Management Gurus

By :-Abhisek kumar12evvme002ME ,8th sem

OutlineWe have eight Gurus :

1. W. Edwards Deming2. Joseph M. Juran3. Philip B. Crosby4. Armand Vallin Feigenbaum5. Kaoru Ishikawa6. David A. Garvin7. Shigeo Shingo8. Genichi Taguchi

Despite there are eight gurus in assessing total quality management , but there are differences in their opinions.

Three groups of gurus

W. Edwards Deming• Born:- October 14, 1990.• Died:- December 20, 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.

• His expertise was used during World War II to assist the United States in its effort to improve the quality of war materials

- He got his PHD in the states in physics and math's- Get his first employment chance in an electricity

company in Chicago- He taught physics , mathematics , statistics and quality

in Japan .

* Deming is best known for his management philosophy , establishing quality , productivity and competitive position .

• Deming focus on 5 ideas :1. Statistical process controlling (SPC)2. Deming philosophy3. Deming 14 points4. Deming Cycle (for continuous improvements)5. Seven deadly diseases of quality

1. Statistical process controlling: It’s a process which aims at achieving good quality during manufacture through prevention rather than detection .

It is concerned with controlling the process (machine) which make the product through inspecting the machine rather than the product itself.

• For example why the salesman can’t sell the same amount every month ?

• SPC will answer this question by discovering and analyzing these items :-

I. Common causes : which inherent to the process as Machine fails

II. Special causes : Not inherent to the process and should be defined such as poor performance

III. Natural Variation: producing certain amount of defectsIV. Significantly different variation: Discovering exactly

where it is by management.Note. Deming said :*80% depends on management*20% depends on employee

2. Deming Philosophy : The quality and the productivity increases when the process fluctuation Decreases

3. Deming 14 points:

• Create constancy of purpose for improving products and services.

• Adopt the new philosophy.• Cease dependence on inspection to achieve quality.• End the practice of awarding business on price alone;

instead, minimize total cost by working with a single supplier.

• Improve constantly and forever every process for planning, production and service.

• Institute training on the job.

• Adopt and institute leadership.• Drive out fear.• Break down barriers between staff areas.• Eliminate slogans, exhortations and targets for the

workforce.• Eliminate numerical quotas for the workforce and

numerical goals for management.• Remove barriers that rob people of pride of

workmanship, and eliminate the annual rating or merit system.

• Institute a vigorous program of education and self-improvement for everyone.

• Put everybody in the company to work accomplishing the transformation.

4. Deming's cycle

5. Deming's Seven Deadly Diseases

• Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.

• Emphasis on short-term profits: short-term thinking (just the opposite from constancy of purpose to stay in business), fed by fear of unfriendly takeover, and by push from bankers and owners for dividends. 

• Evaluation of performance, merit rating, or annual review. • Mobility of management; job hopping. • Management by use only of visible figures, with little or no

consideration of figures that are unknown or unknowable. • Excessive medical costs. • Excessive costs of liability, swelled by lawyers that work on

contingency fees.

Joseph M. Juran• Born:- December 20, 1904• Died:- February 28, 2008• American • Joseph Juran is an internationally

acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices.

• Joseph Juran’s belief that “quality does not happen by accident” gave rise to the quality trilogy.

Juran Ideas are : 1. Quality definition2. Breakthrough concept3. Internal customer4. Quality Trilogy5. Pareto analysis6. Cost of quality7. Quality council

1. Quality definition : ( Fitness of purpose)

The statement is not that much easy , as it requires asking many questions like :

• What is the real purpose ?• Are customer internal or external users ?• Who are the possible customers ?

2. Breakthrough concept : sequences of process improvements , which take two journeys

• journey from symptom to cause • journey from cause to remedy

3. Internal customers : quality is associated with customer satisfaction and dissatisfaction

• Satisfaction : occurs when the product has superior performance and features

• Dissatisfaction : when we have defects and deficiencies

Customer satisfaction has two dimensions:• Internal : Building the product and the service correctly• External : matching customer requirements and meet

their expectations

4. Quality council : A group of experts who are responsible for supervising in the application of quality

*Juran Big (Q) : quality doesn’t the concern of the production or the total quality within the organization , but it extends to link between organization departments, operations and services .

