Chapter 2

Philosophies and Frameworks of Quality

1
 Total Quality Pioneers
The history of quality control is undoubtedly as old as industry itself.
During the Middle Ages, quality was to a large extent controlled by the
long periods of training required by the guilds. This training instilled
pride in workers for quality of a product. The concept of specialization of
labor was introduced during the industrial Revolution. As a result, a
worker no longer made the entire product, only a portion. The increase
in productivity decreases the cost of production, which resulted in lower
customer expectations. As products become more complicated and jobs
more specialized, it become necessary to inspect products after
manufacture.

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In 1931 Walter A. Shewhart of Bell Laboratories introduces
statistical- control chart in his book ‘Economic Control of
Quality of Manufactured Products’. This chart is considered to
be the beginning of statistical quality control.
Later in 1935 H.F. Dodge and H.G. Roming, both of Bell
Telephone Laboratories, developed the area of acceptance
sampling as a substitute for 100% inspection.
In 1934 L. H. C. Tippett introduced work sampling method to
control quality of manufactured product. Recognition of the
value of statistical quality control became apparent by 1942.

3
• In 1946, the American Society for quality Control was formed.
Recently, the name was changed to American Society for Quality
(ASQ). This organization, through its publications, conferences, and
training sessions, has promoted the use of quality for all types of
production and services.
• In 1950, W. Edwards Demming, who learned statistical quality
control from Shewhart, gave a series of lectures on statistical
process control to Japanese engineers and on quality responsibility
to the CEOs of the largest organizations in Japan. He is credited
with providing the foundation for Japanese quality miracle arid
resurgence as an economic power. Denting is the best-known
quality expert in the world. His 14 points provide a theory for
management to improve quality, productivity, and competitive
position.
4
• Joseph Juran made his first trip to Japan in 1954 and further emphasized
management’s responsibility to achieve quality. He recommended project
improvements based on return on investment to achieve breakthrough
results.
• The Juran Trilogy for managing quality is carried out by the three
interrelated processes of planning, control, and improvement. In 1950,
the first edition of Juran’s Quality Control Handbook was published. He
introduced 10 points for improving quality and productivity.
• Armand V. Feigenbaum argues that total quality is necessary to achieve
productivity, market penetration, and competitive advantage. Quality
begins by identifying the customer’s requirements and ends with a
product or service in the hand of a satisfied customer.
• In addition to customer satisfaction, some of Feigebanm’s quality
principles are genuine management involvement, employee involvement,
first-line supervision leadership, and company-wide quality control. In
1961, he authored Total Quality Control.
5
• Karou Ishikawa studied under Deming, Juran, and
Feigenbaum. He borrowed the total quality control concept
and adapted for the Japan in addition he authored Statistical
process control (SPC) texts in Japanese and in English.
Ishikawa is best known for the development of the cause and
effect diagram, which is called Ishikawa diagram. He
developed the quality circle concept in Japan, where by work
groups, including their superior, were trained in SPC
concepts. The groups than met to identify and solve quality
problems in their work environment.
• In 1960, the first quality control circles were formed for the
purpose of quality improvement. Simple statistical
techniques were learned and applied by Japanese workers.
6
In 1970 Phillip B. Crosby introduced the concepts of zero defects. In
1979 he Authored his book ‘Quality is Free’, which is translated into 15
languages. It changed the way management looked at quality. He
argued that “doing it right the first time” is less expensive than the cost
of detecting and correcting nonconformities. In 1984, he authored
‘Quality without Tears’, which contained his four absolutes of quality
management.
These absolutes are:
i. Quality is conformance to requirements,
ii. prevention of nonconformance is the objective not appraisal,
iii. the performance standard is zero defects not ‘that’s close enough”,
and
iv. the measurement of quality is the cost of nonconformance. He also
introduced 14 points for improving quality which is known as
Crosby’s 14 steps.
7
• By the late 1970s and early 1980s U.S. managers were making
frequent trips to Japan to learn about the Japanese miracle.
These trips were not necessary—they could have read the
writings of Deming and Juran. Nevertheless, a quality
renaissance began to occur in U.S. products and services, and
by the middle of 1980s the concepts of TQM were being
published.
• In the late 1980s the automotive industry began to emphasize
statistical process control (SPC). Suppliers and their suppliers
were required to use these techniques. Other industries and
the department of Defense also implement SPC.
• The Malcolm Baldrige National Quality Award was established
and became the means to measure TQM in 1987
8
• Genechi Taguchi introduced his concepts of parameter and
tolerance design and brought about resurgence of design of
experiments (DOE) as a valuable quality improvement tool. He
introduced 8 points approach to quality improvement. Emphasis
on quality continued in the auto industry in the 1990s when the
Saturn automobile ranked first in customer satisfaction in 1996.
• In addition, ISO-9000 became the worldwide model for quality
management system. ISO-14000 was approved as the worldwide
model for environmental management systems.
The new millennium brought about increased emphasis on worldwide
quality and the internet.
Over the period of time western companies began to realize that the
key to competing in the global market place was to improve quality.
With this realization, the total-quality movement finally began to gain
momentum. 9
The Gurus of Quality Management.
There have been many individuals involved in the quality revolution over the years.
However, three have been recognized as the quality gurus for their valuable
contributions and forward thinking. they are W. Edwards Deming, Joseph M. Juran, and
Philip Crosby.
W Edwards Deming
(1900-1993) is often referred to as the “father of quality control”. Deming is
best known for initiating a transformation in the Japanese manufacturing
sector in the aftermath of World War II, which enabled it to become a big
player in the world market. The Deming Prize, the highest award for quality
in Japan, is named in his honor. He is also known for his 14 Points (a new
philosophy for competing on the basis of quality), for the Deming Chain
Reaction and for the Theory of Profound knowledge. He also modified the
Shewhart PDSA (Plan, Do, Study, Act) cycle to what is now referred to as the
Deming Cycle (Plan, Do, Check, Act).
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 The Deming Cycle: PDCA Cycle
Deming introduced the “Deming cycle:’ one of the crucial QC tools for
assuring continuous improvement. The Deming cycle is also known as
the Deming wheel or the PDCA (Plan-Do-Check-Action) cycle (Figure
2.1). It is a problem-solving process adopted by firms engaged in
continuous improvement. Deming stressed the importance of constant
interaction among the four stages of Design, Production, Sales and
Research for a company to arrive at better quality that satisfied
customers. He stated that this wheel should be operated in accordance
with quality first perceptions and responsibilities.
He stated that to arrive at a quality that satisfied customers, the four
stages should be rotated constantly with quality as the most critical
criterion. Later, this concept of the Deming wheel was extended to all
phases of management and modified as the “PDCA” cycle: Plan, Do,
Check, Action, which corresponded to specific managerial actions.
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The PDCA is a series of activities pursued to achieve improvement. It
begins with a study of the current situation during which data are
gathered to formulate a plan for improvement. Once this plan has been
finalized, it is implemented.
The implementation is also checked for anticipated improvement.
When the experiment is successful, a final action such as
methodological standardization is taken to ensure that the new
methods introduced will be practised continuously for sustained
improvement.
The entire focus is on problem prevention rather than remedies (i.e.
firefighting).

