UNDERSTANDING QUALITY CONCEPT

TOPIC 1.2 QUALITY THEORY

PROGRAM DIPLOMA EKSEKUTIF PENGURUSAN (PENTADBIRAN DAN OPERASI)
CHAPTER OBJECTIVES

 After completing this chapter, you should be able to:

 1. Integrate theories and concepts from key thought leaders in quality management.

 2. Discuss differing ideas from quality management thought leaders to determine the best

 methods for managing quality.

 3. Discuss key quality improvement variables and how they combine to create a quality

 management system.

 4. Assess a quality management system using the theoretical framework for quality management.
  coherent group of general propositions used as principles of explanation
for a class of phenomena

WHAT IS THEORY?
HISTORY OF QUALITY MANAGEMENT

 leading Contributors to Quality theory: W. edWards deMing

 World’s preeminent authority on quality management. Deming gained credibility because of his influence on
Japanese and American industries. When it became apparent that many Japanese products were of better quality
than U.S. products, U.S. managers were surprised to learn that the Japanese had learned quality management from
W. E. Deming, an American. The Japanese still use the original lectures given by Deming to train new generations of
businesspeople.
 In the 1920s, Deming worked in the Western Electric Hawthorne plant. Trained in engineering and mathematical
physics at the University of Wyoming and Yale University, he came to know Walter Shewhart, who influenced his
thinking about improving quality through the use of statistics.
 After working at the Hawthorne plant, Deming worked in government jobs with the U.S. Department of Agriculture
and the Bureau of the Census, at which he helped develop statistical sampling techniques.
 During World War II, he worked with U.S. defense contractors to use statistics to identify systematic quality problems
occurring within defense-related products.
 After the war, Deming was sent to Japan by the U.S. secretary of war to work on a population census. During this
time, the Japanese Union of Scientists and Engineers asked him to provide lectures on statistical quality control
applications.
 While in Japan, Deming became impressed by the precision and single-mindedness with which the Japanese
pursued quality improvement.
 Late in his life, Deming commented that he had consulted around the world and had found that Japan’s
commitment to quality was unparalleled. In his mind, this unwavering pursuit of quality improvement was the genius
of the Japanese people. When the United States discovered that it was lagging behind the Japanese in quality, large
corporations hired Deming to help them develop quality management programs.
 Toward the end of his career, Deming gave seminars, wrote books, taught classes, and published articles to explain
his approach to quality management. This led to wide dissemination of the Deming approach to quality. In part
because of the lack of focus in America, the results have been somewhat mixed.
 Deming stressed that consumers are well served by insisting that service and product providers deliver high quality.
He believed that the more consumers demand high-quality products and services, the more firms will continually
aspire to higher levels of performance.
 In fact, this has happened in the United States. As opposed to the past, consumers now expect high-quality
products at a reasonable cost. Deming’s mantra was “continual never-ending improvement.”
DEMING’S 14 POINTS FOR MANAGEMENT

Create constancy of purpose toward

improvement of product and
Adopt a new philosophy. We are in Cease dependence on mass
service with the aim to become
a new economic age. inspection to improve quality
competitive, stay in business, and
provide jobs.

End the practice of awarding

business on the basis of price tag
alone - based on quality standards Improve constantly and forever the
•such as the Malcolm Baldrige award criteria system of production and service to
or the ISO 9000 international standard for improve quality and productivity,
quality systems. In other cases, supplier
certification is based on an internally and thus constantly decrease cost.
developed standard
 Drive out fear so that
Institute training on the everyone may work Break down barriers
Improve leadership
job effectively for the between departments
company

Eliminate slogans,
Remove barriers that rob
exhortations, and targets Institute a vigorous
Eliminate work standards workers of their right to
for the workforce that ask program of education and
on the factory floor pride in the quality of their
for zero defects and new self-improvement
work.
levels of productivity

Put everybody in the

company to work to
accomplish the
transformation
LEADING CONTRIBUTORS TO QUALITY THEORY: JOSEPH M. JURAN

 the Juran trilogy Juran identifies three basic processes: planning, control, and improvement
 Control versus breakthrough
 control is a process-related activity that ensures processes are stable and provides a relatively consistent outcome. Control
involves gathering data about a process to ensure the process is consistent.
 Breakthrough improvement implies that the process has been studied and that some major improvement has resulted in
large nonrandom improvement to the process
 project-by-Project improvement
 “and in no other way.”
 managers must prioritize
 which projects will be undertaken first.
LEADING CONTRIBUTORS TO QUALITY THEORY: KAORU
ISHIKAWA

