Quality Management Gurus

1. Quality Management Gurus

2. “A Guru is a spiritual guide who is considered to have attained complete insight.“ www.wikipedia.com “A guru, by definition, 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. “ www.businessball.com Who is guru?

3. Three groups of gurus

4. 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 passed on in 1993. • Trained as a statistician, his expertise was used during World War II to assist the United States in its effort to improve the quality of war materials

5. Deming _W. Edwards Deming is best known for his management philosophy establishing quality, productivity, and competitive position. _The most important Deming works are: Dr Shewhart cycle development, or Deming cycle, The Fourteen Points, The Seven Deadly Diseases.

6. Deming **Here are some of the 14 points which Deming mentioned before :- • Create constancy of purpose to improve product and service. • The new age of quality requires a commitment continuously to improve . • Constantly improve , Use the PDCA cycle • Don’t have silly slogans that mean nothing • Supervision must change from chasing to coaching and support

7. Demings cycle

8. Deming's Seven Deadly Diseases We will mention just few points : • Lack of constancy of purpose 2. Emphasis on short-term profits 3. Running a company on visible figures alone ("counting the money")

9. Who was Joseph Juran? _ Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices. Joseph Juran’s belief that “quality does not happen by accident” gave rise to the quality trilogy: Quality planning Quality control Quality improvement

10. Juran **In the 1980’s Joseph Juran recognized that the common approach to total quality management…believes quality must start at the top ** The key steps in implementing company-wide strategic goals are: Identify customers and their needs – both internal and external – and work to meet those needs Create measures of quality, establish optimal quality goals and organize to meet them Create processes capable of meeting quality goals in “real” operating conditions

11. Who is Philip Crosby? *Known as The Fun Uncle of the Quality Revolution Where Phil Crosby excelled was in finding a terminology for quality that mere mortals could understand. (Dr. Deming and Dr. Juran were the great brains of the quality revolution) He popularized the idea of the "cost of poor quality", that is, figuring out how much it really costs to do things badly

12. Crosby *Mr. Crosby defined quality as a conformity to certain specifications set forth by management and not some vague concept of "goodness." These specifications are not arbitrary either; they must be set according to customer needs and wants

13. Crosby Crosby’s four absolutes are : • The definition of quality is conformance to requirements • The system of quality is prevention • The performance standard is zero defect • The measurement of quality is the price of Nonconformance .

14. Armand Vallin Feigenbaum

15. Armand Vallin Feigenbaum • (born 1922) is an American quality control expert and businessman. He contributed the concept of Total Quality Control in his book of the same name, later known as Total Quality Management (TQM).

16. Armand Vallin Feigenbaum • he does not get the great attention that the others (Deming, Juran, Ishikawa, etc.) get. But, he is special.. Feigenbaum also believed that quality was a way of operating or a way of life, thus the term "Total Quality."

17. Armand Vallin Feigenbaum • Feigenbaum defined total Quality control 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

18. Armand Vallin Feigenbaum Armand is also know for his concept of the "hidden" plant the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory

19. Feigenbaum believes that there are three elements to quality: * Quality Leadership the management in a company must always be striving for quality. They must put items in place that allow them to measure quality, control quality and improve quality. There must be constant feedback and oversight of the organization to assure that quality continues.

20. Feigenbaum believes that there are three elements to quality: * Modern Quality Technology the quality function (little Q) cannot achieve quality without the help of others. Everyone must be trained and led to quality. * Organizational Commitment everyone in the organization must believe in quality.

21. David A. Garvin David A. Garvin is the Professor of Business Administration at the Harvard Business School.

22. "If quality is to be managed, it must first be understood."

23. So he studied one industry which was active in both the United States and Japan -- the room air conditioning industry -- analyzing the products to determine which plants in which country were turning out the highest quality. Then he analyzed every step of the manufacturing process, to find the differences that made the difference.

24. His findings were often surprising. Some things that everyone thought guaranteed higher quality (such as exhaustive testing) did not, while some things rarely mentioned in the literature (such as the way the factory dealt with layoffs and seniority, and the length of production runs) made a big difference.

25. The eight dimensions of quality • Performance: Main operating characteristics such as power, sound, speed etc. • Features: The extras that supplement the main characteristics such as trim,sunroof etc. • Reliability: How often it breaks down • Conformance: How close it is to the design specification or service to the customers experience.

26. The eight dimensions of quality • Performance: Main operating characteristics such as power, sound, speed etc. • Features: The extras that supplement the main characteristics such as trim,sunroof etc. • Reliability: How often it breaks down • Conformance: How close it is to the design specification or service to the customers experience.