Notes on the works
of
W. Edwards Deming, Joseph M. Juran, Philip B. Crosby,
Armand V. Feigenbaum, Kaoru Ishikawa and Genichi Taguchi
W.
Edwards Deming
Constancy of purpose serves as an agent releasing the power
of intrinsic motivation by creating joy, pride, and happiness in work and
in learning for all employees. Leadership attributes, attainment
of profound knowledge, application of statistical methodologies, understanding
and controlling the sources of variation, and perpetuating a cycle of continuous
quality improvement are at the heart of the Deming philosophy.
Deming's Fourteen Points for Management
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Create constancy of purpose for improvement of product and service.
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Adopt the new philosophy.
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Cease dependence on mass inspection to achieve quality.
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End the practice of awarding business on the basis of price alone.
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Improve constantly and forever the system of production and service.
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Institute training.
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Institute and teach leadership.
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Drive out fear.
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Break down barriers between staff areas.
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Eliminate slogans, exhortations and targets for the workplace.
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Eliminate numerical quotas for the workforce and numerical goals for management.
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Remove barriers that rob people of pride of workmanship. Eliminate
annual ratings or merit systems.
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Institute a vigorous program of education and self-improvement for everyone.
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Take action to accomplish the transformation.
1900-1993
Ph.D. Mathematical Physics, Yale, 1928
Worked with Walter Shewhart (Shewhart Control Chart Fame)
at Western Electric in the 1920s and 30s.
Began teaching in Japan in 1950 at the invitation of
JUSE (Japanese Union of Scientists and Engineers).
Japan's best known and sought after quality award is
the Deming Prize, inaugurated 1951.
Joseph
M. Juran
Quality is defined as fitness for use. Customer needs
are translated into product and process features. Pareto analysis is used
to target prime improvement opportunities by separating the 'vital few'
from the 'useful many' (aka critical few from the trivial many).
Survival and growth are dependent on 'breakthrough' to new levels of performance.
Juran Quality Trilogy
Quality Planning: The Process for preparing
to meet quality goals.
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Identify the customer, both internal and external
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Define customer needs
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Develop product features that respond to customer needs
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Establish quality goals that meet the needs of customers and suppliers
alike, and do so at minimum combined cost
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Develop a process that can produce the needed product features
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Prove process capability
Quality Control: The process for meeting
quality goals during operations.
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Choose control subjects
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Choose units of measure and establish measurement procedures
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Establish standards of performance
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Measure actual performance
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Interpret the difference between actual and standard performance
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Take action on the difference
Quality Improvement: The process for breaking
through to unprecedented levels of performance.
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Prove the need for improvement
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Identify specific projects for improvement
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Organize to guide the project and for diagnosis (discovery of causes)
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Find the causes and provide remedies
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Prove that the remedies are effective under the operating conditions
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Provide for control to hold the gains
1904--
B.S.EE, U. of Minn. 1924, J.D. Loyola, 1935
Worked at Western Electric in 1920s with Walter Shewhart.
Taught in Japan shortly after Deming (1950s).
Recipient of Second Order of Sacred Treasure, Japan,
1981.
Philip
R. Crosby
Quality can be achieved through determination, education
and implementation. The basis for a quality culture change is contained
in the Four Absolutes of Quality Management.
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The definition of quality is conformance to requirements, not goodness.
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Quality is achieved through prevention, not appraisal.
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The quality performance standard is zero defects, not acceptable quality
levels.
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Quality is measured by the price of nonconformance, not indexes.
The "14 Step Quality Improvement Process" is designed to
structure and position the organization for operational improvements and
improved communication.
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Management Commitment
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Quality Improvement Team
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Quality Measurement
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Cost of Quality
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Quality Awareness
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Corrective Action
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Zero Defects Planning
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Employee Education
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Zero Defects Day
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Goal Setting
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Error-Cause Removal
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Recognition
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Quality Councils
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Do It All Over Again
1926--
Corporate Vice-President for Quality at ITT for 14 years
Founded Phil Crosby Associates 1979
Armand
V. Feigenbaum
Total Quality Control (TQC) is an effective system for integrating
the quality-development, quality-maintenance, and quality-improvement efforts
of the various groups in an organization to enable production and service
at the most economical levels which allow for full customer satisfaction.
The four jobs of quality control are:
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New Design Control
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Incoming Material Control
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Product Control
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Special Process Studies
The quality system is the network of administrative and technical
procedures required to produce and deliver a product of specific quality
standards.
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Preproduction Quality Evaluation
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Product and Process Quality Planning
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Purchased Material Quality Evaluation and Control
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Product and Process Quality Evaluation and Control
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Quality Information Feedback
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Quality Information Equipment
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Quality Training, Orientation and Manpower Development
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Postproduction Quality Service
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Management of the Quality Control Function
-
Special Quality Studies
Manager of Worldwide Manufacturing and Quality Control at
GE for 10 years
Awarded title Honorary Member of ASQC, 1986 (Joining
ranks of Deming, Juran and Ishikawa)
Founding Chairman of International Academy of Quality
Kaoru
Ishikawa
Modern Quality Control constitutes a revolution in management
thinking. Implementing it company-wide can dramatically improve a
company's corporate culture. The ultimate aim of quality control
should be to enable companies to share their profits sensibly and fairly
among consumers, employees and shareholders, to raise the country's standard
of living, and to make life better for the world as a whole.
The prerequisite for a company to act as a single unit
in promoting quality control is to improve human relations -- to construct
a system of cooperation covering the whole company.
The philosophy of company-wide quality assurance emphasizes
the customer and societal issues through the following objectives:
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Respect for humanity as a management philosophy
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Quality first, not short-term profit
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Consumer orientation, rather than producer orientation -- think from the
standpoint of the other party
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The next process is your customer
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Using facts, data and statistical methods to understand the production
process
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Cross-functional teams as the approach to solving problems
Died: 1989
Profess of Engineering, Tokyo University
Active member JUSE
Awarded Deming Prize in 1952
Honorary Member of ASQC
ASQC Ishikawa Medal inaugurated in 1994
Genichi
Taguchi
Cost reduction is achieved through quality improvement and
one should communicate quality loss in terms of monetary units. Quality
loss must be measured as a system-wide cost on a life cycle basis (loss
to society), not just as the internal costs of non-conformance or defect
detection at time of shipment. A quality product will optimize internal
and external costs to minimize the loss to society.
One should measure quality deviation from target values,
not specification limits of tolerances. Quality decreases continuously
as a quadratic function as a process varies from target, versus the 'step
function' mentality that all parts within specifications are equally good.
Quality must be designed into products and services.
One must design products and processes to be insensitive to uncontrolled
variation (robust design) at the lowest possible cost. Design should
focus on improving the desired product characteristic (signal), regardless
of the level of uncontrolled variation (noise). Signal to noise ratios
are used to guide design.
Engineering methods should be combined with statistical
methods as part of the overall design process, referred to as quality engineering.
One must lower the barriers that inhibit the use of statistical methods
by providing simplified techniques that can be quickly taught and easily
applied by all. Use statistical methods throughput the product life
cycle for quality improvement, especially early in the design process when
leverage is greatest.
Born: 1924
Responsible for R&D productivity and product quality
at Japan's Electrical Communications Laboratories (similar to Bell Labs).
Awarded Deming Prize in 1960.
First lectured in US in 1980.
Ford Motor Company spun off a training unit called the
American Supplier Institute in 1984 with Taguchi as Executive Director.
Awarded MITI's Purple Ribbon (from the Emperor of Japan)
in 1989.