1.0 W.

EDWARDS DEMING

William Edwards Deming was a famous quality management guru who strived for
continuous improvement of organization. Deming gained credibility because of his influence in
Japanese and American industry. The origin of his work can be found in the Japanese
manufacturing industry. It is because of Japanese product were of better quality than U.S
product, U.S managers were surprised to learn that the Japanese had learned quality management
of W.E. Deming. In fact, the Japanese still use the original lectures given by Deming to train new
generations of businesspeople. In Japan, Deming become impressed by the precision and single
mindedness with which the Japanese pursued quality improvement. Large corporations hired
Deming to help them develop quality management programs. Deming mantra was continual
never ending improvement that the goal is continually exercise themselves to get better and
better. This is why W.E. Deming was accepted as the worlds preeminent authority on quality
management.
Deming famous in 14 points that serve as management guidelines. The points cultivate a
fertile soil that more efficient workplace, higher profit and productivity increase.
1) Create constancy of purpose toward improvement of product and service with the aim to
become competitive, stay in business and provide jobs. Quality improvement requires
time to be effective. Deming helped to begin the Japanese quality revolution.
2) Adopt a new philosophy. Deming first discussed the new economic age. Western
management must awaken to challenge, must responsible and must take on leadership of
change. Deming referred to an age in which American would no longer accept defective
products. Now it has many excellent qualities at reasonable cost and turning to service
quality.
3) Cease dependence on mass inspection to improve quality. Eliminate the need for
inspection on a mass basis by building quality into the product in the first place.
Demings alternative is quality at the source. Workers are responsible for their own work
and perform needed inspections at each process to maintain process control.
4) End the practice of awarding business on the basis of price tag alone to minimize total
cost. Suppliers would improve quality and decrease cost. Many of suppliers caused an

overemphasis on cost and an increase in variability. The alternative supply chain

approach used by many firms is just-in-time purchasing. It will minimize number of
suppliers, and result decrease in variability. Supplier certification based on internally
develop standard.
5) Improve constantly system of production and service. To improve quality and
productivity, must reduce cost. Management is responsible for the system design because
it is management has authority and budget to implement system. Poor performance of a
system is most often the result of the poor performance of management.
6) Institute training on the job. People must have training and knowledge to perform their
work. Many companies employing laborers have found they must design job-related
training. The design of effective training is important to quality improvement.
7) Improve leadership. All quality experts agree that leadership is key to improving quality.
The improvement can occur with the influence of the employee. Upper management
must be involved to oversee the implementation of quality management. Without
management support and leadership, quality improvement efforts will fail.
8) Drive out fear so that everyone may work effectively for the company. Deming was
referring to those situations in which employee were fearful to change. Employee who
surface problems and seek to create change are considered troublemakers and
dissatisfied. Another type of fear should be recognized by top managers who desire to
improve quality.
9) Break down barriers between departments. People in research, design, sales and
production must work as a team to foresee problems of production and use that may be
encountered with the product or services. They must work together through
organizational authority to perform work. The alternative is parallel processing in focused
teams who work simultaneously on design.
10) Eliminate slogans, exhortations, and target for the workforce for zero defect and new
levels of productivity. For example, exhortations create adversarial relationship because
the bulk of causes of low quality and low productivity. It must provide better training and
provide a strategic structure that ensure alignment of key strategic goals.

11) Eliminate work standards on the factory floor. If work standards are in place, employee
who perform at high levels might lose the impetus to continually improve because they
already will have satisfied standards.
12) Remove barriers that rob workers of their right to pride in the quality of their work.
Supervisors must be change from sheer numbers to quality. Unskilled managers often add
to this problem by reinforcing the fact that employee cannot be trusted with decision and
self-determination.
13) Institute a vigorous problem of education and self-improvement. Many quality experts
have argued that firms must exhibit the ability to increase and freeze learning. Learning is
a function of the creativity of employee and ability to institutionalize the lessons learned
over time. Organizational learning requires a structure that reinforce and reward learning.
14) Put everybody in the company to work to accomplish the transformation. Transformation
is everybodys job. Thats mean, everybody in the organizational is responsible for
improving quality.

CAUSES AND PROBLEM OF VARIATION

William Edward Deming developed a theory of variation, which is causes of variation are
usually easily attributable to quickly recognize factors such as changes of procedure, change of
shift or operator. Common causes will remain when special causes have been eliminated. These
common causes are often recognized by workers, but only managers have the authority to change
them to avoid repeated occurrence of the problem. Deming estimated that management was
responsible for more than 85% of the causes of variation.
2.0 JOSEPH M.JURAN
Joseph Juran born in Romania in 1904, was also responsible for the growth of quality in
the past half-century. He also visited the Japanese Union of Scientist and Engineers to teach
quality concepts. Juran took a more strategic and planning based approach to improvement than
Deming. Juran promote the view that organizational quality problem is largely the result
insufficient and ineffective planning for quality. He argues that company must revise strategy
planning processes and achieve mastery over these processes. The means proposed by Juran