12
Fig 2.1 PDCA Cycle

13
Applications of the PDCA Cycle
It is used to satisfy the quality requirements of the customer. It may be
used for the development of a new product based on the quality
requirements of the customer. It develops teamwork between the
company’s various functions and aids in product design and
development, production, sales and market research.
Design - Plan: When a problem is detected in product design and
development, find the causes of the problem.
Production - Do: A pilot project is done, or implemented.
In the Do phase, one collects correct data about the problem and sorts
it out statistically. Then one identifies probable causes and verifies the
most plausible ones and takes corrective action. At this stage. always
make sure that the relevant job standards have been followed.

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The results of the effort are observed and analyzed against the plan. Sales - Check:
In the Check phase, one evaluates the results after implementation of a corrective
procedure. If the targets are not achieved, one goes back to the Plan or Do stage
and starts all over again. Upon satisfactory achievement of the target, one
proceeds to the next stage.
Research - Action: At this stage, the cycle starts again with planning an
improvement.
One documents and standardizes the process concerned and provides training to
employees in the new procedures.
The PDCA cycle is designed to be used as a dynamic model. The completion
of one turn of the cycle flows into the initialization of the next. The cycle
must be constantly rotating. Following in the spirit of continuous quality
improvement, the process can always be reanalyzed and a new test of
change begun. This continual cycle of change is represented in the ramp of
improvement. Using what we learn in one PDCA cycle, we can begin another
more complex cycle.
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Deming’s PDCA Cycle Applied to Education:
The Deming cycle can be applied to all academic activities without any
immediate financial implications. One of the crucial factors required for
successful implementation of the PDCA cycle is to act upon obtaining
feedback.
The Deming cycle can be applied to faculty members teaching in an
academic institution. To begin with, feedback needs to be collected
every month-end at appropriate checkpoints, Secondly, feedback needs
to be collected at the end of all sessions. Thus, the use of the PDCA
cycle will offer ample opportunities to teachers to improve teaching
methods in technical education. ‘the following activities need to be
carried out in each of the phases of the PDCA cycle:

