Total Quality

Management
Gurus

Dr. Walter A. Shewhart

(March 18, 1891 March 11, 1967) was
an American Physicist, Engineer and Statistician, sometimes
known as the Father of Statistical Quality Control and also related
to the Shewhart Cycle.

Contributions work done

Engineers at Bell Telephone had been working to improve
the reliability of their transmissions systems. Business dictated a
need to reduce the frequency of failures and repairs to their
amplifiers, connectors and other equipment that were buried
underground. Bell Telephone had already realized that reducing
variation in manufacturing processes would have a positive impact on repair costs. At the same
time the company determined that continual adjustments in process parameters reacting to nonconformances resulted in increased variation and a degradation of quality. Bell Telephones
discoveries in product variation resulted in the institution of an inspection program, ensuring
specification and quality standards to avoid sending defective products to customers. Even
though this program was somewhat effective, it was very costly to deal with inspecting and
sorting of finished goods. By 1924, Shewhart determined the problem of variability in terms of
assignable cause and chance cause (Deming referred to this as common cause). On May 16,
1924, Shewhart prepared a memorandum of less than one page in length and forwarded it to his
manager, George Edwards. About 1/3 of the page was devoted to a simple diagram that we
would today recognize as a control chart. This memorandum set forth the essential principles and
considerations that became known as process quality control. Shewharts principle was that
bringing a process into a state of statistical control would allow the distinction between
assignable and chance cause variations. By keeping the process in control, it would be possible
to predict future output and to economically manage processes. This was the birth of the modern
scientific study of process control.

Principles advocated worked with

From the late 1930s onwards, Shewhart's interests expanded out from industrial quality to
wider concerns in science andstatistical inference. The title of his second book, Statistical
Method from the Viewpoint of Quality Control (1939). Shewhart's approach to statistics was
radically different from that of many of his contemporaries. He possessed a strong
operationalist outlook, largely absorbed from the writings of pragmatist philosopher Clarence
Irving Lewis, and this influenced his statistical practice. In particular, he had read Lewis' Mind
and the World Order many times. Though he lectured in England in 1932 under the sponsorship

of Karl Pearson (another committed operationalist) his ideas attracted little enthusiasm within the
English statistical tradition. The British Standards nominally based on his work, in fact, diverge
on serious philosophical and methodological issues from his practice.
His more conventional work led him to formulate the statistical idea of tolerance intervals and to
propose his data presentation rules, which are listed below:
1. Data have no meaning apart from their context.
2. Data contain both signal and noise. To be able to extract information, one must separate
the signal from the noise within the data.
Walter Shewhart visited India in 19471948 under the sponsorship of P. C. Mahalanobis of
the Indian Statistical Institute. He toured the country, held conferences and stimulated interest in
statistical quality control among Indian industrialists

Experiences in TQM experts

In 1938 his work came to the attention of physicists W. Edwards Deming and Raymond
T. Birge. The two had been deeply intrigued by the issue of measurement error in science and
had published a landmark paper in Reviews of Modern Physicsin 1934. On reading of Shewhart's
insights, they wrote to the journal to wholly recast their approach in the terms that Shewhart
advocated. The encounter began a long collaboration between Shewhart and Deming that
involved work on productivity during World War II and Deming's championing of Shewhart's
ideas in Japan from 1950 onwards. Deming developed some of Shewhart's methodological
proposals around scientific inference and named his synthesis the Shewhart cycle.

Education and Work

He attended the University of Illinois at UrbanaChampaign before being awarded his
doctorate in physics from the University of California, Berkeley in 1917.
He was founding editor of the Wiley Series in Mathematical Statistics, a role that he maintained
for twenty years, always championing freedom of speech and confident to publish views at
variance with his own.
His honours included:

Founding member, fellow and president of the Institute of Mathematical Statistics;

Founding member, first honorary member and first Shewhart Medalist of the American
Society for Quality;

Fellow and President of the American Statistical Association;

Fellow of the International Statistical Institute;

Honorary fellow of the Royal Statistical Society;

Holley medal of the American Society of Mechanical Engineers;

Honorary Doctor of Science, Indian Statistical Institute, Calcutta.

Family
He married Edna Elizabeth Hart, daughter of William Nathaniel and Isabelle "Ibie"
Lippencott Hart on August 4, 1914 in Pike County, Illinois.

Dr.William Edwards Deming

(October 14, 1900 December 20, 1993) was an American
Engineer, Statistician, Professor, Author, Lecturer, and Management
Consultant.

Contributions work done

In 1947, Deming was involved in early planning for the 1951
Japanese Census. The Allied powers were occupying Japan, and he
was
asked by the United States Department of the Army to assist with the
census. He was brought over at the behest of General
Douglas MacArthur, who grew frustrated at being
unable to complete so much as a phone call without the line
going dead due to Japan's shattered post-war economy. While in Japan, his expertise in quality
control techniques, combined with his involvement in Japanese society, brought him an
invitation from the Japanese Union of Scientists and Engineers (JUSE). JUSE members had
studied Shewhart's techniques, and as part of Japan's reconstruction efforts, they sought an expert
to teach statistical control. From JuneAugust 1950, Deming trained hundreds of engineers,

managers, and scholars in statistical process control (SPC) and concepts of quality. He also
conducted at least one session for top management (including top Japanese industrialists of the
likes of Akio Morita, the cofounder of Sony Corp.) Deming's message to Japan's chief
executives was that improving quality would reduce expenses while increasing productivity and
market share. Perhaps the best known of these management lectures was delivered at the Mt.
Hakone Conference Center in August 1950.A number of Japanese manufacturers applied his
techniques widely and experienced heretofore unheard-of levels of quality and productivity. The
improved quality combined with the lowered cost created new international demand for Japanese
products.
Deming declined to receive royalties from the transcripts of his 1950 lectures, so JUSE's board
of directors established theDeming Prize (December 1950) to repay him for his friendship and
kindness. Within Japan, the Deming Prize continues to exert considerable influence on the
disciplines of quality control and quality management.

