TQM Im 3

Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY

Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.:T12-2NDSEM-2023-2024
College: INDUSTRIAL TECHNOLOGY

Campus: Bambang Campus
DEGREE BS INDUSTRIAL COURSE

T12
PROGRAM TECHNOLOGY NO.
COURSE
SPECIALIZATION COS,FT,COMTECH TOTAL QUALITY MANAGEMENT
TITLE
TIME WK IM
YEAR LEVEL 3 6 hours 5-6 3
FRAME NO. NO.
I. UNIT TITLE/CHAPTER TITLE
GURUS OF TQM
II. LESSON TITLE
1. William Edwards Deming

2. Philip B. Crosby
3. Joseph Moses Juran
4. Walter Andrew Shewart
5. Armand Feigenbaum
6. Kaoru Ishikawa
7. Genichi Taguchi
8. Shingo Shigeo
9. Masaki Imai
III. LESSON OVERVIEW
This chapter discusses the philosophies of notable individuals who have shaped the
evolution of TQM, and whose qualitative and quantitative contributions have been critical in the
emergence and development of contemporary knowledge regarding quality.
IV. DESIRED LEARNING OUTCOMES
At the end of the lesson, the students should be able to:
1. identify the different quality gurus in quality management; and

2. recognize contributions of quality gurus in quality management.
V. LESSON CONTENT
There are philosophies of notable individual who have shaped the evolution of
TQM and have contributed to the knowledge and understanding of quality.
1. Dr. William Edwards Deming (14 October, 1900 – 20 December, 1993)
Dr. Deming is often referred to as the “Father of Quality Control”. He is best known for
initiating a transformation in the Japanese manufacturing sector in the after effects of World War
II, which enabled it to become a big player in the world market. He is known for his 14 Points
for Quality Management, the Deming Chain Reaction and for the Theory of Product Knowledge.
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Deming approach to TQM is mainly concentrated in the creation of an organizational

system that is based on cooperation and learning for facilitating the implementation of process
management practices, which, in turn, leads to continuous improvement of processes, products,
and services as well as to employee fulfillment.
Deming’s 14 Points of Management
1. Constancy of Purpose
Create constancy of purpose toward improvement of product and service, with

the aim to become competitive and to stay in business, and to provide jobs.
2. The new philosophy
Adopt the new philosophy. We are in a new economic age. We can no longer live
with commonly accepted level of delays, mistakes, defective materials and defective
workmanship. Western management must awaken to the challenge, must learn their
responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality.
Eliminate the need for inspection on a mass basis by building quality into the
product in the first place.
4. End lowest tender contracts.
End the practice of awarding business on the basis of price tag.

Instead, minimize total cost. Move toward a single supplier for any one item, on a long-
term relationship of loyalty and trust.
5. Improve every process.
Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
Introduce up-to-date methods of training on the job, incorporating management

to make greatest use of all employees. Fresh skills are essential to sustain changes in
materials, methods, product design, machinery, techniques and service.
7. Institute leadership.
The aim of supervision should be to help people and machines and gadgets to
do a better job. Supervision of management is in need of overhaul, as well as
supervision of production workers.
8. Drive out fear.
Encourage effective two-way communication and other means to drive out fear
throughout the organization so that everyone may work effectively and more
productively for the company.
9. Breakdown barriers.
Break down barriers between departments. People in research, design, sales,

and production must work as a team, to foresee problems of production and in use that
may be encountered with the product or service.

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10. Eliminate exhortations.
Eliminate slogans, exhortations, and targets for the work force asking for zero
defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and low productivity belong to the
system and thus lie beyond the power of the work force.
11. Eliminate arbitrary numerical targets.
Remove work standards that requires numerical quotas for the workforce and the
numerical goals for people in the management. Replace these with aids and useful
supervision and employ statistical methods for continual improvement of quality and
productivity.
12. Permit pride of workmanship.
Remove barriers that rob the hourly worker of his right to pride of workmanship.
This implies the abolition of the annual merit rating and of management by objective.
The responsibility of supervisors must be changed from sheer numbers to quality.
13. Encourage education.
Institute a vigorous program of education and self-improvement. What an

organization needs is not just good people; it needs people who are improving with
education.
14. Top management’s commitment.
A clearly defined commitment by the top management to constantly improve

