GURUS OF

TOTAL QUALITY
MANAGEMENT
(TQM)
WHO IS A 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.
TOTAL QUALITY MANAGEMENT (TQM) 2 OF 48
THE TQM GURUS

Walter Shewhart
William Edwards
Deming
Joseph Juran
Armand
Feigenbaum
Philip Crosby
Kaoru Ishikawa
Genichi Taguchi
Shigeo Shingo
Masaaki
TOTAL QUALITY MANAGEMENT Imai
(TQM) 3 OF 48
 Walter Shewhart

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WALTER SHEWHART

He is often referred to as the grandfather of

quality control.

He developed quality control charts that are

used to identify whether the variability in the
process is random or due to an assignable
cause, such as poor workers or miscalibrated
machinery.

Control charts are graphs used to study how a

process changes over time.

TOTAL QUALITY MANAGEMENT (TQM) 5 OF 48

 William Edwards Deming
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W. EDWARDS DEMING
He is known as the father of the Japanese post-
war industrial revival and was regarded by
many as the leading quality guru in the United
States.

Trained as a statistician, his expertise was used

during World War II to assist the United States
in its effort to improve the quality of war
materials.

After the war, began teaching statistical quality

control to Japanese companies.

Today, he is regarded as a national hero in Japan

and is the father of the world famous Deming
Prize for
TOTAL QUALITY Quality. (TQM)
MANAGEMENT 7 OF 48
W. EDWARDS DEMINGs 14 POINTS
CONSTANCY OF PURPOSE

Create constancy of purpose for continual

improvement of products and service to
society, allocating resources to provide for long
range needs rather than only short term
profitability, with a plan to become competitive,
to stay in business, and to provide jobs.

LEARN THE NEW PHILOSOPHY

Adopt the new philosophy. We are in a new

economic age, created in Japan. We can no
longer live with commonly accepted levels of
delays, mistakes, defective materials, and
defective
TOTAL QUALITY workmanship.
MANAGEMENT (TQM) Transformation of 8 OF 48
W. EDWARDS DEMINGs 14 POINTS
CEASE DEPENDENCE ON MASS INSPECTION

Eliminate the need for mass inspection as the way of life

to achieve quality by building quality into the product in
the first place. Require statistical evidence of built in
quality in both manufacturing and purchasing functions.

END LOWEST TENDER CONTRACTS

End the practice of awarding business solely on the basis

of price tag. Instead require meaningful measures of
quality along with price. Reduce the number of suppliers
for the same item by eliminating those that do not
qualify with statistical and other evidence of quality. The
aim is to minimize total cost, not merely initial cost, by
minimizing variation. This may be achieved by moving
TOTAL QUALITY MANAGEMENT (TQM) 9 OF 48
toward a single supplier for any one item, on a long term
W. EDWARDS DEMINGs 14 POINTS
IMPROVE EVERY PROCESS

Improve constantly and forever every process for

planning, production, and service. Search continually
for problems in order to improve every activity in the
company, to improve quality and productivity, and
thus to constantly decrease costs. Institute innovation
and constant improvement of product, service, and
process. It is management's job to work continually on
the system (design, incoming materials, maintenance,
improvement of machines, supervision, training,
retraining).

INSTITUTE TRAINING ON THE JOB

Institute modern methods of training on the job10

TOTAL QUALITY MANAGEMENT (TQM)
forOF
all,
48
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W. EDWARDS DEMINGs 14 POINTS
INSTITUTE LEADERSHIP

Adopt and institute leadership aimed at helping

people do a better job. The responsibility of
managers and supervisors must be changed from
sheer numbers to quality. Improvement of quality
will automatically improve productivity.
Management must ensure that immediate action is
taken on reports of inherited defects, maintenance
requirements, poor tools, fuzzy operational
definitions, and all conditions detrimental to quality.

