Quality gurus osama 1 3-2010

Eng:Osama Abdel Aziz1
Quality Leaders
Walter. A. Shewart
Armand V. Feigenbaum
Genichi Taguchi
Bill Smith
Jack welsh
Henry Ford
Lawrence Bossiedy
W. Edwards Deming
Philip B. Crosby
Shigeo Shingo
Mikel J. Harry
Frederick W. Taylor
Eli Whitney
Malcolm Aldridge
Improvement Events
in TQM
Joseph M. Juran
Kaoru Ishikawa
Taiichi Ohno
Bob Galvin
Andrew Carnegie
Masaaki Imai
Pareto
Quality Awards

Eng:Osama Abdel Aziz
Carl Frederick Gauss
• introduced the concept of the Normal Curve in 1777-
1885
• Also called the Gaussian Distribution after Karl Friedrich
Gauss, a German mathematician (1777 – 1855)
• Characteristics of any Normal Distribution
– Bell-shaped curve
– Unimodal – peak is at the mean
– Symmetric about the mean
– Mean = Median = Mode

Walter Shewart
• 1891: Born in USA, New Canton, Illinois. (town has
2.0 km²).
• 1917: Receives doctorate in physics from the
University of California at Berkeley.
• 1918-1956: Joins the Western Electric Company, Bell
telephone hardware manufacturer.
• 1924: Suggested a radical idea “statistical control,”.
• 1931: Published Economic Control of Quality of Manufactured
Product.
• 1939: Published Statistical Methods from the Viewpoint of Quality
Control.
• 1956: Retired from Bell Laboratories.
• 1967: Died

Walter Shewart
• Deming popularized and disseminated
Shewhart’s concepts of statistical process
control and the continuous reduction of
variation in processes. Deming also had the
honesty to refer to the Plan-Do- Check-Act
(PDCA) circle as the “Shewhart cycle” and not
the “Deming cycle,” as others called it.
• Awards:
• • Holley Medal of the American Society of Mechanical Engineers.
• • Honorary Fellowship of the Royal Statistical Society.
• • Honorary Fellowship of the American Society for Quality

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0
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SampleMean 6
M e an= 0 .4 4 1 7
UC L = 4 .8 0 2
L C L = -3 .9 1 8
0
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1 5
SampleRange
R =7 .5 5 9
UC L = 1 5 .9 8
L C L = 0
Walter Shewart
 He is the Father of statistical quality control.
 Introduced the principals of PDCA cycle.
 Quality from two perspectives:
 An objective reality independent of the existence
of the customer
 The subjective perspective dependent on
individual thoughts, feelings or senses as a result
of the objective reality.
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W. Edwards Deming
 1900: Born in the western part of the USA
 1928: Awarded doctorate in mathematical physics
from Yale.
 1928–1950s: Works in the U.S. Government
Service, focusing on statistical sampling, Deming
used Shewhart‟s concepts in his work .
 1943: Published a technical book, Statistical Adjustment of Data.
 1946: Worked as a professor of statistics and began to work with the
Union of Japanese Scientists and Engineers (JUSE).
 1950, he taught statistical process control & the importance of quality
to the leading CEO‟s of Japanese industry.
 1951: Japanese government began offering annual Deming Prize.
 1956: Awarded Shewhart Medal by American Society for Quality
Control (now ASQ).

W. Edwards Deming
 1960: Awarded Second Order of the Sacred
Treasure by Japanese emperor.
 1970s: Deming‟s name becomes better known
as the Japanese “invade” the United States with
high quality, reliable
automobiles, motorcycles, cameras, and other
technological devices.
 1980: NBC television documentary “If Japan Can, Why Can‟t
We?” makes Deming a quality celebrity.
 1986: Works as professor of management at Columbia
University, defined his 14 points 1987: Awarded the National
Medal of Technology (U.S.).
 1993: Died.

W. Edwards Deming
 W.Edward Deming PhD was a protégé (taking over the
charge of) of Shewhart.
 Deming is the best known quality expert in the world.
 Father of Quality Control.
 System (not employees) is cause of poor quality, As per him, 94% of
quality problems are management related.
 His 14 points provided a theory for management to improve quality,
productivity & competitive position.
 Developed the shweart PDCA cycle.
 He had authored a no. of books including out of the “ Crisis & quality,
productive & competitive position”.
 Deming Prize Instituted 1951 by Union of Japanese Scientists and
Engineers (JUSE) (for individuals, factories, small companies).

Deming Prize
• Instituted 1951 by Union of Japanese
Scientists and Engineers (JUSE)
• Several categories including prizes for
individuals, factories, small
companies, and Deming application
prize
• American company winners include:
Florida Power & Light, and
AT&T Power Systems Division

W. Edwards Deming
Identify problem
Develop plan for
improvement
Implement plan
on test basis
Is the plan working
Institutionalize
improvement
Continue cycle
1. Plan
2. Do
3. Study / Check
4. Act
The Deming Wheel
(or P-D-C-A Cycle)
Improve quality
Costs decrease
Productivity improves
Increase market share
with better quality and
lower prices
Stay in business
Provide jobs and more jobs
Long-term competitive strength
Deming Chain Reaction

Deming’s System
of Profound Knowledge
1- Appreciation for Systems
• A system is a set of functions or activities within an
organization that work together to achieve organizational
goals
• Most organizational processes are cross-functional
• Parts of a system must work together
• Every system must have a purpose
• Management must optimize the system as a whole (not parts
of system, but the whole!). System requires co-operation.
2- Understanding Variation
• Many sources of uncontrollable variation exist in any process
• Excessive variation results in product failures, unhappy
customers, and unnecessary costs
• Statistical methods can be used to identify and quantify
variation to help understand it and lead to improvements
• Two types of variations- common causes and special causes.
Focus on the special causes.
• Common causes can be reduced only by change of
technology.