quality and productivity and strengthening of obligations to put into practice all
these principles is always advantageous to the workforce and the organization.
Form a structure in the top management whose main task will be to push these
13 points continually and take action in order to achieve the change.
Deming’s 7 Deadly Diseases
Deming’s seven deadly diseases summarize the factors that he believes can slow down
the transformation the fourteen points can bring about. The seven deadly diseases are:
1. Lack of constancy of purpose to plan products and services that have a market
sufficient to keep the company in business and provide jobs.
2. Stress on short-term profit; short-term thinking that is driven by a fear of unfriendly

takeover attempts and pressure from bankers and shareholders to generate
dividends.
3. Personal review system for mangers and management by objectives with no

methods or resources provided to achieve objectives; includes performance
evaluations, merit ratings, and annual appraisals.
4. Job-hopping by mangers.
5. Using only evident data and information in decision making with little or no
consideration given to what is unknown or cannot be known.

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6. Excessive medical costs.
7. Excessive costs of liability driven up by lawyers who work on contingency fees.
2. Philip B. Crosby (18 June, 1926 – 18 August, 2001)
Philip B. Crosby came to national prominence with the publication of his book “Quality is
Free” in 1979. He established the absolutes of quality management, which states that the only
performance standard is zero defects and the basic elements of improvement.
The essence of Crosby’s teachings is contained in what he calls the “four absolutes of
quality.”
1. The definition of quality is conformance to requirements.
2. The system of quality is prevention, not appraisal.
3. The performance standard is zero defects.
4. The measurement of quality is the price of non-conformance to requirements, not
quality circles.
Crosby defines quality as a means to “conformance to requirements”. Quality must be

defined in quantifiable and clearly stated terms to aid the organization to take action based on
feasible targets, rather than experience, or opinions.
Crosby’s Fourteen-Step to Quality Improvement
1. Management commitment
Management must be committed and dedicated to process improvement and
this culture should be passed on to the whole company workforce.
2. Quality improvement team

A team specialized in total quality management should be formulated. This
team should be solely responsible for process quality.
3. Quality measurement
Before implementing any action plan, there is a need to measure and assess
process quality and identify the areas that need improvement.
4. Cost of quality
Assess the cost that comes along. What is the cost of quality and how does it
fall into your company’s overall plan?
5. Quality awareness
At this point, there is need to spread the importance of quality throughout the
entire workforce and embrace it within the business culture.
6. Corrective action
Having identified what needs to be improved, there is a need to start
implementing a plan so that corrective actions start to roll out.
7. Zero defects planning

This step is all about eliminating defects. This step not only aims to reduce
defects but to entirely eliminate them.

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8. Supervisor training
Name the type of training that supervisors require to energetically perform
their roles with regard to the quality improvement program.
9. Zero defects day

Increase awareness by holding a zero defects day in which employees are
taking part.
10. Goal setting

Setting goals for improvement should involve employees from the whole
organization. Engaging everyone is making sure that goals are made out clear to all
levels of the organizational structure.
11. Error-cause removal

In every quality improvement effort, it is important to take a step back and
identify any errors that are hindering this process. Engaging all employees in this
procedure is vital.
12. Recognition
Recognizing employees that excel in the quality improvement efforts and
celebrating their success will not only encourage them to continue the good work but
it will also inspire others to start participating.
13. Quality councils

Bring along specialists and hold quality councils on a regular basis in order to
create focused and clearly defined goals.
14. Do it over again
Doing everything all over again from the start. Crosby’s model is not an ad-
hoc model but rather a process of continual process. So make sure that you repeat
this process over and over again.
Crosby claims “mistakes are caused by two factors: lack of knowledge and lack of
attention”. Education and training can eliminate the first cause, and a personal commitment to
excellence (zero defects) and attention to detail will treat the second.
3. Dr. Joseph Moses Juran (24 December, 1904 – 28 February, 2008)
Dr. Juran assisted the Japanese in their reconstruction processes after World War II. He
is the editor of the Quality Control Handbook (1951) and alter for his paper introducing the
quality trilogies.
Juran’s Quality Trilogy
1. Quality planning – this involves identifying the customer’s needs and expectations,
proposing products and services, setting goals, giving training implementation of
projects, reporting, recognizing, and communicating outcome and improvements in
systems.

