Total Quality management Gurus and Expert and their contributions Philip Crosby Zero Defects and Right

t First Time Philip Crosby is an American who promoted the phrases zero defects and right first time. Zero defects doesnt mean mistake never happen, rather that there is no allowable number of errors built into a product or process and that you get it right first time. Philip Crosby believes management should take prime responsibility for quality, and workers only follow their managers example. He defined the Four Absolutes of Quality Management. The Four Absolutes of Quality Management 1. 2. 3. 4. Quality is conformance to requirements Quality prevention is preferable to quality inspection Zero defects is the quality performance standard Quality is measured in monetary terms the price of non-conformance

Crosby's 14 Steps to Quality Improvement 1. Management is committed to quality and this is clear to all 2. Create quality improvement teams with (senior) representatives from all departments. 3. Measure processes to determine current and potential quality issues. 4. Calculate the cost of (poor) quality 5. Raise quality awareness of all employees 6. Take action to correct quality issues 7. Monitor progress of quality improvement establish a zero defects committee. 8. Train supervisors in quality improvement 9. Hold zero defects days 10. Encourage employees to create their own quality improvement goals 11. Encourage employee communication with management about obstacles to quality 12. Recognise participants effort 13. Create quality councils 14. Do it all over again quality improvement does not end Philip Crosby has broadened his approach to include wider improvement ideals. He defined the: Five characteristics of an Eternally Successful Organisation 1. 2. 3. 4. 5. People routinely do things right first time Change is anticipated and used to advantage Growth is consistent and profitable New products and services appear when needed Everyone is happy to work there

Dr. William Edwards Deming W Edwards Deming was an American statistician, considered the father of the modern quality movement. Edwards Deming strongly influenced Japanese industry post WWII with Statistical Process Control (SPC) and Total Quality Management (TQM), similar to Joseph Juran. In 1982 Edwards Deming published Out of the Crisis identifying 14 points for management which if applied would enable Japanese manufacturing efficiencies to be realised. The W Edwards Deming Institute awards prizes for individuals and organisations that embrace Total Quality Management and drive quality management forward. W Edwards Deming - Total Quality Management & Deming's 14 points 1. Create constancy of purpose and continual improvement long term planning must replace short term reaction 2. Adopt the new (Japanese) philosophy by management and workers alike. 3. Do not depend on (quality) inspection build quality into the product and process 4. Choose quality suppliers over low cost suppliers to minimise variation in raw materials and supply. 5. Improve constantly to reduce variation in all aspects e.g. planning, production, and service. 6. Training on the job for workers and management, to reduce variation in how job is done. 7. Leadership not supervision to get people to do a better job, not just meet targets. 8. Eliminate fear encourage two-way communication, encourage employees to work in the organisations interest. 9. Break down internal barriers departments in an organisation are internal customers to each other and must work together. 10. Eliminate slogans (exhortations) processes make mistakes not people. Management harassment of workers will create bad relations if no effort made to improve processes. 11. Eliminate numerical targets management by objectives (targets) encourages low quality. 12. Remove barriers to worker satisfaction including annual appraisals 13. Encourage self improvement and education for all 14. Everyone is responsible for continual improvement in quality and productivity particularly top management

Seven Deadly Diseases

The "Seven Deadly Diseases" include:

1. Lack of constancy of purpose 2. Emphasis on short-term profits 3. Evaluation by performance, merit rating, or annual review of performance 4. Mobility of management 5. Running a company on visible figures alone 6. Excessive medical costs 7. Excessive costs of warranty, fueled by lawyers who work for contingency fees

Joseph Juran Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices. Joseph Jurans belief that quality does not happen by accident gave rise to the quality trilogy:
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Quality planning Quality control Quality improvement

The key steps in implementing company-wide strategic goals are:

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Identify customers and their needs both internal and external and work to meet those needs Create measures of quality, establish optimal quality goals and organise to meet them. Create processes capable of meeting quality goals in real operating conditions.

In the 1980s Joseph Juran recognised that the common approach to total quality management quality awareness campaigns and slogans - was not effective as they did not have substance, and there is no short cut to quality. He believes quality must start at the top, irritating Cost of Quality: The cost of quality, or not getting it right first time, Juran maintained should be recorded and analyzed and classified into failure costs, appraisal costs and prevention costs. Failure costs: Scrap, rework, corrective actions, warranty claims, customer complaints and loss of custom Appraisal costs: Inspection, compliance auditing and investigations Prevention costs: Training, preventive auditing and process improvement implementation

Juran proposes 10 steps to quality improvement: Build awareness of the need and opportunity to improve Set goals for that improvement Create plans to reach the goals Provide training Conduct projects to solve problems Report on progress Give recognition for success Communicate results Keep score Maintain momentum

Shigeo Shingos work is better known than his name. His work includes; Poka yoke, source inspection, mistake proofing, SMED (single minute exchange of die) and contribution to Just In Time (JIT) production. Shigeo Shingo's quality teachings were successful as they were practical and action oriented.

Poka Yoke Poka yoke is about stopping processes as soon as a defect occurs, identifying the defect source and preventing it from happening again. Statistical quality inspection will ultimately no longer be required, as there will be no defects to detect zero defects. Poka yoke relies on source inspection, detecting defects before they affect the production line and working to eliminate the defect cause. Mistake Proofing Mistake proofing is also a component of poka yoke. Shingo introduced simple devices that make it impossible to fit a part incorrectly or make it obvious when a part is missing. This means that errors are prevented at source, supporting a zero defects process. SMED (single minute exchange of die) Shigeo Shingo developed SMED (single minute exchange of die) techniques for quick changeovers between products. By 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. This enabled Just In Time production, as pioneered by the Toyota company. Just in Time Production Just In Time production is about supplying the customer with what they want, exactly when they want it. Traditional manufacturing tended to large batch production as this gave economies of scale, however required large inventories of raw materials and finished goods. Orders are pushed through the system. The aim of Just In Time is to minimise inventories by only producing what is required, when it is required. Orders are pulled through the system, triggered by a customer order. This reduces costs and waste throughout the production process. In summary, Shigeo Shingo focused on practical differences that made immediate differences, rather than theory.