Deming’s System
of Profound Knowledge
3-Theory of Knowledge
• Knowledge is not possible without theory
• Experience alone does not establish a theory, it
only describes
• Theory shows cause-and-effect relationships that
can be used for prediction
• decisions should be driven by facts, data and
justifiable theories.
• Don‟t follow the managements fads!
4-Psychology
• The designers and implementers of decisions are
people. Hence understanding their psychology is
important.
• People are motivated intrinsically and extrinsically
• Fear is demotivating
• Managers should develop pride and joy in work

Deming's Fourteen Points for
Management
1
Create and publish to all employees a statement of the aims and purposes of the
company. The management must demonstrate their commitment to this
statement.
2 learn and Adopt the new philosophy
3
Cease dependence on mass inspection, Understand the purpose of inspection –
to reduce the cost and improve the processes.
4 End the practice of awarding business on price tag alone
5 Constantly and forever improve the systems of production and services
6 Institute modern methods of training on the job
7 Institute modern methods of supervision and leadership
8
Drive out fear , Eliminate fear – encourage two-way communication, encourage
employees to work in the organisation‟s interest, Create an environment of
innovation.

Deming's Fourteen Points for
Management (cont)
9
Break down barriers between departments , department‟s in an
organization are “internal customers” to each other and must work
together. Optimize the team efforts towards the aims and purposes of
the company
10
Eliminate numerical targets for the work force – management by
objectives (targets) encourages low quality.
11 Eliminate work standards and numerical quotas for production.
12
Remove barriers that rob pride of workmanship, Remover barriers to
worker satisfaction – including annual appraisals
13
Institute a vigorous programme of education and training for everyone,
Encourage self improvement and education for all
14
Take action to accomplish the transformation, Create a structure in top
management that will push every day on the above 13 points.

Deming’s 7 Deadly Sins
1 Lack of constancy of purpose
2 Emphasis on short term profits
3
Evaluation of performance, merit rating, or annual review
of performance
4 Mobility of management
5 Running a company on visible figures alone
6
Excessive medical costs for employee health care that
increase the final costs of goods and services
7
Excessive costs of warranty, fuelled by lawyers who
work on the basis of contingency fees.

Joseph Juran
 1904 Born in the Balkans (Romania), Juran began
his career right around the same time at Shewhart,
but due to his longevity (he died in 2008)
 from 1924 to1941 worked at Western electrical,
there he was exposed to the concept of Shewhart.
 1951: First version of Quality Control Handbook.
 1954: Invited to Japan by Union of Japanese
Scientists and Engineers (JUSE); provides
seminars to top- and middle-level executives.
 1964: Managerial Breakthrough published.
www.juran.com

Joseph Juran
 1979: Founds Juran Institute.
 1980–2008: Continues to write 12 books on quality and serve
as a consultant to manufacturing companies worldwide.
 2008: died.
 His 12 books have collectively been translated into 13
languages. He has received more than 30 medals, honorary
fellowships, and other honors. Like Deming, he received the
highest decoration presented to a non-Japanese citizen, the
Second Order of the Sacred Treasure.
 His writing style is eminently readable and his thoughts are
clear
 He has received more than 30 medals, honorary fellowships,
and other honors. Like Deming, he received the highest
decoration presented to a non-Japanese citizen, the Second
Order of the Sacred Treasure.
www.juran.com

Joseph Juran
 He emphasized the necessity for management at all
levels to be committed to the quality effort with hand
on involvement.
 Quality begins by knowing what customers want
 80% of defects are controllable through Planning,
control,and improvement
 He recommended project improvement based on
return on investment to achieve breakthrough
results.
 The Juran trilogy set of three words for managing
quality is carried out by the 3 interrelated processes
of planning, controlling and improvement.
 Juran said that “all quality improvement occurs on a
project-by-project basis and in no other way”

Juran’s key steps in implementing
company-wide strategic goals
Juran’s Key elements in implementing company wide strategic quality
planning:
 Identify the customers , determine their needs , Establish optimal quality
goals (define)
 Translate those needs into our language, Creating measurements of
quality (measure)
 Plan processes that can respond to those needs, capable of meeting
quality goals under operating conditions (analyse, improve, and control)
 Optimise the product features so as to meet our needs as well as exceed
customer needs.
 Prove that the process can produce the product under operating
conditions.
 Transfer the process to Operations.
 Producing continuing results in improved market share, premium prices
(ongoing control)
 Reducing error rates in the office and factory (reduction of variation)
 These items are similar to the DMAIC in Six Sigma

Juran’s Breakthrough Sequence
Breakthrough in attitudes
Identify the vital few projects
Organize for breakthrough knowledge, Steering group,
Diagnostic group
Conduct the analysis
Determine how to overcome resistance to change
Institute the change
Institute controls

The Juran Trilogy PCI
• Create a product, service, or process that
meets requirements, especially under
operating conditions. This thought alone is the
foundation for Design for Six Sigma.
Planning
• Verify that the process runs optimally,
reducing process waste. Chronic waste is a
cost of poor quality. Control of the process is
congruent with lean manufacturing concepts.
Control
• Improve the process continuously. Quality and
process improvement lead tobreakthrough
Improvement