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2. Quality control – This concerns creating standards, naming measurements and methods
thereof, contrasting results with actual standards and construing the differences and
taking action on differences.
3. Quality improvement – This is about the use of structured annual improvement projects
and plans, need of improvement, organizing to guide the projects, detecting the causes,
giving and verifying remedies and establishing control to keep up gains made.
Juran defined quality as “fitness for use” and also developed the idea of cost of
quality. He concurs with Deming that more than 80% defects are caused by the system
rather than the workers and lists motivations of workers as a solution to quality
problems.
Juran propounded the following messages on quality:
1. Quality control must be essential part of management.
2. Quality is no mistake.
3. Quality must be planned.
4. There are no shortcuts to quality.
5. Make use of problems as sources of improvement.
Juran’s formula consists of:
1. Create an awareness about the need and propose an opportunity for
improvement.
2. Set goals for improvements.
3. Systematize paths to attain the goals (begin a quality council, identify
problems, choose projects, assign teams, delegate facilitators and so on).
4. Give training.
5. Do projects to resolve problems.
6. Inform progress.
7. Provide recognition.
8. Communicate outcome.
9. Keep score.
10. Uphold thrust by making yearly improvements a component of the regular
systems and processes of the company.
In his view, the approach to managing for quality consists of:
1. The irregular problem is detected and acted upon by the process of quality
control;
2. The constant problem needs a special process, namely, quality
improvement;
3. Such constant problems are traceable to a poor quality planning process.
Like Deming, Juran believes most quality problems are due to management, not
employees. He also states that the distinction between constant and irregular problems is
essential because there are two different approaches to handling the problems. Constant
problems require the principle of “breakthrough”, while irregular problems require the principle of
“control”.
Breakthrough activities or quality improvement include:
1. Breakthrough in attitude – persuading those responsible that a change in
quality level is advantageous and practical;
2. Discovery of the vital few projects – determining which quality problem are
essential;

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3. Organizing for breakthrough in knowledge – defining the organizational

system for attaining the knowledge for accomplishing a breakthrough;
4. Formation of a steering arm – defining and staffing a system for directing the
study for quality improvement;
5. Formation of a investigative arm – defining and staffing a system for
executing the technical inquiry;
6. Diagnosis – collecting and examining the facts necessary and proposing the
desirable action;
7. Breakthrough in cultural pattern – determining the effect of an anticipated
change on the people involved and looking for ways to rise above opposition
to change;
8. Breakthrough in performance – getting agreement to take action; and
9. Transition to the new level – implement the change.
Control activities include:
1. Choosing the control subject which is choosing what is intended to regulate;
2. Choosing a unit of measure;
3. Setting a goal for the control subject;
4. Creating a sensor which can measure the control subject in terms of the unit
of measure;
5. Measuring real performance;
6. Interpreting the difference between actual performance and the goal;
7. Taking action (if any) on the difference.
“Planning” activities include:
1. Establish the quality goals
2. Identify customers
3. Discover customer needs
4. Develop product features
5. Develop process features
6. Establish process controls and transfer to operations
4. Dr. Walter Andrew Shewart (18 March, 1891 – 11 March, 1967)

Dr. Shewart is known as the “Grandfather of Quality Control” and was a giant among
giants in the quality movement during the first half of the 20 th century. He recognized the need
to separate variation into assignable and unassignable causes (defined “in control”). He is also
considered as the “founder of the control chart” (e.g. X-bar and R chart).
He is the originator of what came to be known as the Shewart Cycle: Plan-Do-Study-Act-
PDSA or Plan-Do-Check-Act (PDCA) to manage the effects of variations. He stressed that
eliminating variability improved quality. His work created the foundation for statistical process
control measures today.
He defined quality in terms of objective and subjective quality; wherein “objective quality”
is the quality of a thing independent of people, while, subjective quality” is quality as relative to
how people perceive it.
5. Dr. Armand Feigenbaum

Dr. Faigenbaum is given the credit to the formation of the idea od total quality control.
He was also the first to classify quality costs as costs of prevention, appraisal, and internal and
external failures.
Faigenbaum’s Three Steps to Quality

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1. Quality leadership – This is apparent when the management stresses on sound

planning rather than reacting to failures. The management must maintain a constant
focus and lead the quality effort.
2. Modern quality technology – The traditional quality development processes cannot

resolve 80% - 90% of quality problems. This task involves integration of office staff,
engineers, as well as the shop-floor workers who continually assess and apply latest
techniques to satisfy customers in the future.
3. Organizational commitment – Continuous training and motivation of the whole

workforce as well as a combination of quality in business planning stage indicates
the significance of quality and offers the means for including it in all respect of the
organization’s activities.
Faigenbaum 10 points on TQM

