Quality Managment

1. QUALITY MANAGMENT
CHAPTER 4
GURUS
Student: Marilyn Cristina GudiñoVillarreal
Teacher: Evelyn Almeida
Support Center: 45 Otavalo

2. Total Quality Management in Education
• 4.- GURUS
• W Edwards Deming
• Joseph Juran
• Philip Crosby- Quality is Free.
• Tom Peters
• Kaoru Ishikawa

3. GURUS-W Edwards Deming
DEMING ON QUALITY
• Deming was concerned that the management of companies
in the US at the time were operating on the wrong paradigm.
There was a failure to plan for the future and to foresee
problems before they arose.
• He believed that this fire-fighting approach to management
was wasteful and raised costs and hence the price that
customers pay.
• It was based on short-term thinking this allowed competitors
who operated a different management paradigm to wrest
markets and market share from them, resulting in a loss of
markets and a employment.
• The basic cause of industrial quality problem was the failure
of senior management to plan ahead.
• To provide a guide to how to manage for quality, Deming
produced his famous 14 points
14 POINTSTO DEMING ON QUALITY
• Create constancy of purpose to improvement of the product and service, with the aim become
competitive and to stay in business and to provide jobs
• Adopt the new philosophy
• Cease dependence on mass inspection to achieve quality
• End the practice of awarding business on the basis of Price
• Improve constantly and forever the system of production and service, to improve quality and
productivity and thus to constantly decrease costs.
• Institute training on the job
• Institute leadership
• Drive out fear, so that everyone may work effectively for the Company.
• Break down the barriers between departments.
• Eliminate slogans, exhortations, and targets asking for new levels of productivity without
providing the workforce with the methods to do the job better.
• Eliminate work standards that prescribe numeral quotas.
• Remove the barriers that rob people of their right to pride of workmanship
• Institute a vigorous program of education and self-improvement.
• Put everyone in he Company to work to accomplish the transformation.

4. GURUS-W Edwards Deming
DEMING ON QUALITY
FAILURE
•Managers must understand the
reason for quality failure if is
common or a special cause.
•This common problems can be
solved if changes are made to the
systems, processes and
procedures,
•Special or assignable causes
produce non- random variations
within the system and the causes
are external to it.
THE MANAGER’S ROLE IN TACKLING
FAILURE
• The distinction between common and special causes are
very important to managers.
•There is no point in having employee motivational
programs to solve problems that no amount of motivation
can solve.
•The majority of problems are the result of poor
management or inadequate management systems then
individuals are often blamed when the problem results
from deficiencies in policies and systems.
•Establishing the cause of quality failure and rectifying it is
a key task of managers. Successful quality improvement
requires management commitment, it means recognizing
that when things go wrong the responsibility for finding a
solution always lies with management.
DEMING’S PROFOUND SYSTEM OF KNOWLEDGE
•It consists of four interrelated parts: appreciation of a system,
knowledge about variation, theory of knowledge, psychology.
•Any organization has to be treated in a holistic manner, consideration
has to be given to the effect of changes on all the other part.
•All gain if the system is managed for the benefit of all.
•Knowledge of the causes of variation helps inform the actions that are
required to improve the quality of the product, variation has implications
for how organizations solve problems
•Deming demonstrate that organizations needed to understand what
knowledge is and is not, how it is acquired and how it can be improved.
•Deming was particularly concerned with employee motivation and the
importance of pride, joy and job satisfaction to the delivery of quality
goods and services

5. GURUS - Joseph Juran
BIOGRAPHY
Born in 1904, is a veteran pioneer of the quality
revolution.
In 1981 the Emperor of Japan awarded him the
prestigious Second Order of the SacredTreasure,
the highest award to non-Japanese.
He is the author of books such as Juran’s Quality
Control Handbook, Juran on Planning for Quality
and Juran on Leadership for Quality.
THE 80/20 RULE
Quality problems are traceable back to
management decisions, poor quality is usually the
result of poor management.
80 per cent of an organization’s quality problems
are the result of management controllable
defects.
Is that 80 per cent of problems lie with
management, as they have control of 80 per cent
of the systems in an organization.
STRATEGIC QUALITY
MANAGEMENT
Juran developed the Strategic Quality Management
this is a three-part process based on staff at different
levels making their own unique contributions to
quality improvement. Senior management has the
strategic view of the organization, middle managers
take an operational view of quality, while the
workforce is responsible for quality control.
He developed a road map to quality planning, which
consists of these steps: Identify who are the
customers, Determine the needs of those customers,
Translate those needs into our language, Develop a
product that can respond to those needs, Optimize
the product features so as to meet our needs as well
as customer needs, Develop a process that is able to
produce the product, Optimize the process, Prove
that the process can produce the product under
operating conditions,Transfer the process to
operations.

6. GURUS Philip Crosby—Quality is Free
•Graduated of the Western Reserve University in the United States.
•He was a quality manager on the first Pershing missile program and later joined ITT, where for 14 years he was Corporate Vice President
and Director of Quality.
•In 19179 published his book Quality is Free.
•He has the idea that quality improvement can pay for itself and can lead to an elimination of failure, especially if this could mean pupil and
student failure, is one that few institutions can ignore.
BIOGRAPHY
•It is the commitment to success and the elimination of failure. It involves putting systems in place that ensure that things are always done
in the right way first time and every time.
•Crosby does not believe in statistically acceptable levels of quality, there is only one standard, and that is perfection.
•It is a concept harder to apply to services than to manufacturing. In services zero defects are desirable, but it is difficult to guarantee fault-
free service with so many opportunities for human error.
ZERO DEFECTS
•Management Commitment - Quality Improvement team
•Quality Measurement - Cost of quality
•Quality Awareness - Corrective Action
•Zero Defects Planning - Supervisor Training
•Zero Defects Day - Goal Setting
•Error- Cause Removal - Recognition People
•Quality Councils - Do it Over Again
•The quality program never ends. Once goals are reached, the program needs to start over again.
CROSBY’S
IMPROVEMENT
PROGRAMME

7. Primarily a management theorist
whose views on what makes
successful organizations have
considerable relevance to quality.
He was a principal at the
consultants McKinsey and Co
when he began researching his
most famous book In Search of
Excellence, written with Robert
Waterman
BIOGRAPHY InThriving On Chaos he describes 12
attributes, or traits, of the quality
revolution that all organizations
need to pursue.
A management obsession with quality -
Passionate systems.
Measurement of quality – Quality is
rewarded
Everyone is trained for quality –
Multifunction teams.
Small is beautiful – Create endless
Hawthorne effects
Parallel organizational structure
devoted to quality improvement –
Everyone is involved
When quality goes up, costs go down -
Quality improvement is a never ending
journey
PETERSON
LEADERSHIP

8. Born in 1915 was a graduate in engineering from
Tokyo University. He obtained his doctorate in
engineering and became Professor atTokyo
University in 1960. He was awarded the Deming
Prize for his writings on total quality control. His
most famous bookWhat isTotal
QUALITY CIRCLES
• The quality circle movement, associated with
Ishikawa, started in 1962 in the Nippon
Telegraph andTelephone Public Corporation.
• Quality circles are about using human
capabilities to the full.These aims are broader
than is consistent with a narrow definition of
quality as often used in the West.
• He believes that the industrial culture is
different. In western approaches to quality
improvement the quality circle is replaced by
teamwork.