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Dr. W. Edwards Deming

Dr. Deming's Ideas Dr. Deming's famous 14 Points, originally presented in Out of the Crisis, serve as management guidelines. The points cultivate a fertile soil in which a more efficient workplace, higher profits, and increased productivity may grow.

Create and communicate to all employees a statement of the aims and purposes of the company. Adapt to the new philosophy of the day; industries and economics are always changing. Build quality into a product throughout production. End the practice of awarding business on the basis of price tag alone; instead, try a longterm relationship based on established loyalty and trust. Work to constantly improve quality and productivity. Institute on-the-job training. Teach and institute leadership to improve all job functions. Drive out fear; create trust. Strive to reduce intradepartmental conflicts. Eliminate exhortations for the work force; instead, focus on the system and morale. (a) Eliminate work standard quotas for production. Substitute leadership methods for improvement. (b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes, and how to improve them. Remove barriers that rob people of pride of workmanship Educate with self-improvement programs. Include everyone in the company to accomplish the transformation.

Comments on some of Dr. Deming's points: The first of the 14 Points charges management with establishing continual improvement through the redefinition of the company's purposes. Quite simply, the company must survive, compete

well, and constantly replenish its resources for growth and improvement through innovation and research. In the fifth point, Dr. Deming states that only a commitment to a process of continual improvement truly rewards. A company cannot expect to ignite and feed a quality revolution from which it will prosper for all time. Instead, it must adopt an evolutionary philosophy; such a philosophy prevents stagnation and arms the company for the uncertain future. Part of the evolutionary mentality is to abandon practices that, despite their obvious short term benefits, ultimately detract from the company's effectiveness. Point number four specifically warns against this scenario: the purchasing department of a company consistently patronizes those vendors who offer the lowest prices. As a result, the company often purchases low quality equipment. Dr. Deming urges companies to establish loyal ties with suppliers of quality equipment. Point five condemns mass inspection procedures as inefficient; a product should be monitored by the workers, throughout the assembly process, to meet a series of quality standards. In the long term, the use of better equipment and a more intense worker-oriented method of inspection will markedly improve productivity and lower costs. In order to accomplish these goals, a company must develop a consistent, active plan that involves its entire labor force in the drive toward total quality. Cooperation- Dr. Deming based his new business philosophy on an ideal of cooperation. In order to fulfill its own potential, a company must harness the power of every worker in its employment; for that reason, the third point bars shoddy workmanship, poor service, and negative attitudes from the company. Theory of Profound Knowledge -- In order to promote cooperation, Deming espouses his Theory of Profound Knowledge. Profound knowledge involves expanded views and an understanding of the seemingly individual yet truly interdependent elements that compose the larger system, the company. Deming believed that every worker has nearly unlimited potential if placed in an environment that adequately supports, educates, and nurtures senses of pride and responsibility; he stated that the majority--85 percent--of a worker's effectiveness is determined by his environment and only minimally by his own skill. A manager seeking to establish such an environment must: Employ an understanding of psychology--of groups and individuals. Eliminate tools such as production quotas and sloganeering which only alienate workers from their supervisors and breed divisive competition between the workers themselves. Form the company into a large team divided into sub-teams all working on different aspects of the same goal; barriers between departments often give rise conflicting objectives and create unnecessary competition. Spread profit to workers as teams, not individuals. Eliminate fear, envy, anger, and revenge from the workplace. Employ sensible methods such as rigorous on-the-job training programs.

In the resulting company, workers better understand their jobs--the specific tasks and techniques as well as their higher value; thus stimulated and empowered, they perform better. The expense pays for itself. The ideas of W. Edwards Deming may seem common or obvious now; however, they've become embedded in our culture of work. Dr. Deming's ideas (and personal example) of hard work, sincerity, decency, and personal responsibility, forever changed the world of management. "It is not enough to just do your best or work hard. You must know what to work on."- W. Edwards Deming

Joseph M. Juran

Juran, like Deming, was invited to Japan in 1954 by the Union of Japanese Scientists and Engineers (JUSE). His lectures introduced the management dimensions of planning, organizing, and controlling and focused on the responsibility of management to achieve quality and the need for setting goals.