1. Quality is consciousness programmed not only a technical function.
2. Quality is not what an engineer or marketer says but it is that what the customer
speaks of.
3. Quality and cost are a sum, not differences.
4. Quality must be organized to identify everybody’s job in the organization.
5. Quality is a technique in managing an organization. Good management means
continuous stress on the quality.
6. The quality improvement highlighting must take place all through all activities of the
organization.
7. Quality is realized through assistance and contribution of each and every person
related to the organization. It is also an ethic.
8. Continuous quality improvement needs extensive range of new and existing quality
technology of information applications.
9. Total quality program approach leads to productivity and is most effective and less
capital intensive.
10. Quality comes, if it is clear, customer oriented, effective and structured.
One of the more well known concepts developed by Faigenbaum was that of the
“hidden plant”. He maintained that within every company or factory, a proportion of the
capacity was wasted by not getting it right at the first time.
6. Prof. Kaoru Ishikawa (1915-1989)

Prof. Kaoru Ishikawa is the “Father of Quality Circles” for his role in launching Japan’s
quality movement in 1960s. He is recognized with developing the idea of company-wide quality
control in Japan. He established the use of quality circles and championed the use of quality
tools to know the root causes of problems. He developed one of those tools, the cause-and-
effect diagram, which is also known as the Ishikawa diagram or the fishbone diagram.
For Ishikawa, quality is the “development, design, production and service of a product
that is most efficient, most helpful and constantly acceptable to consumer.” He argues that
quality control extends further than the product and includes after-sales service, the quality of
management, the quality of individuals and the company itself. He advocates employee
contribution as the input to the successful implementation of TQM. He states that quality starts
and ends with education.
Seven Tools of Quality
The discipline of Total Quality Control uses a number of quantitative methods and tools to
identify problems and suggest avenues for improvement in fields such as manufacturing.

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Ishikawa said that the seven basic tools were “indispensable for quality control”. These tools
are:
1. Process flowchart
2. Check sheet
3. Histogram
4. Pareto Chart
5. Ishikawa diagram (Cause-Effect Diagram)
6. Scatter Diagram
7. Control Chart
Ishikawa believed that with these tools, managers and staff could deal with and solve the
quality problems facing them.
Ishikawa’s concept of total quality control contains six fundamental principles:
1. Quality first – not short-term profits first
2. Customer orientation – not producer orientation
3. The next step is your customer – breaking down the fence of sectionalism
4. Using facts and data to make presentations – use of statistical methods
5. Reverence for humanity as a management philosophy, full participatory management
6. Cross-functional management
7. Genichi Taguchi (1 January, 1924 – 2 June, 2012)

Taguchi is a quality expert known for his work in the area of product design. He
estimated that 80% of all defective items are caused by poor product design. He stressed that
companies needed to center their quality efforts on the design stage, as it is much less
expensive and easier to make changes during this stage than later in the production process.
He underlines an engineering approach to quality. Taguchi defines quality loss as the “loss
imparted to the society from the time a product is shipped.”
Examples of quality loss: Failure to reach ideal performance, failure to meet the
customer’s requirements, breakdowns and harmful side
effects caused by products.
Taguchi’s key elements of quality concepts:
1. Quality improvement should focus on reducing the variation of the product’s key
performance characteristics about their target values.
2. The loss suffered by a customer due to a product’s performance variation is often
just about proportional to the square of the deviation of the performance
characteristics from its target value.
3. The ultimate quality and cost of manufactured products are determined to a great
extent by the engineering design of the product and the manufacturing process.
4. A product’s or process’s performance variation can be lessened by exploiting the
non-linear effects if the product or process parameters on the performance
characteristics.
5. Statistically planned experiments can be used to name the settings of
product/process parameters that reduce performance variation.
Taguchi is known for applying the concept of design of experiments to product design.
This method is an engineering approach that focuses on developing robust design that enables
products to perform under varying conditions. Taguchi’s approach focuses on a statistical
methods that zeros in rapidly on the variations in a product that distinguish the bad parts from
the good. He advocated that all factors that can hamper uniformity between products and their

