CHAPTER 5 Quality Gurus

TOTAL QUALITY MANAGEMENT Walter A. Shewhart

TQM-An integrated effort designed to improve  “Grandfather of Quality Control”
quality performance at every level of the  Contributed the understanding of process
organization. variability
Quality – Measure of excellence or a state of being  Created the foundation for today’s statistical
free from defects, deficiencies and significant process control.
variations. It is brought about by strict and W. Edwards Deming
consistent commitment to certain standards that  “Father of Quality Control”
achieve uniformity of a product in order to satisfy  Stressed management’s responsibility for
specific customer or user requirements. quality.
Customer-defined quality - The meaning of quality  Developed “14 Points” to guide companies in
as defined by the customer. quality improvement.
Defining Quality Joseph M. Juran
• Conformance to Specifications  Defined Quality as “Fitness for use.
• Fitness for Use  Developed concept of cost of quality.
• Value for Price Paid  Originated the idea of the quality trilogy.
• Support Services 1. Quality planning
• Psychological Criteria 2. Quality Control
Quality in Manufacturing 3. Quality Improvement
o Conformance
o Performance Armand V. Feigenbaum
o Reliability  Introduced the concept of total quality control
o Features
Philip B. Crosby
Quality in Service
 Coined phrase “Quality is free”
o Courtesy
o Friendliness  Introduced concept of zero defects.
o Promptness Kaoru Ishikawa
 Developed cause-and-effect diagrams.
o Atmosphere
 Identified concept of “internal customer.”
o Consistency
Genichi Taguchi
Costs of Quality
 Focused on product design quality.
o Quality Control Cost
 Developed Taguchi loss fuction.
o Prevention Costs- cost of preparing and
implementing a quality plan
TQM PHILOSOPHY
o Appraisal Costs- costs of testing, evaluating,
 Customer focus
and inspecting quality.
-goal is to identify and meet customer
o Quality Failure Cost
needs.
o Internal Failure Costs- costs of scrap, rework
 Continuous improvement
and material losses.
-a philosophy of never-ending improvement.
o External Failure Costs- costs of failure at
 Kaizen
customer site, including returns, repairs and
 Approaches of Contionuos
recalls.
Improvement:
EVOLUTION o Plan-Do-Study-Act
OF TQM (PDSA) cycle
o Benchmarking
 Employee empowerment
-employees are expected to seek out, identify
and correct quality problems.
- Focus on internal & external customer needs
 Use of Quality Tools
7 TOOLS OF QUALITY CONTROL
1. Cause-and-Effect or Fishbone Diagram 6. Pareto Analysis
-identifies potential of particular -A technique used to identify quality
quality problems. problems based on their degree of
importance.

2. Flowchart 7. Histogram
-A schematic of the sequence of -A chart showing the frequency
steps involved in an operation or distribution of observed values of a
process variable.

 Product Design
3. Checklist -Product need to be designed to meet customer
-List of common defects and the expectations.
number of observed occurences of  Quality Function Deployment(QFD)
these defects -Compares customer requirements &
product’s characteristics

4. Control Chart
-Used to evaluate whether a process
is operating within set expectation.

5. Scatter Diagram
-Graphs that show how two variabes
are related to each other.
  Reliability- the probability that a product,
service, or part will perform as intendedfor
a specified periodof time under normal
conditions.
Rs= (R1)(R2)(R3)…(Rn)
With application of redundancy
demonstrating that companies have met all the
standards specified.
 ISO 14000 Standards- a set of international
standardsand a certification focusing on a
company’s environmental responsibility.
o 3 Major Areas:
 Management System Standards
 Operations Standards
 Environmental System Standards

WHY TQM FAILS

 Process Management
 Quality at the source- the belief that it is
best to uncover the source of quality
prolems and eliminate it.
 Managing Supplier Quality
-Quality Concept must extend to company’s
suppliers.
Common causes
 Lack of a genuine quality culture
 Lack of top management support and
commitment
 Over- and underpreliance on statistical
process control method.

QUALITY AWARDS AND STANDARDS

 Malcolm Baldrige National Quality Award is
given annually to companies demonstrating
quality excellence and establish best practice
standards in industry.
 Manufacturing
 Service
 Small Business

 The Deming Prize- a japanese reward gven to

companies to recognize efforts in quality
improvement.
 ISO 9000 Standards- a set of international
quality standards and a certification