Foundations of

Quality Management
Deming Philosophy
• The Deming Philosophy focuses on
continuous improvements in product
and service quality and variability in
design, manufacturing, and service
processes, driven by the leadership
of top management.
The Deming Chain Reaction
Deming’s 14 Points
 Deming’s System of Profound Knowledge
• Near the end of Deming’s life, he synthesized the
underlying foundations of the 14 points into four
simple elements that he called a System of Profound
Knowledge

Appreciation for a system

Understanding variation

Theory of knowledge

Psychology
Juran Philosophy
• Improve quality by working within the system
familiar to managers (this will minimize
rejection)
• While Deming believed that statistics should
be a common language, Juran argued that
employees at different levels of an
organization speak in their own “languages.”
• Fitness for use
Crosby Philosophy
• He defined quality as full and perfect
conformance to the customers' requirements.
• The essence of his philosophy is expressed in
what he called the Absolutes ofQuality
Management and the Basic Elements of
Improvement.
Armand V. Feigenbaum
• He is best known for coining the phrase Total
Quality Control which he defined as “an
effective system for integrating the quality
development, quality maintenance, and
quality improvement efforts of the various
groups in an organization so as to enable
production and service at the most
economical levels which allow full customer
satisfaction.”
• He is known for his concept of the “hidden
plant“. That is that in every factory a certain
proportion of its capacity is wasted through
not getting it right the first time. Feigenbaum
quoted a figure of up to 40% of the capacity
of the plant is wasted. At the time this was an
unbelievable figure; even today some
managers are still to learn that this is a figure
not too far removed from the truth.
• He also believes that quality & cost are
complementary not conflicting business
objectives
Kaoru Ishikawa
• He built on Feigenbaum’s concept of TQ and
promoted greater involvement by all employees,
from the top management to the front-line staff,
by reducing reliance on quality professionals and
quality departments.
• He also believed that quality begins with the
customer and therefore, understanding
customers’ needs is the basis for improvement,
and that complaints should be actively sought.
• Best known for developing a popular quality
management tools called a cause-and-effect
diagram/fishbone diagram.