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long-term stable performance must be studied and safeguards must be built in the product
design stage itself. He called it the concept of robust design. Robust design results in as
product that can perform over a wide range of conditions.
Taguchi’s eight-point approach:
1. Determine the main functions, side effects and loss modes.
2. Determine the noise factors and the testing conditions for evaluating failure of
quality.
3. Determine the quality characteristics to be observed and the objective functions
to be optimized.
4. Determine the control factors and their alternate levels.
5. Blueprint the matrix requirements and define the data analysis procedure.
6. Carry out the matrix.
7. Examine the data, identify optimum levels for the control factors and foresee
performance under these levels.
8. Perform the confirmation experiment and prepare future actions.
8. Dr. Shigeo Shingo
Dr. Shigeo Shingo is the greatest contributor to modern manufacturing practices. He
was one of the greatest influencer on Japanese quality control and his contributions to quality
improvement transformed the Japanese industrial sector and accordingly influenced the
industries in the west. His teachings can be classified into the three concepts as follows:
1. Just-In-Time (JIT) – JIT is about supplying customers with what they want when they
want it. The aim of JIT is to diminish inventories by producing only what is necessary
when it is necessary. Orders are “pulled” through the system when prompted by
customer orders, not pushed through the system in order to attain economies of
scale with the production of larger batches.
2. Single Minute Exchange of Dies (SMED) – It is a system for speedy changeovers
between products. The target is to make simpler materials, machinery, processes
and skills to significantly decrease changeover times from hours to minutes. As a
consequence, products could be produced in small batches or even single units with
negligible disturbance.
3. Zero Quality Control (ZQC) – The ZQC concepts are based on theoretically ideal
scenario. However, quality improvement can be made using these principles and
concepts. Dr. Shigeo’s basic idea was to implement error-proofing devices in the
assembly line to abolish the likelihood of flawed operations. In addition, his accent
was on targeting the root cause of defect whenever a defect took place, thereby,
almost abolishing the requirement for statistical process control. The famous
equation in the spirit of Zero Quality Control Concepts formulated by the Japanese
quality guru, Dr. Shigeo Shingo is:
Poka-Yoke Techniques to Correct Defects + Source Inspection to Prevent Defects =

Zero Quality Control
Note: Poka-Yoke devices are mistake proofing devices like sensors and monitors.
Poka-Yoke, also known as mistake-proofing, is a technique for avoiding simple

human errors at work.
Example of Poka-Yoke device – many elevators are equipped with an electric eye to
prevent doors from shutting on people. They are also equipped with sensors and
alarms to prevent operation when overloaded.

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This technique makes use of the following engineering principles:
a. 100% inspections done at the starting place instead of sampling inspections.

b. Instant feedback from consecutive quality checks and self-checks.
c. Poka-yoke designed manufacturing devices – Poka-yoke relates to stopping
processes as soon as a defect happens, searching the defect source and
avoiding it from occurring once more so that there will be reduced reliance on
statistical quality inspections and the production process will have zero defects.
9. Masaki Imai
Masaki Imai is the founder and president of Kaizen Institute. “Kaizen” refers to
continuous or on-going improvement. Today, Kaizen is acknowledged globally as an essential
pillar of an organization’s long-term competitive strategy. Kaizen is continuous improvement
that is based on certain guiding principles:
1. Good processes carry good results.
2. Go see for yourself to grab the present situation.
3. Speak with data, direct with facts.
4. Take action to contain and remedy root causes of problems.
5. Work as a team.
6. Kaizen is everyone’s business.
Kaizen is an inseparable aspect of TQM which is mandatory in all activities of the
organization. Kaizen has to essentially carryout with small, step-by-step continuous
improvements which are more realizable, predictable, controllable, and acceptable.
VI. LEARNING ACTIVITIES
Direction. Answer the following in a separate answer sheet using the prescribed format
Activity 1. Briefly explain the contribution of quality gurus
Activity 2: Read the story of Deming and answer the questions on your answer sheet.
W. Edwards Deming of Powell, Wyo.: The Man Who Helped Shape the World
By: Doug McInnis
In 1950, Japanese businessmen turned to an obscure American from Wyoming to help

them rebuild an economy shattered in World War II. That industrial expert, W. Edwards Deming,
taught Japan’s manufacturers how to produce top quality products economically. The Japanese
used that knowledge to turn the global economy on its head and beat U.S. industry at its own
game.
Companies such as Toyota Motor Corp. and Sony Corp. adopted Deming’s concepts
and became world-class producers in their fields, helping Japan become one of the planet’s
dominant economic powers. Japan’s rise was the start of a regional metamorphosis. Asia
eventually became a manufacturing giant. Although American companies could have learned
from Deming, most ignored him for decades even as Asian competitors gobbled away at
Americans’ customer base and profits.
Deming was born in 1900 in Sioux City, Iowa. Seven years later, the family moved to a
farm near Camp Coulter, soon renamed Powell, Wyo., where they eked out a living. Their first
home was a tarpaper shack that provided scant protection from Wyoming winters.

