Quality gurus and theories

Quality Gurus

                       1.W.Edwards Deming

                       2. Joseph M Juran

                       3. Armand V Feigenbaum

                       4. Kaoru Ishikawa

                       5. Genichi Taguchi

                       6. Philip B Crosby

              There are so many other management “gurus” in the world. Whose ideas and concepts fill whole books on their own, and several of these are important to quality management. This section includes only those whose reputations are primarily for their work in quality and excellence.

1. William Edwards Deming
            William Edwards Deming was an American who was credited with the rise of japan as a manufacturing nation, and with the invention of quality management. Deming went to japan just after the war to help. set up the sense of Japanese population. While he was there, the teacher statistical process control to Japanese engineers.Then in 1960 he was awarded a medal by Japanese emperor for his service to that country industry.Deming return to US and spend some years in obscurity before the publication of his book "out of the crisis" Deming main contribution in stress management's responsibility for quality. Developed "14 points" to guide company in quality improvements.
Deming 14 points are listed bellow.

1.Create constancy of purpose for the improvement of product and service with the aim to become competitive, stay in business, and provide jobs. the problem of the future command first and foremost constancy of purpose and dedication to improvement to keep the company alive and to be provide jobs for their employee.
2. Adopt a new philosophy of cooperation (win-win) in which everybody wins and put it into practise by teaching it to employees, customers and suppliers. We can no longer tolerate commonly accepted mistakes, defects, wrong material or people on the job for which they are not suited.
3. Cease dependence on mass inspection to achieve quality. Instead, improve the process and build quality into the product in the first place. Inspection to improve quality is too late after the product has been manufactured.
4. End the practise of awarding business on the basis of price tag alone. Instead, minimise total cost in the long run. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.
5. Improve constantly, and forever, the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs.
6. Institute training for skills: Management needs training to learn about the company, all the way from incoming material and the steps it goes through before the finished product is shipped to the customer.
7. Adopt and institute leadership for the management of people, recognising their different abilities, capabilities, and aspiration. The aim of leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
8. Drive out fear and build trust so that everyone can work more effectively. No one can put in their best performance unless they feel secure. Secure means without fear, not afraid to express ideas, not afraid to ask questions.
9. Break down barriers between departments. Abolish competition and build a win-win system of cooperation within the organisation. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such displays 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 numerical goals, numerical quotas and management by objectives; substitute leadership. Work standards, rates, incentive pay and piecework are signs of the inability to understand and provide appropriate supervision.
12. Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict.
13. Institute a vigorous program of education and self-improvement. People require in their work more than just money, they must be given the opportunity for ever-broadening opportunities toad something to society, materially and otherwise.
14. Put everybody in the company to work to accomplish the transformation. Management in authority will take pride in their adoption of the new philosophy and their responsibilities. The transformation is every body's job.
Deming also encouraged a systematic approach to problem solving which is PLAN-DO-CHECK-ACT Simply it is known as PDCA.
 The PDCA cycle is also known as deming cycle (or) Shewhart cycle although it was developed by a colleague of Deming, Dr.Shwhart.

2. Dr. Joseph M Juran
Dr.Joseph M Juran developed the quality trilogy- quality planning, quality control and quality improvements.Good quality managements requirements actions to be planned out, improved and controlled the process achieves, control at one level of quality performance, then plans are made to improve the performance on a project by project basis. Using QC tools and techniques such as Pareto analysis. This activity even fully achieves break through to an improved level. This is again controlled to prevent any deterioration.
Juran believed quality is associated with customer satisfaction and dissatisfaction with the product, and emphasised the necessity for ongoing quality improvement through a succession of small improvements projects carried out through out the organisation Juran main contribution: Defined quality as “fitness for use”. And developed concept of cost of quality.

Juran 10 step to quality management.
1. Build awareness of the need and opportunity for improvements.
2. Set goals for improvements
3. Organise to reach the goals
4. Provide training
5. Carry out projects to solve problems
6. Report progress
7. Give recognition
8. Communicate results
8. Keep score of improvements achieved
9. Maintain momentum.
He concentrated not just on the end customer, but on other external and internal customer. Each person along the chain, form product designer to final user, is a supplier and a customer. In addition the person will be a process carrying sot some transformation or activity.

