“QUALITY GURUS”

(Detailed)

Towards excellence –
what can we learn from the Joseph Juran

teaching of “Quality Gurus”?

 Juran’s 10 Points for Quality Improvement
Joseph M. Juran (1904-2008) 1. Build awareness

• Quality Control Handbook 2. Set goals for improvement

• “Quality is fitness for use” 3. Organize to reach goals

• Quality is about management, 4. Provide training
human beings, and human
5. Carry out projects to solve problems
interaction (int and ext customers)
6. Report progress
• All problems essentially had a root cause: mostly resistance to
change or cultural resistance 7. Give recognition
• Introduced the Pareto principle (or 80-20 rule) to industry, 8. Communicate result
suggesting that 80 percent of known problems come from 20
percent of causes; thus management should concentrate on 9. Keep score
the 20 percent
10. Maintain momentum
• Quality trilogy (1986): Planning, Control, and Improvement

Juran’s Quality Trilogy Juran’s 10 Points

for
Quality
Planning
Quality
Control Quality
Improvement
Quality
Improvement
1. Build awareness of need and
opportunity for improvement:-
3. Organize to reach your goals
 Realize that all processes are improvable
 Taking an example of mistakes published in a  Establish quality council
newspaper they made the previous day… Juran said
that they should:  Identify problems
• Survey the staff, asking them why the mistakes
were made  Select projects
• After a week, select the top ten reasons
• Decide how to make sure those mistake-causing  Appoint teams
steps aren't repeated
• Keep track of the number of mistakes being made,  Designate facilitators
to make sure they are decreasing
 Now a quality improvement program has just been
created!

2. Set goals for improvement 4. Provide training

 Any company should realize how important

 Establish specific goals to be reached education and training are

 Establish plans for reaching the goals
 Assign clear responsibility for meeting
the goals
 Base the rewards on results achieved
 The concepts, methods and tools for modern
quality management could be new for many
members of the company -- managers,
professionals and workforce
 The investment in education and training is high,
but the rewards are great
5. Carry out projects to solve problems
 Large improvements are usually the result of
interdepartmental or even cross-functional quality
improvement teams
 These teams tackle the chronic problems that have
been in the way of company progress for a long time
 These are the vital few problems that create the
breakthroughs in quality by reducing waste and
improving customer satisfaction dramatically
6. Report progress
 Importance here is on the progress expected
and the actual progress achieved
 Necessary actions to improve the status can be
initiated to reduce the variance. Information
on the progress also provides the management
the confidence on the Improvement activity
and further support if required
7. Give recognition
 Recognition is a means of providing morale to both those
involved in the improvement activity and all others in an
organization
 This is an important activity to be done by the management
as improvements provide a change for betterment resulting
in savings to the company and at times, the improvements
are made possible against lot of criticisms
 Recognition rejuvenates the spirits and makes it possible for
improvement areas in other spheres
8. Communicate result
 Lesson learnt during the improvement
process requires to be shared to create an
awareness of the approach taken and the
possibility to learn and improve further
 It also provides an outlook for people in
other areas to the basis for triggering
similar improvements in their areas
9. Keep score
 A Company’s goals are achieved step-by-step
 Each step taking it nearer to the targeted goals
 Further steps to be taken shall involve an
action based on the lesson in the previous
steps W. Edwards
 Tracking the progress and measuring it Deming
provides the management the leverage to
control the process

The Deming Circle

10. Maintain momentum by making (control and continuous improvement of process and product)
annual improvement part of the regular
process of the company
 Actions taken in the above steps shall involve
the people and sustaining their involvement
in improvement activity is a must to achieve
the long-term organizational goals and to
remain competitive
 This approach is very many people oriented
and it places a strong emphasis upon
teamwork and a project - based approach

