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QMSI -313 QUALITY MANAGEMENT SYSTEM
ASSIGNMENT / RESEARCH 1
1. What are the significant contributions of the following Pioneers of Quality Management? (Indicate your references) a) Dr. W. Edwards Deming [1][2] Born on October 14, 1900, Dr. W. Edwards Deming was an eminent scholar and teacher in American academia for more than half a century. He published hundreds of original papers, articles and books covering a wide range of interrelated subjectsâfrom statistical variance to systems and systems thinking, to human psychology. He was a consultant to business leaders, major corporations, and governments around the world. His efforts lead to the transformation of management that has profoundly impacted manufacturing and service organizations around the world. Considered by many to be the master of continual improvement of quality , as well as their overall operation, Deming is best known for his pioneering work in Japan. Beginning in the summer of 1950, he taught top managers and engineers the methods for improving how they worked and learned together. His focus was both internally, between departments, and externally, with their suppliers and customers. As a trusted consultant, Deming significantly contributed to the dramatic turnaround of post-war Japanese industry, and their rise to a world economic power. Dr. Demingâs role as the architect of Japanâs post-World War II industrial transformation is regarded by many Western business schools and economists as one of the most significant achievements of the 20th century (LA Times, 10/25/99.) He is often called the âfather of the third wave of the industrial revolution.â In June 1980, the acclaimed documentary âIf Japan Can, Why Canât Weâ reintroduced Dr. Deming to America. He quickly became the voice of quality and sparked the quality revolution. Playing a major role in the resurgence of the American automobile industry in the late 1980âs, Dr. Deming consulted with corporations such as Ford, Toyota, Xerox, Ricoh, Sony and Proctor & Gamble, whose businesses were revitalized after adopting his management methods.
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Dr. Deming continued to author and lecture well into his 90âs. His final book, The New Economics, was published after his passing in 1993 at the age of 93. It was the culmination of his lifeâs work, detailing The Deming System of Profound KnowledgeÂŽ. Deming was a visionary, whose belief in continual improvement led to a set of transformational theories and teachings that changed the way we think about quality, management, and leadership. He believed in a world where there is joy in learning and joy in work - where âeveryone will win.â Throughout his career, he remained devoted to family, supportive of colleagues and friends, and true to his belief in a better world. Demingâs 14 Points on Quality Management , or the Deming Model of Quality Management , a core concept on implementing total quality management (TQM ), is a set of management practices to help companies increase their quality and productivity. Demingâs 14 Points on Quality Management
- Create constancy of purpose for improving products and services.
- Adopt the new philosophy.
- Cease dependence on inspection to achieve quality.
- End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
- Improve constantly and forever every process for planning, production and service.
- Institute training on the job.
- Adopt and institute leadership.
- Drive out fear.
- Break down barriers between staff areas.
- Eliminate slogans, exhortations and targets for the workforce.
- Eliminate numerical quotas for the workforce and numerical goals for management.
- Remove barriers that rob people of pride of workmanship and eliminate the annual rating or merit system.
- Institute a vigorous program of education and self-improvement for everyone.
- Put everybody in the company to work accomplishing the transformation. These total quality management principles can be put into place by any organization to more effectively implement total quality management. As a total quality management philosophy, Dr. Demingâs work is foundational to TQM and its successor, Quality Management Systems.
