1) CROSBY

Crosbys impact on quality was that he was able to simplify quality terminology in a format that
everyone could understand.
Crosby developed the four absolutes of quality:

Quality is defined as conformance to certain specifications not additional

luxuries.

The system to achieve quality is by prevention and not inspection.

Zero defects are the standard to achieve (Do it right the first time).

Quality is measured by effectiveness and efficiency.

DEMING
Demings impact on quality was to teach Japanese companies and then later American
companies about quality and statistical control.
Deming believed that the majority of problems were caused by management. A long term
commitment is required by management if they want to achieve a transformation and reduce
problems.
Deming developed the System of Profound knowledge, which is a system for applying his 14
points for management. By using the right management principles an organization can increase
quality and reduce costs. The key is to practice continual improvement.
JURAN
Jurans impact on quality was that he added the human dimension to quality adding to its
statistical origin.
Juran created the Pareto Principle which is used by many organizations to separate the vital
few from the useful many. Commonly referred to as the 80-20 principle, 80% of quality
problems can be attributed to the 20% of the causes.
Jurans trilogy describes three processes, quality control, quality improvement and quality
planning. These processes are required for organizations to improve.

The Toyota Production System is a mature lean production system focused on quantity built on
a sound foundation of quality control. In order for an organization to implement lean
manufacturing they must first develop a sound quality control system as Toyota has done over
many years.
For years Japanese companies followed the teachings of quality gurus such as Deming, Juran
and Crosby and developed sound quality control systems. From that foundation they developed
lean manufacturing techniques to build a quantity control system.
The teachings of Deming, Juran and Crosby have been instrumental in the development of lean
manufacturing and the Toyota Production System. Quantity control and quality control go hand
in hand.

2) The goal of the Toyota Production System is to produce the highest quality with the lowest
cost and the shortest lead time. The two key components or Pillars are:
Just In Time (JIT)
The concept of JIT is to produce and deliver the right parts, in the right amount, at the right
time using the minimum amount of resources.
Jidoka (Build in Quality)
There are two parts to Jidoka
1) The first part is to utilize machines that can self regulate quality and make intelligent
decisions to shutdown production in the event of a defect or other problem.
2) The second part is the separation of man from machine. If the machines are intelligent
there is no need for people to stand and watch so they can be used for more value
added activities.
Level Production is the foundation of TPS and is necessary to ensure continuous production. To
achieve this, the organization must have a high level of equipment reliability. If the equipment is
not reliable and there are unexpected failures a company is required to have large inventories
as a buffer.
A goal of TPS is to eliminate waste. There are seven major types of waste:

Transportation
Waiting
Overproduction
Defective parts
Inventory
Movement
Excess processing

Waiting, movement and excess processing are types of waste that can be eliminated in an
office setting.
St Boniface Hospital in Manitoba has used lean to reduce wait times from 26 minutes to eight
minutes.
Can health care learn from assembly lines?
Manitobas St. Boniface General Hospital thinks so. Its been using Lean, a system inspired by
Toyota, on processes around the institution. Last year, one of its projects was to reduce wait
times for CT scans. Staff ran a Rapid Improvement Event, where a team mapped out patient
flow and looked for possible improvements. And they found them. After cutting out repetitive
forms, removing unnecessary steps and creating a single patient registration spot, wait times
dropped from an average of 26 minutes per patient to eight minutes.
Milne Vanessa, From the factory floor to the emergency department: Hospitals explore lean
method. healthydebate.ca. http://healthydebate.ca/2014/09/topic/lean