GREAT FOUNDERS
OF QUALITY
GREAT FOUNDERS
OF QUALITY
© 2019 Global Standards, S. C.
INTRODUCCIĂ“N Since ancient times, humans have been concerned about finding products, services, and locations that fulfill or surpass their expectations in different environments, where its satisfaction and wellbeing, including its safety, became an important matter.The need for excellence and continuous improvement has remained throughout the years, adopting the term quality; recognized as a critical point when deciding, independently from involved people. Quality has constantly developed and over time, there have been new contributions, methodologies, and ideologies represented as we know them today. From the work of important people acknowledged as quality founders, for its research and creation of this concept, which can apply in organizations and processes of any kind, as the collection of actions, measures to continuous improvement.
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WILLIAM EDWARDS DEMING (1900 – 1993)
GREAT FOUNDERS OF QUALITY
Physician, statistician, professor and American consultant, creator of the concept “total quality”.
WHAT ARE THE 14 DEMING PRINCIPLES? 1. Produces perseverance in improving products and services. 2. Adopting a new philosophy of cooperation used in employees, clients, and suppliers. 3. Stop relying on a massive inspection to achieve quality.
Deming, a physician and mathematician professor of Colorado’s University, and Ph.D. in Physics at Yale’s University. The biggest contribution to the quality, he did is the 14 Deming principles, the 7th mortal disease of management and continuous improvement spiral better known as the PDVA Deming Cycle (Planning, doing, verifying and acting), document added to SL Annex of ISO, linked to the High-Level Structure (HLS), used in 2015 version of ISO 9001 and 1400, as well as coming ISO standards for the management system. In the mid of 50s, Deming worked with the Japanese Association of Scientist and Engineers (JUSE), then was established, The Deming Award, one of the most important and international awards. Deming is known as the founder of the third industrial revolution because he created 14 principles that transformed the American industry.
4. Stop purchasing based on prices. 5. Constantly improving production systems, services, and activity activities. 6. Establish a constant training and education. 7. Adopts and establishes leadership. 8. Eliminates worry and built trust operating with efficiency. 9. Breaks barriers between departments and creates a cooperating system based on the same goals. 10. Eliminate slogans, appeals and goals generating frustration and adversity among collaborators. 11. Eliminate fees and individual targets management unless these have a quantum methodology. 12. Tears down barriers and elements holding people to feel proud in their jobs. 13. Establishes an internal education program and self-improvement. 14. Takes actions to perform a full transformation, complying with the last 13 points.
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“A product or service made with quality helps people or holds a sustainable market”.
D E M I N G C YC L E O R P H VA
7 D E A D LY DISEASES
Another important contribution of Deming is the PHVA cycle that it’s essential to plan and execute a quality program in a company, to executive and operation level. This cycle is also known as a continuous improvement spiral, although in 1980, the Japanese named it as the Deming Cycle. e.g. in illustration 1, PHVA Cycle
Because of these fourteen principles, Deming analyzed possible mistakes and failures of the quality and creativity; named 7 deadly diseases:
Lack of constancy of purpose Emphasis on short-term profits Evaluation by performance, merit rating, or annual review of performance Mobility of management Running a company on visible figures alone Excessive medical cost
DO
VERIFY Fig.1 PHVA Cycle
Deming’s contribution has reached an important part of ISO 9001, version 2015, for quality management system where is described as follows the way in section 0.3.2.: PLAN: To establish the system and process targets and necessary resources to generate and provide results according to the client’s requirements and the policies of the organization and identify and handle risks and opportunities. DO: Implement plans. VERIFY: Conduct a follow up (if applicable), measuring the process, products, and services regarding policies, objectives, requirements, planned activities and inform about results. ACT: Take actions to improve performance whenever necessary. ISO 9001:2015, Quality management systems, Requirements. 2015, Sweden.