Principles advocated worked with

Deming offered Fourteen Key Principles to managers for transforming business
effectiveness. The points were first presented in his book Out of the Crisis. (p. 2324) Although
Deming does not use the term in his book, it is credited with launching the Total Quality
Management movement.
1. Create constancy of purpose toward improvement of product and service, with the aim to
become competitive, to stay in business and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must
awaken to the challenge, must learn their responsibilities, and take on leadership for
change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for massive
inspection by building quality into the product in the first place.
4. End the practice of awarding business on the basis of a price tag. Instead, minimize total
cost. Move towards a single supplier for any one item, on a long-term relationship of
loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality
and productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership (see Point 12 and Ch. 8 of Out of the Crisis). The aim of supervision
should be to help people and machines and gadgets do a better job. Supervision of
management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of Out
of the Crisis)
9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, in order to foresee problems of production and usage
that may be encountered with the product or service.
10.Eliminate slogans, exhortations, and targets for the work force asking for zero defects and
new levels of productivity. Such exhortations only create adversarial relationships, as the
bulk of the causes of low quality and low productivity belong to the system and thus lie
beyond the power of the work force.
1. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
2. Eliminate management by objective. Eliminate management by numbers and
numerical goals. Instead substitute with leadership.
11.Remove barriers that rob the hourly worker of his right to pride of workmanship. The
responsibility of supervisors must be changed from sheer numbers to quality.
12.Remove barriers that rob people in management and in engineering of their right to pride
of workmanship. This means, inter alia, abolishment of the annual or merit rating and
of management by objectives (See Ch. 3 of Out of the Crisis).
13.Institute a vigorous program of education and self-improvement.
14.Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.

Experiences in TQM experts

Deming was a professor of statistics at New York University's graduate school of
business administration (19461993), and taught at Columbia University's graduate school of
business (19881993). He also was a consultant for private business. In 1936, he studied under

Sir Ronald Fisher and Jerzy Neyman at University College, London, England. Deming edited a
series of lectures delivered by Shewhart at USDA, Statistical Method from the Viewpoint of
Quality Control, into a book published in 1939. One reason he learned so much from Shewhart,
Deming remarked in a videotaped interview, was that, while brilliant, Shewhart had an "uncanny
ability to make things difficult." Deming thus spent a great deal of time both copying Shewhart's
ideas and devising ways to present them with his own twist. Deming developed the sampling
techniques that were used for the first time during the 1940 U.S. Census, formulating the
Deming-Stephan algorithm for iterative proportional fitting in the process. During World War II,
Deming was a member of the five-man Emergency Technical Committee. He worked with H.F.
Dodge, A.G. Ashcroft, Leslie E. Simon, R.E. Wareham, and John Gaillard in the compilation of
the American War Standards (American Standards Association Z1.13 published in 1942)[ and
taught statistical process control (SPC) techniques to workers engaged in wartime production.
Statistical methods were widely applied during World War II, but faded into disuse a few years
later in the face of huge overseas demand for American mass-produced products.

Education and Work

Deming received a BS in Electrical Engineering from the University of
Wyoming at Laramie (1921), an MS from the University of Colorado (1925), and a PHD
from Yale University (1928). Both graduate degrees were in mathematics and physics. He had an
internship at Western Electric's Hawthorne Works in Cicero, Illinois while studying at Yale. He
later worked at the U.S. Department of Agriculture and the Census Department. While working
under Gen. Douglas MacArthur as a census consultant to the Japanese government, he was asked
to teach a short seminar on statistical process control methods to members of the Radio Corps, at
the invitation of Sarasohn. During this visit he was contacted by JUSE, the Japanese Union of
Scientists and Engineers, to talk directly to Japanese business leaders, not about Statistical
Process Control, but about his theories of management, returning to Japan for many years to
consult. Later, he became a professor at New York University while engaged as an independent
consultant in Washington, D.C. Deming was the author of Quality Productivity and Competitive
Position, Out of the Crisis (19821986) and The New Economics for Industry, Government,
Education (1993), and books on statistics and sampling. Deming played the flute and drums and
composed music throughout his life, including sacred choral compositions and an arrangement
of The Star Spangled Banner. In 1993, he founded the W. Edwards Deming Institute in
Washington, D.C., where the Deming Collection at the U.S. Library of Congress includes an
extensive audiotape and videotape archive. The aim of the Institute is to foster understanding of
the Deming System of Profound Knowledge to advance commerce, prosperity, and peace.
Deming's teachings and philosophy are clearly illustrated by examining the results they produced

after they were adopted by Japanese industry, as the following example shows. Ford Motor
Company was simultaneously manufacturing a car model with transmissions made in Japan and
the United States. Soon after the car model was on the market, Ford customers were requesting
the model with Japanese transmission over the US-made transmission, and they were willing to
wait for the Japanese model.

