Chapter 3: Gurus of Total Quality Management PDF

Chapter 3: gurus of total quality management Presented by: Group 3 Objectives: After reading this chapter, the student should be able to : Identify the different quality gurus in quality management. Recognize the contributio...

Chapter 3: gurus of total quality management Presented by: Group 3 Objectives: After reading this chapter, the student should be able to : Identify the different quality gurus in quality management. Recognize the contributions of quality gurus in quality management.  In order to understand the TQM movement, there are philosophies of notable individuals who have shaped the evolution of TQM. Their qualitative and quantitative contributions, Common thrust; and Philosophies and teachings Dr. William Edward deming(14ᵗʰ October 1900-20ᵗʰ December 1993) He was the “Father of Quality Control,” revolutionized quality management. His work, particularly in post-World War II Japan, led to the “quality revolution’’ that propelled Japanese manufacturing to global dominance. Deming’s key contributions include his 14 Points for Quality Improvement, the Deming Cycle (PDCA), and his Theory of  Profound Knowledge, all emphasizing continuous improvement, customer focus, and employee involvement. His legacy continues to influence quality management practices worldwide, emphasizing long-term customer satisfaction and a shift from short-term profits to sustainable excellence.  DEMING’S 14-POINT METHODOLOGY 1. CONSTANCY OF PURPOSE create firmness of purpose for continual improvement of products and services and distribute resources to accommodate long-term needs rather than short-term profitability with a plan to become competitive, stay in business, and provide jobs. 2. THE NEW PHILOSOPHY espouse the new philosophy, for one can no longer allow delays, mistakes, and faulty workmanship. Transformation of the Western management style necessary to end the continued decline in the industry. 3. CEASE DEPENDENCE ON INSPECTION remove the need for mass inspection as a technique to attain quality by building quality into the product in the first place. Insist statistical evidence of built-in quality in both manufacturing and purchasing functions. 4. END LOWEST TENDER CONTRACTS reduce total cost. Many companies and organizations grant contracts to the lowest bidder if they meet certain requirements. However, low bids do not promise quality. Unless the quality aspect is carefully thought of, the effective price per unit that a company pays its vendors may be understated and, in some cases, indefinite. 5. IMPROVE EVERY PROCESS management’s job is to constantly make the system better with contributions from workers and management. 6. INSTITUTE TRAINING ON THE JOB introduce-up-to methods of training on the job, incorporating management to make the greatest use of all employees. Fresh skills are essential to sustain changes in materials, methods, product design, machinery, techniques, and service. 7. INSTITUTE LEADERSHIP espouse and introduce leadership aimed at helping people carry out a better job. The responsibility of the managers and supervisors must be altered to highlight quality rather than quantity. The management must make sure that urgent action is taken on reports in inherited defects, maintenance requirements, poor tools, fussy operational definitions, and other conditions damaging to quality. 8. DRIVE OUT FEAR build a fear-free environment where everyone can contribute and work effectively. There is a financial loss related to fear in organization. Employees strive to satisfy their superiors because they believe that they might lose their jobs. 9. BREAK DOWN BARRIERS people should work cooperatively with reciprocal trust, respect and appreciation for the needs of others in their work. Internal and External organizational barriers hamper the flow of information, put off entities from perceiving organizational goals, and encourage the quest for subunit goals that are not essentially aligned with the organizational goals. Internal Barriers are the barriers between organizational levels and departments. External Barriers are between the company and its suppliers, customers, investors, and the community. Barriers can be removed using better communication, cross- functional teams, and changing attitudes and cultures. 10. ELIMINATE EXHORTITIONS do away with the use of slogan, posters, and exhortations demanding zero defects and a new level of productivity from the workforce, with no commensurate methods provided. Such exhortations only form adversarial relationship. The volume of cases of low quality and low productivity belong to the systems; thus, lie outside the power of the workforce. 11. ELIMINATE ARBITRARY NUMERICAL TARGETS remove work standards that stipulate numerical quotas for the workforce and numerical goals for people in the management. Replace these with aids and useful supervision and employ statistical methods for continual improvement of quality and productivity. 12. PERMIT PRIDE OF WORKMANSHIP eliminate the barriers that steal from hourly workers and people in the management of their rights to the pride of workmanship. This implies the eradication of the annual merit rating and management by objectives. 13. ENCOURAGE EDUCATION Deming’s philosophy is founded on long- term, continuous process improvement that cannot be carried out without properly trained and motivated employees. This point tackles the need for ongoing and continuous education and self-improvement for the whole organizations. This educational investment serves the following objectives: a. It leads to better-motivated employees; b. It communicates the company goals to the employees; c. It keeps the employees up-to-date on the latest techniques and supports teamwork; d. Training and retraining offers a mechanism to ensure enough performance as the job responsibilities change; and e. Through increasing job loyalty, it lessens the number of people who “job-hop”. 