Excessive warranty cost, fueled by lawyers who work for contingency fees
I M P O R TA N T S D E M I N G ’ S WO R KS
OUT OF CRISIS 1986
THE NEW ECONOMICS FOR INDUSTRY, GOVERNMENT AND EDUCATION 1994
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GREAT FOUNDERS OF QUALITY
JOSEPH MOSES JURAN (1904 - 2008) Pioneer of research, consultancy, and training of a methodology, to determine a suitable and applicable definition of quality.
Juran was born in Romania in 1904. When he was 8 years old, he emigrated to America and got a degree in Electric Enginery at the Minnesota University of Loyola. Then, he worked at Western Electric in Chicago, at the department of problem-solving. He was there for several years and became a member of the Statistic Supervision Committee. Then, he worked at the affiliated company of AT&T. During the Second World War worked at the Foreign Economic Administration under the Franklin Roosevelt government. Then, he worked as an independent consultant. He worked for Gillet and General Foods; he was a professor at the University of New York. After this, he received an invitation from the Japanese Labor Union of Scientist and Engineers to teach businessman with his theories of quality control. In 1941, he discovered Vilfredo Pareto work, then he expanded the usage of Pareto Principle in quality, where he stated that 80% of issues happened for 20% of causes. Among his contributions, he established an Institute, where he taught techniques to improve quality organizations. In the same way, he had several publications and books, like the Quality Control Manual, one of his most selling books up until now. Joseph Juran died in February 2008, he was103 years.
“Planning quality consists of developing products and necessary processes to satisfy client’s needs”.
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J U R A N ’ S T R I L O GY The quality management approach sets three processes: planning, control, and improvement. The quality management approach is one of the most important revelations which provides a better and simpler view of quality, each process includes a list of activities.
• Join the high management review of quality improvement progress.
QUALITY PLANNING: It’s based on the client’s request and satisfaction, either a product or service:
• Create awareness of needs and improving opportunities. • Establishing improving targets. • Crete plans to achieve goals. • Provide training. • Carry out projects to solve problems. • Inform about progress. • Keep a score. • Maintain the drive of ongoing improvement.
• • • • •
Establish who the clients are. Establish the client’s needs. Translate the needs to the company’s understanding. Produce a product based on the needs. Design a process capable of developing products with requisite features. • Transfer the resultant plan to operations. QUALITY CONTROL: The organization shall use a general process to control operations. • Compare the current performance with quality goals. • Establish feedback linked to every level and process. • Establish a quality target and measure unit. • Provide to the operating forces, a way to adapt to the compliance process with targets. • Transfer responsibility to operations keeping the planned level of capacity. • Evaluate the process performance of the product by statistics analysis. • Use corrective actions to restore the compliance state with quality targets.
Joseph Juran determines that planning quality effectiveness can be achieved by the following: :
I M P O R TA N T J U R A N ’ S WO R KS
QUALITY CONTROL MANUAL 1951 One of the most important publications made by Joseph Juran was the quality control manual published in 1951. This manual has basic and general knowledge, as well as technical knowledge and those affecting the planning and management. It also analyzes problems that might happen in different areas and cultural contex.
IMPROVING QUALITY: This comes from detecting mistakes and knowing the origin which helps us to know how to develop the process. • Carry out every change to each project. • Establish a quality committee to coordinate and make the annual quality improvement official. • Define a process of project selection that includes nomination, selection, mission, and statement publication. • Granting awards and public acknowledgment to outline quality improvements. • Increase quality parameters value in evaluating the performance of every level of the organization. 7
GREAT FOUNDERS OF QUALITY
SHIGEO SHINGO (1909 – 1990) A Japanese mechanical engineer knew by the creation of Poka Yokes and scheme Zero Quality Control, also a leader of the manufacture of Toyota production System.