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Plan: Class scheduling, syllabus planning, evaluation methods, teaching
aids, learning tools, feedback methods, case studies and projects,
expert lectures, industrial visits, improvements in teaching methods,
extracurricular activities, computer-based learning, practical coverage
planning and lab development.
Do: Classroom teaching, practical guidance, external interaction,
continuous self-learning, conduct exams and tests, conduct practical
exercises in laboratories, demonstration, computer-aided methods.
Check: Evaluation (seminars, presentations, tests, quizzes, viva voce,
etc.), progress of learning, review of feedback, analysis of results and
scope for further exercises.
Act: Redesign the system, revise the syllabus, modify and report,
corrective action on feedback and input for plans to take preventive
action.
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Do: Classroom teaching, practical guidance, external interaction,
continuous self-learning, conduct exams and tests, conduct practical
exercises in laboratories, demonstration, computer-aided methods.
Check: Evaluation (seminars, presentations, tests, quizzes, viva voce,
etc.), progress of learning, review of feedback, analysis of results and
scope for further exercises
Act: Redesign the system, revise the syllabus, modify and report,
corrective action on feedback and input for plans to take preventive
action.

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Deming’s 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. Emphasis on short-term profit; short-term thinking that driven by fear of unfriendly
takeover attempts and pressure from bankers and shareholders to produce
dividends.
3. Personal review systems for managers and management by objectives without
providing methods or resources to accomplish objectives. Performance evaluations
merit rating and annual appraisals arte all part of this disease.
4. Mobility of management: Job hoping by managers.
5. Overemphasis on visible figures: Using only visible data and information in decision
making with little or no consideration given to what is not known or cannot be
known.
6. Excessive medical costs for employee healthcare
7. Excessive costs of warranty and legal costs. (liability driven up by lawyers that work
on contingency fees. )
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Deming’s 14-Point Methodology
1.Constancy of purpose: Create constancy of purpose for continual
improvement of products and service, and allocate resources to cater
to long term needs rather than short-term profitability with a plan to
become competitive, stay in business and provide jobs.
2. The new philosophy: Adopt the new philosophy for one can no
longer accept delays, mistakes and defective workmanship.
Transformation of the Western management style is necessary to halt
the continued decline in the industry.
3. Cease dependence on inspection: Eliminate the need for mass
inspection as a way to achieve quality by building quality into the
product in the first place. Demand statistical evidence of built-in quality
in both manufacturing and purchasing functions.

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4. End lowest tender contracts: End the practice of awarding business
contracts solely on the basis of price tags. Instead, go for meaningful
measures of quality along with price. Reduce the number of suppliers
for the same item by eliminating those that do not qualify against the
statistical yardstick of quality. The aim is to minimize total cost, not
merely the initial cost. Purchasing managers now have their task cut
out and must learn their responsibilities.
5. Improve every process: Constantly improve every process involved
in the stages of planning, production and service. Search continually for
problems in order to improve every activity in the company because
better quality leads to increased productivity and decreased costs. It is
the management’s job to continually work on all aspects of the system
(design, incoming materials, maintenance, improvement of machines,
training, supervision, retraining, etc.)

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6. Institute training on the job: Institute modern methods of training
on the job, including management to make maximum use of all
employees. New skills are required to keep up with changes in
materials, methods, product design, machinery, techniques and service.
7. Institute leadership: Adopt and institute leadership, which is aimed
at helping people do a better job. The responsibilities of managers and
supervisors must be changed to emphasize on quality rather than
quantity. This will automatically improve productivity The management
must ensure that immediate action is taken on reports of inherited
defects, maintenance requirements, poor tools, fussy operational
definitions and other conditions detrimental to quality.

