GURU 1: DR. W.

EDWARDS DEMING

1.1 BIOGRAPHY
YEAR BIOGRAPHY
1900 Dr. W. Edwards Deming was born in a small town in owa
1917 Entered the University of Wyoming and worked as a janitor to fund his education
1921
Graduated and went on to the University of Colorado, where he received a M.S. in physics
and mathematics. This led towards a doctorate in physics from Yale University
1940
Hired by U.S. Census Bureau because they shifted its procedure from a complete count to a
sampling method and began to introduce Statistical Quality Control into industrial operations
1941 He and two expert began teaching Statistical Quality Control to its inspectors and engineer
1946
Started his own private practice after his departure from the Census Bureau More than 40
year his firm served its clientele manufacture, telephone companies, railways trucking
companies and contribute directly to Japan's phenomenal export-led.
1956 Stateside, the American Society for Quality Control awarded him the Shewhart Medal
1960
The emperor of Japan best owed on Dr. Deming the Second Order Medal of the Sacred
Treasure
1983
Received the Samuel S. Wilks Award from the American Statistical Association and election
to the National Academy of Engineering
1987 President Reagan honoured him with the National Medal of Technology
1988 Lauded the National Academy of Sciences with the Distinguished Career in Science award
1991 nducted into the Automotive Hall of Fame
1993
Died in December in his sleep at the age of 93 in his Washington home at about 3 a.m. due
to "natural causes.

1.2 DR. W. EDWARDS DEMING 14 POINTS

POINTS ELABORATIONS
Constancy of purpose

Create constancy of purpose toward improvement of the product and service so as to become competitive,
stay in business and provide jobs.
The new philosophy Adopt the new philosophy. We are in a new economic age. We no longer need live with commonly accepted
levels of delay, mistake, defective material and defective workmanship
Cease dependence on mass
inspection
Eliminate the need for mass inspection as the way of life to achieve quality by building quality into the product
in the first place.
End lowest tender contracts mprove the quality of incoming materials. End the practice of awarding business on the basis of a price alone.
mprove every process

Find the problems; constantly improve the system of production and service. There should be continual
reduction of waste and continual improvement of quality in every activity
nstitute training on the job

nstitute modern methods of training on the job for all, including management, to make better use of every
employee.
nstitute leadership

Adopt and institute leadership aimed at helping people do a better job. The responsibility of managers and
supervisors must be changed from sheer numbers to quality
Drive out fear

Encourage effective two way communication and other means to drive out fear throughout the organization so
that everybody work effectively
Break down barriers Break down barriers between departments and staff areas. Different department should work in team.
Eliminate exhortations Eliminate the use of slogans, posters and exhortations for the work force, demanding Zero Defects
Eliminate numerical standard Eliminate work standards that prescribe numerical quotas for the workforce and numerical goals for people in
management
Permit pride of workmanship Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship
Encourage education nstitute a vigorous program of education, and encourage self improvement for everyone.
Top management commitment Clearly define top management's permanent commitment to ever improving quality and productivity, and their
obligation to implement all of these principles.

GURU 2: Dr. JOSEPH JURAN

2.1 BIOGRAPHY
YEAR BIOGRAPHY
1904 Dr. Joseph Juran was born in a Braila, Romania
1912
He has earned enough to bring the rest of the family to join him in Minnesota. Despite this
hopeful emigration and American opportunities, the family continues in poverty.
1920
Enrols at the University of Minnesota, the first member of his family to pursue higher
education.
1925
received a B.S. in electrical engineering and is working with Western Electric in the
nspection Department of the famous Hawthorne Works in Chicago
1926
Became one of two engineers for the nspection Statistical Department, one of the first of
such divisions created in American industry.
1928
Written a pamphlet entitled "Statistical Methods Applied to Manufacturing Problems." By the
end of the war, he was a well-known and highly-regarded statistician and industrial
engineering theorist
1937
The chief of ndustrial Engineering at Western Electric's home office in New York. His work
involved visiting other companies and discussing methods of quality management.
1941
During WW, Juran's temporary leave of absence from Western Electric stretched through
four years. During that time, he served in Washington, D.C. as an assistant administrator for
the Lend-Lease Administration. He and his team improved the efficiency of the process,
eliminating excessive paperwork and thus hastening the arrival of supplies to the United
States' overseas friends
1945
Finally left Washington, but he didn't return to Western Electric. Rather, he chose to devote
the remainder of his life to the study of quality management.
1951
First released the classic book of the Quality Control Handbook and still the standard
reference work for quality managers. On the strength of the book, Juran found himself in
great demand as a lecturer and consultant, and its reputation extended well beyond the
borders of the United States
1954
The Union of Japanese Scientists and Engineers and Keidanren invited the celebrated
author to Japan to deliver a series of lectures. These talks about managing for quality were
delivered soon after another American, W. Edwards Deming, delivered his lectures on
statistical quality methods.

1966,
Juran warned Western business that "The Japanese are heading for world quality
leadership, and will attain it in the next two decades
1969
Noted the growing dependence of the technological society on effective quality control. He
has often referred to the "quality dikes" which serve as our best protection against such
catastrophic breaches of quality as the Chernobyl and Bhopal disasters
1984
Thirty years after his first visit, Emperor Hirohito awarded him Japan's highest award that can
be given to a non-Japanese, the Order of the Sacred Treasure. t was bestowed in
recognition of his contribution to "the development of quality control in Japan and the
facilitation of U.S. and Japanese friendship."
1993 Dr. Juran died in his home in Rye, New York on February 28, 2008. He was 104 years old


2.2 DR. JURAN QUALITY TRILOGY

QuaIity TriIogy ELABORATIONS
QuaIity PIanning
O dentify who are the customers.
O Determine the needs of those customers.
O Translate those needs into our language.
O Develop a product that can respond to those needs.
O Optimise the product features so as to meet our needs
and customer needs.
QuaIity Improvement
O Develop a process which is able to produce the product.
O Optimise the process.
QuaIity ControI
O Prove that the process can produce the product under
operating conditions with minimal inspection.
O Transfer the process to operations.