DRIVE OUT FEAR

Encourage effective two way communication and

TOTALother means
QUALITY to drive out
MANAGEMENT fear throughout the 11 OF 48
(TQM)
W. EDWARDS DEMINGs 14 POINTS
BREAK DOWN BARRIERS

Break down barriers between departments and staff

areas. People in different areas, such as Leasing,
Maintenance, Administration, must work in teams to
tackle problems that may be encountered with
products or service.

ELIMINATE EXHORTATIONS

Eliminate the use of slogans, posters and exhortations

for the work force, demanding Zero Defects and new
levels of productivity, without providing methods.
Such exhortations only create adversarial
relationships; the bulk of the causes of low quality and
TOTALlow productivity
QUALITY belong
MANAGEMENT to the system, and thus12
(TQM) lieOF 48
W. EDWARDS DEMINGs 14 POINTS
ELIMINATE ARBITRARY NUMERICAL TARGETS

Eliminate work standards that prescribe quotas for

the work force and numerical goals for people in
management. Substitute aids and helpful leadership
in order to achieve continual improvement of quality
and productivity.

PERMIT PRIDE OF WORKMANSHIP

Remove the barriers that rob hourly workers, and

people in management, of their right to pride of
workmanship. This implies, among other things,
abolition of the annual merit rating (appraisal of
performance) and of Management by Objective.
TOTALAgain,
QUALITYthe responsibility
MANAGEMENT (TQM)of managers, supervisors,
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W. EDWARDS DEMINGs 14 POINTS
ENCOURAGE EDUCATION AND SELF IMPROVEMENT

Institute a vigorous program of education, and

encourage self improvement for everyone. What an
organization needs is not just good people; it needs
people that are improving with education. Advances
in competitive position will have their roots in
knowledge.

TOP MANAGEMENT COMMITMENT AND ACTION

Clearly define top management's permanent

commitment to ever improving quality and
productivity, and their obligation to implement all of
these principles. Indeed, it is not enough that top
TOTALmanagement commit(TQM)
QUALITY MANAGEMENT themselves for life to quality
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W. EDWARDS DEMINGs PDCA CYCLE

PLAN
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
ACT DO
Adopt the change as a Implement the change on
permanent modification a small scale and measure
to the process, or the effects
abandon it.
CHECK
Study the results to
learn what effect the
change had, if any.

TOTAL QUALITY MANAGEMENT (TQM) 15 OF 48

 Joseph Juran
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JOSEPH JURAN
Juran, like Deming, was invited to Japan in 1954 by
the Union of Japanese Engineers and Scientists.

His major contribution to society was in the field of

quality management and he is often called the
"father" of quality. Perhaps most importantly, he is
recognized as the person who added the
managerial dimension to qualitybroadening it
from its statistical origins.

In 1937, Dr. Juran created the "Pareto principle,"

which millions of managers rely on to help separate
the "vital few" from the "useful many" in their
activities. This is commonly referred to as the 80-20
principle. Its universal application makes it one of
TOTALthe mostMANAGEMENT
QUALITY useful concepts
(TQM)and tools of modern-day
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JOSEPH JURAN

Joseph M. Juran developed the "Juran's trilogy," an

approach to cross-functional management that is
composed of three managerial processes:

quality planning,

quality control and

quality improvement.

This Trilogy shows how an organization can improve

every aspect by better understanding of the
relationship between processes that plan, control
and improve quality as well as business results.
TOTAL QUALITY MANAGEMENT (TQM) 18 OF 48
JURAN S TRILOGY
QUALITY PLANNING

To determine customer needs and develop

processes and products required to meet and
exceed those of the customer needs. The challenge
for quality planning is to identify the most important
needs from all the needs expressed by the
customer.