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Deming worked his way through the electrical engineering program at the University of
Wyoming by doing odd jobs including janitorial work. He graduated in 1921. After earning his
doctorate in mathematics and mathematical physics from Yale University in 1928, he held a
series of government and private industry jobs. His first was at the U.S. Department of
Agriculture’s Nitrogen Research Laboratory, where his work on the physical properties of
materials introduced him to statistics.
In time, Deming hit on the idea of using statistics to quantify the manufacturing process:
how efficient companies were, how good their products were, and how well companies were
managed. He concluded that many manufacturing operations were deeply flawed and could
only be improved if upper-level corporate managers took an active role in fixing them.
Deming’s ideas were simple yet revolutionary. He believed that management was
usually to blame for a company’s failings. If a company’s products were badly made, it was
because the bosses designed an inferior manufacturing system. “Can you blame your
competitor for your woes?” he asked corporate managers. “No. You did it to yourself.”
Deming particularly criticized the dominant method of quality control used by U.S.
manufacturers. Under this system, products were inspected for defects only after they were
made. In contrast, Deming maintained it was better to design the manufacturing process to
insure that quality products were created from the start.
This made economic sense. When a poorly made product came off the production line, a
company faced two undesirable options. It could scrap the piece—wasting the material, labor,
energy and financing costs that went into making it—or it could ship the product and risk
alienating its customers. Deming believed that making excellent items at the outset saved
money and won customers, and he backed his ideas with statistical data.
He lacked the natural charisma that many innovators bring to their mission, often
delivering his message in blunt language and making little effort to charm, impress or win over
his audiences. The New York Times described him as “a tall, formal man who habitually wore
frayed three-piece suits and spoke to senior executives as if they were school boys.”
To further complicate matters, Deming frequently used language that left executives
scratching their heads. He began one presentation to corporate managers with the question,
“Do you have a constancy of purpose?” His writings weren’t much different. “The prevailing style
of management must undergo transformation. The transformation is discontinuous. It comes
from understanding of the system of profound knowledge,” he wrote in the second edition of his
book The New Economics.
But those who took the time to wade through his texts found that Deming delivered
economic dynamite. Using his theories, they gained a critical edge in cost and quality over their
competitors. Since Deming’s first converts were Japanese, the implementation of his concepts
helped to shift the balance of economic power from the U.S. and Western Europe toward the
Far East.
Japan had every reason to give Deming a chance. Much of the country was flattened in
World War II by Allied bombing raids, and two of its cities were obliterated by the first military
use of the atomic bomb. To rebuild their shattered country, the Japanese believed they must
become global exporters of high-quality manufactured products. For them, Deming’s ideas were
a perfect fit.
In the decades that followed, Japan’s electronics and automobile companies carved out
ever larger slices of the U.S. and global marketplace for themselves. By the 1980s, the U.S.
auto industry had lost a sizeable part of the American car market to Asian auto companies. The
U.S. electronics industry shriveled.
The cost was felt throughout the American economy. Cities and towns in America’s
industrial belts suffered as U.S. manufacturers shrank or closed their operations. Meanwhile,

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the U.S. trade deficit grew enormously because Americans bought imported products that used
to be made here. Today almost any consumer product from light bulbs to running shoes is likely
to bear the stamp of an Asian country of origin.
Over the years, a few American companies requested Deming’s assistance. Ford Motor
Co., hemorrhaging money in the 1980s, was among the first to hire Deming to reshape its
manufacturing operations. One result of that collaboration was Ford’s revolutionary Ford
Taurus, which became one of the best-selling cars of all time. Other U.S. firms that turned to
Deming for help included Xerox Corp., Procter & Gamble Co., AT&T Inc., and The New York
Times.
Deming was 93 when he died in 1993 at his longtime Washington, D.C., home where he
both lived and worked. He worked until his death: His last seminar for executives was held in
Los Angeles just ten days before he died. To the end, he was an unlikely revolutionary who
lived what he taught. For instance, he wrote the dates on eggs in his refrigerator to ensure that
the oldest were consumed first and none would spoil. But his business methods worked, and by
the time he died, the industrial expert from rural Wyoming had gained converts all over the
world, even in the once-resistant United States.
Questions:
1. What is the economic sense of designing better the manufacturing process to ensure
that quality products were created from the start according to Deming?
2. Why is the philosophy of Deming easily accepted by the Japanese during that time?
Discuss it.
3. If you are Deming, other than Japan, where else can you offer your assistance in
terms of quality control? Defend your answer.
RUBRICS for LEARNING ACTIVITIES AND ASSIGNMENTS