Family
Born in Sioux City, Iowa, William Edwards Deming was raised in Polk City, Iowa on his
grandfather Henry Coffin Edwards's chicken farm, then later on a 40-acre (16 ha) farm
purchased by his father in Powell, Wyoming. He was the son of William Albert Deming and
Pluma Irene Edwards. His parents were well educated and emphasized the importance of
education to their children. Pluma had studied in San Francisco and was a musician. William
Albert had studied mathematics and law.He was a direct descendant of John Deming (1615
1705) an early Puritan settler and original patentee of the Connecticut Colony, and Honor Treat,
the daughter of Richard Treat (15841669) an early New England settler, Deputy to the
Connecticut Legislature and also a Patentee of the Royal Charter of Connecticut, 1662.
Deming married Agnes Bell in 1922, She died in 1930, a little more than a year after they had
adopted a daughter, Dorothy. Deming made use of various private homes to help raise the infant,
and following his marriage in 1932 to Lola Elizabeth Shupe, with whom he coauthored several
papers, he brought her back home to stay. He and Lola had two more children, Diana and Linda.
Diana and Linda survive, along with seven grandchildren and three great-grandchildren. Dorothy
died in 1984 and Lola in 1986.

Joseph M. Juran

(December 24, 1904 February 28, 2008) was a Romanianborn American Engineer and Management Consultant. He
was an Evangelist for Quality and Quality Management,
having written several books on those subjects.

Contributions work done

Pareto Principle
In 1941, Juran stumbled across the work of Vilfredo
Pareto and began to apply the Pareto Principle to quality
issues (for example, 80% of a problem is caused by 20% of
the causes). This is also known as "the vital few and the
trivial many". In later years, Juran preferred "the vital few
and the useful many" to signal the remaining 80% of the
causes should not be totally ignored.
Management Theory
When he began his career in the 1920s, the principal focus in quality management was on the
quality of the end, or finished, product. The tools used were from the Bell system of acceptance sampling,
inspection plans, and control charts. The ideas of Frederick Winslow Taylor dominated. Juran is widely
credited for adding the human dimension to quality management. He pushed for the education and

training of managers. For Juran, human relations problems were the ones to isolate and resistance
to change was the root cause of quality issues. Juran credits Margaret Mead's book Cultural
Patterns and Technical Change for illuminating the core problem in reforming business quality.
He wrote Managerial Breakthrough, which was published in 1964, outlining the issue.
Juran's concept of quality management extended outside the walls of the factory to encompass
nonmanufacturing processes, especially those that might be thought of as service related. For
example, in an interview published in 1997 he observed:
The key issues facing managers in sales are no different than those faced by managers in
other disciplines. Sales managers say they face problems such as "It takes us too long...we need
to reduce the error rate." They want to know, "How do customers perceive us?" These issues are
no different than those facing managers trying to improve in other fields. The systematic
approaches to improvement are identical. ... There should be no reason our familiar principles of
quality and process engineering would not work in the sales process.
The JuranTrilogy
Juran was one of the first to write about the cost of poor quality.This was illustrated by
his "Juran trilogy", an approach to cross-functional management, which is composed of three
managerial processes: quality planning, quality control, and quality improvement. Without
change, there will be a constant waste, during change there will be increased costs, but after the
improvement, margins will be higher and the increased costs get recouped.

Transferring quality knowledge between East and West

During his 1966 visit to Japan, Juran learned about the Japanese concept of quality
circles, which he enthusiastically evangelized in the West.Juran also acted as a matchmaker
between U.S. and Japanese companies looking for introductions to each other.

Principles advocated worked with

Juran founded the Juran Institute in 1979. The Institute is an international training,
certification, and consulting company which provides training and consulting services in quality
management, Lean manufacturing management and business process management, as well as Six
Sigma certification. The institute is based in Southbury, Connecticut.

Experiences in TQM experts

The end of World War II compelled Japan to change its focus from becoming a military
power to becoming an economic one. Despite Japan's ability to compete on price, its consumer
goods manufacturers suffered from a long-established reputation of poor quality. The first edition
of Juran's Quality Control Handbook in 1951 attracted the attention of the Japanese Union of
Scientists and Engineers (JUSE), which invited him to Japan in 1952. When he finally arrived in
Japan in 1954, Juran met with ten manufacturing companies, notably Showa Denko, Nippon
Kgaku, Noritake, and Takeda Pharmaceutical Company. He also lectured at Hakone, Waseda
University, saka, and Kyasan. During his life, he made ten visits to Japan, the last in 1990 .
Working independently of W. Edwards Deming (who focused on the use of statistical process
control), Juranwho focused on managing for qualitywent to Japan and started courses
(1954) in quality management. The training started with top and middle management. The idea
that top and middle management needed training had found resistance in the United States. For
Japan, it would take some 20 years for the training to pay off. In the 1970s, Japanese products
began to be seen as the leaders in quality. This sparked a crisis in the United States due to quality
issues in the 1980s.

