QUALITY GURUS

AND THEIR CONTRIBUTIONS

WALTER ANDREW
SHEWHART
Born on March 18, 1891, in New Canton, Illinois U.S
Died on March 11, 1967, in Troy Hills, New Jersey U.S

Brief Background
Walter Andrew Shewhart was an American physicist
engineer and statistician, sometimes known as the
“Father of Statistical Quality Control”. He laid the
foundation of Statistical Process Control (SPC) and
modern quality improvement practices, including Six
Sigma­. Shewhart studied randomness and recognized
that variability existed in all manufacturing processes.
Contributions to
Quality
WALTER ANDREW
SHEWHART

Shewhart introduced the PDCA

cycle (Plan Do Check Act) in
1939.
He is the original founder of
PDCA.
 He created quality control charts, which are
CONTROL intended to determine if a process's variability is
due to random chance or a specific cause like
CHARTS incompetent employees or improperly calibrated
machinery.
 Control Chart is one of several
graphical tools typically used in
quality control analysis to
understand how a process changes
over time.
 WILLIAM EDWARDS
DEMING
OCTOBER 14, 1900 - DECEMBER 20. 1993

BACKGROUND

FATHER OF TOTAL QUALITY MANAGEMENT

AMERICAN ENGINEER, STATISTICIAN,
PROFESSOR, AUTHOR, LECTURER, AND
MANAGEMENT CONSULTANT
 Takes a systems and leadership
approach to quality. Concepts
associated with his approach
include:

14 points
7 Deadly Diseases
Deming cycle (Plan-do-check-
act)
 DEMING'S 14 POINTS
Create a constant purpose toward improvement

Adopt the new philosophy.

Stop depending on inspections.

Improve constantly and forever.

Use training on the job.

Implement leadership.

Eliminate fear.
 DEMING'S 14 POINTS
Break down barriers between departments.

Get rid of unclear slogans.

Eliminate management by objectives.

Remove barriers to pride of workmanship.

Implement education and self-improvement.

Make "transformation" everyone's job.

Use a single supplier for any one item.

 Lack of constancy of purpose.

Emphasis on short-term profits.

Evaluation of performance, merit rating, or annual review.

D
D
Mobility of top management.
I
S Running a company on visible figures alone
E E (counting the money)
A A
D S
Excessive medical costs.
L E Excessive costs of liability, swelled by lawyers
Y S that work on contingency fees
DEMING CYCLE Plan-Do-Check-Act

The Deming Cycle is also known as

the PDCA Cycle or PDSA (Plan, Do,
Study, Act) Cycle and is an altered
version of the Shewart Cycle – Plan, Do
See – that had been around since it was
introduced by statistics expert Mr. Walter
A. Shewart in the 1920s.
 RIMBERIO CO

JOSEPH M JURAN.
December 24, 1904 - February 28, 2008

Background
was a Romanian-born American engineer,
management consultant and author. He was an
advocate for quality and quality management
and wrote several books on the topics.
is also known for his further development of the
Pareto Analysis of the founder Vilfredo Pareto in
the area of quality management.
INTERNAL CUSTOMER

Internal Customer -people within your

organisation who receive goods or services from
another part of your business.
External Customer - is the person who
purchases the goods or services, while the
internal customer is anyone within an
organization who at any time is dependent on
anyone else within the organization.
 COST OF QUALITY
Prevention Cost – costs associated with
activities specifically designed to
prevent poor quality in products.
Appraisal Cost – costs associated with
activities specifically designed to
measure, inspect, evaluate or audit
products to assure conformance to
quality requirements.
Internal Failure Cost – costs incurred
when a product fails to conform to a
quality specification before shipment to
a customer.
External Failure Cost – costs incurred
when a product fails to conform to a
quality specification after shipment to a
customer.

The Total Quality Cost then is simply the sum of all these cost categories; Prevention, Appraisal, &
Failure Costs (Internal & External).
 Dr. Juran's Quality Trilogy

Quality Planning - provides a system that is

capable of meeting quality standards
Quality Control - is used to determine when
corrective action is required
Quality Improvement - seeks better ways
of doing things.
Dr. Juran's 10 Steps for Quality Improvement
 The Breakthrough Concept
Dr. Juran's breakthrough sequence consists of proof of the
need, project identification, organization for breakthrough, the
diagnostic journey, the remedial journey, and holding the
gains. These steps represent a common sense sequence of
discovery, organization, diagnosis, corrective action, and
control
Quality planning consists of developing the
products and processes required to meet
customer’s needs.

-Dr. Joseph M. Juran

 DR. KAORU
ISHIKAWA
"FATHER OF QUALITY CIRCLE"
BORN

July 13, 1915 in Tokyo, Japan

DIED

April 16, 1989 (aged 73)

Joined the Japanese union of scientist (JUSE)

quality control research group

BRIEF BACKGROUND
Ishikawa was a Japanese organizational theorist and a professor in the engineering faculty
at the University of Tokyo noted for his quality management innovations. He is considered
a key figure in the development of quality initiatives in Japan, particularly the quality circle.

He is best known outside Japan for the Ishikawa or cause and effect diagram (also known
as the fishbone diagram), often used in the analysis of industrial processes.