establish specific goals to be reached and plans for reaching those goals. In addition, Jurans
process assigns clear responsibility for meeting the goals and bases rewards on results achieved.
Key Contributions
i)The Juran Trilogy
Juran identifies three basic processes that are essential for managing to improve quality.
These processes are referred to as the Juran trilogy. The points of the Juran trilogy are
interrelated. The three aspects of Juran trilogy are planning, control, and improvement. First, it
all begins with quality planning. The purpose of quality is to provide the operating forces with
the means of producing products that can meet the customer needs and products. Once planning
is complete, the plan is turned over to the operating forces. Their job is to produce the product.
Secondly is control. Control is a process-related activity that ensures processes are stable and
provides a relatively consistent outcome. Control involves gathering data about a process to
ensure the process is consistent. Thirdly is improvement. Quality improvement is a disciplined
approach that improves the level of performance of the process. This is achieved by a
breakthrough improvement in performance; when a new innovation or a completely fresh idea is
brought into improve the current performance levels. This ensures that the new levels of
performance are achieved, and then quality control mechanisms are in place to sustain that
effectively.

ii)Control Versus Breakthrough

According to Juran, control is a process-related activity that ensures processes are stable
and provides a relatively consistent outcome. Control involves gathering data about a process to
ensure the process is consistent. Breakthrough improvement implies the process has been studied
and that some major improvement has resulted in large nonrandom improvement to the process.

iii)Project-by-Project Improvement
Improvement in organizations is accomplished on a project-by-project basis and in no
other way.Advocated by Juran is a planning-based approach to quality improvement. Managers
must prioritize which project will be undertaken first based on financial return. This means that
analysts must use the language of management, that is, money, in order to help determine which
projects should be undertaken.

iv)Pareto Analysis
Pareto Analysis is a simple technique for prioritizing problem-solving work so that the
first piece of work you do resolved the greatest number of problems. It uses the Pareto Principle
also known as the "80/20 Rule" 80% of problem may be a few caused by 20% of causes.

3.0 PHILIP B. CROSBY

Philip B. Crosby was a legend in the discipline of quality. A noted quality professional,
consultant, and author, he is widely recognized for promoting the concept of "zero defects" and
for defining quality as conformance to requirements. Crosby's career as a quality professional
began in 1952 after serving in World War II and Korea. In 1979, he founded Philip Crosby
Associates, Inc. (PCA), teaching management how to establish a preventive culture to get things
done right the first time. Crosby was recognized by corporations around the globe as a "guru" of
quality management, and a business philosopher and innovator who changed the way
organizations seek to achieve greater efficiency, reliability, and profitability. Crosby's first book,
Quality is Free, has been credited with playing a large part in beginning the quality revolution in
the United States and Europe.
a.) Quality is Free
Quality Is Free was wrote by Crosby to explain the definition of quality to Executives in
terms they could understand. The book well defines the misconceptions of quality management,
and related the story of how a worldwide quality process was installed into the ITT Corporation.
The book contained many case histories to explain just what quality was and how could it be
improved on purpose. Several million copies of Quality is Free have been sold, and it was
translated into many languages.
His seminal approach to quality was laid out in Quality is free and is often summarised as the 14
steps:
1. Management commitment: The need for quality improvement must be recognised and
adopted by management, with an emphasis on the need for defect prevention.
2. Quality improvement team: Representatives from each department or function should
be brought together to form a quality improvement team.
3. Quality measurement: The status of quality should be determined throughout the
company.
4. Cost of quality evaluation: The cost of quality is not an absolute performance
measurement, but an indication of where the action necessary to correct a defect will
result in greater profitability.

5. Quality awareness: This involves, through training and the provision of visible evidence
of the concern for quality improvement, making employees aware of the cost to the
company of defects.
6. Corrective action: Discussion about problems will bring solutions to light and also raise
other elements for improvement
7. Establish an ad-hoc committee for the Zero Defects Programme: Zero Defects is not
a motivation programme - its purpose is to communicate and instil the notion that
everyone should do things right first time.
8. Supervisor training: All managers should undergo formal training on the 14 steps before
they are implemented.
9. Zero Defects Day: It is important that the commitment to Zero Defects as the
performance standard of the company makes an impact, and that everyone gets the same
message in the same way.
10. Goal setting: Each supervisor gets his or her people to establish specific, measurable
goals to strive for. Usually, these comprise 30-, 60-, and 90-day goals.
11. Error cause removal: Employees are asked to describe, on a simple, one-page form, any
problems that prevent them from carrying out error-free work.
12. Recognition: It is important to recognise those who meet their goals or perform
outstanding acts with a prize or award, although this should not be in financial form. The
act of recognition is what is important.
13. Quality Councils: The quality professionals and team-leaders should meet regularly to
discuss improvements and upgrades to the quality programme.
14. Do it over again: During the course of a typical programme, lasting from 12 to18
months, turnover and change will dissipate much of the educational processes.

