GURUS

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T O T A L - Q U A L I T Y - M G T
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P R E S E N T A T I O N A B O U T
GURUS
In Q U A L I T Y MANAGEMENT ..
GURUS
P R E S E N T E D BY
A H /\/\ E D - KH. EL-RYAT!
1 2 0 0 6 - 1 4 0 4
1 2 0 0 5 -
I B R A H E /\/\ SKA!K
S U P E R V I S I O N B Y E. B A
S E L Q A N D E E L
In Q U A L I T Y MANAGEMENT ..
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• The major eight participants in assessing (TQM)
  which strongly influenced by a number of gurus
  are
• Four main gurus are
• 1- Deming .
• 2- Juran .
• 3- Crosby .
• 4- feigenbaum.
• Other main gurus are
• 1- ISHIKAWA .
• 2- Garvin .
• 3- shingo .
• 4- taguchi .
• We never can consider neither one of those 8
  gurus nor all of them who only contribute in
  developing the comprehensive knowledge of (TQM) .
• Despite there are 8 gurus in asse3ssing (TQM)
  there are differences in their opinions .
• So we can select the best fitness to our need in
  our organization.

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1- Deming -Dr . W Edward Deming , USA , 1900
. -Get his A bachelor's degree, MBA , PHD , in
USA in physics and Mathis. -Get his first
employment chance in an electricity company in
Chicago. -He taught physics , Mathis , statistics
, and quality in Japan . -Deming is the revered
figure ( father ) of quality management . -He
guide the statistical revolution in (QM)
depending on SHEWART studies in (SPC). -SHEWART
the first person who evolve the statistical
diagramming systems of (SPC) of quality in
(WW2). -DEMING focus in five ideas 1-
statistical process controlling (SPC) concept
. 2- Deming philosophy . 3- Deming 14 points
. 4- Deming comprehensive strategy for continuous
improvements ( Deming cycle) . 5- seven deadly
diseases of quality .
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1- Statistical process controlling its a
process which aims at achieving good quality
during manufacture through prevention rather than
detection . Ex ,sales. - It concerned with
controlling the process (machine) which make the
product through inspecting the machine rather
than the product itself . For EX, why the sales
man cannot sell exactly the same amount every
month? SPC process can will answer this question
by discovering and analyze these items 1- common
causes which inherent to the process . as
machine fail . 2- special causes not inherent
and must defined . As poor performance. 3-
natural variation producing certain amount of
defects . 4- significantly different variation
discovering exactly where it is by management
. So , Deming said that -80 depend on
management . -20 depend on employee . 2-
DEMING philosophy the quality and productivity
increase , when process fluctuations decrease .
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3- Deming 14 points for a comprehensive quality
improvements . 1- determining the goal from
improving productivity and quality internally
persuading process . 2- the adaptation with new
philosophy build the new philosophy to achieve
objectives during exceeds the pervious defects
. 3- decrease dependency on inspection make a
comprehensive (QM) from start point to the end
point . 4- the continuous improvements process
for products and services focusing on both
products and services . 5- find the integration
between new methods with training adopt the
training with the modern ways . 6- find the
conformance between management , monitoring , and
controlling 7- eliminate the fairness try to
discover why we improve , and eliminate the
defects causes. 8- eliminate the barrier between
management levels adoption the team group
philosophy . 9- eliminate the barrier in
communication to easy speed process with a high
quality and a little defects .
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• 10- do not have a silly slogans that mean nothing
  
• 11- build up the development training programs
• 12- decrease work standards and numerical quotas
  
• 13- remove barriers that prevent employees having
  pride in their work
• Barriers such as
• -Unrealistic quotas
• -Time pressure
• -Focus on profit rather than quality
• 14- create an organizational structure that
  support the previous options