He translated, integrated and expanded the management concepts of W. Edwards Deming

and Joseph M. Juran into the Japanese system. Ishikawa used this concept to define how
continuous improvement (kaizen) can be applied to processes when all variables are
known.
Contributions to Quality

 QUALITY CIRCLE
Ishikawa introduced the concept
of quality circles. Quality Circles
is an essential part of Total
Quality Management (TQM).
Company-wide Quality - Ishikawa
believed that quality must be
company-wide.
Dr. Kaoru Ishikawa made many contributions
to quality, the most noteworthy being his total
quality viewpoint, company wide quality
control, his emphasis on the human side of
quality, the Ishikawa diagram and the
assembly and use of the "seven basic tools of
quality":
 7 BASIC QUALITY TOOLS

Flowchart Check sheet Pareto chart Cause-Effect Diagram

Process Control charts Histogram Scatter Diagram

ISHIKAWA DIAGRAM
Also known as Cause-and-
effect Diagram or Fishbone
Diagram. An Ishikawa
diagram is designed to show
the potential causes of a
specific event or process. It
is commonly used in product
development to brainstorm
and outline the different
steps within a given process,
allocate resources, and
determine whether quality
control issues are likely to
arise
ISHIKAWA DIAGRAM / FISHBONE DIAGRAM
Think of at least four factors which influence your
problem. See if a shift in one of these causes can
give you a different effect to explore”.

-Dr. Kaoru Ishikawa

Philip B. Crosby
Born on June 18, 1926 in Wheeling, West Virginia US

Died on August 18, 2001 in Asheville, North Carolina, US

Brief Background
Philip Bayard "Phil" Crosby,was a businessman and author who
contributed to management theory and quality management
practices.
Crosby initiated the Zero Defects program at the Martin
Company. As the quality control manager of the Pershing
missile program, Crosby was credited with a 25 percent
reduction in the overall rejection rate and a 30 percent
reduction in scrap costs.
Contribution
to
Quality
Crosby is known for the
concepts of “Quality is
Free” and “Zero
Defects”, and his quality
improvement process is
based on his four
absolutes of quality:
 Four Absolutes of Quality
In the 1980’s, Philip Crosby came up with the Four Absolutes
of Quality. We have used the Four Absolutes as the foundation
for planning sessions, key decision-making and process
improvement.
Four Absolutes of Quality
Quality is conformance to requirements

The system of quality is prevention

The performance standard is zero defect

The measurement of quality is the price of

non-conformance
 Crosby's 14 Steps to Quality
Improvement
One of the most widely discussed models in the area of quality
improvement is Crosby’s 14 steps for improvement. The model was
developed by the quality guru Philip Crosby and promises process
improvement over the long term.
 Crosby's 14 Steps to Quality
Improvement
1. Management is committed
2. Quality improvement team
3. Measure of Quality
4. Cost of quality
5. Corrective actions
6. Promoting quality awareness
7. Plan for Zero deffect program


8. Setting goals for improvement

9. Organizing supervisory training
10. Promoting work system
11. Zero defect
12. Recognition
13. Quality councils
14. Do it all over again.
 ARMAND VALLIN
FEIGENBAUM
APRIL 6, 1920 - NOVEMBER 13, 2014

BACKGROUND

FATHER OF TOTAL QUALITY CONTROL

HE BEGAN HIS CAREER WITH GENERAL
ELECTRIC (GE) IN 1937 AS AN APPRENTICE
TOOLMAKER AND MANAGEMENT INTERN
WITH THE TURBINE, ENGINE AND
TRANSFORMER GROUP
WAS PRESIDENT AND CEO OF GENERAL
SYSTEMS COMPANY
Feigenbaum defined Total Quality as:

“An effective system for integrating quality development,

quality maintenance and quality improvement efforts of the
various groups within an organization, so as to enable production and
service at the most economical levels that allow full customer
satisfaction”.
He saw it as a business method and proposed three steps to
quality:

Quality Leadership
Modern quality technology
Organisational Commitment

Contributions:
1. Total Quality Control
-A system where quality development, maintenance, and improvement are
effectively integrated to ensure production and service at considerably lower
costs. This ultimately leads to higher customer satisfaction, which is so critical
for all businesses.
First, quality should be understood from the customer’s perception, not from
the organization’s
Second, quality and cost should not be viewed as different, but the same.
Thirdly, both individual and team commitment are needed for ensuring quality.
Quality should be permanently embedded as a part of process improvement.
Innovation and quality are interrelated and mutually benefitting
2. Hidden Plant

-Fiegenbaum stated that almost 15% to 40% of an organization’s capacity

is wasted by not getting the things right as they should be.

3. Quality Accountability

-Fiegenbaum stressed that quality is a universal concept and cannot be

restricted to a department or individual.
4.Quality Costs

-Fiegenbaum described the concept of quality costs in an article in

HBR (Harvard Business Review) in 1956. He stated that it is important
to quantify the total cost of quality as a part of process improvement.
 Dr. Feigenbaum's element of total quality that lead to a
total customer focus:

Quality is the customers perception of what quality is, not what a company
thinks it is.
Quality and cost are the same - not different.
Quality is an individual and team commitment.
Quality and innovation are interrelated and mutually beneficial.
Managing Quality is managing the business.
Quality is a principal.
Quality is not a temporary or quick fix but a continuous process of
improvement.
Productivity gained by cost effective demonstrably beneficial Quality
investment.
Implement Quality by encompassing suppliers and customers in the system.
RIMBERIO CO

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