(Asynchronous Assessment)
Criteria Needs Adequate Quality Exemplary
Improvement (4-6) (7-9) (10)
(1-3)
Content Answers are Answers are not Answers are Answers are
(10 pts) partial or comprehensive accurate and comprehensive,
incomplete. Key or completely complete. Key accurate and
points are not stated. Key points are stated complete. Key
clear. Question points are and supported. ideas are clearly
not adequately addressed, but stated,
answered. not well explained, and
supported well supported.
Organization Organization and Inadequate Organization is Well organized,
(10 pts) structure detract organization or mostly clear and coherently
Answers are from the answer. development. easy to follow. developed, and
clearly Structure of the easy to follow.
thought out answer is not
and easy to follow.
articulated.
Total Points

IM No.:T12-2NDSEM-2023-2024
VII. EVALUATION (QUIZ #3)
I. On your answer sheet, write TRUE if the statement is true, otherwise, write FALSE.
1. There is a financial gain related with fear in an organization.

2. Deming said that only the suppliers can define the quality of any product or
service.
3. Ishikawa estimated that 80% of all defective items are caused by poor
product design.
4. Deming is best known for initiating a transformation in the Japanese
manufacturing sector in the after effects of the Great Depression.
5. Quality must be defined in quantifiable and clearly state terms to aid the
organization take action based on feasible targets, rather than experience or
opinions.
6. Crosby emphasized quality is conformance to requirements, not goodness.
7. Feigenbaum maintained that within every company or factory, a proportion

of the capacity was wasted by not getting it right at the first time.
8. The volume of the cases of low quality and low productivity belong to the
system.
9. Poka-yoke is a technique used to identify defects at the point they occur.
10. Ishikawa is known for applying the concept of design of experiments to

product design.
I. Direction: For each of the questions/problems below, choose the best answer from the
choices given. Write the letter of your answer on your answer sheet.
1. Who among the following established the absolutes of quality management which
states that the only performance standard is zero defects?
A. Philip B. Crosby B. William Edwards Deming
C. Walter Andrew Shewart D. Armand Feigenbaum
2. This concerns creating standards, naming measurements and methods thereof,
contrasting results with actual standards and construing the differences and
taking action on differences.
A. Quality awareness B. Quality control
C. Quality leadership D. Quality measurement
3. Which of the following activities is used to handle irregular problems?
A. Breakthrough in attitude B. Diagnosis

C. Measuring real performance D. Transition to the new level
4. Who among the following advocates employee contribution as the input to the
successful implementation of TQM?
A. Genichi Taguchi B. Joseph Moses Juran
C. Kaoru Ishikawa D. Shigeo Shingo
5. If quality is defined as relative to how people perceive it, this is known as:
A. Independent Quality B. Objective Quality
C. Subjective Quality D. Quality Circles
6. Which of the following is a system that targets simpler materials, machinery,
processes and skills to significantly decrease changeover times from hours to
minutes?
A. Just-In-Time B. Quality Improvement
C. Single Minute Exchange of Dies D. Poka-yoke Techniques
7. Which of the following is not a type of quality cost?