Education and Work

Juran excelled in school, especially in Mathematics. He was a chess champion at an early
age, and dominated chess at Western Electric. Juran graduated from Minneapolis South High
School in 1920. In 1924, with a Bachelor's Degree in Electrical Engineering from the University

of Minnesota, Juran joined Western Electric's Hawthorne Works. His first job was trouble
shooting in the Complaint Department. In 1925, Bell Labs proposed that Hawthorne Works
personnel be trained in its newly developed Statistical Sampling and Control Chart techniques.
Juran was chosen to join the Inspection Statistical Department, a small group of engineers
charged with applying and disseminating Bell Labs' Statistical Quality Control innovations. This
highly visible position fueled Juran's rapid ascent in the organization and the course of his later
career. He started to write his memoirs at 92, which were published two months before he
celebrated his 99th birthday. He gave two interviews at 94 and 97. In 2004, he turned 100 years
old and was awarded an honorary doctorate from Lule University of Technology in Sweden. A
special event was held in May to mark his 100th Birthday.

Family
Juran was born in Brila, Romania, one of the six children born to a Jewish couple, Jakob
and Gitel Juran; they later lived in Gura Humorului. He had three sisters: Rebecca (nicknamed
Betty), Minerva, who earned a doctoral degree and had a career in education, and Charlotte. He
had two brothers: Nathan H. Juran and Rudolph, known as Rudy. Rudy founded a municipal
bond company. In 1912, he emigrated to America with his family, settling in Minneapolis,
Minnesota. In 1926, he married Sadie Shapiro. Joseph and Sadie met in 1924 when his sister
Betty moved to Chicago and he and Sadie met her [on the] train; in his autobiography he wrote
of meeting Sadie "There and then I was smitten and have remained so ever since". They were
engaged in 1925 on Joseph's 21st birthday. 15 months later they were married. They had been
married for nearly 82 years when he died in 2008.
Joseph and Sadie raised four children (3 sons and 1 daughter.) Robert, Sylvia, Charles,
and Donald. Robert was an award-winning newspaper editor, and Sylvia earned a doctorate in
Russian literature.
He and Sadie celebrated their 81st wedding anniversary in June 2007. They were both at
the age of 102 at the time of the event. Juran died of a stroke on 28 February 2008, at the age of
103 in Rye, New York. He was active on his 103rd birthday and was caring for himself and Sadie
who was in poor health when he died. Sadie died on 2 December 2008, at the age of 103 years.
They were survived by their four children, nine grandchildren and ten great-grandchildren. Juran
left a book that was 37% complete, which he began at age 98.

Philip B. Crosby

(June 18, 1926 August 18, 2001) was a Businessman and

who contributed to Management Theory and Quality Management
Practices.

Author

Contributions work done

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 easy-to-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. Crosbys work on improving quality in organisations laid the foundations for
more recent quality tools, such as: six sigma, lean processes and business excellence.
In his 1984 book, Quality Without Tears, Crosby developed the idea of a Quality Vaccination
Serum (or vaccine) 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 recognising

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
organisation.

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. People routinely do things right first time.
2. Change is anticipated and used to advantage.

3. Growth is consistent and profitable.

4. New products and services appear when needed.
5. Everyone is happy to work there.
In perspective
Throughout his work, Crosby's thinking was consistently characterised by four absolutes:
1. The definition of quality is conformance to requirements.
2. The system of quality is prevention.
3. The performance standard is zero defects.
4. The measurement of quality is the price of non-conformance.

Principles advocated worked with

Quality, Crosby emphasised, 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 quality are meaningless concepts, and the meaning of quality is
conformance to requirements. Non-conforming products are ones that management has failed to
specify or control. The cost of non-conformance 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 organisations
between 20% and 35% of their revenues, in Crosby's estimation.

Experiences in TQM experts

In 1979, Crosby started the management consulting company Philip Crosby Associates,
Inc. This consulting group provided educational courses in quality management both at their
headquarters in Winter Park, Florida, and at eight foreign locations. Also in 1979, Crosby
published his first business book, Quality Is Free. This book would become popular at the time
because of the crisis in North American quality. During the late 1970s and into the 1980s, North
American manufacturers were losing market share to Japanese products largely due to the
superior quality of the Japanese goods. Crosby's response to the quality crisis was the principle
of "doing it right the first time" (DIRFT). He also included four major principles:
1. The definition of quality is conformance to requirements (requirements meaning
both the product and the customer's requirements)
2. The system of quality is prevention
3. The performance standard is zero defects (relative to requirements)
4. The measurement of quality is the price of nonconformance
His belief was that an organization that establishes good quality management principles will see
savings returns that more than pay for the cost of the quality system: "Quality is Free". It is less
expensive to do it right the first time than to pay for rework and repairs.

Education and Work

Crosby was born in Wheeling, West Virginia, in 1926. He served in the Navy during
World War II and again during the Korean War. In between, he earned a degree from the Ohio
College of Podiatric Medicine.
His first job in the field of quality was that of test technician in the quality department
at Crosley Corporation in Richmond, Indiana beginning in 1952. He left for a better-paying
position as reliability engineer at Bendix Corporation in Mishawaka, Indiana in 1955, working
on the RIM-8 Talos missile. He left after less than two years to become senior quality engineer
at The Martin Company's new Orlando, Florida organization to develop the Pershing missile.
There he developed the Zero Defects concept. He eventually rose to become department head
before leaving for ITT Corporation in 1965 to become director of quality. As a result of the

interest shown in Quality is free, he left ITT Corporation to set up his consultancy company,
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.