QUALITY CONTROL

The purposes of quality control is to ensure the

process is running in optimal effectiveness, or to
ensure that any level of chronic waste inherent in
the process does not get worst. Chronic waste,
TOTAL QUALITY MANAGEMENT (TQM)
which is a cost of poor quality that can exist 19 OF 48
in any
JURAN S TRILOGY
QUALITY IMPROVEMENT

Eliminate waste, defects and rework that improves

processes and reduces the cost of poor quality. The
processes have to be constantly challenged and
continuously improved. Such an improvement does
not happen of its own accord. It results from
purposeful Quality Improvement or Breakthrough.

Develop a process which is able to produce the

product.

Optimize the process.

TOTAL QUALITY MANAGEMENT (TQM) 20 OF 48

 Armand Feigenbaum
TOTAL QUALITY MANAGEMENT (TQM) 21 OF 48
ARMAND FEIGENBAUM
He introduced the concept of total quality control
known today as total quality management.

He is not as popular as Deming, Juran, Ishikawa, etc.

But, he is special. He also believed that quality is a
way of operating or a way of life, thus the term "Total
Quality."

He is also known for his concept of the "hidden"

plant . The idea that so much extra work is performed
in correcting mistakes that there is effectively a
hidden plant within any factory.

TOTAL QUALITY MANAGEMENT (TQM) 22 OF 48

FEIGENBAUMS THREE STEPS TO QUALITY

QUALITY LEADERSHIP

A continuous management emphasis is grounded

on sound planning rather than reaction to failures.
Management must maintain a constant focus and
lead the quality effort.

MODERN QUALITY TECHNOLOGY

The traditional quality department cannot resolve

80% to 90% of quality problems. This task requires
the integration of office staff as well as engineers
and shop-floor workers in the process who
continually evaluate and implement new techniques
to satisfy customers in the future.
TOTAL QUALITY MANAGEMENT (TQM) 23 OF 48
FEIGENBAUMS THREE STEPS TO QUALITY

ORGANIZATIONAL COMMITMENT

Continuous training and motivation of the entire

workforce as well as an integration of quality in
business planning indicate the importance of quality
and provide the means for including it in all aspects
of the firms activities.

TOTAL QUALITY MANAGEMENT (TQM) 24 OF 48

 Philip Crosby
TOTAL QUALITY MANAGEMENT (TQM) 25 OF 48
PHILIP CROSBY

He developed the phrase Do it right the first

time and the notion of zero defects, arguing
that no amount of defects should be considered
acceptable. He scorned the idea that a small
number of defects is a normal part of the
operating process because systems and
workers are imperfect. Instead, he stressed the
idea of prevention.

To promote his concepts, Crosby wrote a book

titled Quality Is Free, which was published in
1979. He became famous for coining the phrase
quality is free.

TOTAL QUALITY MANAGEMENT (TQM) 26 OF 48

CROSBYS ABSOLUTES OF QUALITY

QUALITY MEANS CONFORMANCE TO

REQUIREMENTS, NOT ELEGANCE

All the actions necessary to run an organization,

produce a product and or service, and deal with
customers must be met and agreed. If
management wants people to do it right the first
time, they must clearly communicate what it is and
help them achieve it through leadership, training,
and fostering a climate of cooperation.

Crosby maintained that once the requirements are

specified, quality is judged solely on whether they
have been met. Therefore, these requirements
must
TOTAL be clearly
QUALITY defined
MANAGEMENT by management and not
(TQM) 27 OF 48
CROSBYS ABSOLUTES OF QUALITY

THERE IS NO SUCH THING AS A QUALITY

PROBLEM

Problems must be identified by those individuals or

departments that cause them. Thus, a firm may
experience accounting problems, manufacturing
problems, design problems, front-desk problems,
and so on. In other words, quality originates in
functional departments, not in quality department,
and therefore the burden of responsibility for such
problems falls on these functional departments.
The quality department should measure
conformance, report results, and lead the drive to
develop a positive attitude toward quality
improvements.
TOTAL QUALITY MANAGEMENT (TQM) 28 OF 48
CROSBYS ABSOLUTES OF QUALITY

THERE IS NO SUCH THING AS THE

ECONOMICS OF QUALITY; DOING THE JOB
RIGHT THE FIRST TIME IS ALWAYS CHEAPER

Crosby supports the premise that economics of

quality has no meaning. Quality is free. What cost
money are all actions that involve not doing jobs
right the first time.