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8. Drive out fear: Encourage effective two-way communication and
other means to drive out fear throughout the organization so that all
employees are able to work effectively and ensure greater productivity
for the company.
9.Breakdown barriers: Breakdown barriers between people in different
divisions of the organization such as R&D, Sales, Administration and
Production. They must work in teams to tackle problems that maybe
encountered.
10.Eliminate exhortations: Eliminate use of slogans, posters and
exhortations demanding zero defects and new level of productivity
from the workforce, without providing commensurate methods. Such
exhortations only create adversarial relationships; the bulk of the cases
of low quality and low productivity belong to the system and; thus, lie
beyond the power of the workforce.

23
11. Eliminate arbitrary numerical targets: Eliminate work standards that
prescribe numerical quotas for the workforce and numerical goals for
people in the management. Substitute these with aids and helpful
supervision and use statistical methods for continual improvement of
quality and productivity.
12.Permit pride of workmanship: Remove the barriers that rob hourly
workers and people in the management of their rights to pride if
workmanship. This implies the abolition of the annual merit rating
(appraisal of performance) and management by objectives. Again, the
responsibility of managers, supervisors and foremen must be changed from
sheer numbers to quality.
13. Encourage education: Institute a vigorous program of education and
encourage self- improvement. What an organization needs is not just good
people; it needs people who improve with education. A workforce rooted in
knowledge will always enable an organization to be competitive.
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14.Top management’s commitment: A clearly defined commitment by
the top management to constantly improve quality and productivity
and reinforcement of obligations to implement all these principles is
always beneficial to the workforce and the organization. Create a
structure in the top management whose main task will be to push
these 13 points constantly and take action in order to accomplish the
transformation.

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The Philosophy of Juran
According to Joseph Juran, all breakthroughs follow a commonsense sequence of
discovery, organization, diagnosis, corrective action, and control , which he
formalized as the breakthrough sequence, and which can be summarized as
follows.
• Proof of the need: Managers, especially top managers, need to be convinced
that quality improvements are simply good economics. Through data collection
efforts, information on poor quality, low productivity, or poor service can be
translated into the language of money—the universal language of top
management—to justify a request for resources to implement a quality
improvement program.
• Project identification: All breakthroughs are achieved project-by-project, and in
no other way. By taking a project approach, management provides a forum for
converting an atmosphere of defensiveness or blame into one of constructive
action. Participation in a project increases the likelihood that the participant will
act on the results.
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• Organization for breakthrough: Organization for improvement requires a clear
responsibility for guiding the project. The responsibility for the project may be
as broad as an entire division with formal committee structures or as narrow
as a small group of workers at one production operation. These groups provide
the definition and agreement as to the specific aims of the project, the
authority to conduct experiments, and implementation strategies. The path
from problem to solution consists of two journeys: one from symptom to
cause (the diagnostic journey) and the other from cause to remedy (the
remedial journey), which must be performed by different individuals with the
appropriate skills.
• Diagnostic journey: Diagnosticians skilled in data collection, statistics, and
other problem-solving tools are needed at this stage. Some projects will
require full- time, specialized experts (such as Six Sigma Black Belts) while the
workforce can perform others. Management-controllable and operator-
controllable problems require different methods of diagnosis and remedy.
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• Remedial journey: The remedial journey consists of several phases:
choosing an alternative that optimizes total cost (similar to one of
Deming’s points), implementing remedial action, and dealing with
resistance to change.
• Holding the gains: This final step involves establishing the new
standards and procedures, training the workforce, and instituting
controls to make sure that the breakthrough does not die over time.

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Juran’s Approach or Formula:
1. Build and awareness of the need and given an opportunity for improvement.
2. Set goals for improvements.
3. Organize to reach the goals (establish a quality council, identify problems,
select projects, appoint teams, designate facilitators.)
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of the regular
systems and processes of the company.

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Jura’s Quality Trilogy:
Juran developed the idea of the quality trilogy to bring continuous improvement in
the process. The elements of the trilogy are:
i. quality planning,
ii. Quality control and
iii. Quality improvement.
Quality planning involves developing the products, systems, and processes needed
to meet or exceed customer expectations. The following steps are required:
1. Determine who the customers are
2. Identify the needs of customers
3. Develop products with features that respond too customer needs.
4. Develop systems and processes that allow the organization to produce these
features.
5. Deploy the plans to operational levels.