Juran defines quality as fitness for use in terms of design, conformance, availability, safety, and field use. Thus, his concept more closely incorporates the viewpoint of customer. He is prepared to measure everything and relies on systems and problem-solving techniques. Unlike Deming, he focuses on top-down management and technical methods rather than worker pride and satisfaction. Jurans 10 steps to quality improvement are: 1. Build awareness of opportunity to improve. 2. Set-goals for improvement. 3. Organize to reach goals. 4. Provide training 5. Carryout projects to solve problems. 6. Report progress. 7. Give recognition. 8. Communicate results. 9. Keep score. 10. Maintain momentum by making annual improvement part of the regular systems and processes of the company. Juran is founder is the founder of Juran Institute in Wilton, Connecticut. He promoted a concept known as Managing Business Process Quality, which is a technique for executive crossfunctional quality improvement. Juran contribution may, over the longer term, may be greater than Demings because Juran has broader concept, while Demings focus on statistical process control is more technical orient
A Lifetime of Professional and Worldwide Quality

Braila, Romania. December, 1904. The threadbare Jakob Juran family welcomes a newborn son, Joseph Moses. Five years later Jakob leaves Romania for America. By 1912, he has earned enough to bring the rest of the family to join him in Minnesota. Despite this hopeful emigration and American opportunities, the family continues in poverty. Young Joseph Juran demonstrates his affinity for knowledge; in school, his level of mathematical and scientific proficiency so exceeds the average that he eventually skips the equivalent of four grade levels. In 1920, he enrolls at the University of Minnesota, the first member of his family to pursue higher education. By 1925, he had received a B.S. in electrical engineering and is working with Western Electric in the Inspection Department of the famous Hawthorne Works in Chicago. The complexity of this enormous factory, manned by 40,000 workers, presents Juran with his first challenge in management. In 1926, a team of Quality Control pioneers from Bell Laboratories brought a new program to Hawthorne Works. The program, designed to implement new tools and techniques, required a training program. From a group of 20 trainees, Juran became one of two engineers for the Inspection Statistical Department, one of the first of such divisions created in American industry.

By 1937, Juran was the chief of Industrial Engineering at Western Electric's home office in New York. His work involved visiting other companies and discussing methods of quality management. During WWII, Juran's temporary leave of absence from Western Electric stretched through four years. During that time, he served in Washington, D.C. as an assistant administrator for the Lend-Lease Administration. He and his team improved the efficiency of the process, eliminating excessive paperwork and thus hastening the arrival of supplies to the United States' overseas friends. Juran finally left Washington in 1945, but he didn't return to Western Electric. Rather, he chose to devote the remainder of his life to the study of quality management. As early as 1928, Juran had written a pamphlet entitled "Statistical Methods Applied to Manufacturing Problems." By the end of the war, he was a well-known and highly-regarded statistician and industrial engineering theorist. After he left Western Electric, Juran became Chairman of the Department of Administrative Engineering at New York University, where he taught for many years. He also created a thriving consulting practice, and wrote books and delivered lectures for American Management Association. It was his time with NYU and the AMA which allowed for the development of his management philosophies which are now embedded in the foundation of American and Japanese management. His classic book, the Quality Control Handbook, first released in 1951, is still the standard reference work for quality managers. The following table outlines the major points of Dr. Juran's quality management ideas: Quality Trilogy:

Quality Planning

Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimise the product features so as to meet our needs and customer needs. Develop a process which is able to produce the product. Optimise the process. Prove that the process can produce the product under operating conditions with minimal inspection. Transfer the process to Operations.

Quality Improvement

Quality Control

An Honored Theorist The Union of Japanese Scientists and Engineers invited Dr. Juran to Japan, to teach them the principles of quality management as they rebuilt their economy. Along with W. Edwards Deming, his more colorful and perhaps better-known American colleague, Juran received Second Order of the Sacred Treasure

6 award from Emperor Hirohito of Japan. Dr. Juran published his lectures from Japan in his book Managerial Breakthrough in 1964. In 1979, Juran founded The Juran Institute to better facilitate broader exposure of his ideas. The Juran Institute is today one of the leading quality management consultancies in the world, and it produces books, workbooks, videos and other materials to support the wide use of Dr. Juran's methods. The institute and the consulting practice continue to thrive today. Dr. Juran worked to promote quality management into his 90's, and only recently retired from his semi-public life. One can obtain the papers, lectures, and tapes of Dr. Juran from The Juran Institute or other quality management educational providers. The Juran Foundation, which he founded, continues his work, exploring the social and industrial implications of quality improvement while making his and others' valuable contributions more accessible.