IM No.:T12-2NDSEM-2023-2024
A. Appraisal costs B. Internal failure costs

C. Prevention costs D. Production costs
8. Who among the following states that quality starts and ends with education?
A. Genichi Taguchi B. Kaoru Ishikawa
C. Masaki Imai D. Shigeo Shingo
9. Which of the following implies the abolition of the annual merit rating and
of management by objective?
A. Eliminate exhortations B. Institute leadership
C. Permit pride of workmanship D. Top management’s commitment
10. Which of the following can eliminate mistakes caused by the lack of attention?
A. Attention to detail B. Education
C. Organizational commitment D. Training
VIII. ASSIGNMENT
Direction: Answer the succeeding question. Write your answer on your answer sheet.
As a student, what would be the “price of nonconformance” to quality works

prescribed in a class?
IX. REFERENCES
a. Book/Printed Resources
Guasch, J. M. (2016). Total Quality Management. Mindshapers Co., Inc.
Serrano, A. C. (2016). Total Quality Management. Unlimited Books Library Services

and Publishing.
b. e-Resources
ASQ. (n.d.). Cost of Quality (COQ). https://asq.org/quality-resources/cost-of-quality.
ASQ. (n.d.). The 7 Basic Quality Tools for Process Improvement.

https://asq.org/quality-resources/seven-basic-quality-tools.
Intellidemia. (n.d.). Total Quality Management.

https://liberty.campusconcourse.com/view_syllabus?course_id=39354.
ISO. (2020, March 11). ISO 9000 family - Quality management.

https://www.iso.org/iso-9001-quality-management.html.
Kaizen Institute. (2015, May 5). SDCA before you do PDCA.

https://in.kaizen.com/blog/post/2015/05/05/sdca-before-you-do-pdca.html
WyoHistory.org. (n.d). W. Edwards Deming of Powell, Wyo.: The Man Who Helped
Shape the World. https://www.wyohistory.org/encyclopedia/w-edwards-
deming.

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Republic of the Philippines

NUEVA VIZCAYA STATE UNIVERSITY

College: INDUSTRIAL TECHNOLOGY

DEGREE BS INDUSTRIAL COURSE

I. UNIT TITLE/CHAPTER TITLE

II. LESSON TITLE

1. William Edwards Deming

III. LESSON OVERVIEW

IV. DESIRED LEARNING OUTCOMES

At the end of the lesson, the students should be able to:

1. identify the different quality gurus in quality management; and

1. Dr. William Edwards Deming (14 October, 1900 – 20 December, 1993)

NVSU-FR-ICD-05-00 (081220) Page 1 of 15

Deming approach to TQM is mainly concentrated in the creation of an organizational

Deming’s 14 Points of Management

Create constancy of purpose toward improvement of product and service, with

2. The new philosophy

3. Cease dependence on inspection to achieve quality.

4. End lowest tender contracts.

End the practice of awarding business on the basis of price tag.

5. Improve every process.

6. Institute training on the job.

Introduce up-to-date methods of training on the job, incorporating management

8. Drive out fear.

Break down barriers between departments. People in research, design, sales,

NVSU-FR-ICD-05-00 (081220) Page 2 of 15

10. Eliminate exhortations.

11. Eliminate arbitrary numerical targets.

12. Permit pride of workmanship.

13. Encourage education.

Institute a vigorous program of education and self-improvement. What an

14. Top management’s commitment.

A clearly defined commitment by the top management to constantly improve

Deming’s 7 Deadly Diseases

2. Stress on short-term profit; short-term thinking that is driven by a fear of unfriendly

3. Personal review system for mangers and management by objectives with no

NVSU-FR-ICD-05-00 (081220) Page 3 of 15

6. Excessive medical costs.

7. Excessive costs of liability driven up by lawyers who work on contingency fees.

2. Philip B. Crosby (18 June, 1926 – 18 August, 2001)

Crosby defines quality as a means to “conformance to requirements”. Quality must be

Crosby’s Fourteen-Step to Quality Improvement

2. Quality improvement team

7. Zero defects planning

NVSU-FR-ICD-05-00 (081220) Page 4 of 15

9. Zero defects day

10. Goal setting

11. Error-cause removal

13. Quality councils

3. Dr. Joseph Moses Juran (24 December, 1904 – 28 February, 2008)

Juran’s Quality Trilogy

NVSU-FR-ICD-05-00 (081220) Page 5 of 15

NVSU-FR-ICD-05-00 (081220) Page 6 of 15

3. Organizing for breakthrough in knowledge – defining the organizational

4. Dr. Walter Andrew Shewart (18 March, 1891 – 11 March, 1967)

5. Dr. Armand Feigenbaum

NVSU-FR-ICD-05-00 (081220) Page 7 of 15

1. Quality leadership – This is apparent when the management stresses on sound

2. Modern quality technology – The traditional quality development processes cannot

3. Organizational commitment – Continuous training and motivation of the whole

Faigenbaum 10 points on TQM

6. Prof. Kaoru Ishikawa (1915-1989)