GURUS OF TQM ( Total Quality Management )

Several influential thinkers, often referred to as the Gurus of TQM, have significantly shaped Total Quality Management principles and practices.

1. GURUS OF TQM Prepared by: Mr. MANICKAVASAHAM G Assistant Professor Department of Mechanical Engg . Mookambigai College of Engg .

2. Several influential thinkers, often referred to as the Gurus of TQM , have significantly shaped Total Quality Management principles and practices. INTRODUCTION

3. Overview of some of the most prominent TQM gurus and their contributions: 1. W. Edwards Deming Key Contributions : Deming is best known for his 14 Points for Management, the PDCA Cycle (Plan-Do-Check-Act), and his philosophy of continuous improvement. He emphasized that quality improvement is the responsibility of management and that organizations should focus on long-term success through systematic efforts .

4. Cont. 2. Joseph M. Juran Key Contributions : Juran introduced the Juran Trilogy : quality planning, quality control, and quality improvement. He stressed that quality management involves both technical and managerial processes. He also popularized the concept of Pareto Analysis (the 80/20 rule) in quality management. 3. Philip B. Crosby Key Contributions : Crosby is known for the concept of "Zero Defects" and his philosophy that "Quality is Free." He believed that prevention of defects is key and that the cost of poor quality far outweighs the cost of building quality into products from the start. His four absolutes of quality management and the 14-step quality improvement process are widely recognized.

5. W. Edwards Deming , a pioneer of quality management, made significant contributions that shaped modern approaches to quality improvement. W. Edwards Deming 1. Deming’s 14 Points on Route to Quality These points form the foundation of Deming's philosophy for transforming management practices to ensure long-term success through continuous quality improvement: Create constancy of purpose for improving products and services. Adopt the new philosophy for quality management. Cease dependence on inspection to achieve quality. End the practice of awarding business on price alone ; build long-term relationships with suppliers .

6. Improve constantly and forever every process for planning, production, and service. Institute training on the job for continuous improvement. Adopt and institute leadership to help employees do their best. Drive out fear so employees feel secure to perform their best. Break down barriers between departments to improve collaboration. Eliminate slogans, exhortations, and targets for the workforce that demand zero defects and new productivity levels. Eliminate quotas and management by objective, focusing instead on quality improvement. Remove barriers that rob employees of pride in their work. Institute a vigorous program of education and self-improvement . Put everybody to work on transforming the company toward quality improvement. Cont.

7. Cont. The Plan-Do-Check-Act (PDCA) cycle is a method for continuous improvement of processes and products: Plan : Identify a problem or area for improvement, set objectives, and develop a plan. Do : Implement the plan on a small scale to test the solution. Check : Measure and analyze the results to determine whether the plan is effective. Act : If the solution works, implement it on a larger scale; if not, refine the plan and repeat the cycle. This cycle promotes continuous improvement and adaptability, enabling organizations to respond to changes and enhance processes over time. 2. Deming Cycle (PDCA Cycle)

8. Cont. Deming identified management practices that he believed were detrimental to quality improvement: Lack of constancy of purpose : Short-term focus rather than long-term improvement. Emphasis on short-term profits : Focusing on quarterly gains rather than sustainable success. Evaluation by performance, merit rating, or annual review : Incentivizing quantity over quality. Mobility of management : Frequent changes in leadership leading to instability. Running a company on visible figures alone : Ignoring intangibles like morale, quality, and knowledge. Excessive medical costs : Employee health issues affecting productivity and profitability. Excessive costs of warranty : Poor quality leading to higher costs for rework and repair. 3. Seven Deadly Diseases of Management

9. Cont. Deming's System of Profound Knowledge is a management philosophy based on four interrelated areas: Appreciation for a system : Understanding how different parts of the organization interact and work together. Knowledge of variation : Recognizing and reducing variation in processes to improve consistency. Theory of knowledge : Understanding how knowledge is built and applied in decision-making processes. Psychology : Recognizing the human aspect of management, including motivation, learning, and behavior. This system promotes a holistic view of management, emphasizing that quality is influenced by both technical and human factors. 4. System of Profound Knowledge

10. JOSEPH M. JURAN Joseph M. Juran made significant contributions to the field of quality management. 1. Internal Customer Concept : Juran introduced the idea that every process has customers, both external and internal. The internal customer is the next person or department in the workflow. Satisfying internal customers is as crucial as meeting the needs of external customers because internal quality impacts overall product or service quality.

