TOTAL QUALITY MANAGEMENT(TQM)

Reg No:MBME 023R20P-10

AHMAD NADEEM KHAN

4th semester

Assgnment -1 ALL THE GURUS

1-Dr. W. Edwards Deming's outlook on quality was simple but

radical. He asserted that organizations that focused on improving quality would
automatically reduce costs while those that focused on reducing cost would
automatically reduce quality and actually increase costs as a result

He is well known for his work with Japan, post-World War II in the 1950s where
he taught his theories on Statistical Product Quality Administration. In the United
States, Deming is known for his work on the 14 points of management as well as
for his System of Profound Knowledge theory.

W. EDWARDS DEMING’S 14 POINTS

1. Create constancy of purpose for improving products and services.

2. Adopt the new philosophy.

3. Cease dependence on inspection to achieve quality.

4. End the practice of awarding business on price alone; instead, minimize total cost by working with
a single supplier.

5. Improve constantly and forever every process for planning, production and service.

6. Institute training on the job.

7. Adopt and institute leadership.

8. Drive out fear.

9. Break down barriers between staff areas.

10. Eliminate slogans, exhortations and targets for the workforce.

11. Eliminate numerical quotas for the workforce and numerical goals for management.

12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit
system.
13. Institute a vigorous program of education and self-improvement for everyone.

14. Put everybody in the company to work accomplishing the transformation.

2-Juran's theory on quality postulates that top-level management must

be sincere in its efforts to commit to quality or else all efforts as such
would not work.

Quality Improvement: There are four different strategies to improvement that

could be applied for improvements: Repair: reactive approach - fix what is
broken. Refinement: proactive approach - continually improve a process that isn't
broken. Renovation: improvement through innovation or technological
advancement

Therefore Juran maintained that at each stage was a "Three role

model": supplier, process and customer.

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's philosophy involves adapting the existing management system rather

than instituting an entirely new system. Like Deming, he believes that 80% or
more of the defects produced by a system are. management controllable not
operator controllable. Juran's definition of quality is fitness for use.

3-Philip Crosby-
The emphasis, for Crosby, is on prevention, not inspection and cure. The goal is
to meet requirements on time, first time and every time. He believes that the prime
responsibility for poor quality lies with management, and that management sets the
tone for the quality initiative from the top.

Quality is defined as conformance to requirements. The system for causing quality is

prevention, not appraisal. The performance standard must be Zero Defects. The
measurement of quality is the Price of Non-conformance, not indices

Crosby's position was that, where there are zero defects, there are no costs
associated with issues of poor quality. As a result, quality becomes free. "Zero
defects" is referred to as a philosophy, a mentality or a movement

4-Shigeo Shingo
A leader in the fields of continuous process improvement and operational
excellence, Shigeo Shingo taught thousands of engineers at Toyota the Toyota
Production System, influenced the creation of Kaizen and developed the concept of
the Single-Minute Exchange of Die (SMED)
 The Shingo Guiding Principles are the basis for building a sustainable culture of
organizational excellence. In the Guiding Principles diamond, the principles are
divided into three dimensions: Cultural Enablers, Continuous Improvement, and
Enterprise Alignment.

Shigeo Shingo, who was instrumental in developing the world-famous Toyota

Production System. Dubbed the “Nobel Prize of Manufacturing” by BusinessWeek,
the Shingo Prize was established in 1988 at the Jon M.

The Shingo Prize is based on a complete assessment of an organization's

culture and how well it drives world-class results. Shingo examiners focus on the
degree to which the Guiding Principles in the Shingo Model™ are evident in the
behavior of every employee.

5-Kaoru Ishikawa
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.

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

Kaoru Ishikawa is considered the Father of Japanese Quality. He invented the

Fishbone diagram (aka 4M/5M or cause and effect diagram) and CWQC – Company
Wide Quality Control. He also sponsored the concept of “next operation (process
step) as the client” to avoid workplace politics.

The 5 Whys and fishbone diagrams can be used on their own or as a follow-up to
techniques like the “last 10 patients” chart audit or fall-out analysis. The 5 Whys
involves asking and answering the question "Why?" five times or as many
times as it takes to get to the "root cause" or end of the causal chain

6-Yoshio Kondo
It is with deep regret that the TQM Journal reports the death of quality guru Yoshio Kondo on 1
April 2011. The field of quality management has lost one of its leading thinkers and
ambassadors. He was a great supporter of quality events around the world. He regularly
attended the late Gopal Kanji’s TQM Congress and Sam Ho’s International Conference on ISO
and TQM (ICIT) and it was while attending these conferences that I had the privilege of both
meeting him and hearing him present keynote addresses. He was always accompanied by his
wife.

In an illustrious career Yoshio Kondo won numerous awards and accolades-too many to
mention here – and published more than 500 papers and articles and numerous books, the
best-known of which is Human Motivation: A Key Factor for Management and Companywide
Quality Control. He emphasised the interrelationship between quality and people and viewed
humanity as the essence of motivation. Human work should embrace three components:
creativity, physical activity, and sociality. Yoshio Kondo was also a long time member of
the TQM Journal Editorial Advisory Board (EAB). At this time our thoughts and prayers are with
Yoshio’s family and all of us at The TQM Journal offer them our deepest sympathies and
condolences for their loss.

7-Taiichi Ohno
Ohno Taiichi, (born 1912, Manchuria, China—died May 28, 1990, Toyota City,
Japan), Japanese production-control expert for the Toyota Motor Co. whose
just-in-time system (kanban) revolutionized manufacturing methods

He devised the seven wastes (or muda in Japanese) as part of this system. He

also created Just-in-time manufacturing (JIT), kanban, jidoka, supermarkets, cellular
manufacturing, takt time, and the Ohno circle

Taiichi Ohno is generally credited as being the father of TPS. Mr. Ohno was the Vice
President of manufacturing for Toyota and the driving force behind the creation of Toyota
Production Systems.