Juran’s Trilogies
Juran‟s Financial Trilogy
• Budgeting (planning)
• Cost Control (expense control)
• Cost Reduction (profit improvement)
Juran‟s Quality Trilogy
•Planning
•Process of preparing to meet quality goals.
•Involves understanding customer needs and developing product features.
•Ensure that process capable of meeting goals
•Control
•Process of meeting quality goals during operations.
•Ensure that operations conducted according to plan.
•Measuring the deviation and taking action.
•Control parameters
•Improvement
•Process for breaking through to unprecedented (new) levels of performance.
•Identify areas of improvement and get the right people to bring about the change.
•Ensure that operations at superior performance.
Budgeting
Cost
Reduction
Cost
Control
Control
PlanningImprovement

Juran’s Trilogy (cont.)
Juran‟s Resistances to unity Trilogy:
• Multiple functions
• marketing, production…
• Multiple levels (hierarchy)
• A universal thought process for all levels
• Multiple product lines (Different markets, technologies…
Juran‟s Management Trilogy
• Setting goals
• Based on competition in the marketplace
• Removal of traditional wastes
• Infrastructure
• Enable corporate review of divisional quality goals, plans and
performance
• Ensures fit with strategy
• Resources
• Training
• Measurement
Resources
Infra
structure
Setting
goals
Multiple
levels
(hierarchy)
Multiple
product
lines
Multiple
functions

Bill Smith
• Born in Brooklyn, New York, in 1929
• In 1987, after working for nearly 35 years in engineering and
quality assurance, he joined Motorola, serving as vice
president and senior quality assurance manager for the Land
Mobile Products Sector
• Started quality program at Motorola in 1984
• system complexity
• process variability and drift
• the effect of factory rework on system reliability
• In 1990: How do we get a “true” 99% “first-pass” yield of
pagers, where each pager has 2000 components ?
• Rolled Yield Throughput:
• we need = 0.99, therefore, X , the quality yield of
each component, can be no worse than 0.9999966 , (The
Bandit pager had an unexpected MTBF of 150 years !)
• Considered to be the father of Six sigma.

Jack Welch
• CEO of GE in the mid nineties adopted six
sigma „Six Sigma is the most challenging and
potentially rewarding strategy GE have ever
undertaken‟.
• Introduced The six sigma approach and
develop it at Motorola in early 1990s.
• Jack Welch: Six Sigma, the GE Way
• He said “The best Six Sigma projects begin
not inside the business but outside it, focused
on answering the question: How can we make
the customer more competitive? What is
critical to the customer’s success? Learning
the answer to that question and learning how
to provide the solution is the only focus we
need.

Mikel J. Harry
• Dr. Mikel J. Harry, Ph. D. Six Sigma Academy, Inc.
• Mikel Harry “the father of Six Sigma at Motorola “ started
using Deming‟s focus on process variation as a means of
improving performance by statistics at Motorola in 1985.
• Developed Six Sigma quality program in Motorola in 1987
• The CEO recognized the success of this approach and
applied it to every area of the business to improve
performance,
• Motorola won the Malcolm Aldridge Quality Award in 1987
• He said “Ignorance is not bliss, it is the food of failure and
the breeding ground for loss.”
• Later founded Six Sigma academy.
• He said “If we can’t express what we know in the form of
numbers, we really don’t know much about it. If we
don’t know much about it, we can’t control it . If we
can’t control it, we are at the mercy of chance”

Philips. B. Crosby.
 1926: Born in Wheeling, West Virginia.
 1952–1955: Employed at Crosley.
 1955–1957: Employed at Bendix Mishawaka.
 1957–1965: Employed at Martin-Marietta.
 1965–1979: Employed at ITT, rising to Corporate
President of Quality.
www.philipcrosby.com
 1979: Quality is Free: The Art of Making Quality Certain, which
became a best-seller, published.
 1979–1991: Established Philip Crosby Associates (PCA).
 1991 - Retired in.
 1997–2001: Purchased assets of PCA and starts PCA II.
 2001: Died.

Philips. B. Crosby.
 Philip Bayard "Phil" Crosby is an American
businessman who promoted the phrases “zero
defects” and “right first time”.
 “Zero defects” doesn‟t mean mistakes never
happen, rather that there is no allowable number of
errors built into a product or process and that you
get it right first time
www.philipcrosby.com
 “Quality is Free” Quality is a subjectively identified differently
by each individual and institution.
 Management must be firmly behind any quality plans
 Do it right the first time
 He has authored many books, including Quality is free,
Quality without tears, Let‟s talk Quality and Leading: The art of
becoming an executive.

