W.

Edwards Deming

Philip Crosby

Demings 14 Points on Quality Management

The Fourteen Steps to Quality Improvement

1. Create constancy of purpose for improving

products and services.
2. Adopt the new philosophy
3. Cease dependence on inspection to achieve
quality.
4. End the practice of awarding business on price
5. Improve constantly and forever every process for
planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for
the workforce.
11. Eliminate numerical quotas and numerical goals
12. Remove barriers that rob people of pride of
workmanship
13. Institute a vigorous program of education for
everyone.
14. Put everybody in the company to work
accomplishing the transformation.

1. Management Commitment
2. Quality Improvement
3. Measure Processes
4. Cost of Quality
5. Quality Awareness
6. Correct Problems
7. Monitor Progress
8. Train Supervisors
9. Zero Defects Day
10. Establish Improvement Goals
11. Remove Fear
12. Recognize
13. Quality Councils
14. Repeat the Cycle

Joseph M. Juran

Walter Shewart

Jurans Trilogy
Quality Planning
Establish quality goals
Determine the customers needs

Control Charts/Shewhart Charts

Quality Control
Evaluate actual quality
performance
Act on the difference

Quality Improvement
Establish the infrastructure needed
Identify the specific needs for
improvement

Contains:
Points representing a statistic of measurements of a
quality characteristic in samples taken from the
process at different times
The mean of this statistic using all the samples is
calculated
A center line drawn at the value of the mean of the
statistics
The standard error is calculated using samples
Upper and lower control limits

Armand Feigenbaum

Kaoru Ishikawa

Crucial Elements of Total Quality Management

Quality is the customers perception of

Company Wide Quality

Reduced defect
Improved product quality is improved
Quality improvement becomes the norm
Increased reliability
Reduced cost
Increased quality of production
Waste is identified and reduced
Rework is identified and reduced
Improvement techniques are established and

what quality is, not what a company think it

is.
Quality and cost are the same
Quality is an individual and team
commitment
Quality and innovation are interrelated and
mutually beneficial
Managing quality is managing the business
Quality is a principal
Quality is not a temporary or quick fix but a
continuous process of improvement
Productivity gained by cost effective

continually improved
Inspection and after-the-fact expenses are reduced

Cabradilla, Richard Mark P.

BSIT 3-1

W. Edwards Deming
While the 14 Points for Management can be said to express Dr. Demings philosophy of transformational management, his
Seven Deadly Diseases of Management describe the most serious barriers that management faces to improving
effectiveness and continual improvement.
1. Lack of constancy of purpose to plan product and service that will have a market and keep the company in business,
and provide jobs.
2. Emphasis on short-term profits: short-term thinking (just the opposite from constancy of purpose to stay in business),
fed by fear of unfriendly takeover, and by push from bankers and owners for dividends.
3. Evaluation of performance, merit rating, or annual review.
4. Mobility of management; job hopping.
5. Management by use only of visible figures, with little or no consideration of figures that are unknown or unknowable.
6. Excessive medical costs.
7. Excessive costs of liability, swelled by lawyers that work on contingency fees.
Philip Crosby
Crosbys 14-step approach for quality managers to get their organizations on track managers to get their organizations on
track focuses on long-term employee participation, focuses on long-term employee participation, not short-term
motivational tactics.
Joseph M. Juran
Joseph Juran has explained his model of quality improvement on the basis of the basis of three universal processes
which have been popularly named a Juran Trilogy.
The processes are:
1. Quality Planning: As per Juran Triology quality planning is a concurrent exercise which involves all the affected parties
related to the product and services, so that they can provide inputs and give early warnings during the planning
processes.
The steps of the quality planning exercise are:
- Definition of the project.
- Identification of the customers those who will be impacted by the actions that are taken to complete the project.
- Discovery of customer needs.
- Development of the product and processes to meet the customers needs.
- Establishment of the quality objectives.
- Development of the plans for meeting these objectives.
2. Quality Control: According to Juran Triology Quality control involves the developing and maintaining of operational
methods in order to assure that the processes work as they are designed to work and that the target levels of
performance being are being achieved. Quality control does not concern itself with improving a process, but rather with
the execution of plans. It is primarily to control that occasional spike in error in the process. Quality control is a short term
process to check that spike.
Quality control entails the following steps:
- Clear definitions of quality.
- Knowledge of the expected performance or targets.
- Evaluation of the actual operating performance.
- Comparison of the actual performance to goals.
- Action of the difference.

3. Quality Improvement: As per Juran Triology, quality improvement is a disciplined approach that improves the level of
performance of the process. This is achieved by a breakthrough improvement in performance; when a new innovation or a
completely fresh idea is brought into improve the current performance levels. This ensures that the new levels of
performance are achieved, and then quality control mechanisms are in place to sustain that effectively.
Walter Shewhart - The Grandfather of Total Quality Management.
Dr. Shewhart believed that lack of information greatly hampered the efforts of control and management processes in a
production environment. In order to aid a manager in making scientific, efficient, economical decisions, he developed
Statistical Process Control methods.
He also developed the Shewhart Cycle Learning and Improvement cycle, combining both creative management thinking
with statistical analysis. This cycle contains four continuous steps: Plan, Do, Study and Act. These steps (commonly
refered to as the PDSA cycle), Shewhart believed, ultimately lead to total quality improvement.
Armand Feigenbaum

Kaoru Ishikawa One Step Further

According to Ishikawa, quality improvement is a continuous process, and it can always be taken one step further.
Standards are not the ultimate source of decision making; customer satisfaction is. He wanted managers to
consistently meet consumer needs; from these needs, all other decisions should stem. Besides his own developments,
Ishikawa drew and expounded on principles from other quality gurus, including those of one man in particular: W.
Edwards Deming, creator of the Plan-Do-Check-Act model. Ishikawa expanded Deming's four steps into the following six:
Determine goals and targets.
Determine methods of reaching goals.
Engage in education and training.
Implement work.
Check the effects of implementation.
Take appropriate action.