CHAPTER 8

• Quality Management Gurus and Their Key Contributions

  A) total quality management

  B) management philosophy

  C) quality experts (gurus)

  
• the gurus

  A) respected teacher

  B) spiritual leader

  C) good person

  D) gurus of quality

  
• Walter Shewhart - was a genuine pioneer in the field of quality control, and he became known as the “father of statistical quality control.” He developed control charts for analyzing the output of processes to determine when corrective action was necessary.
• W. Edwards Deming - compiled a famous list of 14 points he believed were the prescription needed to achieve quality in an organization.
• W. Edwards Deming - His message was that the cause of inefficiency and poor quality is the system, not the employees. he felt that it was management’s responsibility to correct the system to achieve the desired results.
• W. Edwards Deming - In addition to the 14 points, he stressed the need to reduce variation in output (deviation from a standard), which can be accomplished by distinguishing between special causes of variation (i.e., correctable) and common causes of variation
• Joseph M. Juran - viewed quality as fitness-for-use.
• Joseph M. Juran - He also believed that roughly 80 percent of quality defects are management controllable; thus, management has the responsibility to correct this deficiency.
• Joseph M. Juran - He described quality management in terms of a trilogy consisting of quality planning, quality control, and quality improvement.
• Joseph M. Juran - is credited as one of the first to measure the cost of quality, and he demonstrated the potential for increased profits that would result if the costs of poor quality could be reduced.
• Armand Feigenbaum - was instrumental in advancing the “cost of nonconformance” approach as a reason for management to commit to quality.
• Armand Feigenbaum - He recognized that quality was not simply a collection of tools and techniques, but a “total field.” According to him, it is the customer who defines quality.
• Philip B. Crosby - developed the concept of zero defects and popularized the phrase “Do it right the first time.” He stressed prevention, and he argued against the idea that “there will always be some level of defectives.”
• Kaoru Ishikawa - Among his key contributions were the development of the cause-and-effect diagram (also known as a fishbone diagram) for problem solving and the implementation of quality circles, which involve workers in quality improvement
• Kaoru Ishikawa - He was the first quality expert to call attention to the internal customer —the next person in the process, the next operation, within the organization.
• Genichi Taguchi - he is best known for the Taguchi loss function, which involves a formula for determining the cost of poor quality.
• Genichi Taguchi - The idea is that the deviation of a part from a standard causes a loss, and the combined effect of deviations of all parts from their standards can be large, even though each individual deviation is small.
• Taiichi Ohno and Shigeo Shingo - both developed the philosophy and methods of kaizen, a Japanese term for continuous improvement at Toyota
• kaizen - japanes term for continuous improvement
• Continuous improvement - is one of the hallmarks of successful quality management.
• Quality Tools - The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality.
• Cause-and-Effect (or Fishbone) diagram - These are also called Ishikawa diagrams
• who made the cause and effect diagram?

  kaoru ishikawa in 1943
• fishbone diagram - the cause and effect diagram also calles thissince they resemble one with the long spine and various connecting branches.
• fishbone diagram - organizes and displays the relationships between different causes for the effect that is being examined.
• fishbone diagram - This chart helps organize the brainstorming process. The major categories of causes are put on major branches connecting to the backbone, and various sub-causes are attached to the branches.
• fishbone diagram - A tree-like structure results, showing the many facets of the problem. The method for using this chart is to put the problem to be solved at the head, then fill in the major branches. People, procedures, equipment and materials are commonly identified causes.
• check sheet - is a sheet or form used to record data. It is one of the simplest method for collecting data and determining trends.
• check sheet - The recording can be used to determine the occurrence of events such as non-conformity. It is a way of collecting and classifying data so that it can be easily presented or analyzed.
• check sheet - It is particularly useful at the start of a problem-solving process for data gathering. It can also be used for monitoring performance once change has been implemented.
• Process map - Flow diagrams or charts also known as
• flow diagram - are used to assist in systemically breaking down the organizational process into a step by step picture of each component.
• Symbols - are used to indicate activities, decisions, beginning and ending points and the flow that the process takes.
• flow diagrams - After a process has been identified for improvement and given high priority, it should then be broken down into specific steps and put on paper in a flowchart.
• flow diagrams - This procedure alone can uncover some of the reasons a process is not working correctly. Other problems and hidden traps are often uncovered when working through this process.
• Pareto analysis - is developed around the basic concept that 80% of a specific effect is due to 20% of the cause (80-20 rule).
• Pareto chart - can be used to display categories of problems graphically so they can be properly prioritized.
• pareta analysis - There are often many aspects of a process or system that can be improved, such as the number of defective products, time allocation, or cost savings.
• Pareto analysis - indicates which problem to tackle first by showing the proportion of the total problem that each of the smaller problems comprise.
• 20% of the sources cause 80% of the problem - the principe of the pareto analysis