5. Juran quality cost :

• Appraisal Costs: Costs of activities designed to ensure quality or uncover defects (inspection)

• Prevention Costs :All TQ training, TQ planning to prevent defects from occurring

• Failure Costs - costs incurred by defective parts/products or faulty services.

• Internal Failure Costs : Costs incurred to fix problems that are detected before the product/service is delivered to the customer.

• External Failure Costs : All costs incurred to fix problems that are detected after the product/service is delivered to the customer.

• Juran three role models : He assumed that every process has an internal customer and supplier which linked to each other through a process to reach the optimum quality .

6. Juran Pareto analysis : A universal problem solving methodology in which we list the key problems into a table and ranking them from the highest to the lowest and trying to solve the deficiencies

7. Quality Trilogy :Quality planning : *determine the organization internal and

external customers * determine customer needs , requirements and expectations * design the product to achieve customer satisfaction * prepare a design to achieve a good quality

Quality controlling : *determine variation and make decisions * measure performance and results * compare the results with the stated objectives .

Quality improvements : * define quality goals * train the workers * develop a problem solving statement

Philip B. Crosby* Known as The Fun Uncle of the

Quality Revolution • Born:- June 18, 1926• Died:- August 18, 2001• American • Where Philip Crosby excellence was

in finding a terminology for quality that mere mortals could understand.

• He popularized the idea of the "cost of poor quality", that is, figuring out how much it really costs to do things badly.

• Mr. Crosby defined quality as a conformity to certain specifications.

Crosby four absolutes are :1. The definition of quality is conformance to requirements: It is not

appropriate to say good or bad quality as quality cant be measured but conformance can be.

2. The system of the quality is prevention : Make a prevention strategy and it should be supported by SPC in order to understand the process and discover the default before occurring .

3. The performance is zero defects: Make the requirement right from the first time , and make the quality accepted by a number of standard items .

4. The measurements of quality is the price of Nonconformance : Because cost quality is the prime motivation for management .

CROSBY quality costs :

• Price of NON conformance :All the costs involved in not getting the product or a service right .

• Price of conformance : Costs for doing things right .

Crosby has 14 points like Deming , like :- Management commitment- Building awareness- Educating employees- Quality councils And others but the main difference between Deming and

Crosby is that :**Deming focus on quality management .**Crosby focus on action plan and implementation process .

Armand Vallin Feigenbaum

• Born:- April 6, 1922 • Died:- November 13, 2014• He was an American quality

control expert and businessman.

• Feigenbaum concept's of Total Quality Control , known today as total quality management , combines management methods and economic theory with organizational principles.

• He does not get the great attention that the others (Deming, Juran, Ishikawa, etc.) get.

• Feigenbaum believed that quality was a way of operating or a way of life, thus the term "Total Quality."

• Believes that quality has become the single most important force leading to organizational success and growth.

• Feigenbaum defined total Quality control as an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction.

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• Armand is also know for his concept of the “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 levels of management.

Feigenbaum believes that there are three elements to quality:

• Quality Leadership the management in a company must always be striving for quality. They must put items in place that allow them to measure quality, control quality and improve quality. There must be constant feedback and oversight of the organization to assure that quality continues.

• Modern Quality Technology the quality function cannot achieve quality without the help of others. Everyone must be trained and led to quality.

• Organizational Commitment everyone in the organization must believe in quality.

David A. Garvin

David A. Garvin is the Professor of Business Administration at the Harvard Business School.

"If quality is to be managed, it must be understood first."

• He studied one industry which was active in both the United States and Japan -- the room air conditioning industry -- analyzing the products to determine which plants in which country were turning out the highest quality. Then he analyzed every step of the manufacturing process, to find the differences that made the difference.

• His findings were often surprising. Some things that everyone thought guaranteed higher quality (such as exhaustive testing) did not, while some things rarely mentioned in the literature (such as the way the factory dealt with layoffs and seniority, and the length of production runs) made a big difference.

The eight dimensions of quality • Performance: Main operating characteristics such as

power, sound, speed etc.• Features: The extras that supplement the main

characteristics • Reliability: How often it breaks down• Conformance: How close it is to the design

specification or service to the customers experience.• Durability: Length of life, toughness in use, service

frequency etc.• Serviceability: Ease, cost and friendliness of service.• Aesthetics: Appearance and impression.• Perceived quality: The feel, finish and manner in

which the customer is dealt with.

