Quality Gurus: Deming, Juran, Crosby

Quality Gurus
Prepared By: Gurpreet Singh

The Quality Gurus
W. Edwards Deming
Joseph M. Juran
Philip B. Crosby
Philip B. Crosby
Kaoru Ishikawa
W. Edwards Deming
Electrical Engineering, University of Wyoming, 1921
PhD, Yale University
Western Electric Hawthorne, Chicago
US census statistician, 1939/40
Teaching Shewhart methods, 1942
Quality, Productivity and Competitive Position, 1982
Out of the Crisis, 1986/88
British Deming Association, Salisbury
W. Edwards Deming
A Statistics Professor at NewYork University in 1940s.
Went to Japan after World War II to assist Japanese in
improving quality and productivity.
Union of Japanese Scientists were so impressed that in 1951,
Union of Japanese Scientists were so impressed that in 1951,
after series of lectures presented by Deming, they established
the Deming Prize, awarded annually to firms that distinguish
themselves with quality management programmes.
He was largely unknown to business leaders in US.
W. Edwards Deming
He worked with Japanese for 30 years before he gained
recognition in his own country.
Died in 1993.
Famous list of 14 points and Deming Cycle.
Cause of inefficiency and poor quality is the system not
the employees.
Its managements responsibility to correct the system to
achieve the desired results
W. Edwards Deming
He stressed the need to reduce variation in O/P i.e.
(deviation from a standard), which can be accomplished
by distinguishing B/W special causes of variation
(correctable) and common causes of variation (random).
Key elements of Demings 14 points are:
Constancy of purpose
Continual Improvement
Profound Knowledge:
It includes:
W. Edwards Deming
Profound Knowledge:
1. An appreciation for a system
2. Theory of Variation
3. Theory of Knowledge
4. Psychology
W. Edwards Deming
Profound Knowledge:
1. An appreciation for a system:
Starting point, refers to everyone in the organization working
to achieve optimization.
to achieve optimization.
Toward that end, management must eliminate internal
competition.
2. Theory of Variation:
Important key to quality improvement
Necessary to differentiate B/W random and correctable
variation.
W. Edwards Deming
Profound Knowledge:
3. Theory of Knowledge:
Knowledge comes from theory.
Learning cannot occur within an organization without it.
Learning cannot occur within an organization without it.
4. Psychology:
Most powerful element of profound knowledge.
He believed that workers wants to create and learn but the
management unintentionally often does things such as
establishing rating systems that reduce the internal motivation.
W. Edwards Deming
Demings 14 Points:
W. Edwards Deming
Deming 7 Deadly Sins:
1. Lack of vision and mission as regards quality & process improvement
2. Emphasis on short termprofit
3. Personal performance appraisal systems
4. Mobility of management
5. Running a company on visible figures alone
Customer satisfaction level
Employee morale
Relationship with your vendors
Confidence the market has in your company
6. Excess non-productive expenditure
7. Excessive cost of warranty
Plan
Act
The PDSA Cycle/Deming Wheel
Do
Study
1. Plan:
Begin by studying the current process.
Document the process
Collect data on the process/problem. Collect data on the process/problem.
Analyze the data and develop a plan for improvement.
Specify measures for evaluating the plan.
2. Do:
Implement the plan on small scale if possible.
Document any changes made during this phase.
Collect data systematically for evaluation.
3. Study:
Evaluate the data collection during do phase.
Check how closely the results match the original goals of the plan
phase.
4. Act:
If the results are successful, standardize the new method and
communicate the new method to all people associated with the
process.
Implement training for the new method.
Is the results are unsuccessful, revise the plan and repeat the process or
cease this project.
Employing this sequence of steps provides a systematic
approach to continuous improvement.
Joseph M. Juran
1904-2008
Western Electric manufacturing, 1920s
AT&T manufacturing
Quality Control Handbook, 1951
Quality Control Handbook, 1951
Management of Quality courses
Juran on Planning for Quality, 1988
Died aged 103 of natural causes
Company wide quality cannot be delegated
Joseph M. Juran
Taught Japanese manufactures how to improve the quality of
their goods.
He made 1
st
trip to Japan few years after the publication of his
Quality Control Handbook in 1951.
Quality Control Handbook in 1951.
