Modern History of Quality Management
• Frederick W. Taylor wrote Principles of Scientific Management in 1911.
• Walter A. Shewhart used statistics in quality control and inspection, and
showed that productivity improves when variation is reduced (1924); wrote
Economic Control of Manufactured Product in 1931.
• W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to
Japan in 1950;
• In 1960, Dr. K. Ishikawa formalized “quality circles” - the use of small groups to
eliminate variation and improve processes.
• In the late ‘70’s and early ‘80’s:
– Deming returned from Japan to write Out of the Crisis,
and began his famous 4-day seminars in the United States
– Phil Crosby wrote Quality is Free
– NBC ran “If Japan can do it, why can’t we?”
– Motorola began 6 Sigma
Quality Management Gurus
Who is guru?
“A Guru is a spiritual guide who is considered to
have attained complete insight.“
www.wikipedia.com
“A guru, by definition, is a good person, a wise
person
and teacher. A quality guru should be all of these,
plus
have a concept and approach to quality within
business
that has made a major and lasting impact. “
W. Edwards Deming and his
philosophy
• W. Edwards Deming is best known for
his management philosophy establishing
quality, productivity, and competitive
position.
• The most important Deming works are:
Dr Shewhart cycle development, or
Deming cycle,The Fourteen Points, The
Seven Deadly Diseases.
History of Quality Management
Deming’s 14 Points
1. Create a plan: publish the aims and purposes of the organization.
2. Learn and Adopt a new philosophy of quality.
3. understand the purpose of inspection, stop depending on inspection.
4. Do not award business on price alone
5. Improve the system constantly.
6. Institute modern methods of training
7. Institute modern methods of supervision of workers
8. Drive out fear, Create trust and create a climate for innovation
9 Optimize the efforts of teams, groups and staff areas.
10. Eliminate exhortations, and targets for the work force, provide
methods for improvement
11. Eliminate numerical quotas for the workforce
12. Remove barriers preventing pride of workmanship
13. Encourage education and self improvement for everyone.
14. Make action to accomplish the transformation, make it everyones’s
job
Demings cycle
Kaoru Ishikawa and his
philosophy
• Kaoru Ishikawa made many
contributions to quality, the most
noteworthy being his total quality
viewpoint, company wide quality control,
his emphasis on the human side of quality,
the Ishikawa diagram and the assembly and
use of the “seven basic tools of quality”.
Ishikawa diagram
Seven basic tools of quality by
Ishikawa
• Pareto analysis • which are the big
problems?
• what causes the problems?
• Cause and effect • how is the data made up?
diagrams • how often it occurs or is
• Stratification done?
• what do overall variations
look like?
• Check sheets • what are the relationships
between factors?
• which variations to control
• Histograms and how?
• Scatter charts
Key Elements of his philosophy
• Quality begins with education and end with education
• First step in quality is to know the requirements of customers
• Inspection is important
• Remove root cause , not symptoms
• Quality control is the responsibility o f all workers
• Put quality first and set your sights on long term profits
• Market is the entrance and exit of quality
• Identify tools for analysis and problem solving
History of Total Quality
According to Dr. Joseph M. Juran (1991):
“On the assembly line at the Ford Motor Company in 1923, most of the workers
producing Model T’s were immigrants and could not speak English. Many were
also illiterate. Workers learned their trade by modeling the actions of other
workers. They were unable to plan, problem-solve, and make decisions. As a
result, the Taylor scientific school of management flourished, and MBAs and
industrial engineers were invented to do this work. Today, however, the
workforce is educated. Workers know what is needed to improve their jobs, and
companies that do not tap into this significant source of knowledge will truly be at
a competitive disadvantage.”
Juran’s Ten steps to Quality
improvement
• Build awareness of opportunities.
