What is a Quality Guru?

To fully understand the total quality management movement in any type of organization.

W Edwards Deming
Placed great importance and responsibility on management, at both the individual and Company level, believing management to be responsible for 94% of quality problems. His fourteen point plan is a complete philosophy of management, that can be applied to small or large organizations in the Public, private or service sectors: Create constancy of purpose towards improvement of product and service Adopt the new philosophy. We can no longer live with commonly accepted levels of delay, mistakes and defective workmanship Cease dependence on mass inspection. Instead, require statistical evidence that quality is built in End the practice of awarding business on the basis of price Find problems. It is managements job to work continually on the system Institute modern methods of training on the job Institute modern methods of supervision of production workers, The responsibility of foremen must be changed from numbers to quality Drive out fear, so that everyone may work effectively for the company Break down barriers between departments Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methods Eliminate work standards that prescribe numerical quotas Remove barriers that stand between the hourly worker and their right to pride of workmanship Institute a vigorous programmed of education and retraining Create a structure in top management that will push on the above points every day He believed that adoption of, and action on, the fourteen points was a signal that management intended to stay in business. Deming also encouraged a systematic approach to problem solving and promoted the widely known Plan, Do, Check, Act (PDCA) cycle. The PDCA cycle is also known as the Deming cycle,although it was developed by a colleague of Deming, Dr She whart. It is a universal improvement methodology, the idea being to constantly improve, and thereby reduce the Difference between the requirements of the customers and the performance of the process.

The cycle is about learning and ongoing improvement, learning what works and what does not in a systematic way; and the cycle repeats; after one cycle is complete, another is started. Dr Joseph M Juran He developed the quality trilogy quality planning, quality control and quality improvement. Good quality management requires quality actions to be planned out, improved and controlled. The process achieves control at one level of quality performance, then plans are made to improve the performance on a project by project basis, using tools and techniques such as Pareto analysis. This activity eventually achieves breakthrough to an improved level, which is again controlled, to prevent any deterioration. Juran believed quality is associated with customer satisfaction and dissatisfaction with the product, and emphasised the necessity for ongoing quality improvement through a succession of small improvement projects carried out throughout the organisation. His ten steps to quality improvement are: Build awareness of the need and opportunity for improvement Set goals for improvement Organise to reach the goals Provide training Carry out projects to solve problems Report progress Give recognition Communicate results Keep score of improvements achieved Maintain momentum He concentrated not just on the end customer, but on other external and internal customers. Each person along the chain, from product designer to final user, is a supplier and a customer. In addition, the person will be a process, carrying out some transformation or activity

Western Gurus: Philip B Crosby He is known for the concepts of Quality is Free and Zero Defects, and his quality Improvement process is based on his four absolutes of quality:

 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 non-conformance His fourteen steps to quality improvement are: Management is committed to a formalised quality policy Form a management level quality improvement team (QIT) with responsibility for quality improvement process planning and administration. Determine where current and potential quality problems lie. Evaluate the cost of quality and explain its use as a management tool to measure waste Raise quality awareness and personal concern for quality amongst all employees Take corrective actions, using established formal systems to remove the root causes of problems Establish a zero defects committee and programme Train all employees in quality improvement Hold a Zero Defects Day to broadcast the change and as a management recommitment and employee commitment Encourage individuals and groups to set improvement goals Encourage employees to communicate to management any obstacles they face in attaining their improvement goals Give formal recognition to all participants Establish quality councils for quality management information sharing Do it all over again form a new quality improvement team.

Review on W Edwards Deming Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs. In emphasizing management's responsibility, Deming noted that workers are responsible for 10 to 20 percent of the quality problems in a factory, and that the remaining 80 to 90 percent is under management's control. Workers are responsible for communicating to management the

information they possess regarding the system. Deming's approach requires an organizationwide cultural transformation. Deming's philosophy is summarized in his famous fourteen points, and it serves as a framework for quality and productivity improvement. Instead of relying on inspection at the end of the process to find flaws, Deming advocated a statistical analysis of the manufacturing process and emphasized cooperation of workers and management to achieve high-quality products. Deming's quality methods centered on systematically tallying product defects, analyzing their causes, correcting the causes, and recording the effects of the corrections on subsequent product quality as defects were prevented. He taught that it is less costly in the long-run to get things done right the first time then fix them later.

Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.

Emphasis on short-term profits: short-term thinking (just the opposite of constancy of purpose to stay in business), fed by fear of unfriendly takeover, and by push from bankers and owners for dividends. Personal review systems, or evaluation of performance, merit rating, annual review, or annual appraisal, by whatever name, for people in management, the effects of which are devastating. Management by objective, on a go, no-go basis, without a method for accomplishment of the objective, is the same thing by another name. Management by fear would still be better. Review on Philip B Corsby: Crosby's name is best known in relations to the concepts of Do It Right First Time (DRIFT) and Zero Defects. He considers traditional quality control, acceptable quality limits and waivers of sub-standard products to represent failure rather than assurance of success. Crosby therefore defines quality as conformance to the requirements which the company itself has established for its products based directly on its customers' needs. He believes that since most companies have organisations and systems that allow deviation from what is really required, manufacturing companies spend around 20% of their revenues doing things wrong and doing them over again. According to Crosby this can be 35% of operating expenses for service companies. He does not believe that workers should take prime responsibility for poor quality; the reality, he says, is that you have to get management straight. In the Crosby scheme of things, management sets the tone on quality and workers follow their example; whilst employees are involved in operational difficulties and draw them to management's attention, the initiative comes from the top. Zero defects means that the company's objective is 'doing things right first time'. This will not prevent people from making mistakes, but will encourage everyone to improve continuously.

In the Crosby approach the Quality Improvement message is spread by creating a core of quality specialists within the company. There is strong emphasis on the top-down approach, since he believes that senior management is entirely responsible for quality. The ultimate goal is to train all the staff and give them the tools for quality improvement, to apply the basic precept of Prevention Management in every area. This is aided by viewing all work as a process or series of actions conducted to produce a desired result. A process model can be used to ensure that clear requirements have been defined and understood by both the supplier and the customer. He also views quality improvement as an ongoing process since the work 'programme' implies a temporary situation. Crosby says that costs will increase when quality planning isnt performed up front, which means youll have to engage in rework, thus affecting productivity. Prevention is the key to Crosbys theory. If you prevent the defect from occurring in the first place, costs are lower, conformance to requirements is easily met, and the cost measurement for quality becomes the cost of nonconformance rather than the cost of rework. Review on Dr Joseph M Juran He developed a quality trilogy chart and according to that: Quality Trilogy: He proposed two definitions of quality: 1. "Quality" means those features of products which meet customer needs and thereby Provide customer satisfaction. In this sense, the meaning of quality is oriented to income. The purpose of such higher quality is to provide greater customer satisfaction and, one hopes, to increase income. However, providing more and/or better quality features usually requires an investment and hence usually involves increases in costs. Higher quality in this sense usually "costs more". 2. "Quality" means freedom from deficiencies-freedom from errors that require doing work over again (rework) or that results in field failures, customer dissatisfaction, customer claims and so on. In this sense, the meaning of quality is oriented to costs, and higher quality usually "costs less"." Juran's Quality Planning Road Map can be used by individuals and teams throughout the world as a checklist for understanding customer requirements, establishing measurements based on customer needs, optimizing product design, and developing a process that is capable of meeting customer requirements. The Quality Planning Roadmap is used for Product and Process Development and is shown in Juran's Quality Trilogy and Quality Roadmap are not enough. An infrastructure for Quality must be Developed, and teams must work on improvement projects. The infrastructure should include a quality steering team with top management leading the effort, quality should become an integral part of the strategic plan, and all people should be involved. As people identify areas with improvement potential, they should team together to improve processes and produce quality products and services.