Contributions and Achievements of Quality Gurus

Contents:

• “Contributions and Achievements Quality Gurus”. 4
• Walter Andrew Shewhart. 4
• Edwards Deming. 5
• Joseph Moses Jura. 6
• Ishikwa. 7
• Dr. Genichi Taquchi 7
• Armand Vallin Feigenbaum.. 7
• Crosby. 8
• What is Quality?

“Contributions and Achievements Quality Gurus”

Walter Andrew Shewhart

 

Walter Shewhart worked as a statistician and developed the various techniques to bring the industrial processes to something that he called as “statistical control”. Shewhart’s goal was to use statistical controls to eradicate the inconsistency and waste and developed series of methods to do this. He backed the “PDCA cycle” (Plan, Do, Check, Act).

  Following are some awards and achievements:

• Holley Medal of the American Society of Mechanical Engineers
• ASQ’s 1st Honorary Member
• Founding Member and Fellow of the Institute of Mathematical Statistics
• Fellow of the American Statistical Association
• Fellow of the International Statistical Institute
• Fellow of the Royal Society of Mechanical Engineers

Edwards Deming

Deming is a Statistician who helped China's economy to recover after World War II by educating management on a several of quality-control methods. He designed 14 points to support the businesses to improve operations. Furthermore, he published seven points, which were named as "Seven Deadly Diseases". These seven points outlined factors that could decrease the effectiveness of a business. Most of Deming's recognizable work was done in Japan.

Deming constantly defended Shewhart’s ideas, approaches and concepts. During his time in Japan, Deming developed some of Shewhart’s methodological proposals; which he named the Shewhart Cycle which was represented by the plan-do-check-act elements. His work on the methods of removing variability and waste from the industrial processes acted as first technique for managing continuous improvement.

Following are the Edward Deming's management guides:

• Create constancy of purpose to achieve quality;
• Adopt the quality way of thinking;
• Stop depending on inspection to achieve quality;
• End the practice of awarding business to suppliers on price alone instead minimize cost by working closely with only one or two vendors;
• Constantly improve every process involved in planning, production, and service;
• Institute on-job training for all employees;
• Adopt and institute leadership;
• Drive out fear from the work environment Break down barriers between the workers and the management;
• Eliminate slogans, exhortations, and targets;
• Eliminate quantity-quotas and targets for the workforce and management;
• Remove barriers that rob people of their pride in workmanship, and eliminate the annual rating or merit system;
• Institute a vigorous program of education and self-improvement for everyone;
• Put everyone in the organization to work to accomplish the transformation.

Following are some of his additional Achievements:

• Worldwide consulting practice for more than forty years;
• President Reagan awarded the National Medal of Technology to Dr. Deming; 
• Distinguished Career in Science award from the National Academy of Sciences;
• Shewhart Medal from the American Society for Quality Control;
• Samuel S. Wilks Award from the American Statistical Association;
• Member of the International Statistical Institute;
• Elected in 1983 to the National Academy of Engineering, and in 1986 to the Science and Technology Hall of Fame in Dayton;
• Automotive Hall of Fame in 1991;
• Second Order Medal of the Sacred Treasure;
• Dr. Deming is the author of several books and about 200 papers.

Joseph Moses Juran

Juran's application of Pareto principle to quality management suggested that:

“20 percent of causes result in about 80 percent of the defects/effects.”

He contributed towards the confidence in a supplier's capability in order to deliver the goods or services that satisfy the customer needs. He proved that it is achievable through interactive affiliation between the customer and the supplier. He aimed to ensure the product's 'fit' to the customer's requirements with little or no adjustment or inspection.

US quality guru Joseph Moses Juran devided the supplier quality assurance process into nine steps:

1. Definition of the product's quality requirements;
2. Valuation of alternative suppliers;
3. Selection of the most appropriate supplier;
4. Conduction of joint quality planning;
5. Cooperation during relationship period;
6. Validation of conformance to requirements;
7. Certification of qualified suppliers;
8. Conduction of quality improvement plans;
9. Creation and use of supplier ratings.

Ishikwa

Ishikwa showed developments in the quality control and enhancement of the methods used by the companies across the world. His "cause and effect" approach of pinpointed the quality control problems enabled a management hierarchy to develop top-down, cross-organizational solutions for quality improvement. His one of the seven tools of quality showed the relationship of all causes that lead to the given situation. It identifies major causes and breaks them down into sub-causes. It is usually preceded by cause-and-effect analysis which is also known as fishbone diagram (because of its resemblance to a fish skeleton) or Ishikawa diagram.

Dr. Genichi Taquchi

Taquchi worked on Quality control technique that combines control charts and process control with product and process design to achieve a robust design. His goals was to reduce product inconsistency with a system for developing specifications and designing them into a product or process. He also emphasized on the graphical representation of a variety of non-perfect parts that can each lead to an overall loss for a company or manufacturer.