30
Quality control. The control of quality involves the following processes:
1. Assessing actual quality performance
2. Comparing performance with goals.
3. Acting on differences between performance and goals.

Quality Improvement: The improvement of quality should be on going and

continual:
4. Develop the infrastructure necessary to make annual quality improvements.
5. Identify specific areas in need of improvement and implement improvement
projects.
6. Establish a project team with responsibility for completing each improvement
project.
7. Provide teams with what they need to be able to diagnose problems to
determine root cause, develop solutions, and establish controls that will maintain
gains made.
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Crosby’s 14 Steps:
1. Management Commitment: To clarify management stand on quality.
2. Quality Measurement Team: To run the quality improvement program.
3. Quality Measurement: To display current and potential non-
conformance problems in a manner that permits objective evaluation
and corrective action.
4. Cost of Quality: To define the ingredients of the cost of quality, and
explain its use as a management tool.
5. Quality Awareness: To provide a method of raising the personal
concern felt by all personnel in the company towards the conformance
of the product or service and the quality reputation of the company.
6. Corrective Action: To provide a systematic method of resolving for ever
the problems that are identified through previous action steps.

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7. Zero Defects Planning: To examine the various activities that must be conducted
in preparation for formally launching the zero defects (ZD) program.
8. Supervisor Training: To define the type of training that supervisors need
in order to actively carry their part of the quality improvement program.
9. ZD Day: To create an event that will let all employees realize through a personal
experience, that there has been a change.
10. Goal Setting: To turn pledges and commitments into action by encouraging
individuals to establish improvement goals for themselves and their groups.
11. Error-Cause Removal: To give the individual employee a method of
Communicating the management the situations that make it difficult for the
employee to meet the pledge to improve.
12. Recognition: To appreciate those who participate.
13. Quality Council: To bring together the professional quality people for planned
communication on a regular basis.
14. Do it Over Again: To emphasize that the quality improvement program never
ends.
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Taguchi’s 8 Points Approach:
Dr. Genichi Taguchi is a Japanese quality expert known for his work in the area
of product design. Taguchi’s eight-point approach is presented in the following:
1. Identify the main function, side effects and failure modes.
2. Identify noise factors and the testing conditions for evaluating quality loss.
3. Identify the quality characteristic to be observed and the objective function
to be optimized.
4. Identify the control factors and their alternate levels
5. Design the matrix experiment and define the data’ analysis procedure.
6. Conduct the matrix experiment.
7. Analyze the data, determine optimum levels for (he control factors, and
predict performance under these levels.
8. Conduct the verification experiment and plan future actions.

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The Malcolm Baldrige National quality: A ward was established in 1987
and named for a former secretary of commerce. It purposes is to
recognize U.S. companies that attain preeminent quality leadership,
encourage other U.S. companies to improve their quality programs,
develop and publish ward criteria that serve as quality improvement
guidelines, and disseminate non proprietary information about the
quality strategies of the award recipients. Up to two awards may be
issued annually in three categories: large manufacturers, large services
and small business.

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High-scoring applications receive site examinations. Criteria for selection
and their respective points out of total 1000 points of ‘The 1992
Baldrige Award’, are given below:
1. Leadership (90 points): the company’s leadership system, values,
expectations, and public responsibilities.
2. Strategic Planning (60 points): The effectiveness of strategic and
business planning and deployment of plans with a strong focus on
customer and operational performance requirements.
3. Customer and Market focus (300 points): How the company
determines customer and market requirements and expectations,
enhances relationships with customers, and determines their
satisfaction.
4. Information and analysis (80 points): The effectiveness of
information collection and analysis to support customer-driven
performance excellence and market place success. 36
1. Human resources focus (150 points): The success of efforts to realize
the full potential of the workforce to create a high performance
organization. This can be ensured through human resource
development and management, employee involvement, employee
education and training, employee performance and recognition &
employee well-being and moral.
2. Process management (140 points): The effectiveness of system and
processes for assuring the quality of product and services, process
management-production and delivery, process management-business
and support, supplier quality, and quality management.
3. Business results (180 points): Performance results, trends, and
comparison to competitors in key business areas-customer satisfaction,
product and service quality, business process and support services,
financial and market place, human resources, suppliers and partners,
and operations.
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Armand V. Feigenbaum
Armand V. Feigenbaum is the founder and president of General Systems
Company, an international engineering company that designs,
implements and installs total quality systems. He marked an important
step in the evolution of quality management when he proposed total
quality control, outlined in his book ‘Total Quality Control’ in 1961. The
book is considered as ‘bible’ by many quality managers. According to him
the quality of products and services is directly influenced by ‘nine M s’ as
described below:
a) Market: To meet the increased competition, growing customer
demands and opening of new markets, business needs to be flexible.
b) Money: Keeping in view the large investments needed for automation
and mechanization, the way to increase profits is through reduction of
quality costs.
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 c) Management: The top management has to shoulder the
responsibility of insuring quality measurement requirements
throughout the process flow and the quality of service after the
product reached the customers.
d. Men: The increased technical expertise and organization of new
fields require specialized knowledge resulting in division of
responsibility for product quality. This requires focus on numerous
business operating system.
e. Motivation: The need to increase participation and involvement of
one and all through encouraging positives recognition, sense of
belonging and accomplishment. Use of quality training and
education programs for improved communication and building
quality consciousness.

