Quality Gurus

Armand Feigenbaum

Feigenbaum believed that … responsibility for quality must rest with the persons

who do the work (quality at the source) quality should be company‐wide, not confined to the

quality control departments

Feigenbaum’s believed that … control must start with identification of customer

quality requirements and end only when the product has been placed in the hands of a customer who remains satisfied

quality of products and services

Markets, Money, Management, Men,

Motivation, Materials,

Machines and Mechanization,

Modern information methods and

Mounting product requirements

Influences

Feigenbaum’s 3 – Step PhilosophySTEP 1 Quality LeadershipManagement should take the lead in enforcing quality efforts. It should be based on sound planning.

Feigenbaum’s 3 – Step PhilosophySTEP 2 Management Quality TechnologyThe traditional quality programs should be replaced by the latest quality technology for satisfying the customers in future.

Feigenbaum’s 3 – Step PhilosophySTEP 3 Organizational CommitmentMotivation and continuous training of the total work force tells about the organizational commitment towards the improvement of the quality of the product and the services.

Bill smith

Best known for …

Six Sigma

management driven, scientific methodology for product and process improvement in financial performance and Customer satisfaction

increase in performance and decrease in process variation lead to defect reduction and improvement in profits, employee morale and quality of product

David garvin

Best known for …

Genichi Taguchi

The Quality Loss Function (QLF)1. We cannot reduce cost without affecting quality.2. We can improve quality without increasing cost.3. We can reduce cost by improving quality.4. We can reduce cost by reducing variation. When

we do so, performance and quality will automatically improve.

Taguchi’s Methods

1. System Design Stage – customer and marketing knowledge

2. Parameter Stage - how the product should perform against defined parameters

3. Tolerance design stage - finding the balance between manufacturing cost and loss

Gopal K Kanji

The Academician

academic publications with the first journal in TQM created an environment for research on TQM

100 Methods for TQM

conceptual framework of using TQM methods help employees understand the use of TQM tools as

requirement of achieving organization's goals provide educators and practitioners with a

comprehensive use of TQM methods

Joseph Juran

Juran believed that…

quality does not happen by accident; it must be planned

quality control should be conducted as an integral part of management control

Juran believed that…

majority of quality problems are the fault of poor management, not poor workmanship, and that long‐term training to improve quality should start at the top with senior management

Quality Trilogy

Kaoru Ishikawa

Fishbone Diagram (cause and effect)

Examples of Fishbone Diagram

Quality Circle

Masaaki Imai

Kaizen Principles (practice of continuous improvement)

Good processes bring good results Go see for yourself to grasp the current situation Speak with data, manage by facts Take action to contain and correct root causes of

problems Work as a team Kaizen is everybody’s business

Kaizen Umbrella

Philip Crosby

Quality is ….

Quality Is Free. Doing it right the first time (DIRFT) Zero defect

4 Absolutes of Quality

1. The definition of quality is conformance to requirements (not as goodness)

2. The system of quality is prevention (not appraisal)3. The performance standard is zero defects (not

“that’s close enough”)4. The measurement of quality is the price of

nonconformance (not indexes)

Shigeo Shingo

Poka - Yoke

stopping processes as soon as a defect occurs, identifying the defect source and preventing it from happening again

Just in Time

supplying the customer with what they want, exactly when they want it

 minimize inventories by only producing what is required, when it is required reducing costs and waste throughout the production process

SMED (single minute exchange of die) quick changeovers between products -

simplifying materials, machinery, processes and skills, changeover times could be reduced from hours to minutes 

Quick changeovers meant products could be produced in small batches or even single units, with minimal disruption

W. Edwards Deming

The Deming Circle (control and continuous improvement of processes and product)

14 points for management

provide a framework to developing knowledge in the workplace and can be used to guide long term business plans and aims

Philosophical code for management

WALTER SHEWHART

Believed that …

importance of adapting management processes to create profitable situations for both businesses and consumers, promoting the utilization of control charts

lack of information greatly hampered the efforts of control and management processes in a production environment

Eugene grant

STATISTICAL QUALITY CONTROL used in training programs to improve quality and

production in World War II industrial plants used to analyze the quality problems and solve

them use of statistical methods in the monitoring and

maintaining of the quality of products and services

Benefits of Statistical Quality Control It provides a means of detecting error at

inspection. It leads to more uniform quality of

production. It improves the relationship with the

customer. It reduces inspection costs.  It reduces the number of rejects and saves

the cost of material. 

Benefits of Statistical Quality Control It provides a basis for attainable specifications.  It points out the bottlenecks and trouble spots.  It provides a means of determining the capability of

the manufacturing process. It promotes the understanding and appreciation of

quality control.

ASSIGNMENT

Create a fake facebook profile for Crosby, Juran, and Demings.

Same outputs means ZERO (and I mean it) Download from http://

www.educatorstechnology.com/2013/03/3-awesome-facebook-templates-for-your.html and choose no. 2