Crosby Four Absolutes of Quality
• THE DEFINITION OF QUALITY IS CONFORMANCE
TO REQUIREMENTS , NOT AS GOODNESS
The First
Absolute
• THE SYSTEM FOR CAUSING QUALITY IS
PREVENTIVE , NOT APPRAISAL.
The Second
Absolute
• THE PERFORMANCE STANDARD MUST BE ZERO
DEFECT , NOT “THAT’S CLOSE ENOUGH”
The Third
Absolute
• THE MEASUREMENT OF QUALITY IS THE PRICE OF
NONCONFORMANCE , NOT INDEXES.
The Fourth
Absolute

Crosby’s “Quality is Free”
 “Quality is free. It‟s not a gift, but it is free. What costs
money are the unquality things - all the actions that involve
not doing jobs right the first time.”
 Quality improvement programs
 Take time
 Must convince people that it is in their best interests
 5 stages of quality maturity
 DOUBT
 REGRESSION
 CONSCIOUSNESS/ WAKEFULNESS
 ILLUMINATION / KNOWLEDGE.
 SURENESS

Crosby's 14 Steps to Quality
Improvement
• Management is committed to quality – and this is clear to allManagement commitment
• Create quality improvement teams – with (senior) representatives from all
departments.Quality improvement team
• Measure processes to determine current and potential quality issues.Quality measurement
• Calculate the cost of (poor) qualityCost of quality evaluation
• Raise quality awareness of all employeesQuality awareness
• Take action to correct quality issuesCorrective action
• Monitor progress of quality improvement – establish a zero defects
committee.Defects program
• Train supervisors in quality improvementSupervisor training
• Hold “zero defects” days (setting a new standard)Zero defects day
• Encourage employees to create their own quality improvement goalsGoal setting
• Encourage employee communication with management about
obstacles to qualityError cause removal
• Recognise participants’ effortRecognition
• Create quality councilsQuality councils
• Quality improvement does not endDo it over again

Armand V. Feigenbaum.
1922 -Armand Vallin Feigenbaum was born.
1944- he was the top quality expert for General
Electric in Schenectady, New York.
1951- He received a PhD. from the
Massachusetts Institute of Technology. While
there he authored his magnum opus “ Total
Quality Control “, The book has been translated
into many languages.
1958 he was made executive of manufacturing
operations for General Electric worldwide.
1968 - founded General Systems in
Pittsfield, Massachusetts, where he serves as
president.

Argues that total quality control is necessary to achieve
productivity, market penetration & competitive advantage.
Quality begins by identifying the customer requirement &
ends with a product or service in the hands of a satisfied
customers.
Emphasis on
organizational structure
1951 - Feigenbaum
originated the concept of
total quality control in his
book Total Quality
Control.

In addition to customer satisfaction some of
Feigenbaum’s quality principles are genuine
management involvement, employee
involvement, first- line- supervision leadership
& companywide quality control.
Quality is based upon the customer’s actual
experience with the product or service, measured
against his or her requirements
known for his concept of the “hidden plant“. That is
that in every factory a certain proportion of its
capacity is wasted through not getting it right first
time.

Feigenbaum’s philosophy/trilogy
3 Steps for
Quality .
4 Deadly
mistakes
19 Steps to
Quality
Improvement

Feigenbaum’s 3 Steps for Quality
• There must be continuous management emphasis and leadership in
quality. Quality must be thoroughly planned in specific terms. This
approach is excellence-driven rather than the traditional failure-
driven approach. Attaining quality excellence means keeping a
constant focus on maintaining quality. This sort of continuous
approach is very Deming on management. The establishment of a
quality circle program or a corrective action team is not sufficient
for its ongoing success.
1.Quality
leadership.
• The traditional quality department cannot resolve 80 to 90 percent
of quality problems. In a modem setting, all members of the
organization must be responsible for quality of their product or
service. This means integrating office staff into the process, as well
as engineers and shop floor workers. Error-free performance should
be the goal. New techniques must be evaluated and implemented as
appropriate. What may be an acceptable level of quality to a
customer today may not be tomorrow.
2.Modern quality
technology.
• Continuous motivation is required, and more. Training that is
specifically related to the task at hand is of paramount importance.
Consideration of quality as a strategic element of business planning
needs to occur in the United States .
3.Organizational
commitment.

Armand V. Feigenbaum
• Quality Leadership, with a strong focus
on planning
• Modern Quality Technology, involving
the entire work force
• Organizational Commitment, supported
by continuous training and motivation
Three
Steps to
Quality
• Prevention
• Appraisal
• Failure
Need to
Classify the
Cost of
Quality

Feigenbaum’s Four deadly mistakes
• Quality gets top-level attention in a "fireworks display" manner.
These proqams disappear from view when production demands
become heavy, or something else captures top level attention.
1.Hothouse
quality.
• The federal government cannot wave a wand and make
imports go away, nor should it engage in protectionist activity.
This is complacency that will be costly later.
2.Wishful
fitting.
• A competitive advantage cannot be gained by having someone
else fight our "quality war". The radio, television, auto, and
consumer electronics industries have proven this.
3.Producing
overseas.
• Quality achievement is for everyone in every of the company.
4.Confining
quality to the
factory.

Feigenbaum’s 19 Steps to Quality
Improvement
• TQC may be defined as.. An effective system for integrating the quality development, quality
maintenance, and quality improvement efforts of the various groups in an organization so as to
enable marketing, engineering, production, and service at the most economical levels which
allow for full-customer satisfaction .
1.Total quality
control
defined.
• "Big ()" or Quality refers to luxurious quality whereas "little q" refers to high quality, not
necessarily luxury. Regardless of an organization's niche, little q must closely maintained and
improved.
2.Quality
versus quality.
• the word control represents a management tool with four steps'.
• 1-Setting quality standards.
• 2-Appraising conformance to these standards.
• 3-Acting when the standards are exceeded.
• 4-Planning for improvements in the standards .
3.Control In
the phrase
"quality
control",
• Control requires the integration of often into a framework. This framework should for
customer-driven quality efforts across all activities of the enterprise.4. Integration.
• Total quality control programs are highly cost effective because of their results in improved
levels of customer satisfaction, reduced operating losses and field service costs , and improved
utilisation of resources . Without quality, customers will not return. Without return
customers, no business will long survive.
5.Quality
increases
profits.