 The Japanese Union of Scientists and Engineers (JUSE) founder was the distinguished business leader Ichiro
Ishikawa. His son, Kaoru Ishikawa, went on to lead JUSE during its growth years and became the foremost Japanese
leader in the Japanese quality movement. Kaoru Ishikawa provided tools that worked well within the Deming and
Juran frameworks.
 the basic tools of Quality

 Ishikawa’s greatest achievement was the development and dissemination of the basic seven tools of quality (B7).
As the developer of these tools, Ishikawa is credited with democratizing statistics.
 The major theoretical contribution of Ishikawa is his emphasis on total involvement of the operating employees in
improving quality. Ishikawa is credited for coining the term company-wide quality control in Japan.
LEADING CONTRIBUTORS TO QUALITY THEORY:
ARMAND FEIGENBAUM

 Feigenbaum proposes a three-step process to improving quality. These steps involve quality leadership, quality
technology, and organizational commitment. Leadership is the motivating force for quality improvement. Quality
technology includes statistics and machinery that can be used to improve technology. Organizational commitment
includes everyone in the quality struggle.
 Major impediments to improving quality included the four deadly sins of hothouse quality, wishful thinking,
producing overseas, and confining quality to the factory
THE 19 STEPS OF TQC
LEADING CONTRIBUTORS TO QUALITY THEORY: PHILIP CROSBY

 Philip Crosby was the most successful in marketing his quality expertise of all the leading quality authors and
thinkers. Although he began his career as a podiatrist (which he disliked), Crosby pursued a career as a reliability
engineer with Crosley Corporation in Indiana. Later, he worked for Martin Corporation as a quality manager; he then
served as the director for quality at International Telephone and Telegraph. He founded Crosby and Associates of
Winter Park, Florida—the world’s largest and most successful quality consulting company.
 Crosby's approach to quality improvement involves establishing a quality improvement team and evaluating quality-
related costs. Quality awareness is emphasized, and the final steps include corrective action, establishing an ad hoc
committee for the zero-defects program, supervisory training, error-cause removal, employee recognition, and the
establishment of quality councils. Crosby adopted a human resources approach similar to Deming’s.
LEADING CONTRIBUTORS TO QUALITY THEORY: GENICHI TAGUCHI

 The Taguchi method was introduced by Dr. Genichi Taguchi to AT&T Bell Laboratories in the US. It is now seen as
equally important to Deming's approach and Ishikawa's concept of total quality control. It builds on the work of
Shewhart in statistical quality control and Deming's work in improving quality.
Among the unique aspects of the Taguchi method are the Taguchi definition of quality, the quality loss function
(QLF), and the concept of robust design.

definition Quality loss robust

of Quality Function design
LEADING CONTRIBUTORS TO QUALITY THEORY:
THE REST OF THE PACK

 robert C. Camp - principal pioneer of benchmarking - the sharing of information between companies so that both
can improve
STEPHEN R. COVEY’S “8” HABITS

 Stephen Covey was a management consultant who led FranklinCovey, one of the most successful management
consulting companies in the world.
 According to Covey, our beliefs affect how we interact with others, which in turn affects how they interact with us.
As a result, we need to focus on how we approach our lives rather than focusing on external factors that affect our
lives.
 Covey’s basic teachings are quality management principles from people such as Deming.
These principles are woven together with a values-based approach to life.

Begin with the end in

Be proactive Put first things first. Think win-win
mind

Sharpen the saw -

Seek first to learning from previous Find your voice, and
understand and then Synergize experience and inspire others to find
to be understood encouraging others to theirs
do the same
MICHAEL HAMMER AND JAMES CHAMPY

 Michael Hammer and James Champy urged a form of deductive reasoning combined with entertainment that has
resulted in unfortunate consequences for many people and companies. The product of this collaboration is termed
reengineering.
 The underlying precept of reengineering is sound: Firms can become inflexible and resistant to change and must
be able to change
 in order to become competitive.
RESOLVING THE DIFFERENCES IN QUALITY APPROACHES:
AN INTEGRATIVE VIEW
THESE
ARE VARIABLES THAT FIRMS SHOULD ADDRESS WHEN SEEKING TO IMPROVE
PERFORMANCE. THE CORE VARIABLES
INCLUDE THE FOLLOWING:
A THEORETICAL FRAMEWORK FOR QUALITY MANAGEMENT
THANK YOU Farah Syazreena Azmi
farah.syazreena@umcced.edu.my
0133887448

UMCCED UFA 1004 23