QUALITY G URUS

Quality
Gurus:

Joseph M. Juran
Phil Crosby
Armand V. Feigenbaum
 Joseph M.
Juran

http://www.qualitydigest.com/aug02/articles/01_article.shtml

• Defines quality as a composition of two

different, though related concepts:
 Joseph M.
Juran
• One form of quality is income-oriented,
and consists of those features of the
product which meet customer needs
and thereby produce income; in this
sense, higher quality usually costs more
 Joseph M.
Juran
• A second form of quality is cost-
oriented and consists of freedom from
failures and deficiencies; in this sense,
higher quality usually costs less
 Joseph M.
Juran
• Management for quality, according to
Juran, involves the elements of quality
planning, quality control, and quality
improvement; these form Juran’s so-
called “Trilogy”. To support this triad,
Juran has formulated a list of nine
nondelegable responsibilities for upper
managers:
Responsibilities for Upper
Managers
• Create awareness of the need and opportunity for
improvement.
• Mandate quality improvement; make it a part of
every job description.
• Create the infrastructure: establish a quality
council; select projects for improvement; appoint
teams; provide facilitators.
• Provide training in how to improve quality.
• Review progress regularly.
Responsibilities for Upper
Managers
• Give recognition to the winning teams
• Propagandize the results.
• Revise the reward system to enforce the rate of
improvement.
• Maintain the momentum by enlarging the business
plan to include goals for quality improvement.
 Juran’s Quality
Planning Process
• Identify the customers; anyone who will be
impacted is a customer, whether internal or
external.
• Determine the customer’s needs.
• Create product features which can meet the
customer’s needs.
• Create processes which are capable of producing
the product features under operating conditions.
• Transfer the processes to the operating forces
 Juran’s Feedback
Loop Approach to
•
Quality Control
Evaluate actual performance levels.
• Compare actual performance levels to targeted performance
levels.
• Take action to close or eliminate the gap between these two
levels.
• Quality becomes a part of each upper management agenda.
• Quality goals enter the business plan.
• Stretch goals are derived from benchmarking; focus is on the
customer and on meeting competition; there are goals for
annual quality improvement
 Juran & Continuous
Improvement
Total Quality
• Management
Goals are deployed to the action levels
• Training is done at all levels.
• Measurement is established throughout.
• Upper managers regularly review progress against
goals.
• Recognition is given for superior performance.
• The reward system is revised.
 Dr. Juran’s
Views
Dr. Juran believes that self-directed teams will
ultimately become a major successor to “Taylorism.”

Some of Dr. Juran’s other views include the following:

FIRST, the product development cycle should be

shortened through use of participative planning,
concurrent engineering, and the like.
 Dr. Juran’s
Views
SECOND, supplier relations should be such
that a minimal number of suppliers are used;
teamwork between a company and its
suppliers would be based on mutual trust and
contracts should be greater duration.
 Dr. Juran’s
Views
THIRD, training should be results-oriented
rather than tool-oriented; what is desired is
related more toward behavior change than
toward education.
 Philip B. Crosby
(1926-2001):
Zero Defects
Effectively this concept implies that “poor” or “high” quality
has little or no meaning and that in fact it is either
conformance or non- conformance to customer/product
requirements which is of central importance. Quality
management equates to defect prevention.

http://www.philipcrosby.com/pca/C.Articles/articles/year.2002/philsbio.htm
 Crosby’s 14
Steps
to Quality
• Improvement
Make it clear that
management is committed
to quality
• Form quality improvement
teams with representatives
from each department
• Determine how to measure
where current and potential
quality problems exist
 Crosby’s 14 Steps
to Quality
Improvement
• Evaluate the cost of quality and
explain its use as a management tool
• Raise the quality awareness and
personal concern of all employees
• Take formal actions to correct
problems identified through
previous steps
 Crosby’s 14 Steps
to Quality
Improvement
• Establish a committee for the zero
defects program
• Train all employees to actively
carry out their part of the quality
improvement program
• Hold a “zero defects day” to let all
employees realize there has been a
change
 Crosby’s 14 Steps
to Quality
Improvement
• Encourage individuals to
establish improvement goals for
themselves and their groups
• Encourage employees to
communicate to management
the obstacles they face in
attaining their improvement
 Crosby’s 14 Steps
to Quality
Improvement
• Recognize and appreciate those
who participate
• Establish quality councils to
communicate on a regular basis
• Do it all over again to emphasize
that the quality improvement
program never ends
 Crosby’s
Absolutes
• Quality means conformance
to requirements – if you
intend to do it right the first
time, then everyone must
know what it is
 Crosby’s
Absolutes
• Quality comes from prevention.
Vaccination is the way to
prevent organizational disease.
Prevention comes from training,
discipline, example, leadership,
and so forth.
 Crosby’s
Absolutes
• Quality performance standard
is zero defects – errors should
not be tolerated
• Quality measurement is the
price of nonconformance
 Armand V.
Feigenbaum
Three Steps to
Quality
• Quality leadership
• Modern quality technology
• Commitment of the organization
 Armand V.
Feigenbaum