Shigeo Shingo was born in Saga, Japan. He got a degree as Mechanical Engineer at the Superior Technical School, where he discovered Frederick Taylor’s work. A pioneer of the movement name Scientific Organization of Work, then he started working at Taipei Railway Factory. He was interested in improving the job of his coworkers. In 1943, he moved to the Amano production plant, in Yokohama, under the Ammunition department, where he was head of the production department and increased production up to 100%. At the end of the Second World War, he worked at the Japanese Management Association, where he was a consultant and administration improvement assessor and manager of production in factories and industries. In the middle of ’50s, Shingo advised and used his concepts in more than 300 companies, Toyota was one of them, there he developed the Toyota Production System, reducing production time. Shigeo Shingo studied and used statistical control of quality and formalize the zero control of quality, where he uses the Poka-Yoke, which detects any production defect and examines the causes. Due to his contributions, in 1988, he established the Shingo Awards to operations excellence, this award decorates the best operation innovations in industrial and production area. Also, he received a Yellow Ribbon medal for this contribution of flow operations in the navy construction industry.
“A premise of the Asian model of quality never has a written document since we change things dailya”.
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SHINGO MODEL Shingo’s philosophy points to the idea that in order to reach ideal results, a combination of behaviors shall be engaged. This model sets out 10 principles, allowing everyone in the organization to know these ideals and the consequences of getting closer or far from them. This method is taught by Shingo’s Institute.
SHINGO PRINCIPLES 1. Respects everyone. 2. Leading with humbleness. 3. Buscar la perfección. 4. Embrace the scientific thinking.
5. Focused on the process. 6. Ensures the source quality. 7. Flujo y valor de extracción. 8. Systematic Though process. 9. Generates a certificate of purpose.
10. Creates value for the client.
Moreover, Shingo’s model offers three viewpoints of excellence in a company’s: • Ideal results need ideal behavior. • Believes and systems drive the behavior. • Principles affirm an ideal behavior.
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GREAT FOUNDERS OF QUALITY
P O K A-YO K E It’s a technique of quality used to avoid mistakes in the system. Shigeo Shingo states that workers caused the mistakes and manufactured pieces defects happened since they weren’t corrected. On this basis, there are two possibilities or targets to achieve, eliminate human errors, and the person responsible must be corrected. Poka-Yoke emphasis two obvious things, detecting mistakes and avoid recurrence. The final target is to carry out a process and finish a product without risk of a defect. In Japan, this is a necessary methodology for companies that advanced since the beginning, and it adapts to different fields and organization areas.
Z E R O Q UA L I T Y CO N T R O L This approach focusses on the purpose of Poka-Yoke, a quality technique based on the premise that defects happen when there are errors in the process. If there are a suitable inspection and important actions happen, then errors won’t happen. The main idea is to stop the process when a defect occurs; its practical application is based on research thoroughly the products and services engineering.
M E T H O D O L O GY 5’ S Shigeo Shingo was the creator of the 5’s methodologies. This method gathers a series of activities, producing an organized, cleaned and ordered work. The five principles are:
1. SELECTION: Differentiates between the necessary and not necessary. 2. ORDER Assigns a place for every object. 3. CLEANNESS A guide to clean the work environment.
4. STANDARDIZATION Establishes methods easy to follow.
5. MAINTENANCE Presents mechanisms to create a habit.
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S H I N G O AWA R D The Shingo award rewards operational excellence, granted to organizations around the globe by Shingo’s Institute. This award favors the exchange of knowledge and successful manufacturing methodologies and business, promoting research in scholars and businessmen. Also, it recognizes operational excellence in companies, divisions and factories that demonstrated operational excellence translated in good results on business and client satisfaction.
I M P O R TA N T S H I N G O ’ S WO R K
A REVOLUTION IN MANUFACTURING: THE SMED SYSTEM 1985
ZERO QUALITY CONTROL: SOURCE INSPECTION AND THE POKA-YOKE SYSTEM 1986
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THE 7TH BASIC TOOLS FOR MANAGING QUALITY 1. Control sheets (implies the frequency used in the process, variables and defects) GREAT FOUNDERS OF QUALITY
2. Histogram (a graphic of variables). 3. Pareto analysis (problems classification, identify and solve). 4. Cause and effect analysis or Ishikawa Diagram (search for the main factor of issues to analyze them).