DEMING’S 14 POINTS
14 points for
management
 ~~Provide a framework for
 developing knowledge in the
workplace and can be used to
guide long term business
plans and aims
~~As a philosophical code for
management
Point 1: Create a Vision and Demonstrate
Commitment
• An organization must define its values, mission, and
vision of the future to provide long-term direction
for its management and employees.
• Businesses should not exist simply for profit; they
are social entities whose basic purpose is to serve
their customers and employees.
Point 2: Learn the New Philosophy
• Companies must take a customer-driven approach
based on mutual cooperation between labor and
management and a never-ending cycle of
improvement.
Point 3: Understand Inspection
• Inspection - the principal means of quality control.
• Routine inspection acknowledges that defects are
present, but does not add value to the product.
• Inspection should be used as an information-gathering
tool for improvement, not as a means of “assuring”
quality or blaming workers.
Point 4: Stop Making Decisions Purely on
the Basis of Cost
• The supplier and manufacturer must be considered as a
macro organization.
• Deming urged businesses to establish long-term
relationships with fewer suppliers, leading to loyalty
and opportunities for mutual improvement.
• Supply Chain Management (SCM) focuses heavily on a
system’s view of the supply chain with the objective of
minimizing total supply chain costs and developing
stronger partnerships with suppliers.
Point 5: Improve Constantly and Forever
• Improved design of goods and services comes from understanding
customer needs and continual market surveys and other sources of
feedback, and from understanding the manufacturing and service
delivery process.
• Improvements in operations are achieved by reducing the causes
and impacts of variation, and engaging all employees to innovate
and seek ways of doing their jobs more efficiently and effectively.
• Deming chain reaction: When quality improves, productivity
improves and costs decrease.
• Continuous improvement
Point 6: Institute Training
• Training
- results in improvements in quality and
productivity
- adds to worker morale
- demonstrates to workers that the company is
dedicated to helping them and investing in the
future
Point 7: Institute Leadership
• The job of management is leadership, not
supervision.
Supervision – simply overseeing and directing work
Leadership – providing guidance to help employees
do their hobs with less effort.
Point 8: Drive Out Fear
• Fear is manifasted in many ways: fear of reprisal,
fear of failure, fear of the unknown, fear of
relinquishing control, and fear of change.
• Fear encourages short-term thinking
• Fear is a cultural issue for all organizations
Point 9: Optimize the Efforts of Teams
• Teamwork helps to break down barriers between
departments and individuals.
Barriers between functional areas occur occurs when
managers fear they might lose power.
• Lack of cooperation leads to poor quality.
Point 10: Eliminate Exhortations
• Motivational approaches overlook the major source
of many problems – the system
• Causes of variation stemming from the design of
the system are management’s problem, not the
workers’
Point 11: Enumerate Numerical Quotas and
Management by Objective (MBO)
• Many organizations manage by the numbers.
• Goals are useful, but numerical goals set for others
without incorporating a method to reach the goal
generate frustration and resentment.
• Management must understand the system and
continually try to improve it, rather than focus on
short-term goals.
Point 13: Encourage Education and Self-
Improvement
• Continuing, broad education for self-improvement
• Organizations must invest in their people at all
levels to ensure success in the long term
• Developing the worth of the individual is a
powerful motivation method

Point 12: Remove Barriers to Pride in

Workmanship Point 14: Take Action
• Deming believed that one of the biggest barriers to • Any culture change begins with top management
pride in workmanship is performance appraisal and includes everyone
Performance appraisal destroys teamwork by promoting competition for
limited resources, fosters mediocrity because objectives typically are • Team-based approach
driven by numbers and what the boss wants rather than by quality,
focuses on the short term and discourages risk taking, and confounds
the “people resources” with other resources.
• Three categories of performance:
Majority of performances that are within the system
Performances outside the system on the superior side
Performances outside the system on the inferior side
 Feigenbaum believed
that …
 responsibility for quality must rest with the persons who do
the work (quality at the source)

 quality should be company‐wide, not confined to the

quality control departments

Armand
Feigenbaum

Feigenbaum’s 3 – Step
Philosophy
STEP 1 Quality Leadership
Management should take the lead in enforcing quality efforts.
It should be based on sound planning.
Feigenbaum’s 3 – Step
Philosophy
STEP 2 Management Quality Technology
The traditional quality programs should be replaced by the
latest quality technology for satisfying the customers in future.

WALTER
SHEWHART

Feigenbaum’s 3 – Step
Philosophy
STEP 3 Organizational Commitment
Motivation and continuous training of the total work force tells
about the organizational commitment towards the
improvement of the quality of the product and the services.
 Benefits of Statistical
Quality
Control
 It provides a means of detecting error at
inspection.
Eugene grant  It leads to more uniform quality of
production.
 It improves the relationship with the
customer.
 It reduces inspection costs.
 It reduces the number of rejects and saves
the cost of material.

Benefits of Statistical
STATISTICAL
QUALITY CONTROL
Quality
 used in training programs to improve quality and • Control
production in World War II industrial plants
 used to analyze the quality problems and solve them  It provides a basis for attainable specifications.
 use of statistical methods in the monitoring and  It points out the bottlenecks and trouble spots.
maintaining of the quality of products and services  It provides a means of determining the capability of the manufacturing
process.
 It promotes the understanding and appreciation of quality
• control.
 4 Absolutes of
Quality
1. The definition of quality is conformance to requirements
(not as goodness)
2. The system of quality is prevention (not appraisal)
Philip Crosby 3. The performance standard is zero defects (not “that’s
close enough”)
4. The measurement of quality is the price of
nonconformance (not indexes)

Quality is
….
 Quality Is Free.
 Doing it right the first time (DIRFT)
 Zero defect

Kaoru Ishikawa
Fishbone Diagram
(cause and effect)

Genichi Taguchi

Examples of Fishbone The Quality Loss

Diagram Function (QLF)
1. We cannot reduce cost without affecting quality.
2. We can improve quality without increasing cost.
3. We can reduce cost by improving quality.
4. We can reduce cost by reducing variation. When we do
so, performance and quality will automatically improve.
 Taguchi’s
Methods
1. System Design Stage – customer and marketing
knowledge
2. Parameter Stage - how the product should perform

3.
against defined parameters
Tolerance design stage - finding the balance between
Liu Yuan Zhang
manufacturing cost and loss

Genichi Taguchi (1920-2012)

• Quality is measured by
“Loss to society” which
increase with variation
• Performance of a product or
processes is improved when Noriaki Kano
variation is reduced
• Improvements are effective when they are made
upstream, i.e. at the design stage
• Instead of removing variance-causing noise, which
could be impossible or expensive, “Robust Design”
methodologies should be applied to reduce the
sensitivity to noise during the generation and use
of a product and process
 Best known for
Kano’s Quality Model …

Bill smith END