ASSIGNMENT PRODUCTION MANAGEMENT

QUALITY MANAGEMENT GURUS 1. KAORU ISIKAWA 2. W. EDWARD DEMING 3. JOSEPH JURAN 4. PHILIP CROSBY

Prepared by: NAME: MUAHAMMAD ALIF AIZAD BIN BADRI STUDENT ID: 2008297916 PROGRAM: EH220

1.Kaoru Ishikawa

Biography Kaoru Ishikawa (July 13, 1915 - April 16, 1989) was a Japanese university professor and influential quality management innovator best known in North America for the Ishikawa or cause and effect diagram (also known as fishbone diagram) that is used in the analysis of industrial process. Kaoru Ishikawa was born in Tokyo and the oldest of the eight sons of Ichiro Ishikawa. In 1939 he graduated University of Tokyo with an engineering degree in applied chemistry. His first job was as a naval technical officer (1939-1941) then moved on to work at the Nissan Liquid Fuel Company until 1947. Ishikawa would now start his career as an associate professor at the University of Tokyo. In 1949, Ishikawa joined the Japanese Union of Scientists and Engineers (JUSE) quality control research group. After World War II Japan looked to transform its industrial sector, which in North America was then still perceived as a producer of cheap wind-up toys and poor quality camera. It was his skill at mobilizing large groups of people towards a specific common goal that was largely responsible for Japan's quality-improvement initiatives. He translated, integrated and expanded the management concepts of W. Edwards Deming and Joseph M. Juran into the Japanese system. Among his efforts to promote quality were the Annual Quality Control Conference for Top Management (1963) and several books on quality control (the Guide to Quality Control was translated into English). He was the chairman of the editorial board of the monthly Statistical Quality Control. Ishikawa was involved in international standardization activities.

Contributions to quality

User Friendly Quality Control Fishbone Cause and Effect Diagram - Ishikawa diagram Implementation of Quality Circles Emphasised the Internal customer

Fishbone diagram Also Called: Cause-and-Effect Diagram, Ishikawa Diagram Variations: cause enumeration diagram, process fishbone, time-delay fishbone, CEDAC (causeand-effect diagram with the addition of cards), desired-result fishbone, reverse fishbone diagram

Figure 1.0 Fishbone diagram Ishikawa diagram, in fishbone shape, showing factors of Equipment, Process, People, Materials, Environment and Management, all affecting the overall problem. Smaller arrows connect the sub-causes to major causes. Causes in the diagram are often categorized, such as to the 8 M's, described below. Cause-andeffect diagrams can reveal key relationships among various variables, and the possible causes provide additional insight into process behavior. Causes can be derived from brainstorming sessions. These groups can then be labeled as categories of the fishbone. They will typically be one of the traditional categories mentioned above but may be something unique to the application in a specific case. Typical categories are:

The 8 Ms (used in manufacturing)

Machine (technology) Method (process) Material (Includes Raw Material, Consumables and Information.) Man Power (physical work)/Mind Power (brain work) Measurement (Inspection) Milieu/Mother Nature (Environment) Management/Money Power Maintenance

2. W. Edwards Deming

Biography William Edwards Deming (October 14, 1900 December 20, 1993) was an American statistician, professor, author, lecturer andconsultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets) through various methods, including the application of statistical methods. Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread recognition in the U.S. at the time of his death. Dr. Deming authored several books and 171 papers. His books, Out of the Crisis (MIT/CAES, 1986) and The New Economics (MIT/CAES, 1994) have been translated into several languages. Many books, films, and videotapes profile his life, his philosophy, and the successful application of his worldwide teachings.

Honors In 1960, the Prime Minister of Japan (Nobusuke Kishi), acting on behalf of Emperor Hirohito, awarded Dr. Deming Japans Order of the Sacred Treasure, Second Class. The citation on the medal recognizes Deming's contributions to Japans industrial rebirth and its worldwide success. The first section of the meritorious service record describes his work in Japan:

1947, Rice Statistics Mission member 1950, assistant to the Supreme Commander of the Allied Powers instructor in sample survey methods in government statistics

The second half of the record lists his service to private enterprise through the introduction of epochal ideas, such as quality control and market survey techniques.

Contributions

Deming philosophy In the 1970s, Dr. Deming's philosophy was summarized by some of his Japanese proponents with the following 'a'-versus-'b' comparison: (a) When people and organizations focus primarily on quality, defined by the following ratio,

quality tends to increase and costs fall over time. (b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.

Dr. Deming's Ideas Dr. Deming's famous 14 Points, originally presented in Out of the Crisis, serve as management guidelines. The points cultivate a fertile soil in which a more efficient workplace, higher profits, and increased productivity may grow.

Create and communicate to all employees a statement of the aims and purposes of the company. Adapt to the new philosophy of the day; industries and economics are always changing. Build quality into a product throughout production. End the practice of awarding business on the basis of price tag alone; instead, try a longterm relationship based on established loyalty and trust. Work to constantly improve quality and productivity. Institute on-the-job training. Teach and institute leadership to improve all job functions. Drive out fear; create trust. Strive to reduce intradepartmental conflicts. Eliminate exhortations for the work force; instead, focus on the system and morale. (a) Eliminate work standard quotas for production. Substitute leadership methods for improvement. (b) Eliminate management by objective (MBO). Avoid numerical goals. Alternatively, learn the capabilities of processes, and how to improve them. Remove barriers that rob people of pride of workmanship Educate with self-improvement programs. Include everyone in the company to accomplish the transformation.