Family
Crosby was born at Cedars of Lebanon Hospital in Los Angeles, California. He graduated
from Bellarmine College Preparatory in San Jose in June 1952 and went on to Washington State
College at Pullman with his twin brother Dennis for a three-year animal husbandry course. The
twins might take over the running of their father's ranch in Elko, Nevada. It had been the custom
for many years for Bing Crosby to take his sons to the ranch each summer for several weeks
before going on to Hayden Lake, Idaho, prior to their return to school. As children, the twins
were exposed to show business in a big way and appeared on Bing Crosby's various radio shows
with their brothers Gary and Lindsay. When he was 21 in 1955, Phillip inherited $200,000 from
his late mother's trust.
Crosby was married four times to:
1. Sandra Jo Drummond, a Las Vegas showgirl (19581963); two children, daughter Dixie
Lee Crosby and son Brian Patrick Crosby (deceased).
2. Mary Joyce Gabbard, an airline stewardess (19641966); two children, daughter Mary
Elizabeth Crosby and son Bing (known as 'Flip') Crosby.
3. Georgi Edwards, a former Las Vegas showgirl (19671969)
4. Peggy J. Compton, an actress (19721975); one son Phillip L. Crosby Jr., (a crooner in a
musical quartet, which revitalizes some of Bing's old songs).
In his later years, Phillip's health was not good and he had problems with his back and knees
following a motorcycle accident. In the 1980s, he was arrested several times for drunk driving
and, despite 18 months of Alcoholics Anonymous, he told People, "I don't drink anymore -- but I
don't drink any less." Despite a promising start to life, the Crosby brothers were clearly
overwhelmed by their emotional problems, which resulted in heavy drinking. Their mother died
from ovarian cancer in 1952, but her health was not helped by acute alcoholism. Phillip's
twin Dennis and his younger brother Lindsay committed suicide with shotguns, in their
50s. Gary died from lung cancer in August 1995, aged 62. Gary Crosby wrote a book

called Going My Own Way alleging emotional and physical abuse by his father. Phillip did not
accept this and he gave an interview to Neil Blincow of The Globe in 1999 stating:
"My dad was not the monster my lying brother said he was, he was strict, but my father never
beat us black and blue and my brother Gary was a vicious, no-good liar for saying so. I have
nothing but fond memories of dad, going to studios with him, family vacations at our cabin in
Idaho, boating and fishing with him. . . He [Gary] knew it [the book Going My Own Way] would
generate a lot of publicity and that was the only way he could get his ugly, no-talent face on
television and in the newspapers. He wrote it out of greed. He wanted to make money and knew
that humiliating our father and blackening his name was the only way he could do it. My dad
took care of us from a very early age with a trust fund. But we blew it all. To my dying day, Ill
hate Gary for dragging Dads name through the mud. My dad was my hero. I loved him very
much. And he loved all of us too, including Gary. He was a great father."

Kaoru Ishikawa
(July 13, 1915 - April 16, 1989) was a
Japanese Organizational Theorist, Professor at the Faculty of
Engineering at The University of Tokyo, noted for his quality
management innovations.

Contributions work done

In 1960 Kaoru Ishikawa introduced the concept of
quality circles (a group of volunteers that meet to discuss and
improve organizational performance), in association with JUSE.
This concept was the beginning of an experiment to find out
what effect the leading hand (Gemba-cho) would have on
quality. Despite the fact that may organizations were approached
to take part in the experiment, Nippon Telephone & Telegraph were the only enterprise that
wanted to participate in this study. The experiment was successful and quality circles became
increasingly popular. Quality circles are an essential part in the development of the concept
of Total Quality Management (TQM). As a result of the success of the experiment, the concept
and the many articles and books that followed, Kaoru Ishikawa became more and more known
within the world of scientific quality management.

Principles advocated worked with

In 1949, Ishikawa joined the Japanese Union of Scientists and Engineers (JUSE) quality
control research group. After World War II Japan looked to transform its industrial sector, which
in North America was then still perceived as a producer of cheap wind-up toys and poor quality
cameras. It was his skill at mobilizing large groups of people towards a specific common goal
that was largely responsible for Japan's quality-improvement initiatives. He translated, integrated
and expanded the management concepts of W. Edwards Deming and Joseph M. Juran into the
Japanese system.

Experiences in TQM experts

After becoming a full professor in the Faculty of Engineering at The University of Tokyo
(1960) Ishikawa introduced the concept of quality circles (1962) in conjunction with JUSE. This
concept began as an experiment to see what effect the "leading hand" (Gemba-cho) could have
on quality. It was a natural extension of these forms of training to all levels of an organization
(the top and middle managers having already been trained). Although many companies were
invited to participate, only one company at the time, Nippon Telephone & Telegraph, accepted.
Quality circles would soon become very popular and form an important link in a company's Total
Quality Management system. Ishikawa would write two books on quality circles (QC Circle
Koryo and How to Operate QC Circle Activities).
Among his efforts to promote quality were the Annual Quality Control Conference for
Top Management (1963) and several books on quality control (the Guide to Quality Control was
translated into English). He was the chairman of the editorial board of the monthly Statistical
Quality Control. Ishikawa was involved in international standardization activities.

