W. Edwards Deming Joseph M. Juran Phillip B. Crosby Armand V. Feigenbaum Kaoru Ishikawa Walter A.

Shewhart
1900 – 1993 1904 - 1926 - - 1915 – 1989 1891 – 1967
! Western Electric ! Joined Western Electric ! Vice President, Quality ! President/CEO, General ! Leader of the Japanese ! Western Electric & Bell
Statistician as an Industrial at International Systems Company Quality Movement Telephone Engineer
! Advisor, Author, Engineer Telephone & Telegraph ! Founder, International ! Developed the ! Father of Statistical
Teacher & Consultant ! Developed the Western (ITT) Academy for Quality Japanese Quality Quality Control
! ASQC Honorary Electric Statistical ! ASQC President (1961- Strategy ! ASQC’s first Honorary
Member in 1970 Quality Control 1963) Member in 1947
! Invited to Japan; Led Handbook ! U.S. Army Materiel
the Japanese Quality Command Advisor of
Movement Quality Assurance
! Founder, Third Wave of
the Industrial
Revolution
! Bureau of Census
Advisor in Population
Sampling

! Focused on product ! Focused on “not
improvement and proposing” a major
service conformance by cultural change, but
reducing uncertainty improving quality by
and manufacturing working within the
processes (variation) system.
! Focused on frequency ! Invited to Japan in 1954
as a controlling factor: by JUSE (Union of
! Plan Japanese Scientist and
! Do Engineers)
! Study
! Act
! Advocated an extensive ! Contented that
use of statistics & throughout any
control charts organization there are
three different
languages:
1. Upper management
speaks dollars;
2. Middle management
speaks things and
dollars; and
3. Lower management (or
workers) speaks things.
! Focused on the ! Stated that quality was
‘absolutes’ of quality
and the basic elements
of improvement ! Believed that quality cost
! Strongly believed that ! Stated that the three major
to achieve quality,
organizations must be
viewed three separate 1.
ways:
1. Function: tasks or 2.
groups of tasks that are
to be performed;
2. Process: set of steps, 3.
policies, and procedures
that define the ‘how,
and what’ is to be
performed or expected;
and
3. Ideology: the set of
values or beliefs that
guide an organization in
the establishment of its
mission, process, &
function.
based on three major
contributions
is related to prevention,
approval, and
internal/external failure
contributions of quality
are:
Promotion of Quality
Ethics;
Development of the
Concept of Total Quality
and Control; and
Development of a Quality
Cost Classification
System
Hodges, Jacob R., “Introduction to Total Quality Management” Anne Arundel Community College. 1996
! Focused on the ! Focused on frequency as
principal tools of a controlling factor:
Quality Improvement ! Plan
! Stated that there are ! Do
two principal tools; ! Check
“two wheels of the ! Act
same cart” – ! Developed the Control
Standardization & Chart
Quality Control
! Strongly advocated
that “cause and effect”
diagrams provide a
true representation of
organizational impacts
and procedures.
! Developed the
Fishbone or Ishikawa
Diagram
Updated July 1999
! Identified two sources ! Identified four “Fitness ! Identified “Five ! Identified three Aspects ! Identified “Ten ! Identified two sources of
of variation: of Quality” Absolutes of Quality” of Total Quality Control Aspects of Quality variation:
! Common Cause 1. Quality of Design: 1. Quality means 1. Enlist all parts of a 1. Study quality ! Chance Cause
! Special Cause Market Research, conformance to corporation improvement ahead of ! Assignable Cause
Product & Concept requirements, not 2. Provide an effective anyone else
2. Quality of elegance system for integrating the 2. Establish policies
Conformance: 2. There is no such thing quality-development, toward promoting
Management, as a “quality problem” quality-maintenance, and quality improvement
Manpower & 3. There is no such thing quality-improvement 3. Specify priorities for
Technology as the economics of efforts implementing quality
3. Availability: Reliability, quality; it is always 3. Enable marketing, improvement and
Maintainability & cheaper to do the job engineering, production, short & long-term
Logistical Support right the first time and service at the most goals
4. Full Service: 4. The only performance economical levels which 4. Assume a leadership
Promptness, measurement is the cost allow for full customer role in making quality
Competence & Integrity of quality, and satisfaction improvement happen
5. The only performance 5. Provide a means for
standard is “zero educating people
defects” 6. Check to see if quality
improvement is
implemented as
planned
7. Make clear the
responsibility of top
management
8. Establish a system of
cross-functional
management
9. Drive home the notion
that outputs from
processes are inputs to
customers
10. Provide leadership
towards making
“breakthrough”
happen

! Identified the 14 Points ! Pursued quality on two ! 14-Point Quality

of Management – which levels: Improvement Program
cannot be viewed in 1. Firms must achieve 1. Management
isolation or selectivity high quality products; Commitment
! Identified “Seven and 2. Quality Improvement
Deadly Sins” of 2. Each individual must Teams
Management achieve individually 3. Quality Measurements
1. Lack of Constancy of high quality 4. Cost of Quality
Purpose Evaluation
2. Emphasis on short-term 5. Quality Awareness
profits 6. Corrective Action
3. Evaluation of 7. Ad-hoc committees for
performance, merit zero-defects
Hodges, Jacob R., “Introduction to Total Quality Management” Anne Arundel Community College. 1996
Updated July 1999
 ratings, or annual 8. Supervisor Training
reviews of performance 9. Zero-defects Day
4. Mobility of 10. Goal Setting
Management 11. Error Cause Removal
5. Running a company on 12. Recognition
visible figures alone 13. Quality Councils
6. Excessive medical costs 14. Do It Over Again
7. Excessive warranty
costs
! Developed the Quality ! Four Areas to Reduce
Trilogy: Cycle Time
1. Quality Planning: 1. Diagnosis of cycle time
preparing to meet 2. Diagnosis of the
quality goals process
2. Quality Control: 3. Diagnosis of major
process for meeting influences
goals during operations 4. Identification and
3. Quality Improvement: implementation of
Breaking through to remedies to reduce
achieve unprecedented cycle time
levels of performance.

Silent about how to
implement his model other
than the 14 Points of
Management”.
Focused his approach on the ! Cycle Time Reduction Identified 40 Steps to Quality
improvement of specific Methodology Improvement
processes with an explicit 1. Define a process
implementation process 2. List all activities
called “Trilogy” and Nine 3. Flowchart the process
Responsibilities of Upper 4. List the elapsed time for
Management. each activity
5. Identify non-value
adding tasks
6. Eliminate all possible
non-value-adding tasks

Hodges, Jacob R., “Introduction to Total Quality Management” Anne Arundel Community College. 1996
Updated July 1999