GURU 3: Mr. PHILIP CROSBY

3.1 BIOGRAPHY
YEAR BIOGRAPHY
1926 Philip Bayard Crosby was born June 18, 1926 in Wheeling, West Virginia.
1944
Graduating from Wheeling Triadelphia High School and joined the Navy and became a
hospital corpsman.
1946
Entered the Ohio College of Podiatric Medicine in Cleveland and after graduation he
returned to Wheeling and practiced podiatry with his father. He soon discovered this was
not his field.
1952
Went to work for the Crosley Corporation, (Richmond, ndiana) as a junior electronic test
technician and was asked to join the American Society for Quality Control, the Richmond
section, and this are where his early concepts concerning "quality" began to form.
1955
Moved to South Bend, ndiana, and went to work for Bendix Corporation as a reliability
technician and was to investigate defects found by the testers and inspectors of TALOS
missile.
1957
He was offered a job as a senior quality engineer with Martin Marietta Company in Orlando,
Florida and developed 'ZERO DEFECTS' concept during 8 years with Martin Marietta.
1965
Hired by TT nternational Telephone and Telegraph as a vice president in charge of
corporate quality worked with many of the world's largest industrial and service companies,
implementing his pragmatic management philosophy, and found that it worked.
1979 Founder of Philip Crosby Associates, nc., with headquarters in Winter Park, Florida
1989
Philip Crosby Associates, nc grew into a publicly traded corporation with 300 employees
around the world and $80 million dollars in revenue. t taught management how to establish
a preventive culture to get things done right the first time
1991
He retired from Philip Crosby Associates and founded Career V, nc., a company that
provided lectures and seminars aimed at helping current and prospective executives grow
1997
Purchased the assets of Philip Crosby Associates and established Philip Crosby Associates
, nc. with offices at 1954 Howell Branch Road, Winter Park, Florida.
2001 Died in August 18

3.2 FOUR ABSOLUTES OF QUALITY MANAGEMENT

QUALITY ABSOLUTE DESCRIPTIONS
The First Absolute The definition of quality is conformance to requirements, not as goodness
The Second Absolute The system for causing quality is preventive, not appraisal
The Third Absolute The performance standard must be zero defect, not "that's close enough
The Fourth Absolute The measurement of quality is the price of non-conformance, not indexes

3.3 THE CROSBY VACCINES
n the Crosby style, the "Vaccine is explained as medicine for management to prevent poor
quality. t is in five sections that cover the requirements of Total Quality Management:

Section 1 - Integrity
Treat quality seriously throughout the whole business organisation from top to bottom. That the
company future will be judged on its performance on quality

Section 2 - Systems
Appropriate measures and systems should be put in place for quality costs, education, quality,
performance, review, improvement and customer satisfaction.

Section 3 - Communication
The communication systems are of paramount importance to communicate requirements and
specifications and improvement opportunities around the organisation. Customers and operators
know what needs to be put in place to improve and listening to them will give you the edge.

Section 4 - Operations
Work with and develop suppliers. Processes should be capable and improvement culture should
be the norm.

Section 5 - PoIicies
Must be clear and consistent throughout the business

GURU 4: KAORU ISHIKAWA

4.1 BIOGRAPHY

YEAR BIOGRAPHY
1915 Kaoru shikawa was born in Tokyo.
1939 Graduating from Tokyo University in with an engineering degree in applied chemistry
1941-
1947
Following a short time in the military he worked for the Nissan Liquid Fuel Company
1960
n conjunction with JUSE, developed the concept of Quality Circles, and in close association
with Nippon Telephone & Telegraph, he experimented on what effect the "leading hand
could have on quality. Quality Circles soon became very popular and formed an important
link to Total Quality Management systems (TQM) in over 50 countries
1963
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)
1972 Honoured by American Society for Quality's Eugene L. Grant Award
1977
Awarded with Blue Ribbon Medal by the Japanese Government for achievements in
industrial standardization
1978 Became president of the Musashi nstitute of Technology
1982 Saw the development of the shikawa diagram which is used to determine root causes
1988 Awarded the Order of the Sacred Treasures, Second Class, by the Japanese government
1989 Died in April 16

4.2 ISHIKAWA FISHBONE DIAGRAM

The Basic '4 M's' Framework of an shikawa Diagram

O The shikawa Diagram resembles a fishbone , also known as the Fishbone Diagram or
the Cause-and-Effect Diagram,
O t is a tool used for systematically identifying and presenting all the possible causes of a
particular problem in graphical format
O t has a box (the 'fish head') that contains the statement of the problem at one end of the
diagram. From this box originates the main branch (the 'fish spine') of the diagram.
Sticking out of this main branch are major branches that categorize the causes according
to their nature.
O n semiconductor manufacturing, 4 major branches are often used by beginners, referred
to as the '4 M's', corresponding to 'Man', 'Machine', 'Materials', and 'Methods'

MAN MACHINE
METHOD
MATERIALS
Statement of
the ProbIem