14. TOP MANAGEMENT’S COMMITMENT a clearly defined commitment by the top management to constantly improve quality and productivity and strengthening obligations to put into practice all these principles is always advantageous to the workforce and the organizations. Form a structure in the top management whose main task will be to push these 13 points continually and take action in order to achieve the change.  Deming’s 7 deadly diseases Deming’s 7 deadly diseases recap the factors that he believes can slow down the transformation that the 14 points can bring about. Here’s the 7 deadly diseases: 1. Lack of constancy of purpose to plan products and services that have a market sufficient to keep the company in business and provide jobs. 2. Stress o short-term profit; short-term thinking that is driven by a fear of unfriendly takeover attempts and pressure from bankers and shareholders to generate dividends. 3. Personal review systems for managers and management by objectives with no methods or resources provided to achieve objectives; includes performance evaluations, merit rating, and annual appraisal. 4. Job-hopping by managers. 5. Using only evident data and information in decision-making with little or no consideration given to what is unknown or cannot be known. 6. Extreme medical costs 7. Too many costs of liability are driven up by lawyers who work on contingency fees.  Philip Crosby (18ᵗʰ june, 1926-18ᵗʰ august, 2001 Crosby came to national prominence with the publication of his book Quality is Free in 1979. He established the absolutes of quality management, which states that the only performance standard is zero defects and the basic elements of improvement. He served in the Navy during World War II and the Korean War before earning a degree from the Ohio College of Podiatric Medicine. Crosby’s early career involved working as a test technician at Crosley Corporation and a reliability engineer at Bendix Corporation, where he honed his understanding of quality management. He gained prominence as the quality control manager of the Pershing missile program at the Martin Company, where he developed the Zero Defects concepts. His book emphasized the principle of “doing it right the first time” (DIRFT) and the outlined four key absolutes of quality. Zero defects, the heart of Crosby’s philosophy, was censured by Deming as being directed at the wrong people and forming worker frustration and bitterness The essence of Crosby’s teaching is contained in what he calls the “four absolutes of quality”. 1. The definition – Quality is conformance to requirements, not goodness. 2. The system – Prevention, not appraisal. 3. The performance standard – Zero defects. 4. The measurement – The prize of non-conformance to requirements, not quality circles. Crosby defines quality as a means of “conformance to requirements”. Quality must be defined in quantifiable and clearly stated terms to aid the organization in taking action based on feasible targets rather than experience or opinions. For Crosby, quality is either present or not present, there’s no such thing as varying levels of quality. Management must assess quality by continually tracking the cost of doing things erroneously. Crosby calls this the “price of nonconformance”. He emphasized that higher quality lessens costs and increases profits. His categories of quality costs are identical to those of Juran, which are prevention, appraisal, and failure. Crosby also presents the quality management maturity grid, which contains five stages which are uncertainty, awakening, enlightenment, wisdom, and certainty.  Based on these premises, he develop a 14-step methodology 1. Management commitment –To make clear the management’s position on quality. 2. Quality improvement team –To carry out the quality improvement program. 3. Quality measurement –To exhibit existing and possible non- conformance problems in a way that permits objective evaluation and remedial action. 4. Cost of quality –To identify the components of the cost of quality and give details on its application as a manager tool. 5. Quality awareness –To give a method of elevating individual concern among the personnel in the company towards the conformance of the product and service, and the status of the company about quality. 6. Corrective action –To offer a systematic method of deciding the problems recognized through actions taken in the past. 7. Zero defects planning –To study the different activities that must be performed as groundwork for officially initiating the zero defect program. 8. Supervisor training –To name the type of training that supervisors require to energetically perform their roles regarding the quality improvement program. 9. Zero defect day –To produce an event that will allow all employees appreciate, through personal experience, that there has been a change. 10. Goal setting –To twist promises and commitments into action by persuading individuals to set up improvement goals for themselves and their groups. 11. Error –cause removal –To offer individual employees a way of communicating to the management the situations that make it not easy for employees to fulfill the promise to improve. 12. Recognition –To be thankful for those who contribute. 13. Quality councils –To bring collectively professionals in the realm of quality for planned communication on a customary basis with the workforce and management alike. 14. Do it over again –To accentuate that the quality improvement program never ends. Crosby claims “mistakes are caused by two factor: lack of knowledge and lack of attention”. Education and training can eradicate the first cause, and a personal commitment to excellence(zero defects) and attention to detail will cure the second. Thank you!!!