Improvement
• Quality begets quality. As one supplier becomes quality
oriented, other suppliers must meet or exceed this new standard.
6.Quality is
expected, not
desired.
• The greatest quality improvements are to come from humans
improving the process, not adding machines.
7.Humans impact
quality.
• No person or department is exempted from supplying quality
services and products to its customer
8.TQC applies to all
products and
services.
• Quality control enters into all phases of the industrial
production process, starting with the customer's specification ,
through design engineering and assembly to shipment of the
product and installation, including field service for a customer
who remains satisfied with the product.
9.Quality is a total
life-cycle
consideration.
• These controls fall into four natural classification: new design
control, incoming material control, product control, and special
process studies .
10.Controlling the
process.

Improvement
• The agreed company wide and plant wide operating work structure, documented in
effective, integrated technical and managerial procedures, for guiding the coordinated actions of
the people, the machines, and the information of the company and plant 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 organization
wide in scope.
11.A total quality
system may be
defined as.
• Benefits often resulting from total quality programs are improvement in product quality and
design, reduction in operating costs and losses, improvement in employee morale, and reduction of
production-line bottlenecks.
12.Benefits.
• Quality costs are a means for measuring and optimising total quality control activities. Operating
quality costs are divided into four different classifications.. prevention costs, appraisal
costs, internal failure costs, and external failure costs. four different classifications: prevention
costs, appraisal costs, internal failure costs, and external failure costs.
13.Cost of quality.
• It is necessary to demonstrate that quality is everybody's job. Every organizational component has
a quality-related responsibility. for example, marketing for determining customers' quality
preferences, engineering for specifying product quality specifications, and shop supervision for
building quality into the product. Make this responsibility explicit and visible.
14.Organize for
quality control.
• not quality cops. The quality control organization acts as a touchstone for communicating new
results in the company, providing new techniques, acting as a facilitator, and in general resembles
an internal consultant, rather than a police force of quality inspectors .
15.Quality
facilitators.

Improvement
• Management must recognise at the outset of its total quality
control program that this program is not a temporary quality
improvement or quality cost reduction project.
16.Continuous
commitment.
• Statistics are used in an overall quality control program whenever
and wherever they may be useful, but statistics are only one part of
the total quality control pattern .
17. Use
statistical
tools.
• Automation is complex and can become an implementation
nightmare. Be sure the best human-oriented activities are
implemented before being convinced that automation is the answer.
18.Automation
is not a
panacea.
• The creator of the product or the deliverer of the service must be
able to control the quality of their product or service. Delegate
authority, if necessary. Norton Stores has the simple company
policy of "Use your own best judgement," and allows its
employees the authority and freedom that this policy requires.
19.Control
quality at time
source.

Ishikawa
1915: Born.
1939: Graduates from the Engineering
Department of Tokyo University, having
majored in applied
chemistry.
1947: Hired as an assistant professor at the university.
1960: Earnd his Doctorate of Engineering and
promoted to professor.
1989: Died.

Ishikawa’s Contributions
1. Product quality is improved and becomes
uniform. Defects are reduced.
2. Reliability of goods is improved.
3. Cost is reduced.
4. Quantity of production is increased, and it becomes possible
to make rational production
schedules.
5. Wasteful work and rework are reduced.
6. Technique is established and improved.
7. Expenses for inspection and testing are reduced.

Ishikawa’s Contributions
8. Contracts between vendor and vendee are
rationalized.
9. The sales market is enlarged.
10. Better relationships are established between
departments.
11. False data and reports are reduced.
12. Discussions are carried out more freely and democratically.
13. Meetings are operated more smoothly.
14. Repairs and installation of equipment and facilities are done
more rationally.
15. Human relations are improved.

Ishikawa
Kaoru Ishikawa,PhD, studied under
Deming, Juran & Feigenbaum.

Ishikawa philosophy
1.Quality begins with education and
ends with education.
2.The first step in quality is to know
the requirements of customers.
3.The ideal state of quality control is when
inspection is no longer necessary.
4.Remove the root cause, and not the symptoms.
5.Quality control is the responsibility of all
workers and all divisions.

Ishikawa philosophy
6.Do not confuse the means with the
objectives.
7.Put quality first and set your sights on long-
term profits.
8.Marketing is the entrance and exit of
quality.
9.Top management must not show anger when facts are presented
by subordinates.
10.Ninety-five percent of the problems in a company can be solved
by the seven tools of quality control.
11.Data without dispersion information is false data-for example,
stating an average without supplying the standard deviation .

Ishikawa
He borrowed the total quality control concept & adapted it for
Japanese.
He authored SPC texts in Japanese & English.
Ishikawa is best known for the development of the cause & effect
diagram, Which is sometimes called an Ishikawa.
He developed the quality circle concept in Japan whereby work
groups, including their supervisor were trained in SCP concept.
The group then met to identify & solve quality problems in their
work environment.
Advocated the use of simple visual tools and statistical
techniques

Genichi Taguchi
• 1924 - Dr Genichi Taguchi bornMid
• 1950’s - was Indian Statistical Institutes
visiting professor, where he met Walter
Shewhart.
• 1960 Awarded the Deming Application prize
• 1962 - awarded his PhD by Kyushu
University
• 1964 - 1982 Professor at Tokyo’s Aoyama
Gakuin University
• 1986 - Willard F Rockwell Medal by the
International Technologies Insitute
Back to Main Menu

Henry Ford
• Continuous Process Improvement
• Advances in metal cutting allowed him to cut
pre-hardened steel, produce identical parts
• Earned unprecedented profits in 1926 by
eliminating waste to gradually reduce the
production cycle to 81 hours from iron ore to
finished product.
• Standardized parts facilitated standardization of
jobs, moving assembly line
• Model T: 1908 $850
1920’s: $250
• He said “We want to get full value out of labour so
that we may be able to pay it full value. It is use –
not conservation – that interests us.”

