TOTAL QUALITY MANAGEMENT

PHILOSOPHIES

CONCEPTS FROM QUALITY GURUS

LECTURE 4
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INTRODUCTION
The Philosophy of TQM was born out of the concepts developed by
great gurus of Quality management.
A. W. Edwards Deming
B. Joseph M Juran
C. Philip Crosby

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A. DEMING'S APPROACH
 Dr. W. Edwards Deming: (1900-1993) is considered to be the
Father of Modern Quality
 Dr. Deming preached that to achieve the highest level of
performance, the organization must change its behavior and adopt
new ways of doing business.
 DR. W. Edwards Deming offered 14 key principles for management
to follow for significantly improving the effectiveness of a business
or organization.
 The points were first presented in his very famous book “Out of
the Crisis”.

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DEMING'S 14 POINTS ON MANAGEMENT
1. CREATE CONSTANCY OF PURPOSE TO ACHIEVE
QUALITY
 Towards improvement of product and service, with the aim to
become competitive and stay in business, and to provide jobs.
 For the company that wants to stay in business, the two general
types of problems that exist are the problems of today and the
problems of tomorrow. It is easy to become wrapped up with the
problems of today, but the problems of the future demand, first and
foremost, constancy of purpose and dedication to keep the company
alive. Decisions need to be made to cultivate innovation, and
improve the product design and service, remembering that the
customer is the most important part of the production line.

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2. ADOPT NEW PHILOSPHY
 It refers to using new work methodologies.
 In modern age, old normal accepted levels of defects are not
accepted. Hence, there is a need for adopting modern age philosphy
and technique.
 People must receive effective training so that they understand their
job and also understand that they should not be afraid to ask for
assistance when it is needed. Supervision must be adequate and
effective. Management must be rooted in the company and must not
job-hop between positions within a company.

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3. CEASE DEPENDENCE ON INSPECTION
 Eliminate the need for inspection on a mass basis by building
quality into the product in the first place.
 Inspection is too late, ineffective, and costly. It is too late to react to
the quality of a product when the product leaves the door.
 Quality comes not from inspection but from improving the
production process.

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4. MINIMIZE THE TOTAL COST
 Deming says that price and quality go hand in hand. Trying to lower
down the price of anything purchased without regard to quality and
service can drive good suppliers and good service out of business.
 Do not see the price tag

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5. IMPROVE CONSTANTLY AND FOREVER THE SYSTEM
OF PRODUCTION AND SERVICE
 To improve quality and productivity
 Whatever the quality level that you have reached today, it must be
the basis for improvement in the future.
 Every company must improve their performance and products in
order to catch up with the competitive market.

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6. INSTITUTE TRAINING ON THE JOB
 A trained worker has more productivity and quality than an
untrained one, so giving training sessions will drastically improve
the quality of the person and directly it helps in better product
quality performance.
 Giving training to the workers to focus on quality, maintain ratings
of industries, and to fight in the market.
 Management must provide the setting where workers can be
successful.
 Encourage staff to learn from one another, and provide a culture and
environment for effective teamwork.

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7. INSTITUTE LEADERSHIP
 Management should lead, not supervise – provide support and
resources so that each staff member can do his or her best. Be a
coach instead of a policeman.
 Figure out what each person actually needs to do his or her best.
 A company can display stunning growth if potential leaders are
identified and encouraged.

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8. DRIVE OUT FEAR
 Fear is a barrier to improvement so driveout fear by encouraging
effective two-way communication.
 No one can give his best performance unless he feels secure.
Employees should not be afraid to express their ideas or ask
questions
 Creating a fearful impression in the employees does not give more
quality and productivity to work. If a person is not working
willingly with satisfaction and without fear then he can never do a
work perfectly.
 Let everyone know that the goal is to achieve high quality by doing
more things right – and that you're not interested in blaming people
when mistakes happen.
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9. BREAK DOWN BARRIERS BETWEEN DEPARTMENTS
 Teamwork is needed throughout the company.
 People in different areas such as research, design, sales,
administration and production must work in teams to tackle
problems that may be encountered with products or service.
 Use cross-functional teamwork to build understanding and reduce
adversarial relationships.
 Many types of problems can occur when communication is poor.
For example, service personnel working with customers know a
great deal about their products, but there is often no routine
procedure for disseminating this information.

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10. ELIMINATE THE TARGET AND SLOGANS FOR WORK
 Slogans and exhortations focuses on the desire to do something
more than focusing on how to work it.
 It is better to eliminate Slogans or exhortations that call for more
quantity in production than focusing on quality control in
manufacturing, which will severely damage the quality
management.
 Deming views slogans – the sort of thing one might see on those
posters – as useless at best, if the process that they are directed
towards is not improved.

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11. ELIMINATE NUMERICAL QUOTA/TARGET FOR
WORKFOCE
 Look at how the process is carried out, not just numerical targets.
 Reduce Instructions that require achieving specific results each
year, because going beyond customer expectations that are related
to quality have long-term value more than the expectations about
the amount of manufactured production.
 The focus of the work will shift from seeking continuously
improving quality and productivity to meeting a quantitative goal.