Education and Work

In 1939, Kaoru Ishikawa obtained his Masters degree (MSc.) in applied chemistry from
the University of Tokyo. In 1960, Kaoru Ishikawa obtained his doctorate from the University of
Tokyo. He obtained a doctorate (Ph.D.) in mechanical engineering with his doctoral thesis
Sampling of Coal.
After he had completed his studies, Kaoru Ishikawa served in the Navy (1939-1941) and
then joined Nissan Liquid Fuel Company. In the summer of 1945 Kaoru Ishikawa provided

another ground breaking development and presented the first concept of theIshikawa diagram.
This generic model helps determine root causes of problems.
In 1947 Kaoru Ishikawa wanted to return to science and he started working as a professor
at the University of Tokyo. In 1949 Kaoru Ishikawa joined the Japanese Union of Scientists and
Engineers (JUSE), a quality control research group. After the Second World War, the economy
and industrial sector changed in Japan. Kaoru Ishikawa met William Edwards
Deming and Joseph M. Juran and together they developed various management concepts that
integrated with the issues of the Japanese market.

1972 American Society for Quality's Eugene L. Grant Award

1977 Blue Ribbon Medal by the Japanese Government for achievements in industrial
standardization
1982 Walter A. Shewhart Medal
1988 Awarded the Order of the Sacred Treasures, Second Class, by the Japanese
government.

Family
Born in Tokyo, the oldest of the eight sons of Ichiro Ishikawa. In 1939 he
graduated University of Tokyo with an engineering degree in applied chemistry. After graduating
from the University of Tokyo he worked as a naval technical officer from 1939-1941. Between
1941-1947 Ishikawa worked at the Nissan Liquid Fuel Company. In 1947 Ishikawa started his
academic career as an associate professor at the University of Tokyo. He undertook the
presidency of the Musashi Institute of Technology in 1978.

Armand V. Feigenbaum
(April 6, 1922 November 13, 2014) was an American quality control expert and
businessman. He devised the concept of Total Quality Control, later known as Total Quality
Management (TQM).

Contributions work done

His contributions to the quality body of knowledge include:
"Total quality control is an effective system for
integrating the quality development, quality
maintenance, and quality improvement efforts of the
various groups in an organization so as to enable
production and service at the most economical levels
which allow full customer satisfaction."

The concept of a "hidden" plantthe idea that so much

extra work is performed in correcting mistakes that there
is effectively a hidden plant within any factory.

Accountability for quality: Because quality is everybody's job, it may become nobody's
jobthe idea that quality must be actively managed and have visibility at the highest levels
of management.

The concept of quality costs

Armand V. Feigenbaum is also known for his concept of the hidden plant. That is in
every factory a certain proportion of its capacity is wasted through not getting it right the first
time. Dr. Feigenbaum quoted a figure of up to 40% of the capacity of the plant being wasted. At
that time, this was an unbelievable figure; even today some managers are still to learn that this is
a figure not too far removed from the truth.
The elements of total quality to enable a totally customer focus (internal and external)
Quality is the customers perception of what quality is, not what a company thinks it
is.

Quality and cost are the same not different.

Quality is an individual and team commitment.

Quality and innovation are interrelated and mutually beneficial.

Managing Quality is managing the business.

Quality is a principal.

Quality is not a temporary or quick fix but a continuous process of improvement.

Productivity gained by cost effective demonstrably beneficial Quality investment.

Implement Quality by encompassing suppliers and customers in the system.

Principles advocated worked with

He developed the Total Quality Control concept while concurrently at GE. He
introduced the concept first in an article in 1946. In 1951, while a doctoral student at MIT, Dr.
Feigenbaum wrote the first edition of his book Total Quality Control. He established the
principles of Total Quality Management (TQM), the approach to quality and profitability that
has profoundly influenced management strategy and productivity in the competition for world
markets in the United States, Europe, Asia, Latin America and the Middle East. He wrote, Total
quality control is an effective system for integrating the quality development, quality
maintenance, and quality improvement efforts of the various groups in an organization so as to
enable production and service at the most economical levels which allow full customer
satisfaction.
Armand V. Feigenbaum is also known for his concept of the hidden plant. That is in
every factory a certain proportion of its capacity is wasted through not getting it right the first
time. Dr. Feigenbaum quoted a figure of up to 40% of the capacity of the plant being wasted. At
that time, this was an unbelievable figure; even today some managers are still to learn that this is
a figure not too far removed from the truth.
Feigenbaum was the founding chairman of the board of the International Academy for
Quality, which brought together leaders of the European Organization for Quality, the Union of
Japanese Scientists and Engineers, and ASQ. He was the first recipient of ASQ's Lancaster
Award, which was established to recognize exceptional leadership on the international scene in
promoting quality. His citation for the award recognizes "his outstanding contributions toward
international cooperation in quality control through his development and sharing of knowledge
and experience around the world, and for his leadership in the International Academy for
Quality."