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Quality planning â This is effectively the design stage during which an organization establishes an understanding of its target customerâs needs, defines the features and specifications of the product or service, and devises the processes that will deliver on those needs. Quality control â Ongoing quality control involves periodic checks and inspections, and tracking metrics to ensure the process is in control and meeting specifications. Where defects are identified, root causes need to be identified to enable corrective and preventative action. Quality improvement â While organizations may expect to achieve incremental improvements by day-to-day means, breakthrough quality improvement involves the identification of areas where processes can be optimized, and the organized creation of beneficial change in order to attain measurably improved performance. c) Armand V. Feigenbaum [4] Dr. Armand V. Feigenbaum, the developer of âTotal Quality Controlâ concept , was President and CEO of General Systems Company, which he founded in 1968. In 2008, Dr. Feigenbaum was presented with the National Medal of Technology and Innovation by President Bush at a ceremony at the East Wing of the White House. The National Medal is the highest honor for technological achievement bestowed on Americaâs leading innovators. From 1937-1968, Dr. Feigenbaum grew from an entry- level pre-college job to be the hands-on manager of quality as the Company-wide Manager of Manufacturing Operations and Quality Control at the General Electric Company (1958-68) in New York City. He developed the âTotal Quality Controlâ concept while concurrently at GE. He introduced the concept first in an article in 1946. In 1951, while a doctoral student at MIT, Dr. Feigenbaum wrote the first edition of his book Total Quality Control. He established the principles of Total Quality Management (âTQMâ), the approach to quality and profitability that has profoundly influenced management strategy and productivity in the competition for world markets in the United States, Europe, Asia, Latin America and the Middle East. He wrote, âTotal quality control is 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 production and service at the most economical levels which allow full customer satisfaction.â Armand V. Feigenbaum is also known for his concept of the âhidden plantâ. That is â in every factory a certain proportion of its capacity is wasted through not getting it right the first time. Dr.
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Feigenbaum quoted a figure of up to 40% of the capacity of the plant being wasted. At that time, this was an unbelievable figure; even today some managers are still to learn that this is a figure not too far removed from the truth. The elements of total quality to enable a totally customer focus (internal and external) ďˇ Quality is the customers perception of what quality is, not what a company thinks it is. ďˇ Quality and cost are the same not different. ďˇ Quality is an individual and team commitment. ďˇ Quality and innovation are interrelated and mutually beneficial. ďˇ Managing Quality is managing the business. ďˇ Quality is a principal. ďˇ Quality is not a temporary or quick fix but a continuous process of improvement. ďˇ Productivity gained by cost effective demonstrably beneficial Quality investment. ďˇ Implement Quality by encompassing suppliers and customers in the system. ďˇ The several editions of Total Quality Control have been published in more than twenty languages including French, German, Japanese, Chinese, Spanish and Russian, and are widely used throughout the world as a foundation for management practice. Dr. Feigenbaumâs establishment of General Systems with his brother Donald, made it possible for him to further refine TQM and widely bring to many companies and organizations the benefits of the total quality and management practices he had developed. This has brought demonstrable economic, environmental and social business benefits to these companies and their customers, and correspondingly to Americaâs economy. Equally important, far more than General Systems Company clients have benefitted from his intellect, creativity and experience. He co-authored The Power of Management Capital with his brother and business partner, Donald S. Feigenbaum (see bio), a former GE engineer and manager, setting a new direction for innovation in management in the twenty first century not only in industry but also in health care, education, public administration and technology. The book has been translated into Japanese, Chinese, Brazilian Portuguese, Arabic, in several other languages and an edition in India. Dr. Feigenbaum has been exceptionally generous, sharing his concepts, processes and implementation knowledge through numerous books, articles, interviews, keynotes and leadership as President of such groups as the American Society for Quality (ASQ) and the International Academy for Quality (IAQ). He is well known, highly visible, revered worldwide, and his name in synonymous with âTotal Quality .â He is considered one of the Worldâs âGurus of Quality.â d) Philip Crosby [5]
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which states that ' ⌠each individual is expected to perform exactly like the requirement or cause the requirement to be officially changed to what we and the customer really need.'
- Quality improvement team : Representatives from each department or function should be brought together to form a quality improvement team. These should be people who have sufficient authority to commit the area they represent to action.
- Quality measurement : The status of quality should be determined throughout the company. This means establishing quality measures for each area of activity that are recorded to show where improvement is possible, and where corrective action is necessary. Crosby advocates delegation of this task to the people who actually do the job, so setting the stage for defect prevention on the job, where it really counts.
