Quality Gurus

TQM Week 3
08/09/2014
 Dr. W. Edwards Deming
(1900-1993)
Dr. W. Edwards Deming is
known as the father of the
Japanese post-war industrial
revival and was regarded by
many as the leading quality
guru in the United States.
The Deming Cycle

Plan

Control

Act & Do
Improvement

Study
Demings Fourteen Points
Demings Seven Deadly Diseases
Joseph Juran
(1904-2008)
Jurans Three Basic Steps to Progress
Juran Institute Inc., Quality-Related Services Provided Worldwide
The Juran Trilogy
 Quality planning
Quality planning is the activity of developing the products and
processes required to meet customers needs. It involves a
number of universal steps (Juran and DeFeo, 2010):
1. Define the customers.
2. Determine the customer needs.
3. Develop product and service features to meet customer
needs.
4. Develop processes to deliver the product and service
features.
5. Transfer the resulting plans to operational personnel.
Demings wheel of quality control (1986). Jurans spiral of
progress in quality (Juran and
Gryna, 1988).
 Quality control
Quality control is the process used by operational
personnel to ensure that their processes meet the
product and service requirements (defined during
the planning stage). It is based on the feedback loop
and consists of the following steps:
1. Evaluate actual operating performance.
2. Compare actual performance with goals.
3. Act on the difference.
4. taking action on deviations to maintain a given process state.
5. Establishing SOPs
 .Control

In the absence of signals indicating that the

process has gone astray, control is achieved by
adhering to established standard operating
procedures (SOPs).
 Quality improvement
Quality improvement aims to attain levels of
performance that are unprecedentedlevels that
are significantly better than any past level.
The methodologies recommended for quality
improvement efforts utilize Six Sigma project teams.
Notably, whereas earlier version of Jurans Quality
Handbook did not specifically advocate cross-
functional project-based teams for quality
improvement efforts, the most recent sixth edition
(2010) clearly prescribes their use.
 Quality Improvement --- Eliminate waste, defects and
rework that improves processes and reduces the cost
of poor quality. The processes have to be constantly
challenged and continuously improved. Such an
improvement does not happen of its own accord. It
results from purposeful Quality Improvement or
Breakthrough.

1. Develop the enhanced process which is able to produce the

product.

2. Optimize the process.

 Improvement
In contrast, improvement requires
experimentally modifying the process to
produce better results through innovation and
KAIZEN.
When an improvement has been identified,
the SOPs are changed to reflect the new way
of doing things.
Jurans Ten Steps to Quality
Improvement
1. Build awareness of the need and
opportunity for improvement
2. Set goals for improvement
3. Organize to reach the goals
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
Strengths of Jurans Trilogy
The methodology searches a
continuous improvement of quality
in every aspects of the
organization, because if the
implementation of the
methodology does not give the
desire results it is possible to start
all over again.
Strengths of Jurans Trilogy
The methodology allows the use
different quality tools to cover the
steps of Jurans Trilogy. It allows a
better understanding of the
relationships of every stage of the
company.
The methodology is well structured
and allows the companies that
implement it, an easy
understanding and application.
Weaknesses of Jurans Trilogy
To have quality control it is
necessary to have a trained person
with knowledge in statistical
processes or train a special person
to be in charge of quality. The
program is focus in the company
process and not in labor force.
Weaknesses of Jurans Trilogy
Analyzing the requirements of the program it was
found that the companies who apply the program
have a complex level of organization.
This kind of methodologies show results in a long
term; this represents a risk for the company
because the implementation of the quality
program can be a waste of time, money and
resources.
Philip Crosby
Dr. Deming and Dr. Juran were the
great brains of the quality revolution.
Where Phil Crosby excelled was in
finding a terminology for quality that
mere mortals could understand. His
books, "Quality Without Tears" and
"Quality is Free" were easy to read, so
people read them. He popularized the
idea of the "cost of poor quality", that
is, figuring out how much it really
costs to do things badly.
 Like Frederick Taylor, Philip Crosby's ideas came
from his experience on an assembly line.