Experiences in TQM experts

The several editions of Total Quality Control have been published in more than twenty
languages including French, German, Japanese, Chinese, Spanish and Russian, and are widely
used throughout the world as a foundation for management practice.
Dr. Feigenbaums establishment of General Systems with his brother Donald, made it possible
for him to further refine TQM and widely bring to many companies and organizations the
benefits of the total quality and management practices he had developed. This has brought
demonstrable economic, environmental and social business benefits to these companies and their
customers, and correspondingly to Americas economy. Equally important, far more than General
Systems Company clients have benefitted from his intellect, creativity and experience.
He co-authored The Power of Management Capital with his brother and business partner, Donald
S. Feigenbaum (see bio), a former GE engineer and manager, setting a new direction for
innovation in management in the twenty first century not only in industry but also in health care,
education, public administration and technology. The book has been translated into Japanese,
Chinese, Brazilian Portuguese, Arabic, in several other languages and an edition in India.
Dr. Feigenbaum has been exceptionally generous, sharing his concepts, processes and
implementation knowledge through numerous books, articles, interviews, keynotes and
leadership as President of such groups as the American Society for Quality (ASQ) and the
International Academy for Quality (IAQ). He is well known, highly visible, revered worldwide,
and his name in synonymous with Total Quality. He is considered one of the Worlds Gurus
of Quality.

Prior to assuming his responsibilities at General Systems Co., Feigenbaum was the
manager of worldwide manufacturing operations and quality control for the General Electric Co.
Feigenbaum is recognized as an innovator in the area of quality cost management. His was the
first text to characterize quality costs as the costs of prevention, appraisal, and internal and
external failure. Feigenbaum's involvement in ASQ was capped by two consecutive terms as
president (1961-1963) following service from 1958 to 1961 as a vice president. He has always
been concerned with the establishment of quality control as a professional discipline within the
business and engineering worlds, and during these years he was an outspoken proponent of this

cause. As vice president of professional development in 1959, he was chair of a special ASQ
committee that laid the foundation for ongoing work in professional development. He played an
active role in raising the level of importance of quality control, and was instrumental in defining
ASQ's important audiences: industrial management, government, academicians, and the
consumer.

Education and Work

Dr. Armand V. Feigenbaum, the developer of Total Quality Control concept, was
President and CEO of General Systems Company, which he founded in 1968. In 2008, Dr.
Feigenbaum was presented with the National Medal of Technology and Innovation by President
Bush at a ceremony at the East Wing of the White House. The National Medal is the highest
honor for technological achievement bestowed on Americas leading innovators. In recognition
of "his origination and implementation of basic foundations for modern quality control,"
Feigenbaum was awarded ASQ's Edwards Medal for 1965. He also received the National
Security Industrial Association Award of Merit for leadership in defense of the nation. He has
been a member of the Advisory Group of the U.S. Army, general chairman of a system-wide
evaluation of quality assurance activities of the Army Materiel Command, and a consultant with
the Industrial College of the Armed Forces. He was awarded the Founders Medal by Union
College, where he received his undergraduate degree.
Feigenbaum is a fellow of the American Association for the Advancement of Science, a
life member of the Institute of Electrical and Electronics Engineers, and a life member of the
American Society of Mechanical Engineers. He received a doctorate and a master of science
degree from the Massachusetts Institute of Technology.
Feigenbaum's diverse achievements and many awards testify to his profound influence on
management strategy in the competition for world markets, and to the timeless good sense of
total quality control.
Feigenbaum received a bachelor's degree from Union College, his master's degree from
the MIT Sloan School of Management, and his Ph.D. in Economics from MIT. He was Director
of Manufacturing Operations at General Electric (19581968), and was later the President
and CEO of General Systems Company ofPittsfield, Massachusetts, an engineering firm that
designs and installs operational systems. Feigenbaum wrote several books and served as
President of the American Society for Quality (19611963). On November 13, 2014, he died at
the age of 92.

Genichi Taguchi
(January 1, 1924 - June 2, 2012) was an Engineer and Statistician.

Contributions work done

From the 1950s onwards, Taguchi developed a methodology for
applying statistics to improve the quality of
manufactured
goods. Taguchi methods have been controversial among some
conventional Western statisticians, but others have accepted many of
concepts introduced by him as valid extensions to the body of
knowledge.

the

Taguchi has made a very influential contribution to industrial

statistics. Key elements of his quality philosophy include the
following:
1. Taguchi loss function, used to measure financial loss to society resulting from poor
quality;
2. The philosophy of off-line quality control, designing products and processes so that they
are insensitive ("robust") to parameters outside the design engineer's control; and
3. Innovations in the statistical design of experiments, notably the use of an outer array for
factors that are uncontrollable in real life, but are systematically varied in the experiment.
Here are some of the major contributions that Taguchi has made to the quality improvement
world:

The Loss Function - Taguchi devised an equation to quantify the decline of a customer's
perceived value of a product as its quality declines. Essentially, it tells managers how
much revenue they are losing because of variability in their production process. It is a
powerful tool for projecting the benefits of a quality improvement program. Taguchi was
the first person to equate quality with cost.

Orthogonal Arrays and Linear Graphs - When evaluating a production process analysis
will undoubtedly identify outside factors or noise which cause deviations from the mean.
Isolating these factors to determine their individual effects can be a very costly and time

consuming process. Taguchi devised a way to use orthogonal arrays to isolate these noise
factors from all others in a cost effective manner.

Robustness - Some noise factors can be identified, isolated and even eliminated but
others cannot. For instance it is too difficult to predict and prepare for any possible
weather condition. Taguchi therefore referred to the ability of a process or product to
work as intended regardless of uncontrollable outside influences as robustness. He was
pivotal in many companies' development of products and processes which perform
uniformly regardless of uncontrollable forces; an obviously beneficial service.