Kaoru Ishikawa• Born:- July 13, 1915• Died:- April 16, 1989• Kaoru Ishikawa was a Japanese

professor and influential quality management innovator best known in north America for the Ishikawa or cause and effect diagram (also known as fishbone diagram) that are used in the analysis of industrial process.

Quality Contributions• User Friendly Quality Control • Fishbone Cause and Effect Diagram -

Ishikawa diagram • Implementation of Quality Circles • Emphasized the 'Internal Customer' • Shared Vision

Quality Contributions

he was known for the use of the “seven basic tools of quality”:• Pareto analysis: which are the big problems?• Cause and effect diagrams: what causes the problems?• Stratification: how is the data made up?• Check sheets: how often it occurs or is done?• Histograms: what do overall variations look like?• Scatter charts: what are the relationships between factors?• Process control charts: which variations to control and how?

Ishikawa diagram

The Ishikawa diagram (or fishbone diagram or also cause-and-effect diagram) are diagrams, that shows the causes of a certain event. A common use of the Ishikawa diagram is in product design. Also it reveals key relationships among various variables.

Categories of causes• The 6 M's

– Machine, Method, Materials, Maintenance, Man and Mother Nature (Environment) (recommended for the manufacturing industry.

• The 8 P's – Price, Promotion, People, Processes, Place/Plant, Policies,

Procedures, and Product (or Service) (recommended for the administration and service industries).

• The 4 S's – Surroundings, Suppliers, Systems, Skills (recommended for

the service industry(

Shigeo Shingo

• Born:- 1909• Died:- 1990• Shigeo Shingo, born in Saga City,

Japan. • He was a Japanese industrial

engineer who distinguished himself as one of the world’s leading experts on manufacturing practices and The Toyota Production System.

• Shingo is known far more in the West than in Japan.

Shigeo Shingo is strongly associated with Just-in-Time manufacturing, and was the inventor of :

1) The single minute exchange of die (SMED) system, in which set up times are reduced from hours to minutes, and

2) The Poka-Yoke (mistake proofing) system. In Poka Yoke, defects are examined, the production system stopped and immediate feedback given so that the root causes of the problem may be identified and prevented from occurring again.

He distinguished between “errors”, which are inevitable, and “defects”, which result when an error reaches a customer, and the aim of Poka-Yoke is to stop errors becoming defects. Defects arise because errors are made and there is a cause and effect relationship between the two.

Poke-yokeZero quality control is the ideal production

system and this requires both Poka-Yoke and source inspections.

Genichi Taguchi• Born:- January 1, 1924• Died:- June 2, 2012• Genichi Taguchi was an engineer and

statistician. • Taguchi developed a methodology for

applying statistics to improve the quality of manufactured goods.

• Taguchi methods have been controversial among some conventional Western statisticians, but others have accepted many of the concepts introduced by him as valid extensions to the body of knowledge.

Taguchi methodology

“Taguchi methodology” is fundamentally a prototyping method that enables the designer to identify the optimal settings to produce a robust product that can survive manufacturing time after time, piece after piece, and provide what the customer wants. Today, companies see a close link between Taguchi methods, which can be viewed along a continuum, and quality function deployment (QFD).

Taguchi contributions:Taguchi has made a very influential contribution to

industrial statistics. The key elements of his quality philosophy are:

• Taguchi loss function: used to measure financial loss to society resulting from poor quality.

• The philosophy of off-line quality control: designing products and processes so that they are insensitive to parameters outside the design engineer's control.

• Innovations in the statistical design of experiments: notably the use of an outer array for factors that are uncontrollable in real life, but are systematically varied in the experiment

Off-line quality control

Taguchi realized that the best opportunity to eliminate variation is during the design of a product and its manufacturing process and it consists of 3 stages:

• System design • Parameter design• Tolerance design

• System design:- This is design at the conceptual level, involving creativity and innovation.

• Parameter design:- Once the concept is established, the nominal values of the various dimensions and design parameters need to be set. Taguchi's radical insight was that the exact choice of values required is under-specified by the performance requirements of the system. This allows the parameters to be chosen so as to minimize the effects on performance arising from variation in manufacture, environment and cumulative damage. This is sometimes called robustification.

• Tolerance design:- With a successfully completed parameter design, and an understanding of the effect that the various parameters have on performance, resources can be focused on reducing and controlling variation in the critical few dimensions

That’s all.Thank you