TOTAL QUALITY MANAGEMENT (TQM) 29 OF 48

CROSBYS ABSOLUTES OF QUALITY

THE ONLY PERFORMANCE MEASUREMENT IS

THE COST OF QUALITY, WHICH IS THE
EXPENSE OF NONCONFORMANCE

Crosby noted that most companies spend 15% to

20% of their sales on quality costs. A company with
a well-run quality management program can
achieve a cost of quality that is less than 25% of
sales, primarily in the prevention and appraisal
categories. Crosbys program calls for measuring
and publicizing the cost of poor quality. Quality cost
data are useful to call problems to managements
attention, to select opportunities for corrective
action, and to track quality improvement over time.
Such
TOTAL data
QUALITY provide visible
MANAGEMENT (TQM)proof of improvement 30and
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CROSBYS ABSOLUTES OF QUALITY

THE ONLY PERFORMANCE STANDARD IS

ZERO DEFECTS (ZD)

Crosby felt that the Zero Defects concept is widely

misunderstood and resisted. Many thought it to be
a motivational program. It is described as follows:

Zero Defects is a performance standard. It is

the standard of the craftsperson regardless of his
or her assignment. . . . The theme of ZD is do it
right the first time. That means concentrating on
preventing defects rather than just finding and
fixing them.

TOTAL QUALITY MANAGEMENT (TQM) 31 OF 48

 Kaoru Ishikawa
TOTAL QUALITY MANAGEMENT (TQM) 32 OF 48
KAORU ISHIKAWA

He is best known for the development of quality

tool called cause-and-effect diagram, also called
fishbone or Ishikawa diagram. This diagram is
used for quality problem solving.

He was the first quality guru to emphasize the

importance of the internal customer, the next
person in the production process.

He was a proponent of implementation of

quality circles, which are small teams of
employees that volunteer to solve quality
problems.

TOTAL QUALITY MANAGEMENT (TQM) 33 OF 48

THE ISHIKAWA DIAGRAM
The Ishikawa diagram (aka fishbone diagram or cause-
and-effect diagram) is a diagram that visualizes the
potential causes of an effect, problem, or event.
Causes are usually grouped into major categories to
identify these sources of variation. The categories
typically include:

3Ms and P Methods, Materials, Machinery, and

People
4Ps Policies, Procedures, People and Plant
6Ms Machine, Method, Materials, Measurement,
Man and Mother Nature (Environment)
8Ps Price, Promotion, People, Processes, Place /
Plant, Policies, Procedures & Product (or Service)
(recommended for administration and service
industry)
4Ss
TOTAL Surroundings,
QUALITY MANAGEMENTSuppliers,
(TQM) Systems, Skills34 OF 48
THE ISHIKAWA DIAGRAM (CAUSES OF LOW QUALITY OUTPUT)

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 Genichi Taguchi
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GENECHI TAGUCHI

Taguchi revolutionized the manufacturing

process in Japan through cost savings.

He understood, like many other engineers, that

all manufacturing processes are affected by
outside influences, noise.

He defines quality as the loss imparted

by the product to society from the time
the product is shipped.

Loss = cost to operate, failure to

function, maintenance and repair cost,
customer satisfaction, poor design
TOTAL QUALITY MANAGEMENT (TQM) 37 OF 48
GENECHI TAGUCHI: MAJOR CONTRIBUTIONS

Here are some of the major contributions that

Taguchi has made to the quality improvement
world:

The Loss Function - Taguchi devised an equation

to quantify the decline of a customer's
perceived value of a product as its quality
declines. Essentially, it tells managers how
much revenue they are losing because of
variability in their production process. It is a
powerful tool for projecting the benefits of a
quality improvement program. Taguchi was the
first person to equate quality with cost.