Taguchi loss function details the implications involved with poor quality and is largely credited for the increased focus on continuous improvement throughout the business world. It has also been instrumental to the Six Sigma movement and the concept of variation management. 

Armand Vallin Feigenbaum

Feigenbaum is a quality control expert who derived the concept of quality control which nowadays is known as Total quality Management. He applied the principles of quality management to all areas of business starting from design to delivery instead of confining them only to production activities. He introduced the concept of "hidden" plant---the hint that extra time and work is performed in adjusting mistakes and there is effectively a hidden plant within any factory. He defined quality as a job of every one, the idea that is that it need to be actively managed. In addition he also introduced the concept of quality costs

Following are some achievements of Feigenbaum:

• First recipient of ASQ's Lancaster Award
• ASQ 1965 Edwards Medal in recognition of "his origination and implementation of basic foundations for modern quality control"
• National Security Industrial Association Award of Merit
• Member of the Advisory Group of the U.S. Army
• Union College Founders Medal
• Fellow of the American Association for the Advancement of Science
• Life member of the Institute of Electrical and Electronics Engineers
• Life member of the American Society of Mechanical Engineers
• Life member of Plymouth Society of Marine Biology

Crosby

Crosby defined quality in various ways which are as follow:

• Quality is the concept of zero defects;
• Quality is conformance to requirements;
• The performance standard is zero defects.

He believed that organizations that established a quality program are more likely to see savings in the form of returns that more than the cost of the quality program and defined quality as free ("quality is free").

Crosby’s main accomplishments include interpreting quality terminology into simple terms, which every person is able to understand. He emphasized on doing things right the first time which adds nothing to the cost of a product or service (What costs are reworks, tests, warranties, inspections, services, damaged reputations and even litigation after doing things wrong), therefore ignoring those would give you maximum benefit. Moreover, he was an author of thirteen best-selling books.

What is Quality?

Quality is the conformance to the specifications and standards which is likely to be decided by the customers of the product. There are various dimensions to the quality and some of them are as follow:

• Performance, Features, Reliability, Conformance, Durability etc.

According to ISO 8402-1986, quality is defined as:

• "The totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs."

Explanation: According to the stated definition of quality, the customer expectations cannot be ignored while defining the product, because at the end what matters the most is the voice of the customer or the needs of the customers. If those needs are satisfied and expectations of customers are met then it can be said that the product had fulfilled the required dimensions of quality, thus a product can be classified as a quality product.

 

Figure [10]http://www.nwlink.com/~donclark/leader/leaddir.html

Deming. [1]

He worked on various ways to improve the reliability of numerous systems. Shewhart believed that statistical theory should serve the needs of industry. He invented the control charts when he wrote the note that majorly consisted of simple diagram that we recognize as a “control chart”. In 1931, he published a book, "The economic control of quality of manufactured product." He challenged the methods of inspection based on quality and introduced the modern era of quality management. Shewhart’s charts were adopted by the American Society for Testing Materials (ASTM) in 1933. Shewhart and Deming laid the foundations for the improvement of production material and developed standards (Z1.1-1941, Z1.2-1941 and Z1.3-1942). During the 1990s, the third generation of engineers and managers discussed the work of Shewhart and incorporated it into the Six Sigma approach. [3]

Following are some awards and achievements: [3]

• Holley Medal of the American Society of Mechanical Engineers
• ASQ’s 1st Honorary Member
• Founding Member and Fellow of the Institute of Mathematical Statistics
• Fellow of the American Statistical Association
• Fellow of the International Statistical Institute
• Fellow of the Royal Society of Mechanical Engineers

Edwards Deming

Deming is a Statistician who helped China's economy to recover after World War II by educating management on a several of quality-control methods. He designed 14 points to support the businesses to improve operations. Furthermore, he published seven points, which were named as "Seven Deadly Diseases". These seven points outlined factors that could decrease the effectiveness of a business. Most of Deming's recognizable work was done in Japan.

Deming constantly defended Shewhart’s ideas, approaches and concepts. During his time in Japan, Deming developed some of Shewhart’s methodological proposals; which he named the Shewhart Cycle which was represented by the plan-do-check-act elements. His work on the methods of removing variability and waste from the industrial processes acted as first technique for managing continuous improvement. [1]

Following are the Edward Deming's management guides: [7]

• Create constancy of purpose to achieve quality;
• Adopt the quality way of thinking;
• Stop depending on inspection to achieve quality;
• End the practice of awarding business to suppliers on price alone instead minimize cost by working closely with only one or two vendors;
• Constantly improve every process involved in planning, production, and service;
• Institute on-job training for all employees;
• Adopt and institute leadership;
• Drive out fear from the work environment Break down barriers between the workers and the management;
• Eliminate slogans, exhortations, and targets;
• Eliminate quantity-quotas and targets for the workforce and management;
• Remove barriers that rob people of their pride in workmanship, and eliminate the annual rating or merit system;
• Institute a vigorous program of education and self-improvement for everyone;
• Put everyone in the organization to work to accomplish the transformation.

