This document discusses several influential quality founders and their philosophies. It describes W. Edwards Deming's work teaching quality principles to Japanese companies after WWII, focusing on leadership, customer relationships, and continuous improvement. It outlines Deming's 14 points and system of profound knowledge. Joseph Juran is discussed for teaching quality as "fitness for use" and emphasizing working within existing business systems. Philip Crosby advocated a behavioral approach focusing on management processes to change culture. A.V. Feigenbaum coined the term "total quality control" and emphasized organizational commitment. Kaoru Ishikawa advocated a participative, bottom-up approach beginning with understanding customer needs.
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This document discusses several influential quality founders and their philosophies. It describes W. Edwards Deming's work teaching quality principles to Japanese companies after WWII, focusing on leadership, customer relationships, and continuous improvement. It outlines Deming's 14 points and system of profound knowledge. Joseph Juran is discussed for teaching quality as "fitness for use" and emphasizing working within existing business systems. Philip Crosby advocated a behavioral approach focusing on management processes to change culture. A.V. Feigenbaum coined the term "total quality control" and emphasized organizational commitment. Kaoru Ishikawa advocated a participative, bottom-up approach beginning with understanding customer needs.
This document discusses several influential quality founders and their philosophies. It describes W. Edwards Deming's work teaching quality principles to Japanese companies after WWII, focusing on leadership, customer relationships, and continuous improvement. It outlines Deming's 14 points and system of profound knowledge. Joseph Juran is discussed for teaching quality as "fitness for use" and emphasizing working within existing business systems. Philip Crosby advocated a behavioral approach focusing on management processes to change culture. A.V. Feigenbaum coined the term "total quality control" and emphasized organizational commitment. Kaoru Ishikawa advocated a participative, bottom-up approach beginning with understanding customer needs.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online from Scribd
This document discusses several influential quality founders and their philosophies. It describes W. Edwards Deming's work teaching quality principles to Japanese companies after WWII, focusing on leadership, customer relationships, and continuous improvement. It outlines Deming's 14 points and system of profound knowledge. Joseph Juran is discussed for teaching quality as "fitness for use" and emphasizing working within existing business systems. Philip Crosby advocated a behavioral approach focusing on management processes to change culture. A.V. Feigenbaum coined the term "total quality control" and emphasized organizational commitment. Kaoru Ishikawa advocated a participative, bottom-up approach beginning with understanding customer needs.
Copyright:
Attribution Non-Commercial (BY-NC)
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Download as PPT, PDF, TXT or read online from Scribd
• Dr. W. Edwards Demings (1900-1993). • PhD in physics, trained statistician. • After WW2, invited to Japan – taught the importance of top management leadership, customer / supplier relationship, and continuous improvement in product development and manufacturing. • Great influence on Japanese industry. • Only in 1980, US companies utilised his ideas Deming’s philosophy • Focuses on continual improvement in product and service quality by reducing uncertainty and variability in design, manufacturing and service process, driven by the leadership of top management. • Deming’s 14 points to ‘A system of Profound Knowledge’ A System of Profound Knowledge 1. Appreciation for a system = work together 2. Understanding of variation = minimize through technology, design and training 3. Theory of knowledge = understand underlying concept 4. Psychology = treat people well and fair; pay is not the greatest motivator Joseph Juran • Born in Romania, came to US in 1912. • An industrial engineer at Western Electric • 1950 – taught Q to Japanese. • Q as ‘fitness for use’. • Improve Q by working within the system familiar to mangers – fit into current strategic business planning. (Deming = major cultural change in organisation). Quality Trilogy • 1. Quality planning – the process of preparing to meet the q goals • 2. Quality control – the process of meeting q goals during operations • 3. Quality improvement – the process of breaking through the unprecedented levels of performance Philip B. Crosby • 1926-2001, VP for quality at International Telephone and Telegraph (ITT). • Introduced ‘Absolutes of Q Mgt’ – 5 points • 1. Q means conformance to requirements, not elegance • 2. There is no such thing as a q problem • 3.There is no such thing as the economics of q: doing the job right the first time is always cheaper • 4. The only performance measurement is the cost of q, which is the expense of non-conformance • 5. The only performance standard is ‘Zero Defect” – do it right the first time. Reject ‘error is inevitable’ Crosby’s Basic Elements of Improvement 1. Determination 2. Education 3. Implementation Unlike Deming to Juran, Crosby use behavioral approach. Emphasis on using management and organisational processes rather than statistical technique to change culture and attitude. 4. A.V Feigenbaum • Manager at General Electric • Coining ‘total quality control’ = an effective system for integrating the q development, q maintenance and q improvement efforts of the various groups in an organisation so as to enable production and service at the most economical levels which allow full customer satisfaction’. Three steps to q 1. Q leadership – sound planning. Focus and lead q effort 2. Modern Q technology – not q dpt but combination of staff, engineers, shop-floor workers 3. Organisational commitment – continuous training and motivation Adapted by Japanese. Main criteria for Malcolm Baldrigr National Q Awards. Kaoru Ishikawa • Prof of engineering at Tokyo Uni. Japanese guru of q. • Japanese approach to q mgt – participative and bottom-up view of q. • Q begins with customer, understanding customers’ need as basis for improvement and complaints should be actively sought. Elements of Ishikawa philosophy 1. q begins with education and ends with education 2. the first step to q is to know the requirements of the customer 3.the ideal state of q control occurs when inspection is longer necessary 4. remove the root causes, not the symptoms 5.Q control is the responsibility of all workers and all divisions • 6. Do not confuse the means with the objective • 7. put the q first and set your sights on long- term sights • 8. marketing is the entrance and exit of q • 9.95% of problems in a company can be solved with simple tools for analysis and problem solving