Dr. Kaoru Ishikawa Ishikawa's message-techniques As with the other Japanese quality gurus, such as Genichi Taguchi, Kaoru Ishikawa has paid particular attention to making technical statistical techniques used in quality attainment accessible to those in industry. At the simplest technical level, his work has emphasized good data collection and presentation, the use of Pareto Diagrams to prioritize quality improvements and Cause-and-Effect (or Ishikawa or Fishbone) Diagrams. Ishikawa sees the cause-and-effect diagram, like other tools, as a device to assist groups or quality circles in quality improvement. As such, he emphasizes open group communication as critical to the construction of the diagrams. Ishikawa diagrams are useful as systematic tools for finding, sorting out and documenting the causes of variation of quality in production and organizing mutual relationships between them. Other techniques Ishikawa has emphasized include Control Charts, Scatter Diagrams, Binomial probability paper and sampling inspection. Company-wide quality Turning to organizational, rather than technical contributions to quality, Ishikawa is associated with the Company-wide Quality Control movement that started in Japan in the years 1955-1960 following the visits of Deming and Juran. Under this, quality control in Japan is characterized by company-wide participation from top management to the lower-ranking employees. Further, all study statistical methods, as well as participation by the engineering, design, research and manufacturing departments, also sales, materials and clerical or management departments (such as planning, accounting, business and personnel) are involved. Quality control concepts and methods are used for problem solving in the production process, for incoming material control and new product design control, and also for analysis to help top management decide policy, to verify policy is being carried out and for solving problems in sales,

personnel, labor management and in clerical departments. Quality Control Audits, internal as well as external, form part of this activity. To quote Ishikawa: 'The results of these company-wide Quality Control activities are remarkable, not only in ensuring the quality of industrial products but also in their great contribution to the company's overall business. ' Thus, Ishikawa sees the Company-wide Quality Control movement as implying that quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human being. This has the effect that: Product quality is improved and becomes uniform. Defects are reduced. Reliability of goods is improved. Cost is reduced. Quantity of production is increased, and it becomes possible to make rational production schedules. 5. Wasteful work and rework are reduced. 6. Technique is established and improved. 7. Expenses for inspection and testing are reduced. 8. Contracts between vendor and vendee are rationalized. 9. The sales market is enlarged. 10. Better relationships are established between departments. 11. False data and reports are reduced. 12. Discussions are carried out more freely and democratically. 13. Meetings are operated more smoothly. 14. Repairs and installation of equipment and facilities are done more rationally. 15. Human relations are improved. 1. 2. 3. 4.

Kaoru Ishikawa wanted to change the way people think about work. He urged managers to resist becoming content with merely improving a product's quality, insisting that quality improvement can always go one step further. His notion of company-wide quality control called for continued customer service. This meant that a customer would continue receiving service even after receiving the product. This service would extend across the company itself in all levels of management, and even beyond the company to the everyday lives of those involved. According to Ishikawa, quality improvement is a continuous process, and it can always be taken one step further. With his cause and effect diagram (also called the "Ishikawa" or "fishbone" diagram) this management leader made significant and specific advancements in quality improvement. With the use of this new diagram, the user can see all possible causes of a result, and hopefully find the root of process imperfections. By pinpointing root problems, this diagram provides quality improvement from the "bottom up." Dr. W. Edwards Deming --one of Isikawa's colleagues -adopted this diagram and used it to teach Total Quality Control in Japan as early as World War II.

Both Ishikawa and Deming use this diagram as one the first tools in the quality management process. Ishikawa also showed the importance of the seven quality tools: control chart, run chart, histogram, scatter diagram, Pareto chart, run chart and flowchart. Additionally, Ishikawa explored the concept of quality circles-- a Japanese philosophy which he drew from obscurity into worldwide acceptance. Ishikawa believed in the importance of support and leadership from top level management. He continually urged top level executives to take quality control courses, knowing that without the support of the management, these programs would ultimately fail. He stressed that it would take firm commitment from the entire hierarchy of employees to reach the company's potential for success. Another area of quality improvement that Ishikawa emphasized is quality throughout a product's life cycle -- not just during production. Although he believed strongly in creating standards, he felt that standards were like continuous quality improvement programs -- they too should be constantly evaluated and changed. Standards are not the ultimate source of decision making; customer satisfaction is. He wanted managers to consistently meet consumer needs; from these needs, all other decisions should stem. Besides his own developments, Ishikawa drew and expounded on principles from other quality gurus, including those of one man in particular: W. Edwards Deming, creator of the Plan-Do-Check-Act (PDCA) model. Ishikawa expanded Deming's four steps into the following six:
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Determine goals and targets Determine methods of reaching goals Engage in education and training Implement work Check the effects of implementation Take appropriate action

Yoshio Kondo

Kondo emphasises the interrelationship between quality and people. He sees humanity as the essence of motivation. He endorses that human work should always include the following three components:
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Creativity -- the joy of thinking Physical activity -- the joy of working with sweat on the forehead Sociality -- the joy of sharing pleasure and pain with colleagues