QUALITY MANAGEMENT GURUS

What is a quality guru?

A guru, by definition, is a good person, a wise person and a teacher. A quality guru should be all of these, plus have a concept and approach to quality within business that has made a major and lasting impact.

The Gurus

Early 1950’s - Americans who took the messages of quality to Japan

Late 1950’s - Japanese who developed new concepts in response to the Americans

1970’s-1980’s - Western gurus who followed the Japanese industrial success

THE AMERICANS WENT TO JAPAN

W. Edwards Deming (1900-1993)

William Edwards Deming was an American engineer, statistician, professor, author, lecturer, and management consultant.

He is best known for his work in Japan after WWII particularly his work with the Japanese leaders.

He placed great importance and responsibility on management, at both the individual and company level, believing management to be responsible for 94% of quality problems. His fourteen point plan is a complete philosophy of management, that can be applied to small or large organizations in the public, private or service sectors.

Deming’s 14-point Plan

Create constancy of purpose towards improvement of product and service Adopt the new philosophy. We can no longer live with commonly accepted levels of

delay, mistakes and defective workmanship Cease dependence on mass inspection. Instead, require statistical evidence that

quality is built in End the practice of awarding business on the basis of price Find problems. It is management’s job to work continually on the system Institute modern methods of training on the job Institute modern methods of supervision of production workers, The responsibility of

foremen must be changed from numbers to quality Drive out fear, so that everyone may work effectively for the company Break down barriers between departments Eliminate numerical goals, posters and slogans for the workforce asking for new

levels of productivity without providing methods Eliminate work standards that prescribe numerical quotas Remove barriers that stand between the hourly worker and their right to pride of

workmanship Institute a vigorous programme of education and retraining Create a structure in top management that will push on the above points every day

Plan, Do, Check, Act Cycle

A systematic approach to problem solving promoted by Deming.

Also known as the Deming cycle even though it was developed by his colleague, Dr. Shewhart.

It is a universal improvement methodology, the idea being to constantly improve, and thereby reduce the difference between the requirements of the customers and the performance of the process.

The cycle is about learning and ongoing improvement, learning what works and what does not in a systematic way; and the cycle repeats; after one cycle is complete, another is started.

Dr. Joseph M. Juran (1904-2008)

Joseph Moses Juran was a Romanian-born American engineer and management consultant. He is principally remembered as an evangelist for quality and quality management having written several influential books on those subjects.

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 improvement projects carried out throughout the organisation

Quality Trilogy

Developed by Joseph M. Juran. It consists of quality control, quality improvement, and quality assurance. Good quality management requires quality 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 tools and techniques such as Pareto analysis. This activity eventually achieves breakthrough to an improved level, which is again controlled, to prevent any deterioration.

Juran’s 10 Steps to Quality Improvement

Build awareness of the need and opportunity for improvement

Set goals for improvement Organise to reach the goals Provide training Carry out projects to solve problems Report progress Give recognition Communicate results Keep score of improvements achieved Maintain momentum

He concentrated not just on the end customer, but on other external and internal customers. Each person along the chain, from product designer to final user, is a supplier and a customer. In addition, the person will be a process, carrying out some transformation or activity.

Armand V. Feigenbaum (1922 - )

 is an American quality control expert and businessman. He devised the concept of Total Quality Control, later known as Total Quality Management (TQM).

Feigenbaum’s definition of total quality

“An effective system for integrating quality development, quality maintenance and quality improvement efforts of the various groups within an organisation, so as to enable production and service at the most economical levels that allow full customer satisfaction”.

Feigenbaum’s 3 steps to quality Quality leadership Modern quality technology Organizational commitment

Philip Crosby

Corporate VP for Quality at International Telephone and Telegraph, ITT for 14 years.Quality is Free – 1 million copies sold

Quality means conformance to requirements, not elegance Either you meet the requirements or not Determine requirements up front, and very

carefully There is no such thing as a “quality”

problem There are accounting, mfg, design

problems Quality originates in those depts., not in QC

There is no “economics of quality”

Crosby Philosophy

Only quality cost is non-conformance15-20% of sales on quality costsWell-run, it can be 2.5%Measure & publicize cost of poor qualityProvides visible signs of improvement

Zero DefectsDo it right the first time, prevent defects, don’t

fix themHuman errors from lack of attention, because we

assume errors are inevitableDeming: what are you talking about?

Basic Elements of Improvement Determination – top management must

take Q seriously Education – everyone knows the

absolutes Implementation – everyone in

management has to understand the implementation process

Similarities & Differences

Quality is imperative for competitiveness Top management must lead the way Quality efforts save, not cost, money Continuous, never-ending improvement Importance of understanding the

customer’s needs Worker / management partnership

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 first be understood."

So 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

David Garvin identified his “eight dimensions of quality” which he

maintained covered the meaning of quality to managers, operators and

customers

1. Performance: Main operating characteristics such as power, sound, speed etc.

2. Features: The extras that supplement the main characteristics

3. Reliability: How often it breaks down

4. Conformance: How close it is to the design specification or service to the customers experience.

5. Durability: Length of life, toughness in use, service frequency etc.

6. Serviceability: Ease, cost and friendliness of service.

7. Aesthetics: Appearance and impression.

8. Perceived quality: The feel, finish and manner in which the customer is dealt with.

Shigeo Shingo

Shigeo Shingo, born in Saga City, Japan, 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.