Frederick W. Taylor
– Time and motion studies
– Father of “Scientific Management”
– Find ways to improve work
environment and work processes
– Quantify, measure & track
everything:
Time required to haul wheelbarrow:
B p a
L
0 51 0 0048
27
1 27. . .distance hauled
Back to Main Menu

Taiichi Ohno
• 1912 Born in Port Arthur, Manchuria, China
• 1932 graduated from Nagoya Institute of Technology
• 1932 Joined Toyoda Spinning and Weaving
• 1943 Joined Toyota Motor Company
• 1949 Promoted to machine shop manager at Toyota
• 1954 Promoted to director at Toyota
• 1964 Promoted to managing director at Toyota
• 1970 Promoted to senior managing director at Toyota
• 1975 Promoted to executive vice-president at Toyota
• 1980 Retired from Toyota
• 1990 Died in Toyota City .

Taiichi Ohno’s Philosophy
• Toyota production system TPS
• Philosophy of work
– Respect for workers.
– Full utilization of workers‟ capabilities.
– Entrust workers with responsibility & authority.
• Approach to production
– Build only what is needed.
– Stop if something goes wrong.
– Eliminate anything which does not add value.

Taiichi Ohno’s Contributions
• Ohno Circle, to keep managers in touch with the gemba.
• providing the motivation for “lean manufacturing” reduction
of cycle time.
• Toyota Production System (TPS) was developed between 1945
and 1970 and it is still evolving today
• Quick change of dies
• Just-in-time manufacturing
• Kanban systems
• Andon or visual-light warning system
• Zero or near-zero inventory
• Pull system by watching purchasing and restocking activity at
an American supermarket

Taiichi Ohno’s Contributions
•The “five whys” problem-solving method
•Autonomation (automated line stoppage on error)
•Identification of the seven wastes or seven Muda
(with Shingo)
–Defective products and Rework
–Overproduction
–Transportation of materials
– Time spent in actual processing
–Waiting
– inventory (Stock on hand )
–Movement of manpower.
Back to Main Menu

Shigeo Shingo
• 1909: Born in Saga City, Japan.
• 1930: Graduated mechanical engineer from Yamanashi
Technical College.
• 1930: Employed by the Taipei Railway Factory in Taiwan.
• 1943: Transferred to the Amano Manufacturing Plant in
Yokohama.
• 1945: Becomes a professional management consultant with
the Japan Management Association.
• 1955: Takes charge of industrial engineering and factory
improvement training at the Toyota Motor Company for
both its employees and its parts suppliers (100 companies).
• 1956–1958: At Mitsubishi Heavy Industries in Nagasaki, reduced the time for hull
assembly of a 65,000- ton supertanker from four months to two months, a new world
record in shipbuilding.
• 1961–1964: Extends the ideas of quality control to develop the poka-yoke, mistake-
proofing, or zero defects concept.
• 1968: Originates the pre-automation system at Sata Ironworks, which later spreads
throughout Japan.
• 1969: Originates the single-minute exchange of die (SMED or one-touch exchange of die
(OTED)) system at Toyota (part of Just in Time manufacturing, now called lean
manufacturing).
• 1990: Died.

Shigeo Shingo
• As Manufacturing Section Chief, he raised productivity 100%.
Shingo worked for several manufacturers in 1945 and 1946 and also
began a long association with the Japanese Management
Association (JMA).
• From 1946-1954 Shingo had many assignments, delivered several
important papers and crystallized his ideas on process and plant
layout. He also applied Statistical Process Control.
• In 1955, Dr. Shingo began another long association, this time with
Toyota. In addition to his many consulting assignments in other
industries. It is during this period that he first started work on
setups by doubling the output of an engine bed planer at
Mitsubishi’s shipyard.In 1959, Dr. Shingo left JMA to start his own
consulting company.
• During the early 1960’s, as an outgrowth of work with Matsushita,
he developed his concepts of “Mistake-Proofing.”

Shigeo Shingo
• In 1969, SMED was originated when he cut the setup time on
a 1000 ton press at Toyota from 4.0 hours to 3.0 minutes.
• During the 1970’s, Shingo traveled in Europe and North
America on many lectures, visits and assignments. He began
to see Toyota’s efforts as an integrated system and began to
assist several U.S. and European firms in implementation.
• The Shingo Prize is awarded for excellence in manufacturing
as a tribute to Dr. Shingo and his lifelong work.
• Shingo wrote more than 14 major books, most of which are
fun to read and amazing in the elegant simplicity of the
solutions they propose, he also has written hundreds of
important papers on manufacturing.