- Cost of quality evaluation : The cost of quality is not an absolute performance measurement, but an indication of where the action necessary to correct a defect will result in greater profitability.
- Quality awareness : This involves, through training and the provision of visible evidence of the concern for quality improvement, making employees aware of the cost to the company of defects. Crosby stresses that this sharing process is a - or even the - key step in his view of quality.
- Corrective action : Discussion about problems will bring solutions to light and also raise other elements for improvement. People need to see that problems are being resolved on a regular basis. Corrective action should then become a habit.
- Establish an ad-hoc committee for the Zero Defects Programme : Zero Defects is not a motivation programme - its purpose is to communicate and instil the notion that everyone should do things right first time.
- Supervisor training : All managers should undergo formal training on the 14 steps before they are implemented. A manager should understand each of the 14 steps well enough to be able to explain them to his or her people.
- Zero Defects Day : It is important that the commitment to Zero Defects as the performance standard of the company makes an impact, and that everyone gets the same message in the same way. Zero Defects Day, when supervisors explain the programme to their people, should make a lasting impression as a 'new attitude' day.
- Goal setting : Each supervisor gets his or her people to establish specific, measurable goals to strive for. Usually, these comprise 30-, 60-, and 90-day goals.
- Error cause removal : Employees are asked to describe, on a simple, one-page form, any problems that prevent them from carrying out error-free work. Problems should be acknowledged within twenty-four hours by the function or unit to which the problem is addressed. This constitutes a key step in building up trust, as people will begin to grow more confident that their problems will be addressed and dealt with.
- Recognition : It is important to recognise those who meet their goals or perform outstanding acts with a prize or award, although this should not be in financial form. The act of recognition is what is important.
- Quality Councils : The quality professionals and team-leaders should meet regularly to discuss improvements and upgrades to the quality programme.
- Do it over again : During the course of a typical programme, lasting from 12 to months, turnover and change will dissipate much of the educational process.It is important to set up a new team of representatives and begin the programme over
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again, starting with Zero Defects day. This 'starting over again' helps quality to become ingrained in the organisation. Throughout his work, Crosby's thinking was consistently characterised by four absolutes:
- The definition of quality is conformance to requirements.
- The system of quality is prevention.
- The performance standard is zero defects.
- The measurement of quality is the price of non-conformance. The major contribution made by Crosby is indicated by the fact that his phrases ' zero defects', 'getting it right first time', and 'conformance to requirements' have now entered not only the vocabulary of quality itself, but also the general vocabulary of management. When Crosby's name is not mentioned in the very same sentence as the best-known quality thinker, Deming, then it would certainly be mentioned in the next. Crosby's practical and easy- to-read books on quality became - and remain - bibles to many, demystifying some of the jargon formerly associated with quality. His timing was perfect for the quality movement, and his writing has marketed quality to a wide audience. Crosbyâs work on improving quality in organizations laid the foundations for more recent quality tools, such as: six sigma, lean processes and business excellence. e) Kaoru Ishikawa [6] Kaoru Ishikawa is considered the âFather of Japanese Qualityâ for his creation of innovative developments in quality management. He is famous for creating the fishbone diagram, a type of âroot cause analysisâ which we still use in Quality Improvement (QI) to help make decisions and create actions. Ishikawa is a hugely respected figure in Quality Improvement, having been instrumental in developing quality initiatives in Japan. In 1945, Kaoru Ishikawa developed and presented the first iteration and concept of the â fishbone diagramâ a âproblem solving model helps determine root causes of problems.â This is also known as the cause-and-effect diagram and is often used while analyzing industrial processes. He also created the concept of Company Wide Quality Control and the concept as the putting the client front and centre of the manufacturing process. He invented the concept of âquality circlesâ in 1960. Quality circles are groups of people who meet to improve organizational performance. Although the only company to take part in the original âquality circlesâ study was Nippon Telephone and Telegraph, the study was a great success and went on to gain traction and become more and more popular as part of the concept