3.  Armand V Feigenbaum
               Armand V Feigenbaum is an American quality control expert and businessman. He devised the concept of total quality control later known as Total quality Management (TQM) He defined it as:An effective system for integrating quality development, quality maintenance and quality improvements, effort of the various groups within an a organisation, so as to enable production and service at the most economical levels that allow full customer satisfaction.
The concept of a hidden plant: the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory.
Accountability for quality: Because quality is everybody’s job it may become nobody’s job- the idea that quality must be actively managed and have visibility at the highest level of management.

4. Kaora Ishikawa
               Ishikawa is the Japanese university professor and quality management best innovator. Ishikawa made many contributions to quality. Ishikawa viewpoint, company wide quality control, his emphasis on human side of quality, the Ishikawa diagram and use of the seven basic quality tools. 

Basic 7 QC Tools listed bellow

1. Parato analysis
2. Cause and effective analysis
3. Stratification
4. Check sheet
5. Histograms
6. Scatter chart
7. Process control chart

            This are the QC tools are used to analysis problem and develop improvements. One of the most widely known of these is the Ishikwa diagram or fish bone diagram or case and effective analysis.

5.  Genichi Taguchi
                 Genichi was an engineer and statistician. Taguchi methodology is fundamentally prototyping techniques that enable engineers / designs to produce a robust design which can survive repetitive manufacturing in order to deliver the functionality required by the customer.

Taguchi product development in there stages:
1. System design stage: non statistical stage for engineering marketing and customer knowledge.
2. Parameter stage: How the product should perform against defined parameter, the robust solution of cost effective manufacturing, irrespective of the operating parameters.
3. Tolerance round the desired setting finished the balance between manufacturing cost and loss.
Taguchi main contribution: Focused on product design quality and Develop taguchi loss function.

6.  Philip B Crosby 
                Crosby is known for the concepts of “Quality is Free” and “Zero Defects”, and his quality improvement process is based on his four absolutes of quality:
1. Quality is conformance to requirements
2. The system of quality is prevention
3. The performance standard is zero defect
4. The measurement of quality is the price of non-conformance

His fourteen steps to quality improvement are:
1.  Management is committed to a formalised quality policy
2.  Form a management level quality improvement team (QIT) with responsibility for quality Improvement process planning and administration.
3.  Determine where current and potential quality problems lie.
4.  Evaluate the cost of quality and explain its use as a management tool to measure waste.
5.  Raise quality awareness and personal concern for quality amongst all employees.
6.  Take corrective actions, using established formal systems to remove the root causes of problems.
7.  Establish a zero defects committee and program.
8.  Train all employees in quality improvement.
9.  Hold a Zero Defects Day to broadcast the change and as a management re-commitment and employee commitment.
10. Encourage individuals and groups to set improvement goals
11. Encourage employees to communicate to management any obstacles they face in attaining their improvement goals
12. Give formal recognition to all participants.
13. Establish quality councils for quality management information sharing.
14. Do it all over again – form a new quality improvement team crosby main contribution: Coined phrase “quality is free” and introduced concept of zero defects.

Result from quality Gurus
1. It is management’s responsibility to provide commitment, leadership, empowerment, encouragement, and the appropriate support to technical and human processes. It is top management’s responsibility to determine the environment and framework of operations within a firm. It is imperative that management foster the participation of the employees in quality improvement, and develops a quality culture by changing perception and attitudes toward quality.
2. The strategy, policy, and firm-wide evaluation activities are emphasised.
3. The importance of employee education and training is emphasised in changing employees’ beliefs, behaviour, and attitudes; enhancing employees’ abilities in carrying out their duties.
4. Employees should be recognised and rewarded for their quality improvement efforts.
5. It is very important to control the processes and improve quality system and product design. The emphasis is on prevention of product defects, not inspection after the event.
6. Quality is a systematic firm-wide activity from suppliers to customers. All functional activities, such as marketing, design, engineering, purchasing, manufacturing, inspection, shipping, accounting, installation and service, should be involved in quality improvement efforts.