39
f) Materials: The need to use special metals and alloys and work them
to closer limits.
g) Machine and Mechanization: The use of complex manufacturing
equipment which depend more on quality of material fed into it for
cost reduction and increasing production volume.
h) Modern information methods: The evolution and use of computer
technology for the collection, storage, retrieval and manipulation of
information on a large scale.
i) Mounting product requirements: The advances in the intricacies of
engineering designs demands a close control over manufacturing
process.

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According to Feignbaum the quality professional has a significant
leadership role in quality improvement to identify it, to make it clear and to
help others achieve it. Because quality is every body’s jobs, it can become
nobody’s jobs-unless the is an explicit total quality system.
Benchmarks of total quality control proposed by Feignbaum and outlined
by Karabatsos (1990) are presented below:
1. Quality is not technical function, or an awareness program. It is a
systematic customer connected process that must be totally and
rigorously implemented throughout the company and integrated with
suppliers.
2. Quality is what the customer says. It is not what an engineer, marketer
or merchant says. It is continually upward moving demand. It is
continually upward moving demand. This perception must recognize
that international quality leadership is necessary for long-term
customer market leadership.
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3. Quality and costs are a sum, not a difference; partners, not
adversaries. The best way to make the product and offer services
quicker and cheaper is to make them better.
4. Quality must be organized to recognize that while it is everybody’s
job in the company, it will become nobody’s job unless that quality
process is correctly structured to support both the quality of work
individuals as well as the quality teamwork among departments
5. Good management means continuous and relentless emphasis on
the quality through personal leadership in mobilizing the
knowledge, skills, and positive attitudes of every one in building
and maintaining clear, customer-connected work processes. Quality
is a way of managing an organization, and the belief that quality
travels under some exclusive national passport or has some unique
graphic or cultural identity is a myth.

42
6.The quality improvement emphasis is as important in services as in
products. This emphasis must take place throughout marketing and
sales, customer order placement, product and service development
and engineering, purchasing, manufacturing, material flow logistics,
finance, billing and accounting, distribution and delivery.
7.Quality is an ethic. Widespread quality improvement is achieved only
through help, participation and zealotry from all the men and
women in the company and its suppliers not from just a few
specialists.
8. Continuous quality improvement requires the informed application
of a wide range of new and existing quality technology used within
the company quality process rather than as an end in itself.

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9. A total quality program is the most cost-effective and least capital
intensive route to productivity. It changes the approach to
productivity from merely more output to more good outputs,
eliminates work and waste and empowers the full utilization of the
company’s human, capital, equipment, material and information
resources.
10. All of this comes about when the company has implemented a
clear, customer oriented total quality management system
throughout the organization, with effectively structured quality
work processes that people understand, believe in and are part of.

44
Feigenbaum’s philosophy is summarized in his Three Steps to Quality:
1. Quality Leadership: A continuous management emphasis is grounded
on sound planning rather than reaction to failures. Management must
maintain a constant focus and lead the quality effort.
2. Modern Quality Technology: The traditional quality department
cannot resolve 80 percent to 90 percent of quality problems. This task
requires the integration of office staff as well as engineers and shop-
floor workers in the process who continually evaluate and implement
new techniques to satisfy customers in the future.
3. Organizational Commitment: Continuous training and motivation of
the entire workforce as well as an integration of quality in business
planning indicate the importance of quality and provide the means for
including it in all aspects of the firm’s activities.

