Chapter 8 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 workmanship. Eliminate the annual rating 13. Institute a vigorous program of edueation and self-improvement for 14, Put everyone in the company to work to accomplish the transformation. Juran and the Importance of Top Management Commitment to Quality Joseph M. Juran, like Deming, taught Japanese manufacturers how to improve their produc- tivity. U.S. companies later discovered him as well. He wrote the firs edition of the Qualicy Control Handbook in 1974, stressing the importance of top management commitment t0 continuous product quality improvement. In 2000, at the age of 94, Jura published the fifth edition of this famous handbook. '* He also developed the Juran Trilogy: quality improve- ment, quality planning, and quality control, Juran stressed the difference between the ma ufacturer’s view of quality and the eustomer’s view. Manufacturers often focus on conformance to requirements, but customers focus on fitness for use, Most definitions of quality now us oF use to stress the importance of satisfying stated or implied needs ‘and not just meeting stated requirements or specifications. Juran developed ten steps to {quality improvement: 1. Build awareness of the need and opportunity for improvement 2. Set goals for improvement. 3. Organize t reach the goals (establish « quality council, identify problems, seleet projects, appoint teams, designate fae 4. Provide training, Carry out projects to solve problems, 6. Report progress. 7. Give recognition. 8. Communicate results 9. Keep seore. 10, Maintain momentum by making annual improvement part of the regular systems and processes of the comm Crosby and Striving for Zero Defects Philip B. Crosby wrote Quati¢y Is Free in 1979 and is best known for suggesting that organi- zations strive for zero defects,"” Ile stressed that the costs of poor quality should include all the costs of not doing the job right the first time, such as serap, rework, lost labor hours and. machine hous, customer ill will and lost sales, and warranty costs, Crosby suggested that the cost of poor quality is so understated that companies can profitably spend unlimited‘amounts of money on improving quality. Crosby developed the following 14 steps for a improvement. 1, Make itelear that management is committed to quality 2. Form qualicy improvement teams with representatives from each department. 3. Determine where current and potential quality problems lie. 4. Evaluate the cost of quality and explain its use as a management tool 5. Raise the quality awareness and personal concer of all employees. 6. Take actions to correct problems identified through previous steps. 7. Establish a committee for the zero-defects program, car 8. Train supervisors to aetively carry out their part of the quality improvement program. 9. Hold a *zero-defects day” co let all employees realize that there has been a change. 10, Encourage individuals co establish improvement goals for themselves and thelr ‘groups. 11. Encourage employees to communicate to 1 {in attaining their improvement goals. 12. Revogniz prelate those who participate, 13. Establish quality couneils to communicate on a regular basis 14. Do italll over again to empha the quality improvement program never ends, .o developed the Quality Management Process Maturity Grid in 1978, This ipplied to an organization's attitude toward product usability. For example, ein the grid is ignorance, where people might think they don’t have any problems ‘with usability. he final stage is wisdom, where people have changed their attitude so that usability defeet prevention is @ routine part of their operation. Ishikawa’s Guide to Quality Control ‘Kaoru Ishikawa is best known for his 1972 book Guide co Quality Control.?° He developed the concept of quality circles and pioneered the use of eausc-and-elfect diagrams, as described earlier in this chapter. Quality circles are groups of non-supervisors and work leaders in a single company department who volunteer to conduct group studies on how to Improve the effectiveness of work in their department. Ishikawa suggs managers and workers were totally committed ¢o quailty, hut ths delegated the responsibility for quality (0 a few staff members, Taguchi and Robust Design Methods Genichi Taguehi is best known for developing the Taguchi methods for optimizing the pro- cess of engineering experimentation. Key concepts in the Taguchi methods are that quality should he designed into the product and not inspeeted into it and that quality is bes achieved by minimizing deviation from the target value. For example, if che target respon time for accessing the EIS deseribed in the opening case is half a second, there should be litele deviation from this time. By the late 1990s, Taguchi had become, in the words of Fortune mas Hewlete-Pa Project Quality ManagementChapter 8 design high-quality products. Robust Design methods focus on elim ‘substituting scientific inquiry for trial-and-error methods, ng defects hy Feigenbaum and Workers’ Responsibility for Quality Armand V. Feigenbaum developed the concept of total quality control (TQC) in his 1983 book Total Quality Control: Engineering and Management.” He proposed that the sibility for quality should rest with the people who do the work. In TQG, product more important than production rates, and workers are allowed fo stop produetion whenev- cera quality problem oceurs. Malcolm Baldrige National Quality Award. ‘The Malcolm Baldrige National Quality Award originated in 1987 in the US. to recognize ‘companies that have achieved a level of world-class competition through quality management. ‘The award was started in honor of Malcolm Baldrige, who was the U.S. secretary of commerce from 1981 until his death in a rodeo aeeident in July 1987, Baldrige was a proponent of quall- ‘ty management as a key element in improving the prosperity and long-term strength of U.S organizations, The Maleolm Baldrige National Quality Award is given by the president of the United States to U.S. businesses—manufacturing and service, small and large—and to edue: tion and health nizations, Onganizations must apply for the award, and they must idership, strategie planning, customer and market ‘human resource focus, process management, snd business results. Three awards may be given annually in each of these categories: manufacturing, ser- all business and, from 1999, education and health care, The awards recognize and raise awareness about the importance of quali the award is not given for spectiie products or servict competitive ed ISO Standards ‘The International Organization for Standardization (180) is a network of national standards institutes that work in partnership with international organizations, governments, businesses, and consumer representatives. ISO 9000, a quality system standard developed by the ISO, is a three-part, continuous cycle of planning, controlling, and documenting quali- ty in an organization, ISO 9000 provides minimum requirements needed for an organization ‘tomeet its quality certification standards, The ISO 9000 family of intemational quality man- ‘agement standards and guidelines has earned a global reputation as the basis for establishing ‘quality management systems, The ISO's Web site (otere.i80,0rg) includes testimonials from ‘many business leaders throughout the world explaining che benefits of following these randarel ndustries, A government official in Malaysia believes that the universally accepted ISO 9000 standard ean contribute significantly to improving quality and development of an excellent work culture. ISO 9000 leads to a more s n ss: means of eonsolid Managers in the United that ISO 9000 has become a firmly lished cornerstone of their organizations drive toward quality improvement. It leals to substantial cost savings and contributes strongly to eustomer satisaetion.