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12. REMOVE BARRIER TO PRIDE OF WORKMANSHIP
 Allow everyone to take pride in their work without being rated or
compared.
 Treat workers the same, and don't make them compete with other
workers for monetary or other rewards.
 Deming’s view is that merit-based performance rating is
demotivating,
13. IMPLEMENT EDUCATION & SELF IMPROVEMENT
 This rule is so important because all workers and employees must
be up to date with the new information that goes with their job.
 Organization needs people that are improving with education.
 Encourage people to learn new skills to prepare for future changes
and challenges.
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14. ACCOMPLISH THE TRANSFORMATION
 Improve your overall organization by having each person take a
step toward quality.
 Analyze each small step, and understand how it fits into the larger
picture.
 The transformation is everybody's job starting from the Director
ending with the security .

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B. JOSEPH M JURAN
 Juran believed that main quality problems are due to management
rather than workers.
 The primary focus of every business, during Juran's time, was the
quality of the end product, which is what Deming stressed upon.
 The attainment of quality requires activities in all functions of a
firm. Juran’s approach is emphasis on team and project work, which
can promote quality improvement, improve communication
between management and employees, and improve coordination
between employees.
 According to Juran, it is very important to understand customer
needs. Identifying customer needs requires more vigorous analysis
and understanding to ensure the product meets customers’ needs
and is fit for its intended use. Thus, market research is essential for
identifying
Page  17 customers’ needs.
JURAN TRILOGY
 Juran considered quality management as three basic
processes :
Quality planning
 Quality control
Quality improvement

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CONTINUED ...
Quality Planning:
 In the planning stage, it is critical to define who your customers are
and find out their needs (the “voice of the customer”).
 After you know what your customers need, you’re able to define the
requirements for your product/process/service/system, etc., and
develop it. Additionally, any plans that might need to be transferred
to operators or other key stakeholders should be done during the
planning phase.

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CONTINUED ...
Quality Control:
 A corrective tool.
 This is a process to develop the methods to test the products for
their quality. Deviation from the standard will require change and
improvement.
 During the control phase, determine what you need to measure
(what data do you need to know if your process is working?), and
set a goal for your performance. Get feedback by measuring actual
performance, and act on the gap between your performance and
your goal.

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CONTINUED ...
Quality Improvement:
 The attainment of unprecedented level of performance.
 This is a process that involves the constant drive to perfection.
 Leaders attempt to create an environment where everyone is
looking for ways to make things better.

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TEN STEPS TO QUALITY
 Establish awareness for the need to improve.
 Set goals for improvement.
 Provide training.
 Organize to meet the goals that have been set.
 Implement projects aimed at solving problems.
 Report progress.
 Give recognition.
 Communicate results.
 Keep score.
 Maintain momentum by building improvement into the company's
regular systems.
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C. CROSBY'S APPROACH
 Crosby (1979) identified a number of important principles and
practices for a successful quality improvement program, which
include, for example, management participation, management
responsibility for quality, employee recognition, education,
emphasis on prevention rather than after-the-event inspection, and
zero defects.
 Crosby focused on the idea of zero defects.

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ZERO DEFECTS
 Crosby's Zero Defects theory states that there is no existence of
waste in a project.
 Waste refers to anything unproductive.
 Is a performance method and standard that states that people
should commit themselves too closely monitoring details and avoid
errors. By doing this, they move closer to the zero defects goal.
 According to Crosby, zero defects is a philosophy that ought to
influence every decision we make. Managerial notions of defects
being unacceptable and everyone doing ‘things right the first
time’ are inforced.

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ELEMENTS OF ZERO DEFECTS THEORY
 The zero defects theory is based on four elements for
implementation in real projects.
1. Quality is a state of assurance to requirements. Therefore, zero
defects in a project mean fulfilling requirements.
2. Right the first time. Quality should be integrated into the
process from the beginning, rather than solving problems at a
later stage.
3. Quality is measured in financial terms. One needs to judge
waste, production, and revenue in terms of budgetary impact.
4. Performance should be judged by the accepted standards, as
close to perfection as possible.

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14 STEPS TO QUALITY MANAGEMENT
1. Make it clear that management is committed to quality for the
long term.
2. Form cross-departmental quality teams.
3. Identify where current and potential problems exist.
4. Evaluate the cost of quality.
5. Improve the quality awareness and personal commitment of all
employees.
6. Initiating corrective actions.
7. Establish a zero-defect program.

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8. Promoting quality awareness in the company.
9. Hold a “Zero Defects Day” to ensure all employees are aware
there is a new direction.
10. Encourage individuals to establish goals for themselves and their
team.
11. Encourage employees to tell management about obstacles they
face in trying to meet quality goals.
12. Recognize employees who participate.
13. Establish quality councils.
14. Repeat everything to illustrate that quality improvement is a
never-ending process.

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 DEMING JURAN CROSBY

Definition of Continuous Fitness for use Conformance to

quality improvement requirements

Emphasis Tools/ System Teams/ Project Motivation

work (Behaviour)

Types of tools Statistical process Analytical tools Minimal use

control

Use of goals and Not used Significant Posted goals for

targets emphasis workers

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