...W. Edwards Deming, Philip B. Crosby, and Joseph M. Juran. Throughout the twentieth century, these three men have continuously integrated new systems for improvement in the quality system. The first and probably most well known of these philosophers is W. Edwards Deming. Deming first came into the public eye when he was credited with assisting the Japanese after World War II and helping to elevate the Japanese industry into the forefront of world industry. Deming stresses that the most important part of quality is the role of management. Deming also emphasizes on achieving long term goals through cultural transformation rather then short term needs. Deming’s findings can be viewed best through his “System of Profound Knowledge,” and his “14 Points of Management.” While Deming was continually expanding his research, Philip B. Crosby entered the forefront of quality in the 1970’s. Crosby has been a consulter as well as a trainer for many leaders in the manufacturing industries. Like Deming, Crosby also has a “14-Step Pan for Quality Improvement.” Crosby’s main focus is first evaluate the quality system and make improvements on the current system. Another of Crosby’s main concerns is defects. Crosby emphasizes that the performance standard should be “zero defects.” The most recent of the philosophers is Joseph M. Juran. In the late 1980’s Juran founded an institute to consult and train management in quality. In addition to Deming, Juran also visited...
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...Gurus The Battle of the Gurus Dr. W. Edwards Deming, was an eminent scholar and teacher in American academia for more than half a century. Edwards Deming guided the rise of the Japanese industry after World War II. His expertise and skill was used to improve the war equipment quality in Japan, while at the same time revitalizing and restoring a Japanese Industry that had been broke down by the World War. He was also known to be best practitioner who device the 14 points in quality improvement. (March, 1986) Leadership roles being very important to Deming he professed 14 pints for managers to incorporate at every level of the organization. He is known for his ratio - Quality is equal to the result of work efforts over the total costs. If a company is to focus on costs, the problem is that costs rise while quality deteriorates. Deming’s quality teachings emphasized system management and quality control through the use of statistical process control charts. While Deming’s theories supported quality control, his 14 points emphasized management’s responsibility for making quality improvements. (March, 1986) Philip Crosby is an American who promoted the phrases “zero defects” and “right first time”. Zero defects doesn’t mean mistakes never happen, rather that there is no allowable number of errors built into a product or process and that you get it right first time. (Crosby, 1989) Crosby also identified a 14-step quality process emphasizing management commitment...
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...Elements important to an organization are vision, mission, objectives, customer focus, obsession with quality, commitment, continual improvement, education, and training. The elements assist organizations with creating a new foundation and maintaining a structure that may allow an organization to be successful if the elements are utilized and there is continual improvement. There are three well-known quality pioneers known for the use of total quality elements. The pioneers are W. Edwards Deming, Joseph M. Juran, and Philip B. Crosby. The United States and international countries did not warmly welcome Deming and the United States dismissed Deming as the United States believed there was little competition with international countries and his opinion was not needed. After World War II, Japan had to make a change from producing raw materials to producing consumer goods. This change put Japan up against other countries and Japan was not having much success with the new change. Japan contacted Deming for his expertise advice and was open to making the appropriate changes needed in order to be successful. The turn around for Japan was using Deming’s fourteen point structure. “The fourteen...
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... February 1, 2013 | Philosophy of Quality Introduction Organizations and people are in competition with one another, therefore having quality is vital to its success. Quality can be defined by me and others as a business that makes reliable products that are made to last or a business that makes a product at reasonable price to its consumer. Quality can also be defined by receiving outstanding service from an individual or business. The perception of quality is thought of in various ways based on the individual defining it. Despite the various ways quality is defined, everyone knows the meaning when it is talked on. Philosophies by Joseph Juran, Edwards Deming and Philip Crosby became successful for their practice and teaching in what quality means, stands for and...