• Four Deadly Sins

Hothouse quality
• Wishful thinking
• Producing overseas
• Confining quality to the factory
http://www.union.edu/PUBLIC/ECODEPT/kleind/ct/forum/2005/afeigenbaum_2005.htm
Nineteen Steps
to Quality
Improvement
• TQC is defined as:
• “An effective system for integrating the quality
maintenance and quality improvement efforts
of the various sectors of an organization so as
to enable marketing, engineering, production,
and service at the most economic levels which
will allow for full customer satisfaction.”
 Nineteen Steps
to Quality
Improvement
• “Q”uality vs. “q”uality. “Q”
refers to luxurious quality,
whereas “q” refers to high
quality, not necessarily luxury.
Regardless of organizational
niche, “q” must be closely
maintained and improved.
 Nineteen Steps
to Quality
Improvement
• The “C” or “control” in TQC
represents a management tool:
– Setting quality standards
– Acting when standards are
exceeded
– Planning for improvements in the
standards
– Appraising conformance to those
standards
 Nineteen Steps
to Quality
Improvement
• INTEGRATION: QC requires
integration of typically un-
coordinated activities into a
framework. This framework
should assign responsibility for
customer-driven quality efforts
across all activities of the
organization.
 Nineteen Steps
to Quality
Improvement
• Quality increases profits. Properly
carried out, TQC programs are highly
cost effective since they result in
improved levels of customer
satisfaction, reduced operating losses
and field service costs, and improved
use of resources. Without quality,
customers will not return. Without
repeat business, no business will
survive.
 Nineteen Steps
to Quality
Improvement
• Quality is an expectation, not a
desire. In Deming’s terms, “quality
begets quality”; as one supplier
becomes quality oriented, others
must follow suit.
 Nineteen Steps
to Quality
•
Improvement
The greatest quality
improvements are likely to come
from people improving the
process, not through adding
machines.
• TQC applies to all products and
services – no person, process, or
department is exempt.
 Nineteen Steps
to Quality
Improvement
• Quality is a total life-cycle
consideration. QC enters into all
phases of a production process,
starting with customer
specifications, through design
engineering and assembly, to
shipment, installation, and field
service.
 Nineteen Steps
to Quality
Improvement
• Control the process through
control of new designs, incoming
material, product, and process.
 Nineteen Steps
to Quality
Improvement
• A total quality system is “the agreed company-
wide and plant-wide operating work structure,
documented in effective, integrated technical
and managerial procedures, for guiding the
coordinated actions of all resources –
including people, machines, and information
in the best and most practical ways to assure
customer quality satisfaction and economical
costs of quality.” The quality system provides
integrated and continuous control to all key
activities, making it truly organizational in
scope.
 Nineteen Steps
to Quality
Improvement
• Benefits accruing from TQC programs
tend to include improvement in
product quality and design, reduced
operating costs and losses, improved
employee morale, and reduction of
production line bottlenecks.
 Nineteen Steps
to Quality
Improvement
• Quality costs are a means for
measuring and optimizing TQC
activities. Operating costs are
divided into four different categories:
prevention costs, appraisal costs,
internal failure costs, and external
failure costs.
 Nineteen Steps
to Quality
Improvement
• The tenet that quality is
everybody’s job must be clearly
demonstrated. Every
organizational component has a
quality-related responsibility.
This must be explicit and visible.
 Nineteen Steps
to Quality
Improvement
• Organizations need quality
facilitators who can disseminate
information, provide training and
so forth – not quality police.
 Nineteen Steps
to Quality
Improvement
• TQC is not a temporary quality
improvement plan, it is guiding an
ongoing practice and philosophy.

• Statistical methods should be used

whenever and wherever they are
useful, but they are only one part
of TQC and are not TQC itself.
 Nineteen Steps
to Quality
Improvement
• The best people-oriented
activities should be implemented
before resorting to automation,
which is not a cure-all and can
provide the stuff of which
implementation nightmares are
made.
 Nineteen Steps
to Quality
Improvement
• Control quality at its source –
quality should be an “upstream
and everywhere in the stream”
concept and practice, not
merely “downstream” as has
too often been the case.
QUALITY G URUS
End of Session