3. Joseph M. Juran

Biography Joseph M. Juran is one of total quality management philosophy leaders; he was born in 1904 in Romania and later lived in Gura Humorului. In 1912, he immigrated to America with his family, settling in Minneapolis, Minnesota. Juran excelled in school, especially in mathematics In 1924, with a bachelor's degree in electrical engineering from the University of Minnesota, Juran joined Western Electric's Hawthorne Works. His first job was troubleshooting in the Complaint Department. Since 1924, Juran has pursued a varied career in management as an engineer, executive, government administrator, university professor, labor arbitrator, corporate director, and consultant. Specializing in managing for quality, he has authored hundreds of papers and 12 books, including Jurans Quality Control Handbook, Quality Planning and Analysis (with F. M. Gryna), and Juran on Leadership for Quality.

Contributions His major contributions include the Juran trilogy, which are three managerial processes that he identified for use in managing for quality: quality planning, quality control, and quality improvement. Juran conceptualized the Pareto principle in 1937. In 1954, the Union of Japanese Scientists and Engineers (JUSE) and the Keidanren invited Juran to Japan to deliver a series of lectures on quality that had profound influence on the Japanese quality revolution. Juran is recognized as the person who added the human dimension to quality, expanding it into the method now known as total quality management (TQM). 1. Pareto principle In 1941 Juran stumbled across the work of Vilfredo Pareto and began to apply the Pareto principle to quality issues (for example, 80% of a problem is caused by 20% of the causes). This is also known as "the vital few and the trivial many". In later years Juran preferred "the vital few and the useful many" to signal that the remaining 80% of the causes should not be totally ignored.

2. Management theory When he began his career in the 1920s the principal focus in quality management was on the quality of the end, or finished, product. The tools used were from the Bell system of acceptance sampling, inspection plans, and control charts. The ideas of Frederick Winslow Taylor dominated. Juran is widely credited for adding the human dimension to quality management. He pushed for the education and training of managers. For Juran, human relations problems were the ones to isolate. Resistance to change or, in his terms, cultural resistance was the root cause of quality issues. Juran's vision of quality management extended well outside the walls of the factory to encompass non-manufacturing processes especially those that might be thought of as service related. 3. Juran's Trilogy He also developed the "Juran's trilogy," an approach to cross-functional management that is composed of three managerial processes: quality planning, quality control and quality improvement. These functions all play a vital role when evaluating quality. Quality Planning

Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimize the product features so as to meet our needs and customer needs. Develop a process which is able to produce the product. Optimize the process. Prove that the process can produce the product under operating conditions with minimal inspection. Transfer the process to Operations.

Quality Improvement

Quality Control

4. Transferring quality knowledge between East and West During his 1966 visit to Japan, Juran learned about the Japanese concept of Quality Circles which he enthusiastically evangelized in the West. Juran also acted as a matchmaker between U.S. and Japanese companies looking for introductions to each other.

4.Philip Crosby

Biography Philip Crosby was born in West Virginia in 1926. After serving in WWII and the Korean War he has worked for Crosley, Martin-Marietta and ITT where he was corporate vice president for 14 years. Philip Crosby Associates, Inc., founded in 1979, was his management consulting firm that served hundreds of companies. Since retiring in 1991 he has founded Career IV, Inc., Philip Crosby Associates II, Inc. and the Quality College. Phil Crosby died in August, 2001, but his legacy will live on in better quality in thousands of organizations. The art of becoming an executive, Crosby originated the concept of zero defects. He believed the quality professional must become more knowledgeable and communicative about the business. He also stated that the corporate management must take the cost of quality as a part of the financial system.

Contributions Four Absolutes of Quality: 1. 2. 3. 4. The definition of quality is conformance to requirements, not as goodness The system for causing quality is preventive, not appraisal. The performance standard must be zero defect, not "thats close enough" The measurement of quality is the price of nonconformance, not indexes.

The Fourteen Steps to Quality Improvement, according to Crosby were: 1. 2. 3. 4. 5. 6. 7. 8. Make it clear that management is committed to quality. Form Quality Improvement Teams with senior representatives from each department. Measure processes to determine where current and potential quality problems lie. Evaluate the cost of quality and explain its use as a management tool. Raise the quality awareness and personal concern of all employees. Take actions to correct problems identified through previous steps. Establish progress monitoring for the improvement process. Train supervisors to actively carry out their part of the quality improvement programme.

9. Hold a Zero Defects Day to reaffirm management commitment. 10. Encourage individuals to establish improvement goals for themselves and for their group. 11. Encourage employees to tell management about obstacles to improving quality. 12. Recognize and appreciate those who participate. 13. Establish Quality Councils to communicate on a regular basis. 14. Do it all over again to emphasize that the quality improvement process never ends.

The Crosby "Vaccine" In the Crosby style, the "Vaccine" is explained as medicine for management to prevent poor quality. It is in five sections that cover the requirements of Total Quality Management. 1. Integrity Treat quality seriously throughout the whole business organization from top to bottom. That the companies future will be judged on its performance on quality. 2. Systems Appropriate measures and systems should be put in place for quality costs, education, quality, performance, review, improvement and customer satisfaction. 3. Communication The communication systems are of paramount importance to communicate requirements and specifications and improvement opportunities around the organization. Customers and operators know what needs to be put in place to improve and listening to them will give you the edge. 4. Operations Work with and develop suppliers. Processes should be capable and improvement culture should be the norm. 5. Policies Must be clear and consistent throughout the business