• Set goals
• Organize to reach goals
• Provide training
• Carry out projects to solve problems
• Report progress
• Give Recognition
• Communicate results
• Keep score
• Maintain momentum by making annual improvement part of the systems
and process of the company
FEIGANBAUM
Three steps to Quality
Quality Leadership
Modern quality technology
Organizational commitment
History of Total Quality
According to Phil Crosby, Quality is . . .
An attitude:
- Zero Defects
- Continuous Improvement
A measurement:
- Price of Conformance, plus
- Price of Nonconformance (defects)
Steps for quality improvement
• Management commitment
• Quality measurement are established for every activity
• Cost of quality is estimated to identify areas of improvement
• Quality awareness is raised among all employees
• Corrective action is taken
• Zero defects is planned
• Supervisor training in quality improvement
• Goal setting for individuals
• Remove errors by having employees inform management of problems
• Recognition for those who reach quality goals
• Do it all over again
CONWAY
Six tools for Quality improvement
• Human relation skills
• Statistical survey
• Simple statistical techniques – charts and
diagrams
• Statistical process control
• Imaging concept in problem solving
• Industrial engineering
Taguchi
• Seven points of Taguchi
• Product quality is measured by total loss to society created by that
product
• Continuous Qlty Improvement and cost reduction is necessary to survive
in world competition
• Quality improvement requires std nominal values
• Qlty loss is proportional to the square of deviation of performance from
the nominal value
• Product and process design has an imp impact on products quality
• Reduce performance variation
• Use statistical designed experiment to reduce errors
TQ: Transforming an Organization
From To
Motivation through fear and loyalty Motivation through shared vision
Attitude: “It’s their problem” Ownership of every problem
affecting the customer
Attitude: “the way we’ve always done Continuous improvement
it”
Decisions based on assumptions/ Decisions based on data and facts
judgment calls
Everything begins and ends with Everything begins and ends with
management customers
Crisis management and recovery Doing it right the first time
Choosing participative OR scientific Choosing scientific AND
management participative management
Continuous Process Improvement
• Process refers to business and production
activities of an organisation
• Business processes-Manufacturing,Design,
Sales,Purchase,Stores etc.are areas where
non-conformance can be reduced and
processes improved
Continuous Process Improvement
• FEEDBACK
PROCESS
INPUT People OUTPUT
Materials Equipment Information
Money Method Data O/P
Data,etc. Environment Product
Materials Service,etc.
Procedures
CONDITIONS
Five ways to Improve a Process
• Reduce resources
• Reduce errors
• Meet or exceed expectations of
internal/external customers
• Make the process safer
• Make the process more satisfying to the
person doing it.
Continuous Process Improvement
• Juran’s Trilogy
• Shewhart’s Plan-Do-Study-Act cycle
• Kaizen- making small incremental
improvements to the individual and the
organisation. (Pgs.
140-160,Besterfield)
Juran’s Trilogy
• Three components - PLANNING,CONTROL
AND IMPROVEMENT
• Based on financial processes ,such as
budgeting(planning), expense
measurement(control), and cost
reduction (improvement)
The Juran Trilogy Diagram
Quality planning
Quality Control- during Operations
Cost of Sporadic spike
poor
quality
40
Original
zone of
Operation Quality New zone of
region 20 control quality control
Chronic waste
Opportunity for
0 improvement. Quality improvement
0 Time
Lessons learned
Four Improvement Strategies
• Repair
• Refinement
• Renovation
• Re-invention
Five types of Problems
• Compliance
• Unstructured
• Efficiency
• Process Design
• Product Design
THE PDSA cycle
Act Plan
Plan
Plan
Study Do
PDSA cycle- seven steps or phases
• Identify the opportunity
• Analyze the current process
• Develop the optimal solution(s)
• Implement changes
• Study the results
• Standardise the solution
• Plan for the future.
Continuous Process Improvement cycle
Phase I Identify the Opportunity
Phase 7 Phase 2
Plan for the future Plan Analyze the process
Act
Study Do
Phase 6
Standardise the solution Phase 3
Develop the optimal solution(s)
Phae 5 Study the results Phase 4 Implementation