Principles advocated worked with

Genichi Taguchi stressed quality right from the design stage and not just as an inspection.
In short, he believed quality was related to process design. Dr Genichi Taguchi was born in 1924
in Japan. Initially, he served the Astronomical Department of the Navigation Institute of the
Imperial Japanese Navy during the Second World War. Later, he joined the Ministry of Public
Health and Welfare and the Institute of Statistical Mathematics. It was here that he worked with
the eminent Japanese statistician Matosaburo Masuyama and gained vital insights into statistical
analysis. His expertise in statistics garnered him an opportunity to work with reputed
pharmaceutical company Morinaga Seika and its sister company, Morinaga Pharmaceuticals.
Taguchi then joined the Nippon Telegraph Electrical Communications Laboratory. Here, he was
entrusted with the task of enhancing the productivity of the Research and Development (R & D)
department. To achieve this objective, Taguchi trained the engineers to improve productivity
through effective and simple techniques. Initially, Taguchi visited many Japanese companies to
study different operating procedures. He would later educate the engineers on what he had
learned. Eventually, he developed his own techniques, and his visits to companies helped him
propagate his techniques. He stayed at the Nippon Telegraph Electrical Communications
Laboratory for over 12 years. Soon, Japanese companies like Toyota adopted Taguchis
techniques because they foresaw its great advantages. In 1951, he published a book that
introduced the concept of orthogonal arrays. In his quest for a methodology for high quality, he
met two legendary statisticians at the Indian Statistical Institute R. A. Fisher and Walter A.
Shewhart. After his interactions with them, he published a book on Design of Experiments in
1957.

Experiences in TQM experts

In 1950, he joined the Electrical Communications Laboratory (ECL) of the Nippon

Telegraph and Telephone Corporation just as statistical quality control was beginning to become
popular in Japan, under the influence of W. Edwards Deming and the Japanese Union of
Scientists and Engineers. ECL was engaged in a rivalry with Bell Labs to develop cross bar and
telephone switching systems, and Taguchi spent his twelve years there in developing methods for
enhancing quality and reliability. Even at this point, he was beginning to consult widely in
Japanese industry, with Toyota being an early adopter of his ideas. During the 1950s, he
collaborated widely and in 1954-1955 was visiting professor at the Indian Statistical Institute,
where he worked with C. R. Rao, Ronald Fisher and Walter A. Shewhart. While working at the
SQC Unit of ISI, he was introduced to the orthogonal arrays invented by C. R. Rao - a topic
which was to be instrumental in enabling him to develop the foundation blocks of what is now
known as Taguchi methods. On completing his doctorate at Kyushu University in 1962, he left
ECL, though he maintained a consulting relationship. In the same year he visited Princeton
University under the sponsorship of John Tukey, who arranged a spell at Bell Labs, his old ECL
rivals. In 1964 he became professor of engineering at Aoyama Gakuin University, Tokyo. In
1966 he began a collaboration with Yuin Wu, who later emigrated to the U.S. and, in 1980,
invited Taguchi to lecture. During his visit there, Taguchi himself financed a return to Bell Labs,
where his initial teaching had made little enduring impact. This second visit began a
collaboration with Madhav Phadke and a growing enthusiasm for his methodology in Bell
Labs and elsewhere, including Ford Motor Company, Boeing, Xerox and ITT.The list of
Doctorate of Kyushu University has no name Genichi Taguchi. There might be eleven names of
Taguchi, however we could find the name Genichi. Since 1982, Genichi Taguchi has been an
advisor to the Japanese Standards Institute and executive director of the American Supplier
Institute, an international consulting organisation. His concepts pertaining to experimental
design, the loss function, robust design, and the reduction of variation have influenced fields
beyond product design and manufacturing, such as sales process engineering.

Education and Work

Born on the first day of 1924, Genichi Taguchi studied textile engineering at Kiryu
Technical College. After WWII he worked for the Japanese Ministry of Public Health and
Welfare and conducted the nation's first study on health and nutrition. He also applied his quality
improvement knowledge at Morinaga Pharmaceutical and even worked for a candy maker,
Morinaga Sieka, to reduce the melting properties of caramel at room temperature.
Taguchi is famous for his pioneering methods of modern quality control and low-cost
quality engineering. He is the founder of what has come to be known as the Taguchi method,

which seeks to improve product quality at the design stage by integrating quality control into
product design, using experiment and statistical analysis. His methods have been said to
fundamentally change the philosophy and practice of quality control.

Honours

986 - Willard F. Rockwell Medal of the International Technology Institute

1989 - Indigo Ribbon from the Emperor of Japan

1990 - Honoured as a Quality Guru by the British Department of Trade and Industry

1995 - Honorary member of the Japanese Society of Quality Control

1997 - Automotive Hall of Fame Inductee

1998 - Honorary member of the American Society for Quality[4]

1998 - Honorary member of the American Society of Mechanical Engineers

1999 - Honorary president of the Robust Quality Engineering Society (Japan

Family
Taguchi was born and raised in the textile town of Tokamachi, in Niigata Prefecture. He
initially studied textile Engineering at Kiryu Technical College with the intention of entering the
Family Kimono Business.However, with the escalation of World War II in 1942, he was drafted
into the Astronomical Department of the Navigation Institute of the Imperial Japanese Navy.