KAORU ISHIKAWA (1915 - 1989)
5. Scatter diagram (relations definition).
A representative of quality in Japan since he promoted the implementation of suitable quality systems valuing the business process.
7. Stratification graphics (divide the available data to compare its characteristics).
6. Control graphics (variation measure and control).
ISHIKAWA QUALITY PHILOSOFY
“The ideas of controlling and improving are often confused since they are inseparable”.
Kaoru Ishikawa was born in Japan on July 13th, 1915. He was an industrial chemist, manager of companies and expert in quality control. He graduated from Chemical Engineer at Imperial University in Tokyo, where he got his Ph.D. in engineering, he was also a teacher. In 1949, he was a member of the Union of Japanese Scientist and Engineers (JUSE) where he was a researcher in quality control. Then, in 1960, he was at the International Organization for Standardization (ISO), an international association created to develop standards in quality with different companies and products. He was the president of Japan deputation in 1977. Also, Ishikawa was president of the Institute of Technology in Musashi in Japan. Kaoru Ishikawa was considered, the founder of the scientist analysis in Industrial processes. He created the Ishikawa Diagram, where the graphics classify causes of issues.
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Quality stars with education and finishes with education. The first step of quality it’s to know what the client wants. Eliminate the cause and not the symptoms. The quality control employees rely on them. Do not mix-up mean with targets. Quality shall be the priority and then profits. Trading is the input and output of quality. The manager shouldn’t be angry when employees present facts. 95% of issues in a company can be solved by analysis and problem solutions Data with no scattered information (variability) is considered false.
Z E R O Q UA L I T Y CO N T R O L The Ishikawa diagram also named cause-effect diagram used as a systematic tool to find, select and document quality variation on production and organize its relation. This graphic indicates that each issue has specific causes to analyze and test one by one in order to prove which one is causing that effect (issue) when the causes have eliminated the issue as well. The chart helps us to see the problem and effect on different variables, providing a solution and useful tool in quality management.
I S H I K AWA I M P O R TA N T WO R KS The main ideas of Ishikawa are found in one of his most popular books, what is the total control of quality: the Japanese modality. This book points out that quality management is characterized by everyone involved in the company, from senior executives to lower-level employees. Some benefits of this concept improve the job’s environment and lower fees and better competitive status. The main ideas of Ishikawa are found in one of his most popular books, what is the total control of quality: the Japanese modality. This book points out that quality management is characterized by everyone involved in the company, from senior executives to lower-level employees. Some benefits of this concept improve the job’s environment and lower fees and better competitive status.
“By the total control of quality with the participation of all employees, including the president, any company can create better products and services at a minor cost, as well as increasing its sales, improving utilities and turns the company in a higher organization. Quality control starts with education and ends up in education, to promote it, we need to train employees, from the manager to employeess”.
WHAT’S THE TOTAL CONTROL QUALITY? THE JAPANESE MODALITY 1985
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GENICHI TAGUCHI (1924 - 2012)
GREAT FOUNDERS OF QUALITY
Engineer and Japanese statistics were known for developing a methodology for statistics application in order to improve the quality of products and manufacturing processes.
“The ongoing improvement of quality in a product manufacturing shall be an internal philosophy of importance in business”.
