Quality founders and their ideas

From Evans and Lindsay (2005)

• Dr. W. Edwards Demings (1900-1993).
• PhD in physics, trained statistician.
• After WW2, invited to Japan – taught the
importance of top management leadership,
customer / supplier relationship, and
continuous improvement in product
development and manufacturing.
• Great influence on Japanese industry.
• Only in 1980, US companies utilised his ideas
 Deming’s philosophy
• Focuses on continual improvement in product
and service quality by reducing uncertainty
and variability in design, manufacturing and
service process, driven by the leadership of
top management.
• Deming’s 14 points to ‘A system of Profound
Knowledge’
 A System of Profound Knowledge
1. Appreciation for a system = work together
2. Understanding of variation = minimize
through technology, design and training
3. Theory of knowledge = understand underlying
concept
4. Psychology = treat people well and fair; pay is
not the greatest motivator
 Joseph Juran
• Born in Romania, came to US in 1912.
• An industrial engineer at Western Electric
• 1950 – taught Q to Japanese.
• Q as ‘fitness for use’.
• Improve Q by working within the system
familiar to mangers – fit into current strategic
business planning. (Deming = major cultural
change in organisation).
 Quality Trilogy
• 1. Quality planning – the process of preparing
to meet the q goals
• 2. Quality control – the process of meeting q
goals during operations
• 3. Quality improvement – the process of
breaking through the unprecedented levels of
performance
 Philip B. Crosby
• 1926-2001, VP for quality at International
Telephone and Telegraph (ITT).
• Introduced ‘Absolutes of Q Mgt’ – 5 points
• 1. Q means conformance to requirements, not
elegance
• 2. There is no such thing as a q problem
• 3.There is no such thing as the economics of q:
doing the job right the first time is always cheaper
• 4. The only performance measurement is the cost
of q, which is the expense of non-conformance
• 5. The only performance standard is ‘Zero Defect”
– do it right the first time. Reject ‘error is
inevitable’
 Crosby’s Basic Elements of
Improvement
1. Determination
2. Education
3. Implementation
Unlike Deming to Juran, Crosby use behavioral
approach. Emphasis on using management
and organisational processes rather than
statistical technique to change culture and
attitude.
 4. A.V Feigenbaum
• Manager at General Electric
• Coining ‘total quality control’ = an effective
system for integrating the q development, q
maintenance and q improvement efforts of
the various groups in an organisation so as to
enable production and service at the most
economical levels which allow full customer
satisfaction’.
 Three steps to q
1. Q leadership – sound planning. Focus and
lead q effort
2. Modern Q technology – not q dpt but
combination of staff, engineers, shop-floor
workers
3. Organisational commitment – continuous
training and motivation
Adapted by Japanese. Main criteria for Malcolm
Baldrigr National Q Awards.
 Kaoru Ishikawa
• Prof of engineering at Tokyo Uni. Japanese
guru of q.
• Japanese approach to q mgt – participative
and bottom-up view of q.
• Q begins with customer, understanding
customers’ need as basis for improvement
and complaints should be actively sought.
 Elements of Ishikawa philosophy
1. q begins with education and ends with education
2. the first step to q is to know the requirements of
the customer
3.the ideal state of q control occurs when
inspection is longer necessary
4. remove the root causes, not the symptoms
5.Q control is the responsibility of all workers and
all divisions
• 6. Do not confuse the means with the
objective
• 7. put the q first and set your sights on long-
term sights
• 8. marketing is the entrance and exit of q
• 9.95% of problems in a company can be
solved with simple tools for analysis and
problem solving