Quality Gurus and their Contributions to Total Quality Management (TQM), Lecture notes of Total Quality Management (TQM)

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Total Quality Management

Unit: 2

Contribution of Quality Gurus

Contents of the unit

▪ Deming’s Contribution to quality ▪ Deming’s 14 points of quality Management ▪ Deming’s chain reaction ▪ Ishikawas fish bone diagram ▪ Taguchi’s loss function ▪ Jurans contribution ▪ Jurans quality trilogy ▪ Future of TQM

Who is guru?

▪ “A Guru is a guide who is considered to have attained complete insight.” ▪ “A guru 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.”

Quality Gurus

▪ W Edwards Deming ▪ Joseph Juran ▪ Philip Crosby ▪ Shigeo Shingo ▪ Kaoru Ishikawa ▪ Yoshio Kondo ▪ Taguchi

Who was W. Edwards Deming

• Dr. W. Edwards Deming 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. He was born on 14 - 10 - 1900 and he passed away in 20 - 12 - 1993.
• His expertise was used during World War II to assist the United States in its effort to improve the quality of war materials

Who was W. Edwards Deming

• He got his BS degree from University of Wyoming
• He got his MS degree from University of Colorado
• He got his PHD in Mathematical Physics from Yale University
• Get his first employment chance in an electricity company in Chicago
• He taught physics , mathematics , statistics and quality in Japan.

• Deming is best known for his management philosophy , establishing quality , productivity and competitive position.

Deming’s 14 points of Total Quality Management

Point #

Create constancy of purpose for continual

improvement of product and services:

▪ Plan for quality in the long term direction (values, mission, vision) ▪ Don’t just do the same things better-find better things to do. ▪ Invest in innovation, training and research

Deming’s 14 points of Total Quality Management

Point #

Adopt the new philosophy:

▪ Embrace quality throughout the organization ▪ Create your quality vision, and implement it

Deming’s 14 points of Total Quality Management

Point # End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier: ▪ Look at suppliers as your partners in quality. ▪ Encourage them to spend time improving their own quality (decrease expenses for inspection, scrap and rework, inventory to replace defective items and employee frustration).

Deming’s 14 points of Total Quality Management

Point #

Improve constantly and forever the system of

every process of planning, production and

services:

▪ Improve both design (customers needs, Market survey, feedbacks) and production (reduce causes of variation) ▪ Constant improvement of quality and productivity decrease costs

Deming’s 14 points of Total Quality Management

Point #

Adopt and institute modern methods of supervision

and leadership:

▪ Don’t simply supervise - provide support and resources so that each staff member can do his or her best. ▪ Be a coach, provide guidance instead of just overseeing them

Deming’s 14 points of Total Quality Management

Point # Drive out fear: ▪ Fear: Obstacle to improve efficiency and effectiveness (failure, unknown, weakness, losing control, change) ▪ Create an environment that encourages people to ask questions, report problems, can share their ideas and try new ideas ▪ Allow people to perform at their best by ensuring that they’re not afraid to express ideas or concerns. ▪ Make workers feel valued, and encourage them to look for better ways to do things.

Deming’s 14 points of Total Quality Management

Point # Eliminate the use of slogans, posters, exhortations and targets for the workforce: ▪ Let people know exactly what you want - don’t make them guess. ▪ Motivational methods overlooks the sources of many problem. ▪ Quality problems comes from limits in current system ▪ Urge workers to work harder, train them, provide required resources

Deming’s 14 points of Total Quality Management

Point #

Eliminate work standards and numerical quotas:

▪ Look at how the process is carried out, not just numerical targets ▪ Measure the process rather than the people behind the process