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4- COMREHENSIVE STRATEGY FOR COTIUOUS IMPROVEMENTS
DEMING CYCLE
Implement and standardize
Plan what is needed ?.
ACT
PLAN
Check
DO
Does it work ?
Do try out on a small scale
All processes have NATURAL VARATION due to
COMMON CAUSES.But if the distribution is not
normal a special causes is taking place .
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5- Seven Deadly Diseases of Quality The amount of
a severe criticism of Western management and
organizational practices . 1- Lack of constancy
of purpose . 2- emphasis on short term profit
it should be focusing on the whole financial
periods rather than focus at the end . 3- Too
much staff mobility it occur when managers can
NOT defined the actual problems, and NOT learn
from it . 4- Over dependence on figures as
financial figures . 5- excessive legal costs . 6-
excessive medical costs . 7- over emphasis on
performance appraisal and merit rating . Deming
noted that It a worry to emphasis on short term
results , rather than coaching and helping
employees on the long run .
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2- JURAN DR, JOSEPH JURAN . - He is given credit
for developing Japanese quality in the 1950s
. Juran presented ideas which include 1-
Quality definition . 2- Breakthrough concept . 3-
Internal customer . 4- Quality trilogy . 5-
Pareto analyses . 6- Costing of quality . 7-
Quality council . --------------------------------
---------------------------------- 1- Quality
definition QUALITY is ( FITNESS FOR PURPOSE )
. This statement not so easy , because it require
ask many questions as - for whose quality
purpose ? - customers are internally or
externally users ? - What the real purpose ?
- who are the possible customers ?
DR, JOSEPH JURAN
Note that without know customers orientation , so
good quality NOT possible .
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2- Breakthrough Juran concept A sequence of
process improvements which take two journeys
1- journey from symptom to cause . 2- journey
from cause to remedy .
Breakthrough methodology
1- selection the appropriate cause . Problem (
symptom )
3- replicates the improvements . Remedy (
solution )
2- implement necessary actions . Cause (
diagnosis )
3- Internal customer 1- Quality
associated with customer satisfaction and
dissatisfaction , and both require consideration
. Satisfaction occur when a product has a
superior performance of features .
Dissatisfaction occur when there are
deficiencies and defects . Customer
satisfaction dimensions a- an external one ,
concerned with matching customer requirements
. b- an internal one , concerned with building
the product an service correctly .
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JURAN quality council A group of people be
responsible to the supervision in to application
of quality . -------------------------------------
--------------------------------------------------
----------------------------- JURAN big Q
Quality NOT just the concern of production or
(TQ) within the organization , BUT it extends the
linkage between organizational departments ,
services , and operations . ----------------------
--------------------------------------------------
-------------------------------------------
JURAN quality costs 1- Failure costs a-
internally as scrap , rework . b- externally
as guarantee claims , loss of custom . 2-
Appraisal costs As inspection . 3- prevention
costs as EDUACATION , TRAINING , AND ( SPC)
IMPLEMENTAYTION .
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JURAN three role model every process has an
internal customer and supplier , which linked
with each other to quality result .
-------------------------------------------------
--------------------------------------------------
-----------------
Supplier
customer
process
JURAN pareto analysis concept a universal
problem solving methodology in which it list a
key number of problems in a table and ranking it
from highest to the lowest as ( A, B, C )
, and trying to solve defects . ------------------
--------------------------------------------------
------------------------------------------------ 4
- Quality trilogy JURAN link quality
improvements with the extent of managerial
efficiency .
JURAN QUALITY TRILOGY Is a complete management
process
Holding the gains
Quality planning
Quality control
Quality improvements
Breakthrough
Pareto analysis
Be completed .
Project -by - project
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1- Quality planning JURAN defines quality
planning steps which include - a determine
the organizational internal and external
customers . b determine the customers needs ,
requirements , and expectations . c design
products and services which achieve customer
satisfaction . d prepare an operational
design in a shape to result a good quality .
2 Quality controlling a determine the
variation and make decisions . b measure
performance and real results . d using
statistical methodology . e - compare the
results with a stated objectives . 3-
Quality improvements a define the quality
purpose , goal . b train employees . c
develop work problem solving .
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3- CROSBY PHIL CROSBY a very famous guru in
quality management , and ha a prolific writer of
quality management . Crosby present ( FOURR
ABSOLUTES OF QUALITY ) , which include 1- he
define quality as (the conformance with
requirements ) , SO he comment that its a big
mistake to say that there is ( a good quality )
, or ( a bad quality ) , because quality
something can NOT be measured , BUT the
conformance can be measured . 2- the system of
quality is prevention Its a matter to take
prevention strategy for the basic , rather than
appraisal or detection. and the prevention
SHOULD be supported with ( SPC ). WHY ? -- TO
UNDERSTAND THE PROCESS . -- LOOK AT THE WRONG
BEFORE IT OCCUR . 3 the measurements of
quality is the price of NON-conformance because
costing quality is the prime motivation for
management .

to be completed .
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CROSBY quality costs a- Price of NON
conformance (PONC ) all the costs involved is
not getting the product or a service right .
b- Price of conformance (POC) what costs for
doing things right , prevention , and detection
. 4- The performance standard are zero defects
make quality accepted by a number of a
standard items , NOT to be less than perfect
quality . And making the requirements right from
the first place . NOTE CROSBY said that
Quality are free , NOT gift , which making it
right from the first time . ----------------------
--------------------------------------------------
--------------------------------------- CROSBY
has 14 points , like Deming , but Deming focus
on quality management . Crosby focus on action
plan and implementation process .

