Philosophies and Frameworks

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 1

 Leaders in the Quality Revolution

 Wiliam Edwards Deming

 Joseph M. Juran
 Philip B. Crosby
 Armand V. Feigenbaum
 Kaoru Ishikawa
 Genichi Taguchi

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 Who’s Who?

Philip Crosby
Joseph Juran William Edwards Deming

Armand Vallin Feigenbaum

Genichi Taguchi
Kaoru Ishikawa
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 Deming Chain Reaction
Improve quality

Costs decrease

Productivity improves

Increase market share with better

quality and lower prices

Stay in business

Provide jobs and more jobs

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 Deming’s 14 Points (Abridged) (1 of 2)
1. Create a Vision and Demonstrate Commitment
2. Learn the new philosophy.
3. Understand the purpose of inspection.
4. Stop Making Decisions Purely on the Basis of Cost
5. Improve Constantly and Forever
6. Institute training.
7. Institute leadership.
8. Drive out fear and create trust.

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 Deming’s 14 Points (2 of 2)
9. Optimize team and individual efforts.
10. Eliminate exhortations for work force.
11. Eliminate numerical quotas and M.B.O.
Focus on improvement.
12. Remove barriers that rob people of pride
of workmanship.
13. Encourage education and self-improvement.
14. Take action to accomplish the transformation.

www.deming.org
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 Juran’s Quality Trilogy
Juran sought to improve quality by
working within the system familiar to
managers for minimal risk of rejection.
• Quality planning
• Quality control
• Quality improvement

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 Juran Trilogy
1. Quality Planning
 Quality planning stems from a unity of purpose that spans
all functions of an organization.
 Quality Planning involves
 Identifying customers, both internal and external
 Determining their needs
 Specifying the product features that satisfy those needs at minimum cost.
 Designing the processes that can reliably produce those features.
 Proving that the process can achieve its goals under operating conditions.

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

 Juran Trilogy
2. Quality Control
 The process of managing operations to meet
quality goals.
 The process of Quality Control involves:
 Choosing control subjects
 Choosing units of measurement
 Establishing a measurement procedure
 Measuring
 Interpreting differences between measurement and goal.
 Taking action to correct significant differences

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

 Juran Trilogy
3. Quality Improvement
 Assuming the process is under control, any waste that occurs must be
inherent in the design of the process.
 The object of quality improvement is to reduce chronic waste to a much
lower level.
 The steps in Quality Improvement:
 Prove the need for improvement
 Identify specific projects for improvement
 Organize to guide the projects
 Organize for diagnosis -- discovery of causes
 Diagnose the causes
 Provide remedies
 Prove that the remedies are effective under operating conditions
 Provide for control to maintain the gains.

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

 Philip B. Crosby

Quality is free . . . :
“Quality is free. It’s not a gift, but it is free. What
costs money are the unquality things -- all the
actions that involve not doing jobs right the first
time.”

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 Philip B. Crosby
Absolutes of Quality Management:
 Quality means conformance to requirements, not elegance
 There is no such thing as a quality problem
 There is no such thing as economics of quality, doing the job
right the first time is always cheaper
 Cost of quality is the only useful measurement, which is the
expense of nonconformance
 Zero defects is the only performance standard

Crosby emphasize using management and organizational

process rather than statistical techniques to change culture and
attitudes

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 What do the philosophies of Deming, Juran, and
Crosby Have in common?
 Customer Focused

 Commitment and Leadership from Top Management

 Continuous Improvement Based on Facts

 Team Based

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

 A.V. Feigenbaum
 Three Steps to Quality
 Quality Leadership, with a strong focus on
planning
 Modern Quality Technology, involving the
entire work force
 Organizational Commitment, supported
by continuous training and motivation

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 Kaoru Ishikawa
 Instrumental in developing Japanese
quality strategy
 Influenced participative approaches
involving all workers
 Advocated the use of simple visual
tools and statistical techniques

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 Fishbone diagram

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 Deming Prize
 Instituted 1951 by Union of Japanese Scientists and
Engineers (JUSE)
 Several categories including prizes for individuals,
factories, small companies, and Deming application
prize
 American company winners include:
Florida Power & Light, and
AT&T Power Systems Division

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 Major Frameworks of QMS
 Baldrige. Focuses on performance excellence for the
entire organization.
 Six Sigma. Concentrates on measuring product
quality and driving process improvement and cost
savings throughout the organization.
 ISO 9001. ISO works in accordance with an agreed set
of rules of procedure

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 Malcolm Baldrige
National Quality Award
• Help improve quality in U.S.
companies
• Recognize achievements of
excellent firms and provide
examples to others
• Establish criteria for
evaluating quality efforts
• Provide guidance for other Malcolm Baldrige,
former U.S. Secretary
U.S. companies of Commerce

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 Criteria for Performance
Excellence
 Leadership
 Strategic Planning
 Customer and Market Focus
 Information and Analysis
 Human Resource Focus
 Process Management
 Business Results

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 Baldrige Award Evaluation Process
Receive Applications

Stage 1
Independent Review

Judges Select for No Feedback report

Consensus Review?
to applicant

Stage 2
Consensus Review

Judges Select for No Feedback report

Site Visit Review?
to applicant

Stage 3
Site Visit Review

Stage 4
Judges Recommend Award Feedback report
Recipients to applicant

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 Feedback Report
 Strengths - approaches or results that
demonstrate effective response to the
Criteria
 Opportunities for improvement - how
the applicant can better address the
purposes of the Criteria, or issues that
require clarification

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 Other International Awards
 European Quality Award. Customer
satisfaction focus on quality of life, the
environment and preservation of global
resources
 Australian Business Excellence Award. Solid
union support
 Canadians Awards for Business Excellence.
“Healthy workplace” organizations

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 ISO 9001:2008 (1 of 2)
 The International Organization for
Standardization was established in 1947 an
dis an association of approximately 157
National Standard Bodies, which each
represent their own country. ISO works in
accordance with an agreed set of rules of
procedure, ISO directives, which also
include requirements on the presentation of
standards.
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 Benefits of ISO (2 of 2)
 Gives an organization an opportunity to
increase value to their activities and to
improve their performance continually. As
a result, satisfaction of customers and
other interested parties.
 Thus, the adoption of these standards is
profitable investment, and not just a
required certification issue.
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 7s of Good Housekeeping
Why we are doing this?

Why Self-discipline is the core of Good House Keeping?

How do you achieve quality education?

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