His approach differs on the importance on statistical methods
and what an organization must do to achieve quality:
Believed that an organization can manage for quality.
Less emphasis on statistical methods than Deming.
He is credited as one of the 1
st
to measure the Cost of Quality.
Joseph M. Juran
His view:
Quality begins by knowing what customer want.
Quality as fitness-for-use.
Also believed that roughly 80% of quality defects are
Also believed that roughly 80% of quality defects are
management controllable i.e. management has the responsibility
to correct this deficiency.
Described quality management in terms of a Trilogy:
Quality Planning
Quality Control
Quality Improvement
Joseph M. Juran
Trilogy:
Quality Planning:
It is necessary to establish process that are capable of meeting quality
standards.
standards.
Quality Control:
It is necessary in order to knowwhen corrective action is needed.
Quality Improvement:
It will help to find better ways of doing things.
Jurans Philosophys Element:
Managements commitment to continual improvement.
Joseph M. Juran
Juran Trilogy
Joseph M. Juran
Trilogy: (Quality Planning)
Identify the Customers
Determine the customer needs
Develop a process
Prove process capability
Joseph M. Juran
Trilogy: (Quality Control)
Choose control Subjects (What to Control)
Choose Units of measurements
Establish Measurement
Establish Standards of performance
Measure actual performance
Interpret the difference
Take action on the difference
Joseph M. Juran
Trilogy: (Quality Improvement)
Prove need for improvement
Identify specific projects for Improvements
Organize to guide & Diagnosis
To find causes
Provide Remedies
Prove remedies for effective in operating conditions
Control the gains
Joseph M. Juran
Conformance to specifications is necessary but not sufficient
requirement of a product.
Fitness for use by the consumer of the targeted market
segment is an essential requirement in addition to
segment is an essential requirement in addition to
conformance
Joseph M. Juran
10 Points:
1. Build awareness of need and opportunities for improvement
2. Set goals for improvement
3. Organise the overall improvement programme
3. Organise the overall improvement programme
4. Provide the training
5. Solve problems through project methodology
6. Report progress
7. Give recognition
8. Communicate results
9. Keep score
10. Institutionalise the improvement process
Philip B. Crosby
(1926-2001)
Martin missiles
QM at ITT, then corporate VP
1979: Quality is Free
1979: Quality is Free
Philip Crosby Associates Inc.
1984: Quality without Tears
Do It Right First Time
Zero Defects
Conformance to requirements
Philip B. Crosby
Worked at Martin Marietta in 1960s.
Where he developed the concept of zero defects
He popularized the phrase Do it right the first time.
He stressed prevention and argued against the idea that there
He stressed prevention and argued against the idea that there
will always be some level of defectives.
He was corporate VP for quality for ITT in 1970s.
He was instrumental in making quality a concern of top
company executives.
In 1979, his book Quality Is Free was published.
Philip B. Crosby
He believed that any level of defects is too high and
management must install programs that help the organization
move toward the goal.
Some key points:
Some key points:
Top management must demonstrate its commitment to quality
and its willingness to give support to achieve good quality.
Management must be persistent in efforts to achieve good quality.
Management must spell out clearly what it wants in terms of
quality and what workers must do to achieve that.
Make it (or do it) right the first time.
Philip B. Crosby
He maintains that achieving quality can be easy.
His book Quality without Tears: The Art of Hassle-Free
Management was published in 1984.
The quality-is-free concept is that the costs of poor quality are
The quality-is-free concept is that the costs of poor quality are
much greater than traditionally defined.
Philip B. Crosby
Absolutes of QM:
Quality is defined as conformance to requirements, not as
'goodness' or 'elegance'
The system for creating quality is prevention, not appraisal
The system for creating quality is prevention, not appraisal
Quality is Free
The performance standard must be Zero Defects, not "that's close
enough"
The measurement of quality is the Price of Non-conformance, not
indices.
Cost of quality is only the measure of operational performance
Philip B. Crosby
Crosbys Points:
Management commitment
Quality improvement team
