Quality Management Gurus. “A Guru is a spiritual guide who is considered to have attained complete insight.“ www.wikipedia.com “A guru, by definition, is a good person, a wise person and teacher. A quality guru should be all of these , plus
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“A Guru is a spiritual guide who is considered to have attained complete insight.“
“A guru, by definition, is a good person, a wise person
and teacher. A quality guru should be all of these, plus
have a concept and approach to quality within business
that has made a major and lasting impact. “
_W. Edwards Deming is best known for his management philosophy establishing quality, productivity, and competitive position.
_The most important Deming works are: Dr Shewhart
cycle development, or Deming cycle, The Fourteen Points, The Seven Deadly Diseases.
**Here are some of the 14 points which Deming mentioned before :-
We will mention just few points :
2. Emphasis on short-term profits
3. Running a company on visible figures alone ("counting the money")
_ Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices. Joseph Juran’s belief that “quality does not happen by accident” gave rise to the quality trilogy:
**In the 1980’s Joseph Juran recognized that the common approach to total quality management…believes quality must start at the top
** The key steps in implementing company-wide strategic goals are: Identify customers and their needs – both internal and external – and work to meet those needs
Create measures of quality, establish
optimal quality goals and organize to meet them
Create processes capable of meeting quality goals in “real” operating conditions
*Known as The Fun Uncle of the Quality Revolution
Where Phil Crosby excelled was in finding a terminology for quality that mere mortals could understand. (Dr. Deming and Dr. Juran were the great brains of the quality revolution)
He popularized the idea of the "cost of poor quality", that is, figuring out how much it really costs to do things badly
*Mr. Crosby defined quality as a conformity to certain specifications set forth by management and not some vague concept of "goodness." These specifications are not arbitrary either; they must be set according to customer needs and wants
Crosby’s four absolutes are :
Armand is also know for his concept of the "hidden" plant the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory
* Quality Leadership the management in a company must always be striving for quality. They must put items in place that allow them to measure quality, control quality and improve quality. There must be constant feedback and oversight of the organization to assure that quality continues.
* Modern Quality Technology
the quality function (little Q) cannot achieve quality without the help of others. Everyone must be trained and led to quality.
* Organizational Commitment
everyone in the organization must believe in quality.
David A. Garvin is the Professor of Business Administration at the Harvard Business School.
"If quality is to be managed, it must first be understood."
So he studied one industry which was active in both the United States and Japan -- the room air conditioning industry -- analyzing the products to determine which plants in which country were turning out the highest quality. Then he analyzed every step of the manufacturing process, to find the differences that made the difference.
His findings were often surprising. Some things that everyone thought guaranteed higher quality (such as exhaustive testing) did not, while some things rarely mentioned in the literature (such as the way the factory dealt with layoffs and seniority, and the length of production runs) made a big difference.