Taguchi was born in 1924. He graduated as a textile engineer in the technical school of Kiryu University, then he became a Mechanical Engineer and, he got a doctorate in Mathematics Statistics. In 1950, he worked at the Electronic Communications Laboratory (ECL), of Nippon Telegraph and Telephone Corporation, when the statistic quality control became popular in Japan, and where he worked twelve years making methods to improve quality. Moreover, he was a teacher at the Aoyama Gaukin University of Tokyo and quality consultant for Toyota and Fujifilm. He was an advisor of the Japanese Standards Institute and Manager of Suppliers of America, an institutional organization of consultancy. Genichi Taguchi is known as the creator of Quality Engineering. He mixed statistics and engineering methods to improve better fees and quality by optimizing products and manufacturing processes. • Online quality engineering: Manufacturing, process control and correction of processes, and preventive maintenance. • Offline quality engineering: Optimizes products and process design. Makes use of experiments, for its application.
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ROBUST DESIGN In the United States, Taguchi was the leader of the industrial quality movement and founder of the Robust design in Japan, for more than 30 years. Every time a product is designed by complying with the client’s needs, but within the standard; this is named acceptable quality. The robust design suggests overpassing the consumer needs and at the same time, avoiding unnecessary expenses. Taguchi engineering method of quality reduces undesirable variations in products and processes to improve production, reduce cost, and raises client satisfaction.
TAG U C H I O U T S TA N D I N G WO R KS Genichi Taguchi published more than twenty technical or scientific books. He was four times awarded with Deming’s awards due to his contributions in the literature of quality. Moreover, he received the W. F. Rockwell medal, for technical excellence in 1986. In May 1989, he received the purple stripe of Economic and Technologic Progress by Akihito, the Japanese emperor. He was the honorary chairman of the American Supplier Institute and Japanese Institute, a Manager of Industrial Technology.
LOSS FUNCTION
“Quality is the loss of a product or service caused to society since it’s issued”.
Quality is related to price and money loss, not only for the manufacturer but for the client as well. Genichi’s definition considers the client when measuring product quality. In mathematics, the loss is related to product variability; if the product is closer to quality, less will be the loss.
TAGUCHI’S QUALITY ENGINEERING HANDBOOK 2004
ROBUST ENGINEERING 1999
ON ROBUST TECHNOLOGY DEVELOPMENT 1993
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PHILIP BAYARD CROSBY (1926 - 2001) GREAT FOUNDERS OF QUALITY
The American businessman who created quality management through his book, the quality is free, a philosophy zero flaws.
“Quality is free, isn’t a gift, its free, things made with no quality cost money; all the resulting actions for not doing things right”.
He was born on June 18th, 1926, in Wheeling Virginia, United States. During his youth, he served in the Marine in his country, participating in the Second World War and the Korean War. He worked with Martin-Marietta as a quality engineer and developed his philosophy known as zero defects. He states that to keep quality, you need to do things right the first time before any contingency or failure is presented. Crosby was a quality manager at the International Telephone and Telegraph (ITT), where he applied his method. In 1979, he created his own consultancy company where he taught a course of quality management and how to establish a preventive culture to doing it right the first time.
THE PRINCIPLE OF “DOING IT RIGHT THE FIRST TIME” Includes four basic concepts: • • • •
The quality definition agrees with the needs. The quality system is prevention. A standard management is equal to zero mistakes. The quality measure is the price to nonconformance.
The engineering method of quality created by Taguchi reduces undesirable variations in products and processes, improves productivity, lower cost, and raise client satisfaction.
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The main Crosby idea is that companies don’t pay for quality since is free. What really costs are things that don’t have quality, meaning every action made due to not doing right the first time, therefore considers that quality generates profit, since each penny not spent by the company for doing something wrong it becomes profit. Cosby’s quality improvement is achieved by the following steps:
14 BASIC PRINCIPLES OF QUALITY 1. The management committee shall define and commit to the quality improvement policy. 2. Quality improvement teams, where each department representative supervises the work team.
3. Quality actions working in data and statistics gathering, to analyze trends and issues of the organization. 4. Quality price is the consequence of doing things wrong, and not do it the first time. 5. Awareness of quality, teaching the organization the price of not doing things right the first time and how to avoid it. 6. Corrective actions, actions that will be done to correct likely deviations. 7. Planning zero-defects and defining a program to prevent likely mistakes.
