Search of
a New Paradigm and Fresh Perspectives” won the AMA’s Best Services Article Award in 2005.
Earlier, he received a best article award from the Journal of Marketing. Recognized many times
for excellence in case writing, he has twice won top honors in the BusinessWeek European Case
of the Year award. For further information, see www.lovelock.com.

The Seven Service Quality Gaps Source: Lovelock and Wirtz (2004), Services Marketing: People,
Technology, Strategy. A brief definition of the gaps is provided thus: i. Knowledge Gap: This gap
occurs if the HCPs perception about customer's expectation is wrong. This is the gap which is the
result of the difference between service providers' understanding of customer needs and
expectations, and customers' actual needs and expectations.

GAP Model creates a roadmap for the overall service delivery process and identifies the gap
between the processes so that the complete model works efficiently and effectively. The GAP
Model of Service quality helps to identify the gaps between the perceived service and the
expected service.

12.