Shigeo Shingo’s Contributions
• Shingo predominantly influenced concepts of quality and inventory.
• Poka-yoke
• Shingo moved beyond statistical quality control after observing how the Shizuoko plant of
Matsushita’s Washing Machine Division had succeeded continuously for one month with zero
defects on a drain pipe assembly line involving 23 workers. This was achieved through the
installation of 1100 pokayoke devices. Together, these techniques constitute Zero Quality
Control, which can achieve what may be impossible using statistical quality control methods.
This concept puts Shingo in alignment with Philip Crosby; however, we need to remember
that defect statistics are fundamental to Six Sigma. In other words, we can aim at the ideal
but that does not mean that we should drop the measurement and study of defect arrival
rates.
• Shingo’s concept of mistake-proofing (poka-yoke) was designed to eliminate quality problems
rather than using the more statistical approach of monitoring them using control charts.
Both methods can be complementary and mistake-proofing should be implemented when
feasible. Either way, the action is a containment; that is, no irreversible corrective action has
occurred to eliminate the quality issue.
• Even mistake-proofing occasionally leads to containment, particularly in cases where “limit
switches” are used to detect erroneously sized products.

• Source inspection (quality at the source) to
eliminate inspectors
• Shingo refined his work by introducing source
inspections and improved poka-yoke systems that
prevented the worker from making errors. Statistical
sampling could be eliminated and workers were
liberated to concentrate on more valuable activities
such as identifying potential error sources. Shingo
argued that posting defect statistics is misguided and
that the defectives should be hunted down and
eliminated instead.

• Single-minute exchange of die (SMED)
• This system was developed to cut setup times, enabling
smaller batches to be produced. The setup procedures were
simplified by using common or similar setup elements
whenever possible:
– External setup is what can be done while the machine runs.
– Internal setup is what you must do after stopping the machine.
• For example, at Toyota a die punch setup time in a cold-
forging process was reduced over a threemonth period from
one hour and 40 minutes to three minutes.

• European influence
– Shingo consulted for die casting associations in
West Germany and Switzerland.
– He consulted for Daimler Benz and Thurner in
West Germany and H-Weidman, Bucher-Guyer
AG, and Gebr Buhler in Switzerland.
– His first consultancy for an overseas firm was for
Citroen in France in 1981, and Peugeot.

• U.S. influence
– From 1975 to 1979, he conducted training for the American
Company Federal Mogul on SMED and non-stock production.
– His methods at the U.S. company Omark Industries led to such
increased productivity and defect and stock reductions that the
company started giving an annual Shingo award to the facility
that, out of the 17 worldwide, demonstrated the best overall
improvement.
• Other companies
– where Shingo advised include many parts of
Daihatsu, Yamaha, Mazda, Sharp, Fuji, Nippon, Hitachi, Sony, an
d Olympus in Japan,.

Shigeo Shingo
• Dr. Shigeo Shingo , Industrial Engineer,
• 1988 Honorary Doctorate Utah State University,
January 8, 1909 - November 14, 1990
• Consulted European, U.S. And japans' companies.
• written 14 major books and hundreds of important
papers
• created:
– SMED
– Poka Yoke “ Mistake-Proofing.”
– Expert in non-stock production improvement systems
• The Shingo Prize is awarded for excellence in
manufacturing
• World renown author and teacher:
Study of the Toyota Production System
• www.ies.ncsu.edu/ncshingo
Back to Main Menu

Eli Whitney
– introduced interchangeable parts in
large musket contract for U.S. Army
– Interchangeable parts the true
secret of Ford’s success
– Made possible by advances in
measurement and tool steel
Back to Main Menu

Andrew Carnegie
• The Richest Man in the World
• Found out strike organizers, fired before
• 1886 “Triumphant Democracy”, Forum
magazine- workers’ right to unionize
• 1889 “Gospel of Wealth:” rich need to help
the poor ($25m annual income)
• 1892 Homestead strike: 12 hour
gunfight, Pinkerton defeated (12 died), state
militia called in, strike breakers hired
• 1901 sells out to J.P. Morgan: $480m
• Built 2,500 libraries. “The man who dies rich
dies disgraced.”
• 1919 dies, having given away 90%

Genichi Taguchi
• quality loss function that combines cost, target
and variation into one metric.
• Pioneered a new perspective on quality based on
the economic value of being on target and
reducing variation and dispelling the traditional
view of conformance to specifications:
No Loss LossLoss
Tolerance
0.500 0.5200.480

Bob Galvin
• Motorola Chairman and his engineers
In the mid-1980s, decided that the
traditional quality levels – measuring
defects in thousands of opportunities
didn‟t provide enough granularity.
Instead they wanted to measure the
defects per million opportunities.

Vilfredo Pareto
• In 1906, Italian economist and sociologist, Vilfredo
Pareto (sometimes misspelled Wilfredo, Alfredo, or
Vilfred) created a mathematical formula to describe the
uneven income distribution in Switzerland at that
time, observing that eighty percent of the wealth was
held by a mere twenty percent of the families.
• In the late 1940s, Dr. Joseph M. Juran inaccurately
attributed the discovery of this uneven weatlh
distribution to Vilfredo Pareto , It was actually Joseph
Juran's work which first recognized the applicability of
the Pareto Principle within the context of inventory
management. Recognizing and documenting this
universal principle he called the "vital few and trivial
many", Joseph Juran credited these findings to Pareto's
work and thus it became known as 'The Pareto
Principle'.
• Pareto Principle is often called "The 80/20 rule". The
80/20 Rule means that in nearly all cases, a few (20
percent) are vital and many (80 percent) are trivial.