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... Dr. W. Edwards Deming had a Ph.D. in physics and was trained as a statistician (Evans & Lindsay, 2014). At the end of WW II, Deming worked for the U.S. government and traveled to Japan to help rebuild their economy with his unique style of management (W. Edwards Deming Institute, 2012). The Deming philosophy never defined or described quality precisely. His philosophy focused on continuous improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management (Evans & Lindsay, 2014). Deming also believed that higher quality would lead to higher productivity and would then strengthen competitiveness. Joseph Juran spent most of his time as a corporate industrial engineer and did most of the writing, editing, and publishing of the Quality Control Handbook (Evans & Lindsay, 2014). Like Deming, he taught quality principles to the Japanese and was a principal force in their quality reorganization (Evans & Lindsay, 2014). Juran developed basic steps that companies must take, however he believed there was a point of diminishing return; a point at which quality goes beyond the consumer needs (Reference for Business). This process is called the Pareto Principle, or the Juran 80/20 rule: 80 percent of the trouble comes from 20 percent of the problems (Reference for Business). Philip B. Crosby was a corporate vice president for quality at...
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...Walter Shewhart - The Grandfather of Total Quality Management. His Ideas The original notions of Total Quality Management and continuous improvement trace back to a former Bell Telephone employee named Walter Shewhart. One of W. Edwards Deming's teachers, he preached the importance of adapting management processes to create profitable situations for both businesses and consumers, promoting the utilization of his own creation -- the SPC control chart. Dr. Shewhart believed that lack of information greatly hampered the efforts of control and management processes in a production environment. In order to aid a manager in making scientific, efficient, economical decisions, he developed Statistical Process Control methods. Many of the modern ideas regarding quality owe their inspirtation to Dr. Shewhart. He also developed the Shewhart Cycle Learning and Improvement cycle, combining both creative management thinking with statistical analysis. This cycle contains four continuous steps: Plan, Do, Study and Act. These steps (commonly refered to as the PDSA cycle), Shewhart believed, ultimately lead to total quality improvement. The cycle draws its structure from the notion that constant evaluation of management practices -- as well as the willingness of management to adopt and disregard unsupported ideas --are keys to the evolution of a successful enterprise. Deming’s 14 Points on Quality Management, a core concept on implementing total quality management, is a set of management...
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...Quality Management Principles Quality Gurus / Philosophies And Frameworks 1 Leaders in the Quality Revolution Edward Deming • Joseph M. Juran • Philip B. Crosby • Armand V. Feigenbaum • Kaoru Ishikawa • 2 Edward Deming • 1950’s introduced importance of quality and Statistical Quality Control to the Japanese • Credited with helping the Japanese to become an economic power • Developed a 14 point plan for managers to improve quality, productivity and competitive position Edward Deming The Deming philosophy focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management. Deming Chain Reaction Improve quality Costs decrease Productivity improves Increase market share with better quality and lower prices Stay in business 5 Provide jobs and more jobs Deming’s 14 Points (Abridged) (1 of 2) 1. Create and publish a company mission statement and commit to it. 2. Learn the new philosophy. 3. Understand the purpose of inspection. 4. End business practices driven by price alone. 5. Constantly improve system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear and create trust. 6 Deming’s 14 Points (2 of 2) 9. Optimize team and individual efforts. 10. Eliminate exhortations for work force. 11. Eliminate numerical quotas and M.B.O. Focus on improvement. 12. Remove...
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... Outline Quality Theory What is Theory? Inductive Reasoning v.s. Deductive Reasoning Leading Contributors to Quality Theory Dodge; Fisher; Shewhart; Deming; Crosby; Juran; Feigenbaum; Ishikawa; Taguchi; Conclusion Quality Management Evolution Lean Six-Sigma Evolution; Holistic Views of Quality Evolution Viewing Quality Theory from a Contingency Perspective Quality Theory Implementation Depends on ambient Environment 2 Understanding Quality Concepts 3/1/2014 Quality Theory Defining Theory Inductive Reasoning v.s. Deductive Reasoning 3 Understanding Quality Concepts 3/1/2014 Defining Theory A coherent group of general propositions used as principles of explanation for a class of phenomena. An example for quality theory Quality Improvement Worker Morale Proposition Explain Phenomena 4 Understanding Quality Concepts 3/1/2014 Induction v.s Deduction Induction Collect data and then find out general phenomena (Chs. 2 and 10) Deduction State hypotheses and assume models, and then collect data to support the statements. (Chs. 11-12) 5 Understanding Quality Concepts 3/1/2014 Leading Contributors to Quality Theory Dodge: AS Fisher: DOE Shehwart: Control Chart Deming: Application Crosby Juran Feigenbaum Ishikawa Taguchi 6 Understanding Quality Concepts 3/1/2014 Harold F. Dodge (1893-1976) Developed Acceptance Sampling (AS) methodologies in 1928 ...