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Key Elements of Feigenbaum’s Philosophy of Quality Control
1.Total quality control refers to a system of integrating quality development,
maintenance and improvement efforts in an organization that will enable
engineering, marketing, production and service to function at optimal
economic levels while achieving customer satisfaction.
2. The “control” aspect of quality control should involve setting quality
standards, appraising performances relative to these standards, taking
corrective action when the standards are not met and planning for
improvement in the standards.
3.Factors that affect quality can be divided into two major categories—
technological and human. The human factor is the more critical factor.
4. Operating quality costs can be divided into-four categories: Prevention
costs, appraisal costs, internal failure costs and external failure costs.
5. It is important to control quality at the source.

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kaoru Ishikawa
Professor Kaoru Ishikawa’ (1915—1989) is known as the “father of quality circles”
for his role in launching Japan’s quality movement in the 1960s. Ishikawa
advocated the following principles:
• Quality is a company-wide issue and must wield an all-pervasive influence on
the way every issue of business is conducted.
• Seven simplified tools of quality control need to be used by all the people in an
organization.
• Quality circles.
Kaoru Ishikawa is credited with developing the idea of company-wide quality
control in Japan. He pioneered the use of quality circles and championed the use
of quality tools to understand the root causes of problems. He developed one of
those tools, the cause-and-effect diagram, which is also referred to as the
Ishikawa diagram or the fishbone diagram. In his book What is Total Quality
Control?
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Ishikawa said that seven basic tools were “indispensable for quality
control.” These are Pareto analysis, fishbone diagrams, stratification,
tally charts, histograms, scatter diagrams and control charts. Ishikawa
argued that with these tools, managers and staff could tackle and solve
the quality problems facing them. Ishikawa was the first quality guru to
emphasize the importance of the “internal customer,” the next person
in the production process.
Ishikawa emphasized on quality as a way of management. He
influenced the development of participative, bottom-up view of quality,
which became the trademark of the Japanese approach to quality
management.
Some of the key elements of his philosophy are:

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1. Quality begins with education and ends with education
2. The first step in quality is to know the customers’ requirements
3. The ideal state of quality control occurs when inspection is no longer
necessary
4. Remove the root cause, not the symptoms
5. Quality control is the responsibility of all workers and all divisions
6. Do not confuse means with the objectives
7. Put quality first and set your sights on long-term profits
8. Market is the entrance and exit of quality
9. Top management must not show anger when facts are presented by
subordinates
10. Ninety-five per cent of problems in a company can be solved with simple tools
for analysis and problem solving
11. Data without dispersion information (variability) are false data
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Richard. Schonberger:
Richard J. Schonberger president of Schonberger and associates offers a wide
spectrum than quality with emphasis on management of quality. He, known
for his contribution to production and manufacturing, analyses Japanese
success in his book ‘Japanese Manufacturing Technique’. In this book the
emphasized that the Japanese success is more because of the techniques they
have adopted than the culture. These techniques can be used in other cultural
settings with equal effectiveness. Using these techniques it is possible to
reduce manufacturing lead times substantially. He proved his theory with
successful application in a number of American Businesses. The ‘action
agenda for manufacturing excellence’ as advocated by Schonberger is outlined
below: This agenda is a series of practical steps in the application of quality
first thinking to the manufacturing workplace.

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Action agenda for manufacturing excellence:
1. Get to know the customer: Barriers between the provider and the
customer must be minimized.
2. Cut work-in-process: this principle means keeping in-baskets and
waiting lines nearly empty.
3. Cut throughput time: Reducing the time needed to transform
resources into goods and services.
4. Cut setup and changeover times: It is concerned with reducing
machine setup and production line change over time.
5. Cut flow distance and space: It is concerned with reducing distance
travel for production purpose and ensure efficient utilization of
space.

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6. Decrease cycle intervals for production: It is concerned with reducing cycle
intervals in order to provide prompt services.
7. Cut number of suppliers to a few good ones: It means selection of one or
more good suppliers and develop good relations with them and nature them
until they are almost like family.
8. Cut number of components of the product or service: It is concerned with
reducing the number of components in order to reduce the cost of
production.
9. Make it easy to make/provide goods or services without error.
10. Arrange the workplace to eliminate search time. That is all parts of
product are with in reach and in exact, known color coded position.
11.Cross-train for mastery of more than one job: It is concerned with
providing package service for a task where several types of transactions are
performed by a person. This offers better service to the customer and
permits more flexible staffing with fuller utilization of their time.
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12. Record and retain production, quality and problem data at the work
place.
13. Assure that the line people get first crack at problem solving-before
staff experts.
14. Maintain and improve existing equipment and human work before
thinking about new equipment.
15. Look for simple, cheap, movable equipment.
16. Seek to have plural rather than singular workstations, machines,
cells, and lines for each product or service.
17. Automatic incrementally when process variability cannot otherwise
be reduced.