Masaaki Imai
• Introduced Kaizen for
continuous improvement
–Constant and gradual
improvement in every process

Malcolm Aldridge
National Quality Award
• Help improve quality in U.S.
companies
• Recognize achievements of excellent
firms and provide examples to
others
• Establish criteria for evaluating
quality efforts
• Provide guidance for other U.S.
companies
Malcolm
Aldridge, former U.S.
Secretary of
Commerce

Criteria for Performance Excellence
Bldridge
Award trophy
1- Leadership (90)
2- Strategic Planning (60)
3- Customer and Market Focus (300)
4- Information and Analysis (80)
5-Human Resource Focus (150)
6-Process Management (140)
7-Business Results (180)

Copyright 2006 John Wiley &
Sons, Inc.
3-88
Baldrige Award
• Created in 1987 to stimulate growth of quality
management in the United States
• Categories
– Leadership
– Information and analysis
– Strategic planning
– Human resource
– Focus
– Process management
– Business results
– Customer and market focus

Copyright 2006 John Wiley & Sons, Inc. 3-89
Other Awards for Quality
• National individual awards
– Armand V. Feigenbaum
Medal
– Deming Medal
– E. Jack Lancaster Medal
– Edwards Medal
– Shewart Medal
– Ishikawa Medal
• International awards
– European Quality Award
– Canadian Quality Award
– Australian Business
Excellence Award
– Deming Prize from Japan

Copyright 2006 John Wiley &
Sons, Inc.
3-90
American Customer
Satisfaction Index
(ACSI)
• Measures customer satisfaction
• Established in 1994
• Web site: www.acsi.org
– Examples (in 2003)
• Amazon.com scored 88 (highest in service)
• Dell scored of 78 (highest in computer industry)
• Cadillac scored 87 (highest in car industry)

The Aldridge Framework –
A Systems Perspective
4
Information and Analysis
5
Human
Resource
Focus
3
Customer &
Market
Focus
7
Business
Results
2
Strategic
Planning
1
Leadership
6
Process
Management
Organizational Profile:
Environment, Relationships, and
Challenges

92
História…
Sakichi Toyoda
Kiichiroi Toyoda
Taiichi Ohno
 Fundador do Grupo Toyota
 Inventor do tear automático
 Dispositivo de parada após quebra dos fios  Jidoka
 Adaptou Fordismo ao baixo volume
 Agregação de valor
 Just-in-Time – Eliminação de desperdícios
 Conceito de supermercado – Pull System
 Estruturou TPS

93
História…
H. Ford
ASSEMBLY LINE
•System
synchronizatio
n
•Waste
elimination
A. Sloan
E. Whitney
F. Taylor
T. Ohno
J. Juran
E. Deming
P. Drucker
DIVISION OF
LABOR
•Time and
motion
studies
INTERCHANGE
ABLE PARTS
MODEL
VARIETY
EMPLOYEE
PARTNERSHIP
QUALITY
K. Toyoda / E.
Toyoda
S. Toyoda
JIT
JIDOKA
AMERICAN
SUPERMARKET
SYSTEM
TPS
TPS
TPS
TPS

Five characteristics of an“Eternally
Successful Organisation”
People routinely do things right first time
Change is anticipated and used to advantage
Growth is consistent and profitable
New products and services appear when needed
Everyone is happy to work there

IMPORTANT EVENTS IN TQM
1249- 1932 Hawthome demonstrated the importance of the social and psychological climate in work.
1924 Shewart developed statistical process control.
1926 The bell telephone began to apply statistical control methods.
Mid-1940s the American army pushed the use of sampling methods during world war II.
1950s
A large number of attempts at work improvement were undertaken ( egg job enrichment, work
redesign, participative management , quality of work life and worker involvement).
1950 First visit of Deming to Japan.
1951 Creation of "Deming application prize" in Japan.
First edition of Juan to Japan.
1954
first visit of Deming to Japan
Maslow's theories about human needs.
1960
Liberalisation of economy in Japan with pressure to improve quality to compete with foreign
companies.
McGregor's X and Y theories.
1961 First edition of Feighbaum's Total Quality Control.
1962
The idea of quality circles appeared in the first issue of the Japanese Journal Quality Control for the
Foreman.
L1te 1960s and early
1970s The pressure of Japanese companies began to ve felt in American companies.
1972 QFD was developed at Mitsubishi's Kobe shipyard site.
1973
After the 1973 oil crises the JIT system was adopted by a vast number of Japanese companies , a
small number of American and European companies began to apply this system in the 1980s.

IMPORTANT EVENTS IN TQM
mid-1970s
Quality circles began to be widely introduced in the USA, the first quality circle program was launched in
Lockheed in 1974 and in the UK it was Rolls-Royce witch introduced the concept in 1979.
1979
First edition of Crosby's Quality is Free.
Xerox corp. started to apply the benchmarking concept to processes.
Publication of the BS5750 quality management series.
1980
An NBC television documentary about the "Japanese miracle" proposed deming as a key element in the
miracle.
1981 Ouchi's Z theory.
1982 first edition of Deming's Quality, Productivity and competitive position.
1983
"Quality on the line" published be Garvin in Harvard business review, analysed the difference between
Japanese and American companies, showing some of the reasons for the better performance of the former.
A paper about Taguchi's design of experiments is published in Harvard Business Review.
1985
The Naval Air Systems Command named its Japanese-system management approach "Total quality
management".
1986 First edition of Deming's Out of the Crises, it become a bestseller.
1987 First edition of ISO 9000 quality management system series.
1987 Publication of the Malcolm Baldrige National Quality Award.

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1. Hothouse quality
)
(
2. Wishful fitting.
3. Producing overseas
)
(
4. Confining quality to the factory
)(

Quality gurus osama 1 3-2010

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