Quality Gurus

QUALITY G URUS

Quality Gurus: Joseph M. Juran Phil Crosby Armand V. Feigenbaum

Joseph M. Juran http://www.qualitydigest.com/aug02/articles/01_article.shtml

• Defines quality as a composition of two different, though related concepts:

Joseph M. Juran

• One form of quality is income-oriented, and consists of those features of the product which meet customer needs and thereby produce income; in this sense, higher quality usually costs more

Joseph M. Juran

• A second form of quality is costoriented and consists of freedom from failures and deficiencies; in this sense, higher quality usually costs less

Joseph M. Juran

• Management for quality, according to Juran, involves the elements of quality planning, quality control, and quality improvement; these form Juran’s socalled “Trilogy”. To support this triad, Juran has formulated a list of nine nondelegable responsibilities for upper managers:

Responsibilities for Upper Managers • Create awareness of the need and opportunity for improvement. • Mandate quality improvement; make it a part of every job description. • Create the infrastructure: establish a quality council; select projects for improvement; appoint teams; provide facilitators. • Provide training in how to improve quality. • Review progress regularly.

Responsibilities for Upper Managers • Give recognition to the winning teams • Propagandize the results. • Revise the reward system to enforce the rate of improvement. • Maintain the momentum by enlarging the business plan to include goals for quality improvement.

Juran’s Quality Planning Process

• Identify the customers; anyone who will be impacted is a customer, whether internal or external. • Determine the customer’s needs. • Create product features which can meet the customer’s needs. • Create processes which are capable of producing the product features under operating conditions. • Transfer the processes to the operating forces

Juran’s Feedback Loop Approach to Quality Control Evaluate actual performance levels.

• • Compare actual performance levels to targeted performance levels. • Take action to close or eliminate the gap between these two levels. • Quality becomes a part of each upper management agenda. • Quality goals enter the business plan. • Stretch goals are derived from benchmarking; focus is on the customer and on meeting competition; there are goals for annual quality improvement

Juran & Continuous Improvement Total Quality Management Goals are deployed to the action levels

• • Training is done at all levels. • Measurement is established throughout. • Upper managers regularly review progress against goals. • Recognition is given for superior performance. • The reward system is revised.

Dr. Juran’s Views

Dr. Juran believes that self-directed teams will ultimately become a major successor to “Taylorism.” Some of Dr. Juran’s other views include the following:

FIRST, the product development cycle should be shortened through use of participative planning, concurrent engineering, and the like.

Dr. Juran’s Views

SECOND, supplier relations should be such that a minimal number of suppliers are used; teamwork between a company and its suppliers would be based on mutual trust and contracts should be greater duration.

Dr. Juran’s Views

THIRD, training should be results-oriented rather than tool-oriented; what is desired is related more toward behavior change than toward education.

Philip B. Crosby (1926-2001): Zero Defects Effectively this concept implies that “poor” or “high” quality has little or no meaning and that in fact it is either conformance or non- conformance to customer/product requirements which is of central importance. Quality management equates to defect prevention. http://www.philipcrosby.com/pca/C.Articles/articles/year.2002/philsbio.htm

Crosby’s 14 Steps to Quality • Improvement Make it clear that management is committed to quality • Form quality improvement teams with representatives from each department • Determine how to measure where current and potential quality problems exist

Crosby’s 14 Steps to Quality Improvement

• Evaluate the cost of quality and explain its use as a management tool • Raise the quality awareness and personal concern of all employees • Take formal actions to correct problems identified through previous steps

Crosby’s 14 Steps to Quality Improvement • Establish a committee for the zero defects program • Train all employees to actively carry out their part of the quality improvement program • Hold a “zero defects day” to let all employees realize there has been a change

Crosby’s 14 Steps to Quality Improvement • Encourage individuals to establish improvement goals for themselves and their groups • Encourage employees to communicate to management the obstacles they face in attaining their improvement

Crosby’s 14 Steps to Quality Improvement • Recognize and appreciate those who participate • Establish quality councils to communicate on a regular basis • Do it all over again to emphasize that the quality improvement program never ends

Crosby’s Absolutes

• Quality means conformance to requirements – if you intend to do it right the first time, then everyone must know what it is

Crosby’s Absolutes • Quality comes from prevention. Vaccination is the way to prevent organizational disease. Prevention comes from training, discipline, example, leadership, and so forth.