He focused on zero defects, not unlike the focus of

the modern Six Sigma Quality movement. Mr.
Crosby was quick to point out, however, that zero
defects is not something that originates on the
assembly line.
 Crosby Key Ideas
To create a manufacturing process that has zero defects
management must set the tone and atmosphere for
employees to follow.

If management does not create a system by which zero

defects are clearly the objective then employees are not
to blame when things go astray and defects occur.

The benefit for companies of such a system is a dramatic

decrease in wasted resources and time spent producing
goods that consumer's do not want.
 Short Activity
Quickly write Down a few commonalities
between Quality Gurus.
 Key Points:
Superior Perceived Quality
Research findings indicate that achieving superior perceived quality that is, as
perceived by customers), provides three options to a business all of
which are favorable to its competitiveness (Buzzell and Gale, 1987):
1. You can charge a higher price for your superior quality and thus increase
profitability.
2. You can charge a higher price and invest the premium in R&D, thus
ensuring higher perceived quality and greater market share in the future.
3. You can charge the same price as your competitor for your superior
product, building market share. Increased market share, in turn, mean
volume growth and rising capacity utilization (or capacity expansion),
allowing you to lower costs (or increase profit).
 TQM

Principles & Tools &

Practices Techniques

Leadership Quantitative Non-quantitative

Customer
satisfaction SPC ISO 9000

Acceptance
Employee Sampling ISO 14000
improvement

Reliability Benchmarking
Continuous
improvement
Experimental design Total productive
maintenance
Supplier
partnership Management tools
FMEA

Performance
measures QFD Concurrent
engineering

Scope of the TQM activity

 Major Quality Concepts

Kaizen a Japanese term fro unending improvement

-Kaizen represents a system in which management
encourages and implements small, incremental
improvements, involving employees as team members and
creating a culture of workers who all striving to do better
- it focuses on simplifying complex process and training
employees to measurable improve them.
All employees in an organization have responsibilities for two
aspects of quality: process control and process improvement.
Responsibility for Kaizen
Hierarchy of Kaizen Involvement
 Major Quality Concepts
Balance Scorecard Robert Kaplan and David Norton,
suggest that a businesss executive team measure
progress in four areas that are equally important
knowledge
financial performance
Internal business process and
Learning/growth
Using the knowledge to focus the entire organization and its
various programs on balancing the scorecard
 Major Quality Concepts
2. ISO Standards - The International Standardization
Organization (ISO).
- headquartered in Switzerland
- more than 100 nations are members, that define and
agree on, and abide by a wide rang of product and
process safety and quality standards
- the idea behind ISO certification is that products made
in different nations be compatible for use in others.
- this allows manufacturers to buy parts from suppliers in
other countries.
 Major Quality Concepts
- The Quality Management Systems (QMS) standards
are know as ISO 9000 family of standards; (ISO 9000-
2000, ISO 9001-2000, ISO 9004-2000); the environmental
management system are ISO 14000 and so on.

. Just-in-Time a manufacturing theory of producing just

enough product to fill current orders as they are due.
just in time for them to be used
 Major Quality Concepts
. Quality Circles based on a Japanese method of grouping
people together in Quality Circle (QC), meetings where they
shared their expertise and worked to solved a problem or
improve process.

. Six Sigma created by Motorola in 1980s. The name refers to a

scientific way of describing quality based on variations that
occur in any process-plus or minus three sigmas. Sigma is
the Greek letter that signifies the standard deviations in a
mathematical formula.
-the sigma level quantifies defects per million opportunities (DPMO)
 Major Quality Concepts

7. TOTAL QUALITY MANAGEMENT a management philosophy, a

paradigm, a continuous improvement approach to doing
business through a new management model

- TQM quality is managed by the total effort of an

organization, and that each department or phase of
production is responsible for making its part of the product or
services as flawless as possible before passing it on the next
user or phase.
 Commonality of Themes of Quality Gurus

Inspection is never the answer to quality improvement, nor

is policing.

Involvement of leadership and top management is essential

to the necessary culture of commitment to quality.

A program for quality requires organization-wide efforts

and long term commitment, accompanied by the necessary
investment in training.

Quality is first and schedules are second.