TOTAL QUALITY MANAGEMENT (TQM) 38 OF 48

GENECHI TAGUCHI: MAJOR CONTRIBUTIONS

Orthogonal Arrays and Linear Graphs -

Evaluating a production process analysis will
undoubtedly identify outside factors or noise
which cause deviations from the mean. Isolating
these factors to determine their individual
effects can be a very costly and time consuming
process. Taguchi devised a way to use
orthogonal arrays to isolate these noise factors
from all others in a cost effective manner. These
standard arrays stipulates the way of
conducting the minimal number of experiments
which could give the full information of all the
factors that affect the performance parameter.
The crux of the orthogonal arrays method lies in
TOTAL QUALITY MANAGEMENT (TQM) 39 OF 48
choosing the level combinations of the input
GENECHI TAGUCHI: MAJOR CONTRIBUTIONS

Robustness - Some noise factors can be

identified, isolated and even eliminated but
others cannot. For instance it is too difficult to
predict and prepare for any possible weather
condition. Taguchi therefore referred to the
ability of a process or product to work as
intended regardless of uncontrollable outside
influences as robustness. He was pivotal in
many companies' development of products and
processes which perform uniformly regardless
of uncontrollable forces; an obviously beneficial
service.
TOTAL QUALITY MANAGEMENT (TQM) 40 OF 48
 Shigeo Shingo
TOTAL QUALITY MANAGEMENT (TQM) 41 OF 48
SHIGEO SHINGO

Dr. Shigeo Shingo mastered the concept of Kaizen.

He had the skills and wisdom to understand that
correct and efficient processes go hand in hand
with employee engagement - the essentials to
successful lean manufacturing.

Dr. Shingo was also an international consultant,

introducing the Toyota Production System concepts
to a broad range of industries apart from
manufacturing.

In terms of quality, Shingo's paramount

contribution was his development in the 1960s of
Poka-Yoke, mistake-proofing or defects = 0 and
source inspection systems.
TOTAL QUALITY MANAGEMENT (TQM) 42 OF 48
SHINGOS POKA-YOKE

Mistake Proofing
An approach for mistake-proofing processes using
automatic devices or methods to avoid simple
human or machine error, such as:

Forgetfulness
Misunderstanding
Errors in identification
Absentmindedness
Delays
Malfunctions

TOTAL QUALITY MANAGEMENT (TQM) 43 OF 48

EXAMPLES: APPLICATION OF POKA-YOKE

TOTAL QUALITY MANAGEMENT (TQM) 44 OF 48

AN ERROR PROOFING SYSTEM
REMEMBER THREE RULES
An error proofing system should take into consideration
these 3 simple rules:

Dont Dont Dont

ACCE MAKE PASS
PT a a ON a
defect defect defect

Your Your
YOU
Supplier Customer

Design the product so that it

will not be
assembled
TOTAL QUALITY incorrectly
MANAGEMENT (TQM) 45 OF 48
 Maasaki Imai
TOTAL QUALITY MANAGEMENT (TQM) 46 OF 48
MAASAKI IMAI

Maasaki Imai is credited for making the concept

of Kaizen a hit in the corporate world. He first
introduced Kaizen in 1986 through his book
Kaizen: The Key to Japans Competitive
Success. He is known as the Lean Guru and
the father of Continuous Improvement (CI).

He described Kaizen as a means of continuing

improvement in personal life, home life, social
life, and working life. At the workplace, Kaizen
means continuing improvements involving
everyone (managers and workers alike). The
Kaizen business strategy involves everyone in
an organization working together to make
TOTAL QUALITY MANAGEMENT (TQM) 47 OF 48
improvements without large capital
TOTAL QUALITY MANAGEMENT (TQM) 48 OF 48