O U T S TA N D I N G CO S BY ’ S WO R K Cosby published 13 books; the first one named Quality if free, which was accredited as a spearhead of quality revolution in the United States and Europe, it was translated in 15 languages.
8. Supervisor training and knowledge about making and carrying out the improvement plan. 9. Zero-defects day, a date for the company to carry out the change. 10. Establishing goals and fixing targets to reduce mistakes. 11. Eliminating error causes and barriers, preventing the ideal compliance of the zero-defects program. 12. Recognize people by rewarding them, since they helped to comply with the goals.
QUALITY IS FREE THE ART OF VERIFY QUALITY 1979
“Every penny not spent in doing things wrong, doing it again instead of other turns in a halfpenny towards profit. If you focus on assuring quality, you might increase your profit from 5 % to 10% on your sales”.
13. Provide quality advice by which it is intended to unify workers through communication. 14. Start again, quality improvement is a moving cycle that never stops and continually change.
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GREAT FOUNDERS OF QUALITY
PETER M. SENGE (1947 - UP TO NOW) Founder of the term organizational culture, he was distinguished for developing a theory of smart organization, where people align talents and capacities, to success together and achieve intended results.
“The continual improvement of quality when manufacturing a product shall be an internal philosophy, important for organizations”. Peter Senge was born in 1947, in Stanford. He got a degree in Engineering at a local University and a master’s degree in Modeling Social Systems at the Technology Institute of Massachusetts, then he got a Ph.D. in Management. He was the principal of the Organizational Learning Center at the Technology Institute of Massachusetts and founder of the Organization Learning Society, an institute focused on people wanting to develop their capacities and organizations. Senge was named one of the 24 strategists of the XXI century, by the Journal of Business Strategy. Also, he has known by his book the fifth discipline: the art and practice of an organization. This book changed the theory of organization management, stating that an organization is capable of learning, resulting in a new direction, and new content to the manager’s action.
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S M A R T O R G A N I Z AT I O N S Peter Senge uses the term Smart Organization, describing an organization searching for its members to earn and practice their potential; this means understanding the complexity, new commitments, take ownership, look for a continually self-growth and create joint effort through teamwork. This approach considers every team member of the organization as a valuable element, capable of contributing, and commit 100% with the company’s vision, adopting it and acting with responsibility; therefore, they’re capable of deciding to enrich the organization using their creativity, acknowledging their qualities and limitations.
S E N G E O U T S TA N D I N G WO R K
CREATING SMART ORGANIZATIONS BASED ON THE FIVE LEARNING DISCIPLINES: 1. PERSONAL DOMAIN: Learn to expand personal capacity and create a business field that encourages all the members, to improve themselves, looking to achieve goals and targets. 2. MENTAL MODEL: To think, know and manage the individual thinking process and ideas about the environment perception, this will allow a better and effective communication within the company. 3. COMMON UNDERSTANDING: Creating a group commitment by sharing the same goal over the future they want to see.
4. TEAM LEARNING: Common abilities based on communication, interaction, and talent alignment, so the group of people develops intelligence, and capacity, in addition to individual contributions.
THE FIFTH DISCIPLINE THE ART AND PRACTICE OF AN ORGANIZATION 1990
5. SYSTEMATIC THINKING: The language to describe and understand strengths and correlation modeling the behaviors of the system to achieve important and lasting improvements.
Peter Senge’s book describes the task of building smart organizations by unfolding his vision over organizational thinking, showing how these organizations will be overcoming difficulties, identifying threats, and face new opportunities. Senge’s work changes the management with the theory of an organization capable of learning. The fifth discipline leads to identify practices, aptitudes, and specific methods that help to build smart organizations. Also, it describes how to design training and prepare processes able to provide new ways, and contents for the organization.
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