1) Walter Shewhart (Grandfather of TQM) was a statistician at Bell Labs during 1920s and 1930s. He devel oped Statistical Process Co ntrol (SPC) control
chart to aid a manager in making scientific, efficient, economical decisions. He developed Shewhart/Learning-I mprovement cycle, co mbining both
creative-management- thinking/statistical-analysis and willingness of mana gement to adopt. This cycle conta ins 4 conti nuous steps: P lan/Do/Study/Act (PDSA
cycle). Management processes are adapted to create profitable situations for both businesse s/consumers, promoting utilization of own creati on.
2) Ronald Fisher - Not a quality guru. Created Design of experiments (DOE), A nalysis of variance (ANOVA) in 1930.
3) Feigenbaum - Quality is integral part of daily work of l ine/staff/operatives of organization. It cannot be se parated from e mployees’ act ivities.
Education/traini ng addresses quality attitude/knowledge/ski lls. Marketing/design/engineering/purchasing/manufact uring/inspection/shipping/accounting/
installation/service are involved in attainment of q uality. Emphasised on preventi on of poor quality rather than dete cting it after event. Total quality control is
effective syste m for i ntegrating quality development/ maintenance/i mprovement efforts of vari ous gro ups in organization to enable production/service at most
economical level s which al low full customer satisfaction. Concept of " hidden" plant that is effecti vely a hid den plant within any factory when e xtra work is
performed in correcting mistak es. Quality must be actively managed and have visibility at highest le vels of management. Co ncept of quality costs.
Accountability for quali ty because quality is everybody's job.
4 Stages
1. Setting quality standards
2. Appraising conformance to these standards
3. Acting when standards are not met
4. Planning for improvement i n these standards
4) Deming (father of QC) was a statistics professor a t New York Univer sity i n 1940s. Quality can only be defined by customer. Quali ty is a relative t erm that
depends on cust omer's needs (Brown,2008). TQM is mainly concentrated on c reation of organizational system that is based on cooperation/learning for
facilitating imple mentation of process management practices that leads to continuous improvement of processe s/products/services/employee-fulfilment.
14 Points
1. Constantly improve/inno vate products/services
2. Adopt new philosophy/ management-style which promotes constant improve ment
3. Cease mass inspection and concentrate on improving processes
4. Building relationships with fewer suppliers to understand specifications/uses/input s
5. Search continually fo r problems in all processes
6. Modern methods of training on job t o make best use of every employee
7. Modern methods of supervision to foc us on quality not numbers
8. Drive out fear so t hat people work more effectively
9. Break down barriers bet ween departments
10. Eliminate numerical-goals/sl ogans/exhortation, make reasonable requests
11. Eliminate work-standards/ numerical-quotas and focus on quality/support
12. Remove barriers that rob workers of pride in their work
13. Education/training for c ontinual updati ng/improvement
14. Top management structure t o push every day
7 Diseases are fa ctors that can inhi bit transformation
1. Lack of constancy of pu rpose to plan products/services
2. Emphasis on short-te rm profit/t hinking that is driven by unfriendly-takeover/bankers/shareholders
3. Personal review syste ms for mana gers and Management by Objectives
4. Job-hopping by mana gers
5. Using only visible data/i nformation in decision making with little/no consid eration to not known
6. Excessive medical cos ts
7. Excessive liability costs driven up by lawyers
5) Crosby - Quality is conformance to requirements. Quality must be defined in measurable/clearly-stated terms to help organization take action based on
achievable t argets, rather than experience/opinions. Mistake s are ca used by l ack of knowledge/attention. Educa tion/training can eliminate l ack of knowledge,
and personal commit ment to excellenc e (zero defects) and attention to detail will cure la ck of attention.
Cost of Quality (COQ) = P rice of confo rmance (POC) + Price of Non- conformance (PONC)
POC = Cost of getti ng things done r ight first time. POC provides management information about wasted cost.
14 steps
1. Management commit ment
2. Quality improvement t eam to set up a high-level/cross-functional team
3. Quality measurement
4. Cost of quality
5. Quality awareness
6. Corrective action t o provide a syste matic method for resolving pr oblems identi fied
7. Zero defects (zd ) action
8. Employee educati on
9. Zd day to populariz e zd philosophy
10. Goal setting by employees for t hemselves/groups
11. Error-cause removal
12. Recognition of good work t o appreciate employees with superior performance
13. QCs to bring together professio nal quality staff
14. Do it over again to emphasize that quality improvement never ends
6) Juran - Quality is fit ness for use and a balance bet ween product features/deficiency-free. M ost quality proble ms are due to management, not employees.
Distinction between chroni c/sporadic problems is essential because there are 2 different approaches to handling them.
Juran trilogy
1. Quality planning
2. Control
3. Improvement
3 Steps
1. Chronic problems ar e traced by quality planning
2. Sporadic problem i s detected /acted upon by qualit y control
3. Chronic problem requires q uality improvement
3 Activity sequences
1. Breakthrough activities
a) Convincing that a qualit y-change is desirable/feasible
b) Determining important quality problem areas
c) Mechanism for obtaining k nowledge for achieving a breakthrough
d) Mechanism for dire cting investigati on for quality improvement
e) Mechanism for executi ng technic al investigation
f) Collecting/analysing fa cts and recommending action
g) Determining effect of proposed change and finding ways to overcome resistance to change