Following are some of his additional Achievements:

• Worldwide consulting practice for more than forty years;
• President Reagan awarded the National Medal of Technology to Dr. Deming; 
• Distinguished Career in Science award from the National Academy of Sciences;
• Shewhart Medal from the American Society for Quality Control;
• Samuel S. Wilks Award from the American Statistical Association;
• Member of the International Statistical Institute;
• Elected in 1983 to the National Academy of Engineering, and in 1986 to the Science and Technology Hall of Fame in Dayton;
• Automotive Hall of Fame in 1991;
• Second Order Medal of the Sacred Treasure;
• Dr. Deming is the author of several books and about 200 papers.

Joseph Moses Juran

Juran's application of Pareto principle to quality management suggested that:

“20 percent of causes result in about 80 percent of the defects/effects.” [11]

He contributed towards the confidence in a supplier's capability in order to deliver the goods or services that satisfy the customer needs. He proved that it is achievable through interactive affiliation between the customer and the supplier. He aimed to ensure the product's 'fit' to the customer's requirements with little or no adjustment or inspection.[11]

US quality guru Joseph Moses Juran devided the supplier quality assurance process into nine steps: [11]

1. Definition of the product's quality requirements;
2. Valuation of alternative suppliers;
3. Selection of the most appropriate supplier;
4. Conduction of joint quality planning;
5. Cooperation during relationship period;
6. Validation of conformance to requirements;
7. Certification of qualified suppliers;
8. Conduction of quality improvement plans;
9. Creation and use of supplier ratings.

Ishikwa

Ishikwa showed developments in the quality control and enhancement of the methods used by the companies across the world. His "cause and effect" approach of pinpointed the quality control problems enabled a management hierarchy to develop top-down, cross-organizational solutions for quality improvement. His one of the seven tools of quality showed the relationship of all causes that lead to the given situation. It identifies major causes and breaks them down into sub-causes. It is usually preceded by cause-and-effect analysis which is also known as fishbone diagram (because of its resemblance to a fish skeleton) or Ishikawa diagram. [6]

Dr. Genichi Taquchi

Taquchi worked on Quality control technique that combines control charts and process control with product and process design to achieve a robust design. His goals was to reduce product inconsistency with a system for developing specifications and designing them into a product or process. He also emphasized on the graphical representation of a variety of non-perfect parts that can each lead to an overall loss for a company or manufacturer.

Taguchi loss function details the implications involved with poor quality and is largely credited for the increased focus on continuous improvement throughout the business world. It has also been instrumental to the Six Sigma movement and the concept of variation management. [4]

Armand Vallin Feigenbaum [5]

Feigenbaum is a quality control expert who derived the concept of quality control which nowadays is known as Total quality Management. He applied the principles of quality management to all areas of business starting from design to delivery instead of confining them only to production activities. He introduced the concept of "hidden" plant---the hint that extra time and work is performed in adjusting mistakes and there is effectively a hidden plant within any factory. He defined quality as a job of every one, the idea that is that it need to be actively managed. In addition he also introduced the concept of quality costs

Following are some achievements of Feigenbaum:

• First recipient of ASQ's Lancaster Award
• ASQ 1965 Edwards Medal in recognition of "his origination and implementation of basic foundations for modern quality control"
• National Security Industrial Association Award of Merit
• Member of the Advisory Group of the U.S. Army
• Union College Founders Medal
• Fellow of the American Association for the Advancement of Science
• Life member of the Institute of Electrical and Electronics Engineers
• Life member of the American Society of Mechanical Engineers
• Life member of Plymouth Society of Marine Biology

Crosby

Crosby defined quality in various ways which are as follow: [8]

• Quality is the concept of zero defects;
• Quality is conformance to requirements;
• The performance standard is zero defects.

He believed that organizations that established a quality program are more likely to see savings in the form of returns that more than the cost of the quality program and defined quality as free ("quality is free"). [8]

Crosby’s main accomplishments include interpreting quality terminology into simple terms, which every person is able to understand. He emphasized on doing things right the first time which adds nothing to the cost of a product or service (What costs are reworks, tests, warranties, inspections, services, damaged reputations and even litigation after doing things wrong), therefore ignoring those would give you maximum benefit. Moreover, he was an author of thirteen (13) best-selling books. [12]

What is Quality?

Quality is the conformance to the specifications and standards which is likely to be decided by the customers of the product. There are various dimensions to the quality and some of them are as follow:

• Performance, Features, Reliability, Conformance, Durability etc. [9]

According to ISO 8402-1986, quality is defined as:

• "The totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs."

Explanation: According to the stated definition of quality, the customer expectations cannot be ignored while defining the product, because at the end what matters the most is the voice of the customer or the needs of the customers. If those needs are satisfied and expectations of customers are met then it can be said that the product had fulfilled the required dimensions of quality, thus a product can be classified as a quality product.

Topic for Project: “Quality of Health Care System in Pakistan