Crosby’s Absolutes • Quality performance standard is zero defects – errors should not be tolerated • Quality measurement is the price of nonconformance

Armand V. Feigenbaum Three Steps to Quality • Quality leadership • Modern quality technology • Commitment of the organization

Armand V. Feigenbaum

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Four Deadly Sins

Hothouse quality Wishful thinking Producing overseas Confining quality to the factory

http://www.union.edu/PUBLIC/ECODEPT/kleind/ct/forum/2005/afeigenbaum_2005.htm

Nineteen Steps to Quality Improvement • TQC is defined as: • “An effective system for integrating the quality maintenance and quality improvement efforts of the various sectors of an organization so as to enable marketing, engineering, production, and service at the most economic levels which will allow for full customer satisfaction.”

Nineteen Steps to Quality Improvement

• “Q”uality vs. “q”uality. “Q”

refers to luxurious quality, whereas “q” refers to high quality, not necessarily luxury. Regardless of organizational niche, “q” must be closely maintained and improved.

Nineteen Steps to Quality Improvement • The “C” or “control” in TQC represents a management tool:

– Setting quality standards – Acting when standards are exceeded – Planning for improvements in the standards – Appraising conformance to those standards

Nineteen Steps to Quality Improvement

• INTEGRATION: QC requires integration of typically uncoordinated activities into a framework. This framework should assign responsibility for customer-driven quality efforts across all activities of the organization.

Nineteen Steps to Quality Improvement • Quality increases profits. Properly carried out, TQC programs are highly cost effective since they result in improved levels of customer satisfaction, reduced operating losses and field service costs, and improved use of resources. Without quality, customers will not return. Without repeat business, no business will survive.

Nineteen Steps to Quality Improvement • Quality is an expectation, not a desire. In Deming’s terms, “quality begets quality”; as one supplier becomes quality oriented, others must follow suit.

Nineteen Steps to Quality Improvement • The greatest quality improvements are likely to come from people improving the process, not through adding machines. • TQC applies to all products and services – no person, process, or department is exempt.

Nineteen Steps to Quality Improvement

• Quality is a total life-cycle consideration. QC enters into all phases of a production process, starting with customer specifications, through design engineering and assembly, to shipment, installation, and field service.

Nineteen Steps to Quality Improvement • Control the process through control of new designs, incoming material, product, and process.

Nineteen Steps to Quality Improvement • A total quality system is “the agreed company-

wide and plant-wide operating work structure, documented in effective, integrated technical and managerial procedures, for guiding the coordinated actions of all resources – including people, machines, and information 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 organizational in scope.

Nineteen Steps to Quality Improvement • Benefits accruing from TQC programs tend to include improvement in product quality and design, reduced operating costs and losses, improved employee morale, and reduction of production line bottlenecks.

Nineteen Steps to Quality Improvement • Quality costs are a means for measuring and optimizing TQC activities. Operating costs are divided into four different categories: prevention costs, appraisal costs, internal failure costs, and external failure costs.

Nineteen Steps to Quality Improvement

• The tenet that quality is everybody’s job must be clearly demonstrated. Every organizational component has a quality-related responsibility. This must be explicit and visible.

Nineteen Steps to Quality Improvement

• Organizations need quality facilitators who can disseminate information, provide training and so forth – not quality police.

Nineteen Steps to Quality Improvement • TQC is not a temporary quality improvement plan, it is guiding an ongoing practice and philosophy. • Statistical methods should be used whenever and wherever they are useful, but they are only one part of TQC and are not TQC itself.

Nineteen Steps to Quality Improvement • The best people-oriented activities should be implemented before resorting to automation, which is not a cure-all and can provide the stuff of which implementation nightmares are made.

Nineteen Steps to Quality Improvement • Control quality at its source – quality should be an “upstream and everywhere in the stream” concept and practice, not merely “downstream” as has too often been the case.

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