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...quality and the basic principles underlying their approaches, and discuss similarities and differences between them. Also, in this report will be provided brief definitions of Quality Inspection and Assurance, explained meaning of Customer Satisfaction and Continuous Improvement and explanation the importance of Internet marketing. L1.1 Definition of Quality Views on quality from business perspective. Although, quality is defined in many ways, the basic meanings are excellence in a product or lack of manufacturing or service defects. However, different experts define it in they own ways. To Phillip B. Crosby (2004, p.27) quality means "conformance to requirements". Quality must be defined in measurable and clearly stated terms to help the organisation take action based on tangible targets, rather than on experience, or opinions. Deming W....
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...The Deming Approach W. Edward Deming's philosophy is one that focuses on continuous improvement at all levels of an organization for all products and services. The philosophy is articulated in Deming's 14 Points and Seven Deadly Diseases. Deming's philosophy and TQM go hand in hand. You would be hard-pressed to find a TQM implementation that did not have Deming's philosophy as part of its foundation. Deming noted the villain was variation, and variation exists in everything. Our challenge is to identify and reduce variation in order to improve the quality of the items produced or services provided. For years, many struggled with Deming's points. Some complained that many of the points were not realistic, asking, for example, how can you run a business without using numbers? Doing so was just not possible, they said. In his 1993 book, The New Economics for Industry, Government & Education, Deming provided insight into his thinking. In the text is a chapter titled Theory of Profound Knowledge. Here, Deming outlined the basic thinking for creating change. There were some who intuitively understood his theory years before it was published. Those were the people and groups that had been successful in implementing TQM. The changes required to implement Deming's philosophy are not easy and will take time, but the rewards are worth the changes. We only need to look a Toyota to see just what can be accomplished! For many, if not most, U.S. businesses, Deming's ideas are revolutionary...
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...and services. Sig Sigma focuses on three key elements of quality: Customer, Process and Employee. The “Customer” expects performance, reliability, competitive prices, on-time delivery, service, clear and correct transaction processing and more. The “Process” requires for the company to look at their business from the customer's perspective, not theirs. The “Employee” quality is the responsibility of every employee. Every employee must be involved, motivated, and knowledgeable if any company is to succeed (General Electrics, 2011). Many people have contributed various concepts to the definition of total quality. There are three major contributors that pioneer total quality. These contributors are W. Edward Deming, Joseph M. Juran, and Philip B. Crosby. Edward Deming is best known for his work in Japan where from 1950 and onward he taught top management and engineer’s methods for management of quality. This teaching dramatically altered the economy of...
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...İMO Teknik Dergi, 1997 1327-1342, Yazı 98 Inşaat Sektöründe Toplam Kalite Yönetimi David ARDITI* H. Murat GÜNAYDIN** . öz Inşaat sektöründe kabul edilebilir katite düzeyine ulaşmak uzun süredir bir sorun olarak karşımıza çıkmaktadır. Zaman para ve kaynak~ar, yetersiz veya olmayan kalite yönetimi prosedürleri yüzünden israf edilmektedir. Ilk kez Japonya' da 1950' lerde üretim sektöründe uygulanmaya başlanan Toplam Kalite Yönetimi (TKY) sistemi, son yıllarda ABD firmaları tarafından uygulanmış, verimlilik, maliyet ve güvenilirlik açılarından olumlu sonuçlar vermiştir. Son yıllarda, TKY sisteminin inşaat projelerinde de kullanıldığı gözlenmektedir. Bu yazıda, TKY kavramının gelişmesi ve ana hatları gözden geçirilecek, TKY ilkelerinin inşaat sektörüne uygulanabilirliği tartışılacak, TKY ögelerinin inşaat süreci kalitesine etkileri araştırılacak, ve TKY sisteminin inşaat sektöründe etkin bir şekilde kullanılabilmesi için öneriler yapılacaktır. ABSTRACT Attainment of acceptable levels of quality in the construction industry has long been a problem. Great expenditures of time, money and resources, both human and material, are wasted each year because of inefficient or nonexistent quality management procedures. The manufacturing industry has developed Total Quality Management (TQM) concepts, first applied in J apan and in recent years used in the United States, which have produced many positive effects including increased productivity, decreased product cost and high levels...