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Reasons for failure of TQM
Jim Clemmer of Achieve international has identified the following five
commonly made error when starting quality initiatives:
a. Senior management delegation and poor leadership: Some
organizations attempt to start a quality initiative by delegating
responsibility to a hired expert rather than applying the leadership
necessary to get everyone involved.
b. Team mania: Ultimately, teams should be established and all
employees should be involved with them. However, working in
teams is an approach that must be learned. Supervisor must
learned how to be effective coaches and employees must learn how
to be team players. The organization must undergo a cultural
change before teamwork can succeed. Rushing in and putting
everyone in teams before learning has occurred and the corporate
culture has changed will create problems rather than solve them. 54
c. Deployment process: Some organizations develop quality initiatives
without concurrently developing plans for integrating them into all
elements of the ‘more time must be spent preparing plans and
getting key stake holders on board, including managers, union,
suppliers, and other production people. It takes time to pull them
in. It involves thinking about structure, recognition, skills
development, education, and awareness.
d. Taking a narrow, dogmatic approach: Some organizations are
determined to take the Deming approach, Juran approach, Crosby
approach and use only the principles prescribes therein. None of
the approaches advocated by these and other leading quality
experts is truly a one-size-fits-all proposition, even the experts
encourage organizations to tailor quality programs to their
individual needs.

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e. Confusion about the differences among education, awareness,
inspiration, and skill building: According to Clemmer,” you can send
people to five days to training in group dynamics, inspire them,
teach them, teach them, teach them managerial styles, and show
them all sorts of grids and analysis, but that does not mean you’ve
built any skills. There is a time to give them practical tools they can
use to do something specific and different than they did last week.”

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  Crosby Conway Deming Juran
Definition quality Conformance to No definition, A predictable Fitness for use
requirement incorporated in degree of
definition of quality uniformity and
management dependability at
low cost and
suited to the
market

Degree of senior Responsible for quality Bottleneck is Responsible for Less than 20% of
management located at the top 94% of quality quality problems
responsibility of the bottle. problems are due to
workers.
Performance Zero defects Remove waste, Quality has many Avoid campaigns
standard/motivation measure on ‘scales’; use to ‘do perfect
monthly basis statistics to work’.
measure
performance in all
areas critical of
zero defects

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General approach Prevention, not ‘Right’ or ‘new Reduce variability General
inspection way’ to manage, by continuous management
Deming ‘disciple’ improvement; approach to
‘Imagineering’ cases mass quality, especially
inspection ‘human’
elements.
Structure 14 steps to quality 6 tools for quality 14 points for 10 steps to quality
improvement improvement management improvement
Statistical process control Rejects statistically Advocates use of Statistical methods Recommends SPC
(SPC) acceptable level of simple statistical of quality control but warns that it
quality methods to identify must be used. can lead to tool-
problems and point driven approach.
to solutions
Improvement basis A ‘process’ not a Constant in all Continuous to Project-by-project
program: improvement areas; statistical reduce variation; team approach;
goals. and industrial eliminate goals set goals.
engineering basis without methods
Teamwork Quality improvement Human relations Employee Team and quality
teams; quality councils skills participation in circle approach.
decision making;
break down
barriers between
departments.
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Cost of quality Cost of nonperformance; Measure waste in all No optimum, Quality is not free,
quality is free. areas, including continuous there is an
inventory. improvement optimum.

Purchasing and goods State requirements; Call for improvement Inspection too late; Problems are
received supplier is extension of includes suppliers use allows defects to complex; carry out
business; most faults due statistics enter system of formal surveys
to purchasers themselves through AQLs;
statistical evidence
and control charts
required

Vendor rating Yes and buyers; quality Statistical surveys No, critical of most Yes, but help
audits useless systems supplier improve

Single sourcing of supply     Yes No, can neglect to

sharpen
competitive edge.
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