Plagiarism Scan Report

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Report Genrated Date 15 Feb, 2018
Plagiarism Status 83% Unique
Total Words 929
Total Characters 6045
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3.4. Feigenbaum
Dr. Armand Feigenbaum stipulated that total approach to quality is the best way to solve
quality problems. He supported the inspection or quality control a ter the act rather than

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build it in at an earlier stage o the process. Feigenbaum adopted a method or quality that
was di ferent rom Deming and Juran, his approach has three steps to develop quality that
are included: Quality leadership, Quality Technology, and Organizational Commitment. His

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philosophy is more on the prevention – based system by emphasis on product, service and
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process design and by streamlining the source activities. Likewise, he also emphasized on
the signi icant roles o all members o the organization, including o fice sta f and other
members in the improvement o quality. Moreover, he also stated that or manu acturing
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a product with high level quality, Total Quality Control should be measured instead o the
implementation o the production quality control alone. The undamental ideas o
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Feigenbaum’s systematic approach or quality as ollows: (1) Quality is a companywide-

process; (2) Quality is what the customers says it is; (3) Quality and cost are a sum, not a
di ference; (4) Quality needs both individual and team to try; (5) Quality is a way o
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managing; (6) Quality an innovation are mutually dependent; (7) Quality is an ethic; (8)
Quality requires continuous improvement; (9) Quality is the most cost-e fected, least
capital-intensive route to productivity; and (10) Quality is applied with a total system
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connected with customers and suppliers.

3.5. Crosby
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“Quality is ree” and “Do it Right the First time” are the phrases that mostly associated
with Philip Crosby. He pointed the ollowing our (4) absolutes o Quality management: (1)
Quality is congruity to requirements; (2) Quality presentation is much desirable to quality
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inspection; (3) Zero de ects are quality per ormance barometer; (4) Quality is measured in
monetary terms-the price o non-con ormance. Crosby also ramed the 14 steps program
on Quality Improvement that includes: (1) Management commitment; (2) Create the quality
improvement team; (3) Measure or quality in present practices; (4) Cost o quality
evaluation; (5) Quality awareness is central to success; (6) Quality problems? Take
counteractive actions; (7) Plan or zero de ects; (8) Exercise e fective training or
supervisors; (9) Hold zero de ects day; (10) Involve everyone in goal setting; (11)
Disregards causes o errors; (12) Implement appreciation and respect or participants; (13)
Create quality councils; (14) Do it all over again –quality improvement does not end.
Moreover, he also enumerated characteristics o a highly success ul organization, that
includes the ollowing: (1) People customarily do things right the irst time; (2) Change is
estimated and used to advantage; (3) Growth is regular and pro itable; (4) New products
and services appear when needed; an lastly (5) Everyone is happy to work in the
organization. An example is the continuous provision o trainings to employees o a
restaurant specially those who are handling oods in the kitchen where they are trained in
terms o the measurement o condiments, amount and value o value to be served in
order or them to gradually produce the desire taste and quantity o ood to their
customers in avoidance o waste o resources and de iciency in product and services
o fered.
3.6. Ishikawa
Kauro Isikawa developed the ishbone diagram which philosophically ocuses on Quality
Control Circles that is used in identi ying the root causes o problems and de ects. The
QCC contains o small group o employees who do similar task and arrange to meet
regularly to identi y, analyze work related problems to brainstorm and to recommend and
implement solutions. Furthermore, the ollowing are the steps he ormulated in solving a
particular problem arises in the organization: (1) Select problem; (2) State and re-state

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problems; (3) Accumulate acts; (4) Brainstorm; (5) Build possible actions on each other
ideas; (6) Select course o action; (7) Presentation. Ishikawa believed that Quality begins

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with education and ends with education. The irst step to quality is to understand the
requirement o the customers, and the best state o quality control occurs when inspection
is no longer implemented. Moreover, remove the main source o causes and not the

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symptoms or quality control is the responsibility o all workers and all divisions. Put
quality irst and set a vision or a long term pro it. Vividly identi y the means with the
objectives and marketing is the entrance and exit o quality, Management must be open

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enough to listen when acts are presented by the subordinates since literature proved that
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ninety ive percent o hitches in the company can be solved with simple tools or analysis
and problem solving; and data without dispersal in ormation are alse data.
3.7. Taguchi
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Genichi Taguchi realized that methods o identi ying outside in luences or noise sources
have the greatest e fects on product variability. He trans igured the manu acturing
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through cost saving. Taguchi contributed the ollowing in attainment or quality

management: (1) Loss Function. An equation that measures the decline o a customer
perceives value o a product as its decline quality. This is a great tool or projecting the
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bene its o a quality improvement program. It tells the managers how much pro it they
are losing because o unpredictability in their production process; (2) Robustness. The
prowess o the process or product to work as intended regardless o intense outside
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in luences. This is also essential in many companies development o products and

processes which per orm uni ormly regardless o uncontrollable orces as obviously
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bene icial service; (3) Orthogonal Arrays and Linear Graphs. Utilized to identi y external
actors or noise which causes deviations rom the mean, segregating these actors in
determining their individual e fects is costly and time consuming process.
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