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...“fitness for use” and therefore it is judge by the customer. o Quality should be viewed from both internal and external perspectives. o Product conformance to requirements results in customer satisfaction. o Juran advocate ten steps to quality improvement. • Crosby Approach o Quality is free. o Quality means conformance to requirement. o Zero Defect is the only performance standard. o Crosby proposed 14 steps for the quality improvement process. • Feigenbaum’s Approach o Product/service quality is dynamic in nature because customers’ expectations are subject to change. o Total quality management covers the full scope of the product and service life cycle. • Gorocock’s Approach o Quality of a product is the degree of conformance of all the relevant features and characteristics of the product to all of the aspect of a customer’s need (value-led). o Zero defects and no longer period for reflection or review at the end of the program. • Taguchi’s Approach o “Loss imparted to the society from the time a product is shipped”. Economic value of being on target and reducing variation. • Ishikawa’s Approach o Quality control extends beyond the product and encompasses after-sale service, quality of management, quality of individuals and the company itself. Deming Juran Basic orientation toward quality Technical Process What is quality? Non-faulty systems Fitness for use; freedom from trouble Who is responsible for quality? Management Management Importance of customer...
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...HA425: Operational Analysis and Quality Improvement Unit 3 Project Student Name: Tincy Jackson Part One What are the philosophical elements of CQI and how can these elements can be used in a health care setting? | The philosophical elements of Continuous Quality Improvement (CQI) consist of strategic focus, customer focus, systems view, evidence-based analysis, implementer involvement, multiple causation, solution identification, process optimization, continuing improvement, an organizational learning. Philosophical elements of CQI basically identify the traits that are needed in order to ensure ongoing improvement within an organization. Strategic focus would basically tell what the companies mission and is and the services that are offered. The customer focus would identify whether there is cohesiveness among the patients as well as the staff ensuring both are satisfied with the results of their care and outcomes. Systems view “emphasis on analysis of the whole system providing a service or influencing an outcome,” (McLaughlin & Kaluzny, 2006). Evidence based analysis would be where data is collected and studied in order to identify trends of all types such as billing errors, and areas of excelling or needing improvement. All stakeholders would take part in some way in the implementer involvement phase. In the multiple causation phase causes of certain occurrences or their appearance would be identified and explained. Solutions will be identified...
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...Quality Management a Competitive Advantage in a Global Market Total Quality Management (TQM), Six Sigma, and International Standards Organization (ISO), are three of the processes or tools organizations need to compete and give them a competitive advantage in the global market of today and that will allow them to keep up with the ever changing World market in the future. Total Quality Management (TQM) is a philosophy that says that uniform commitment to quality in all areas of an organization promotes an organizational culture that meets consumers' perceptions of quality. The concept of TQM rests largely on five principles: • Produce quality work the first time. • Focus on the customer. • Have a strategic approach to improvement. • Improve continuously. • Encourage mutual respect and teamwork. To be effective in improving quality, TQM must be supported at all levels of an organization, from the highest executive to the lowest-level hourly employee. TQM extends the definition of quality to all functional areas of the organization, including production, marketing, finance, and information systems. The process begins by listening to customers' wants and needs and then delivering goods and services that fulfill these desires. TQM even expands the definition of customer to include any person inside or outside the company to whom an employee passes his or her work. In an assembly plant, for example, the warehouse supplies its customer, which is the line operator of...
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