11. 2. Cost of Quality Concept : Juran emphasized the importance of understanding the Cost of Quality (COQ) , which includes: Prevention costs (efforts to prevent defects), Appraisal costs (costs of inspecting and testing products), Internal failure costs (costs incurred due to defects before reaching the customer), and External failure costs (costs incurred after the product reaches the customer, such as returns and warranties). Importance : He demonstrated that investing in prevention and appraisal reduces failure costs, ultimately saving money. Cont.

12. Cont. Concept : Juran developed the Juran Trilogy as a framework for managing quality across the organization: Quality Planning : Identifying customers and their needs, and developing products that meet those needs. Quality Control : Monitoring operations and processes to ensure they meet the quality standards established during planning. Quality Improvement : Continuously seeking ways to improve performance and reduce defects by identifying root causes and implementing solutions. 3. Juran Trilogy

13. Cont. 4. Juran’s 10 Steps for Quality Improvement Juran outlined a systematic approach for implementing quality improvement in any organization: Build awareness of the need and opportunity for improvement. Set improvement goals. Organize to reach the goals. Provide training. Carry out projects to solve problems. Report progress. Give recognition. Communicate results. Keep score of improvements achieved. Maintain momentum by making annual improvement part of the regular system.

14. Cont. 5. The Breakthrough Concept Concept : Juran’s Breakthrough Concept involves making significant leaps in performance rather than just incremental improvements. It focuses on identifying chronic issues that lead to major inefficiencies or defects and solving them through a structured problem-solving process. Breakthroughs require innovative thinking and often result in substantial cost savings and quality enhancements. Juran’s work emphasized that quality is not merely a technical issue but a managerial responsibility that requires a comprehensive, strategic approach. His principles continue to influence quality management practices across industries.

15. PHILIP B. CROSBY Philip B. Crosby was a prominent quality management guru known for his philosophy of "Zero Defects" and his practical approach to quality improvement.

16. 1. Four Absolutes of Quality Crosby defined four core principles, or absolutes , that form the foundation of his quality philosophy: Quality Means Conformance to Requirements : Quality is defined as meeting the exact requirements of the customer, not just exceeding them. The System of Quality is Prevention : Quality should be built into processes to prevent defects rather than relying on inspections to find them. The Performance Standard is Zero Defects : Crosby believed in setting the performance standard at zero defects , meaning that no defects are acceptable and striving for perfection is key. The Measurement of Quality is the Price of Non-Conformance : The cost of quality should be measured by the price paid for things not done right the first time (e.g., rework, waste, warranty claims). Cont.

17. Cont. 2. Fourteen Steps to Quality Management Crosby outlined 14 practical steps that organizations could take to implement quality improvement: Management Commitment : Make quality improvement a top priority for management. Quality Improvement Teams : Form teams from each department to drive quality improvement. Quality Measurement : Establish measurements to assess current quality status. Cost of Quality : Measure and communicate the cost of poor quality to the organization .

18. Cont. Quality Awareness : Make all employees aware of the importance of quality. Corrective Action : Actively identify and correct quality issues. Zero Defects Planning : Plan for achieving the zero defects standard. Supervisor Training : Provide quality training for supervisors. Zero Defects Day : Celebrate a dedicated day to reinforce the zero defects mindset. Goal Setting : Set specific, measurable goals for improvement. Error Cause Removal : Empower employees to identify and address obstacles to quality. Recognition : Acknowledge and reward quality achievements. Quality Councils : Establish councils to facilitate ongoing quality communication. Do It Over Again : Repeat the quality improvement process continuously.

19. Cont. 3. Crosby’s Quality Vaccine Crosby introduced the idea of a Quality Vaccine , which he described as having three key "ingredients" that can immunize an organization against quality problems: Integrity : Leadership must demonstrate a genuine commitment to quality through actions, not just words. Systems : Proper systems must be in place to prevent defects and ensure quality. Communication : Ongoing communication about quality goals, progress, and expectations must be clear and pervasive throughout the organization .

20. Cont. These concepts shaped Crosby's view that quality should not be seen as a cost, but as a way to save money by preventing defects and ensuring that products and services meet requirements the first time. His work continues to influence quality management practices today.

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