People Whose Ideas Influence Organisational Work Quality people Joseph M. Juran Philip B. Crosby Tom Peters W.

Edwards Deming

Joseph M. Juran

Seen by many as the "father" of quality, a quality "guru" and the man who"taught quality to the Japanese." Established a theory of quality management, control and improvement cycles Went from Bell Systems in 1920's to New York University Department of Industrial Engineering. 1951 Quality Control Handbook. Developed "Managing for Quality" coourses late 1940s - emphasized the role of management in quality. Union of Japanese Scientists and Engineers invited him to Japan in 1954 where he ran seminars for top and middle-level managers, explaining to them the roles they had to play in promoting quality. Quality control was a management tool - total quality control. by the 1960s, Juran began to report on the new ideas on quality coming out of Japan--e.g. quality circles. 1970 -Quality Planning and Analysis, co-authored with Frank Gryna - textbook on quality.

Juran developed the quality trilogy quality planning, quality control and quality improvement

Key Contributions

Top management involvement Pareto principle Training in quality management Definition of quality as fitness for use

Project-by-project approach Standard reference the Quality Control Handbook Influenced Japanese managers

Among the steps Juran advocated are: Build awareness of the need and opportunity for improvement Set goals for improvement and organize to reach them Carry out projects to solve problems Report progress Provide training Give recognition Communicate results Maintain momentum by making improvement part of the regular systems and processes of the company

Philip M. Crosby His statements now part and parcel of quality speak - "zero defects" "do it right the first time" He is quite people orientated and felt we should "assume that people are vitally interested in the quality improvement process" and "assume the best and that is usually what happens" which unfortunately is certainly not always the case!

His four absolutes of quality: Quality is conformance to requirements The system of quality is prevention The performance standard is zero defect The measurement of quality is the price of non-conformance

Crosby's 14 Steps to Quality Improvement * Make it clear that the management is committed to quality. * Form quality improvement teams with representatives from all departments. * Assess and evaluate the quality awareness/concern of employees * Raise the quality awareness/concern of employees. * Take actions to correct problems. * Establish a committee for a zero defects program. * Train supervisors. * Hold a "zero defect day" * Encourage people to establish improvement goals for themselves and their teams * Encourage employees to communicate to management the obstacles to attaining improvement goals.

* Recognize those who participate. * Establish Quality Councils. * Do it all over again - the quality improvement program never ends

W Edwards Deming

He placed great importance and responsibility on management, at both the individual and company level, believing management to be responsible for 94% of quality problems. His fourteen point plan is a complete philosophy of management, that can be applied to small or large organisations in the public, private or service sectors: Create constancy of purpose towards improvement of product and service Adopt the new philosophy. We can no longer live with commonly accepted levels of delay, mistakes and defective workmanship Cease dependence on mass inspection. Instead, require statistical evidence that quality is built in End the practice of awarding business on the basis of price Find problems. It is managements job to work continually on the system Institute modern methods of training on the job Institute modern methods of supervision of production workers, The responsibility of foremen must be changed from numbers to quality Drive out fear, so that everyone may work effectively for the company Break down barriers between departments Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methods Eliminate work standards that prescribe numerical quotas Remove barriers that stand between the hourly worker and their right to pride of workmanship Institute a vigorous programme of education and retraining Create a structure in top management that will push on the above points every day

He believed that adoption of, and action on, the fourteen points was a signal that management intended to stay in business. Deming also encouraged a systematic approach to problem solving and promoted the widely known Plan, Do, Check, Act (PDCA) cycle. The PDCA cycle is also known as the Deming cycle

Kaoru Ishikawa

Most noteworthy contribution is his total quality viewpoint, company wide quality control, his emphasis on the human side of quality, the Ishikawa diagram

and the assembly and use of the seven basic tools of quality:

Pareto analysis which are the big problems? Cause and effect diagrams what causes the problems? Stratification how is the data made up? Check sheets how often it occurs or is done? Histograms what do overall variations look like? Scatter charts what are the relationships between factors? Process control charts which variations to control and how?

Genichi Taguchi

Believed it is preferable to design a product that is robust or insensitive to variation in the manufacturing process, rather than attempt to control all the many variations during actual manufacture.To put this idea into practice, he took the already established knowledge on experimental design and made it more usable and practical for quality professionals. His message was concerned with the routine optimisation of product and process prior to manufacture rather than quality through inspection. Quality and reliability are pushed back to the design stage where they really belong, and he broke down off-line quality into three stages: System design Parameter design Tolerance design

Tom Peters

Fortune calls Tom Peters the Ur-guru (guru of gurus) of management. The Economist tags him the Uber-guru, and his unconventional views led Business Week to describe Tom as "business' best friend and worst nightmare." Tom describes himself as a prince of disorder, champion of bold failures, maestro of zest, professional loudmouth (as a speaker he's "a spitter" ... according to Dilbert).........

With Bob Waterman he co-authored In Search of Excellence in 1982;which has been called one of the "Top Three Business Books of the Century," and ranked as the "greatest business book of all time" in a poll by Britain's Bloomsbury Publishing (2002).

Other bestsellers: A Passion for Excellence (1985, with Nancy Austin Thriving on Chaos (1987) Liberation Management (1992: acclaimed as the "Management Book of the Decade" for the '90s) The Tom Peters Seminar (1993) The Pursuit of WOW! (1994) The Circle of Innovation (1997).

Tom Peters - BBC broadcast and transcript

His most recent work can be found via his web site(see below)

Two Tom Peters biographies have recently been published: Corporate Man to Corporate Skunk: The Tom Peters Phenomenon, by Stuart Crainer Tom Peters: The Bestselling Prophet of the Management Revolution (part of a four-book series of business biographies)