b.) Zero Defects

Zero defects theory ensures that there is no waste existing in a project. Waste here refers to
all unproductive process, tools, and employee. So anything that is unproductive and do not add
value to a project should be eliminated from the project. This is the process of elimination of
waste. By doing this, you reduce waste and thus cut down the cost involved in the waste. Besides
eliminating waste, there should be a process of improvement. Any scope of improvement that is

possible in a project should be experimented. This ensures the movement towards perfection.
Zero defects theory also closely connects with right first time phrase. This means that every
project should be perfect at the very first time itself. Here, again perfect refers to zero defects.
Zero defects theory is based on four elements for implementation in real projects.

Quality is a state of assurance to requirements. Therefore, zero defects in project means

fulfilling requirement at that point of time.

Right time first. Quality should be taken care of at the very first go rather than solving

problems at a later stage.

Quality here is measured in financial terms. One needs to judge waste, production and

revenue in terms of money.

Performance should be judged as per zero defects theory, i.e. near to perfection. Just
being good is not good enough.

4.0 KAORU ISIKAWA

Kaoru Ishikawa (1915-1989) was a Japanese professor at the Faculty of Engineering at the
University of Tokyo, yet he was also a great Japanese organization advisor, theorist or even
motivator especially towards the innovative developments within the field of quality
management.
Kaoru Ishikawa is one of the individuals that encourage Total Quality Control. Unlike
others, he defined quality in a broader way. To him, attention of quality should be focus in every
aspect of an organization, it including quality processes, information, service, price, people and
also systems. Yet, he always reminding that quality problem solving should always be involved
by every single individual that is employed within an organization. Kaoru Ishikawa is well
known right after he introduced the concept of fishbone diagram, which is also known as the
Ishikawa diagram or Cause and Effect diagram. That was a breaking development within the
field of quality management that time in the summer of 1945. That is a type of the new problem
solving model (fishbone diagram) in which is mainly use to determining the root causes of
problems. With the use of Ishikawa diagram, the user can view all the possible causes of a
subject or result, and then it may also possible for them to find out the root of process
imperfections. This is another kind of advancement in quality improvement done by Kaoru
Ishikawa. Additional on, Kaoru Ishikawa is also the one who advocated the use of seven basic
tools of quality, it is including the fish bone diagrams of his, histograms, check sheet, scatter
diagrams, control charts, flowcharts and Pareto charts. It is said that 95% of the problems in
workshops can be solved through 7 basic quality tools that advocated by Ishikawa. For sure, we
also have to include intuitions, logical thinking and experience as the tools for problem solving.
Kaoru Ishikawa also promoted the use of quality circles. Quality circles can be defined as
a small groups of people doing similar work who, together with their supervisors volunteer to
meet for an hour a week to study and solve work related problems in which that affecting them.
Circle leaders and members are also trained in simple problem solving techniques which identify
causes and develop solutions. Ishikawa always believed that it is important to have the support
and leadership from top level management within an organization, because all the programs that
are up on going will never success without them. The main purpose for Ishikawa in introducing
the quality circle is to support the improvement and development of company, fullest and

drawing out the potential of employees and also respect the human relations in the workplace
and also increase the job satisfaction of employees.
There are 11 points Quality Philosophy that are originally from Kaoru Ishikawa, I will
show it as following :
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.

Quality begins with education and ends with education

Get know of the requirements of the customer is always the first step in quality.
The ideal state of quality control is when inspection is no longer necessary.
There will be the root causes that is to be remove, but not the symptoms
Quality control is the responsibility of all workers and all divisions.
Do not confuse the means with the objectives
Put quality first and set your sights on long-term objectives.
Marketing can be known as the entrance and also the exit of quality
Top management must not show anger when facts are presented to subordinates.
95% of the problems in a company can be solved by the seven basic quality tools
of quality control
Data without dispersion information are false data.

REFERENCES
Joseph Juran-Quality Gurus. (2014). Retrieved on 10 November 2016 from
http://www.qualitygurus.com/gurus/list-of-gurus/joseph-juran/
Joseph M Juran: Quality Management Thinker. (2013). Retrieved on 10 November 2016 from
https://mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthinkers/juran.aspx
William Edward Deming biography, quotes & article. (2014). Retrieved from 11 November 2016
from
http://www.toolshero.com/toolsheroes/william-edwards-deming/
W. Edwards Deming: Total Quality Management Thinker (2012). Retrieved from 11 November
2016 from
https://mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthinkers/deming.aspx
Philip Crosby: Quality is Still Free (1995). Retrieved on 12 November 2016 from

http://www.industryweek.com/quality/philip-crosby-quality-still-free?page=1
Philip Crosby: Zero Defects Thinker (2008). Retrieved on 12 November 2016 from

https://mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthinkers/crosby.aspx