UNIT II

PRINCIPLES AND PHILOSOPHIES OF QUALITY

MANAGEMENT

1)

 Dr. W. Edward Deming was born in 14th oct. 1900.

 He was awarded his doctorate in Mathematical Physics in
1928.
 He then worked in the US Government census for many
years, particularly in statistical sampling techniques.
 In 1943 he published a technical book-statistical
adjustment of data.

DEMING’S CONTRIBUTION INCLUDE

 Deming’s chain reaction

 Deming’s PDCA (plan,do, check,act)
 Deming’s triangle
 Deming’s deadly diseases and sins
 Deming’s chain reaction
 Deming on slogan
DEMING’S CHAIN REACTION –

DEMING’S 14 POINTS –
DEMING’S PDCA CYCLE –

PLAN : What is needed.

DO : It
CHECK : That it works
ACT : To correct any problems or improve performance.

DEMING’S TRIANGLE
DEMING’S DEADLY DISEASES AND SINS

DEMING’S ON SLOGAN –
Constructive Announcement or slogans :
 Better maintenance
 Better training
 Better purchased material.
 More ststistical aids
 Never ending improvement.
 Long-term survival, not only short -term profits
 Work smarter, not harder.
JURAN’S PHILOSOPHY
JURAN’S VOICE OF THE CUSTOMER-
JURAN’S QUALITY –
Juran defined quality as
(i) Product performance that results in customer
satisfaction.
(ii) Freedom from product deficiencies, which avoids
customer dissatisfaction, simply summarized as “fitness
for use “.
Fitness for use results from five major product traits :
(i) Quality of design
(ii) Quality of conformance
(iii) Availability
(iv) Safety
(v) Field use
Juran emphasized that quality is not responsibility of one
department or person but all the employees irrespective of
their designation are responsible for quality. Juran put forward
four stages to develop quality habit in any organization.
These stages are:
1. Establishing of the organization’s goal and objective.
2. Establish plans for reaching out to those goals and
objectives with complete details to guide people’s action
from beginning to the end.
3. Assign the authority and clear responsibility for meeting
the goals.
4. Base rewards on results, to the employees.

JURAN’S QUALITY TRIOLOGY-

Juran propose three managerial processes under the quality
triology which he thinks are main foundations or necessary for
the structured implementation of a total quality programme.
The three major activities are :
1. Quality planning
2. Quality control.
3. Quality improvement.

CONCEPT OF COST OF QUALITY

Juran also developed the concept of cost of quality. The
cost associated with defective products include cost of
scrap, making , finding , repairing and avoiding defects.
Juran categorized the cost of quality into four
categories :
1. Internal failure costs
2. External failure costs
3. Appraisal costs
4. Prevention costs
The main strength of juran philosophy lies in new
understanding of the customer , referring to both internal and
external customer and management involvement and
commitment.

3) PHILIP B. CROSBY’S CONTRIBUTION

 CROSBY’S CONTRIBUTION TO TQM
 Crosby’s six c’s
 Crosby’s four absolutes of quality
 Crosby’s 14 steps of quality improvement plan
 Crosby’s triangle ( quality vaccine)

CROSBY’S SIX C’S

Crosby summarizes the education process in the six c’s as
follows ;
1. Comprehension- Understanding what is necessary and
abandonment of conventional ways of thinking.
2. Commitment- expression of dedication of each and every
employee of organization
3. Competence- imparting competence and implementation
of improvement process in a methodical way.
4. Correction – eliminating the cause of the occurrence of
defects and variance in the process so that defects should
not repeat.
5. Communication- a good communication within the
department as well as with supplier and the customer. A
clear-cut understanding of all the people of organization.
6. Continuance- imparting efforts for the continuous
improvement of the system and processes.

CROSBY’S FOUR ABSOLUTEES OF

QUALITY-
1. QUALITY MEANS CONFORMANCE TO
REQUIREMENTS- Crosby says that management have
to tell clearly to every employee of organization to “do
things right the first time”.
2. Quality comes from prevention – Appraisal and
inspections are expensive and time consuming for
achieving the quality.
3. Quality performance standard is zero defect-
4. Quality measurement is the price of non-
conformance- the price of non-conformance is all the
expenses involved doing thigs wrong.

CROSBY’S 14 STEPS OF QUALITY

IMPROVEMENT PLAN-
CROSBY’S TRIANGLE
Integrity- It implies the honest attempt by the
management to eliminate bureaucracy. Improve performance
and satisfy customer in the most effective manner possible.

Communications- the regular exchange of

information about quality problems, performance on quality
characteristics, program towards quality goals definitely brings
better result in quality improvement process.

System and operations- the quality vaccine is

administered through
Determination. Action is the only way forward.
Education. Developing and guiding people for the quality
knowledge.
Implementation. Guiding the flow of improvement

MASAAKI IMAI –
KAIZEN-AN INTRODUCTION
Kaizen is small incremental changes made for improving
productivity and minimizing waste.
Kai = change
Zen = good
The quality improvement perspective of kaizen is best
described by old saying.
“Everyday and in everyway, we are getting better and better.”
The kaizen improvement focuses on the use of :-
 Value added and non value added activities
 Waste reduction application
 Principles of material handling
 Principles of motion study
 5s/ workplace management
 Just in time/KANBAN
 Poka-yoke : to prevent errors
MUDA- Waste refers to any activity that does not add value.
Waste only adds to tie and cost

Kaizen refines its emphasis on daily, incremental

improvement for three guiding principles ;-
1. Process view of the system. The process analysis is
done as it considerably affect the product
2. Stress comes from people . Kaizen relies a lot on
people’s knowledge of their firm’s processes and their
insights and intuition to conceive improvements. Success
require discipline, employee participation, skill
development and good communication
3. Sense of Urgency. A success of kaizen program depends
on continuous non-resistant change. Every employee of
organization should feel that they can improve their
performance to reduce the defects.