Philip Crosby

Career
Crosby was born in West Virginia in 1926. A graduate of Western Reserve University, he saw service in the Korean War, and started his working life on the assembly line in 1952, becoming quality manager for Martin-Marietta where he developed the 'Zero Defects' concept. After working his way up, Crosby became Corporate Vice-President and Director of Quality at ITT for 14 years. As a result of the interest shown in Quality is Free (1979), he left ITT to set up Philip Crosby Associates Incorporated and started to teach organisations quality principles and practice as laid down in his book. In 1985 his company was floated for $30 million. In 1991 he retired from Philip Crosby Associates to launch Career IV Inc, a consultancy advising on the development of senior executives. Philip Crosby died in August 2001.

Key theory
Quality, Crosby emphasized, is neither intangible nor immeasurable. It is a strategic imperative that can be quantified and put back to work to improve the bottom line. 'Acceptable' quality or defect levels and traditional quality control measures represent evidence of failure rather than assurance of success. The emphasis, for Crosby, is on prevention, not inspection and cure. The goal is to meet requirements on time, first time and every time. He believes that the prime responsibility for poor quality lies with management, and that management sets the tone for the quality initiative from the top. Crosby's approach to quality is unambiguous. In his view, good, bad, high and low qualities are meaningless concepts, and the meaning of quality is 'conformance to requirements'. Nonconforming products are ones that management has failed to specify or control. The cost of nonconformance equals the cost of not doing it right first time, and not rooting out any defects in processes. 'Zero defects' does not mean that people never make mistakes, but that companies should not begin with 'allowances' or sub-standard targets with mistakes as an in-built expectation. Instead, work should be seen as a series of activities or processes, defined by clear requirements, carried out to produce identified outcomes. Systems that allow things to go wrong - so that those things have to be done again - can cost organizations between 20% and 35% of their revenues, in Crosby's estimation. His seminal approach to quality was laid out in Quality is Free and is often summarised as the Fourteen Steps.
The fourteen steps 1. Management Commitment: the need for quality improvement must be recognized and adopted by management, with an emphasis on the need for defect prevention. Quality improvement is equated with profit improvement. A quality policy is needed 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.' 2. 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. 3. 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. 4. 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. 5. 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

8 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 Programmed: Zero Defects is not a motivation programmed - its purpose is to communicate and instill 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 programmed 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 recognize 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 programmed. Do It Over Again: during the course of a typical programmed, lasting from 12 to18 months, turnover and change will dissipate much of the educational process.

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It is important to set up a new team of representatives and begin the programmed over again, starting with Zero Defects day. This 'starting over again' helps quality to become ingrained in the organization.

Later work
In his 1984 book, Quality Without Tears, Crosby developed the idea of a Quality Vaccination Serum with the following ingredients:

Integrity for the Chief Executive Officer, all managers and all employees. Systems for measuring conformance, and educating all employees and suppliers so that quality, corrective action and defect prevention become routine. Communications for identifying problems, conveying progress and recognizing achievement. Operations so that procedures, products and systems are proven before they are implemented and are then continually examined. Policies that are clear, unambiguous and establish the primacy of quality throughout the organization.

In The Eternally Successful Organization (1988), a broader approach to improvements is reflected, and Crosby identified five characteristics essential for an organization to be successful:
1. 2. 3. 4. 5. People routinely do things right first time. Change is anticipated and used to advantage. Growth is consistent and profitable. New products and services appear when needed. Everyone is happy to work there.

In perspective
Throughout his work, Crosby's thinking was consistently characterized by four absolutes:
1. 2. 3. 4. 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 easyto-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.

CONCLUSION
Thus from the above mentioned contribution it can be concluded that the the three quality gurus Played an very important role in improving the quality aspect and widely contributed to the study Of TQM.