CROSBY 14 points
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CROSBY 14 points are
1- Management commitment . 2- Team establishment
. 3-Quality measurements through (PONC,POC) . 4-
BUILD AWARENESS. 5- Planning out . 6- Education
employees . 7- Causes identification . 8-
Improvements . 9- Recognition . 10- Quality
councils . 11- PROBLEM SOLVING .
QUALITY VACCINE It related to Deming 14 points
which are more strongly than Crosby 14 points. It
a prevented machine for management against poor
quality It a completed summary of what (TQM )
need . It have a practical advice on 21 areas
with five sections, include 1- Deal with
integrity . 2- Deal with systems . 3- Deal with
communication , to make a clear achievements for
requirements and specifications. 4- Deal with
clear consistent policy.

• 5- Deal with operations
• -Working in development .
• - prior preparing process .
• -process improvements.

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4- FEIGENBAUM Armand Feigenbaum , USA ,
American engineer . He is the first guru who
presented the concept of TQM . TOTAL QUALITY
MQNQGEMENT ( TQM ) is an effective system of
integrating quality developments , quality
maintenance , and quality improvements efforts of
the various group in an organization as to enable
production and services at the most economical
levels which allow full customer satisfaction
. He referred to ( INDUSTRY CYCLE ) concept The
ongoing sequence of activities necessary to bring
products from concept to market . -- in the
industry cycle begin and ends points related
customers , BUT every people who inside the cycle
have responsibility to met the stated
requirements . TQM presented by Feginbaum in
1950s , and it take a half of century for
development .
TQM DEVELOPMENT STAGES INCLUDE
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TQM development stages are 1 -Before the 20
century quality responsible by employees . 2
From 1900-1918 quality responsible by the
employee boss . 3 From 1919- 1937 quality
responsible by inspection system . 4 From 1938
1960 use ( SPC ) . 5 From 1961 start
with TQM and TQC . -------------------------------
--------------------------------------------------
------------------------------ Present hidden
plant concept In every factory a certain
proportion of its capacity is wasted through NOT
getting it right first time . And capacity wasted
are 40 of the plant .
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5 ISHIKAWA KAROU ISHIKAWA , JAPAN . He is the
leading Japanese contributor to quality
management . Ishikawa cmplete the worth of
DEMING, JURAN, and FEGINBAUM . HE -- present
the concept of quality circles . -- present the
concept of cause effect . -- focus in employees
training and quality techniques . -- focus in
decreasing the proportion of inspections . -- he
see that employees contribution is the basic idea
for success.
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6- GARVIN DAVID GARVIN , Professor at HARVARD
BUSINESS SCHOOL . He define a quality as strategy
with 8 dimensions 1- Performance The
primary operating features of a product or
service as ( size, speed ,power , etc.) 2
Features It a tool for supplement the main
performance features . 3 Reliability what
may go wrong ? 4 Conformance The matching
between design specifications , and what actually
produced ? 5 Durability How often service is
needed which also relevant . It concerned with
mean time between failure (MTBF ) . 6
Serviceability concerned with mean time to
repair (MTTR ) . 7- Aesthetics appearance ,
style , impression .
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8 Perceived quality feel , finish ,
reputation , friendless , and the manner of which
customer served . NOTE NOT all dimensions are
applicable in the service sector , and may be
added or substitutes . GARVIN present the
conformance between
Place Price Performance Specification standards
Marketing mix
Quality mix
Which cause understand the breadth of challenge
involved in managing quality
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7- SHINGO SHINGEO SHINGO , JAPAN . HE IS STRONGLY
ASSOCIATED WTITH ( JUST IN TIME JIT ) . He
present the principle of ( POKAYOKE ) it a
bout adding devices to machines and processes in
order assign defects which are simply not made .
( a fail safe devices ). it aims to carry out
100 inspection by providing --- stop a
process. ---give warning if defects are found .
POKAYOKE should operate on tow levels 1-
defectives which simply prevented from
proceeding . 2- stoppages a warning occur
must be re corrected and underlying caue of
problem Identified .
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8- TAGUCHI GENICHI TAGUCHI , JAPANESE ENGINEER ,
1980s his concepts start . Present the quality
loss function (QLF ) THE function which find
the loss resulted from the changes in products
and standard deviation which a community hold .
Target spec
Upper Spec limit
Lower spec limit
Loss function
Good quality
Bad quality
Bad quality
Taguchi view Loss increase with distance from
target value
Traditional view good and bad quality
LEVEL OF QUALITY
Robust
SPC Product design
INSPECTION Parameter design
Quality process ,control , procedure and stage
of evolution
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A N Y
T H A N X A L O T .
COMMENTS
P L E A S E ..