Quality measurement
Evaluation of cost of quality
Evaluation of cost of quality
Quality awareness
Corrective action
Establish committee for zero defect planning
Supervisor training
Zero Defect Day
Goal Setting
Error cause removal
Recognition
Philip B. Crosby
1992: Quality, meaning getting everyone to do what they have
agreed to do and to do it right first time is the skeletal
structure of an organization, finance is the nourishment and
relationships are the soul.
relationships are the soul.
Manufacturing companies spend around 20% of revenue doing
things wrong, then doing themover again.
Service companies may spend 35% of operating expenses in a
similar way.
Philip B. Crosby
Cost of Quality classified as: (1979)
Prevention costs
Appraisal costs
Failure costs
Failure costs
Philip B. Crosby
Prevention costs:
Design reviews
Product qualification
Drawing checking
Tool control
Operation training
Quality orientation
Acceptance planning
Drawing checking
Engineering quality
orientation
Supplier evaluations
Supplier quality seminars
Specification review
Process capability studies
Acceptance planning
Zero defects programme
Quality audits
Preventative maintenance
Philip B. Crosby
Appraisal costs:
Prototype inspection and test
Production specification conformance analysis
Supplier surveillance
Supplier surveillance
Receiving inspection and test
Product acceptance
Process control acceptance
Packaging inspection
Status measurement and reporting
Philip B. Crosby
Failure costs:
Consumer affairs
Redesign
Engineering change order
Engineering change order
Purchasing change order
Corrective action costs
Rework
Scrap
Warranty
Service after service
Product liability
Kaoru Ishikawa
(1915-1989)
1939: Engg. Graduate (Tokyo University)
1947: Assistant Professor
1947: Assistant Professor
1955-60: Company-wide QC movement
1960: Professor (Tokyo University)
Pareto and cause-and-effect diagrams
Kaoru Ishikawa
Strongly influenced by both Deming & Juran
Key contributions:
Development of the cause-and-effect diagram also known as
fishbone diagram for problem solving and the
implementation of quality circles, which involve workers in
quality improvement.
He was the 1
st
quality expert to call attention to the internal
customer-the next person in the process, the next operation.
To make quality control user friendly for workers.
Kaoru Ishikawa
Simplified statistical techniques for QC
Cause and Effect diagrams: (Ishikawa Diagrams or Fish Bone
Diagrams)
Diagrams which show the causes of a certain event (3 Set of
Diagrams which show the causes of a certain event (3 Set of
Causes)
Company wide quality control
Quality does not only mean the quality of product, but also of
after sales service, quality of management, the company itself and
the human life.
Kaoru Ishikawa
Kaoru Ishikawa
5 Ms
1. Machine
2. Method
7 Ps
1. Price
2. Promotion
4 Ss
1. Surroundings
2. Suppliers
3. Materials
4. Manpower
5. Management
3. Process
4. Place/Plant
5. Policies
6. Procedures
7. Product (or
Service)
3. Systems
4. Skills
Kaoru Ishikawa
Ishikawas 15 Points:
1. Product quality is improved and becomes uniform. Defects are
reduced
2. Reliability of goods is improved
2. Reliability of goods is improved
3. Cost is reduced
4. Quantity of production is increased, rational production
schedules are possible
5. Wasteful work and rework are reduced
6. Technique is established and improved
7. Inspection and testing costs are reduced
Kaoru Ishikawa
Ishikawas 15 Points:
8. Rational contracts between vendor/vendee
9. Sales market is enlarged
10. Better relationships between departments
10. Better relationships between departments
11. False data and reports are reduced
12. Freer, more democratic discussions
13. Smoother operation of meetings
14. More rational repairs and installation
15. Improved human relations

Contributor

Deming

Juran

Feignbaum
Known for

14 points; special & common causes of
variation

Quality is fitness for use; quality trilogy

Quality is a total field
Key Contributors to Quality Management
Feignbaum

Crosby

Ishikawa

Taguchi

Ohno and
Shingo
Quality is a total field

Quality is free; zero defects

Cause-and effect diagrams; quality
circles

Taguchi loss function

Continuous improvenment
Quality


Quality Gurus: Deming, Juran, Crosby

Caricato da

Informazioni sul documento

Descrizione originale:

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Quality Gurus: Deming, Juran, Crosby

Caricato da

Copyright:

Formati disponibili

Quality Gurus

Prepared By: Gurpreet Singh

Potrebbero piacerti anche