Walter A. Shewhart (Refer also to http://en.wikipedia.org/wiki/Walter_A._Shewhart) Walter A Shewhart, a former Bell Telephone employee is often referred as the grandfather of Total Quality Management. His major contribution to the quality movement was the invention of the process control chart in 1924. With the process control as the tool, Shewhart distinguishing between assignable-cause and chance-cause variation. Shewhart promoted the principle of bringing a process into a state of statistical control which would include only chance cause variations. By keeping a process in control, it would be possible to predict future output and improve economic process management and control. This was the start of the modern approach to statistical process control (SPC). Shewhart also promoted the view that statistical theory should serve the needs of industry and society as a whole, challenged the norms, and relentlessly pursued a better way that revolutionized industry. W Edwards Deming (Refer also to http://en.wikipedia.org/wiki/W._Edwards_Deming)
W. Edwards Deming, a statistics professor at New York University during the 1940s went to Japan after World War II. The approach used in Japan during this time was to employ consultants from America and Europe to assist with the improvement of quality and productivity. Deming was the most famous of these consultants and played a major part in the quality revolution in Japan during this time. (Basu & Wright, 2003, pp 12) In the 1980s Deming returned to America. It was only at this time (about 30 years behind Japan) that the quality movement took off in America and U.S. companies turned their attention to Deming and his philosophy. Deming’s philosophy was to establish the best practices within organisations and establish these as standard procedures and to then train workers in the best method. He emphasized the management of a system for improving quality and his thinking was based on the use of statistics for continual improvement. Deming’s famous list of 14 points is still well known, and often referred to, today. These 14 points are summarized in Table 2 Table 2 Deming’s 14 Points
(Source: Foster, 2004, pp 37) Joseph M Juran (Refer also to http://en.wikipedia.org/wiki/Joseph_M._Juran Dr. Joseph M Juran was also associated with the quality revolution in Japan. He first went to Japan a few years after his book “Quality Control Handbook” was published in 1951. There are many similarities between the work of Juran and that of Deming. Both of them highlighted the managerial responsibility for quality although Juran took a more strategic planning based approach to improvement than Deming. His approach includes an annual plan for quality improvement and cost reduction and continuous education on quality. Juran identified three basic processes that are required to effectively manage and improve quality. (Stevenson, 2007, p 400) These three processes are known as the “Juran Trilogy” and are summarized below:
Armand Feigenbaum (Refer also to http://en.wikipedia.org/wiki/Armand_V._Feigenbaum)
Armand Feigenbaum highlighted the cost of poor quality and non conformance and was the first to classify quality costs as the cost of prevention, appraisal, and internal and external failure. In 1961 Feigenbaum published his book “Total quality control” His primary contribution to the quality approach in America was that the entire organisation should be involved in improving quality. His views brought quality from the offices of specialist back to the operating floor. (Foster, 2004, p 46) He proposed a three step process for improving quality which involved quality leadership, quality technology and organisational commitment.
Philip B. Crosby (Refer also to http://en.wikipedia.org/wiki/Philip_B._Crosby)
Crosby is well known for his emphasis on “Do It Right First time” and Zero Defects. He initiated the Zero defects program at the Martin Company in Florida. He believed the traditional quality control approach, to have acceptable quality limits and waivers of sub standard products, allows companies to deviate from what is really required. He did not believe that workers should take the prime responsibility for quality, but that the quality improvement initiatives should come from the top. His approach to quality improvement was to create a core of quality specialists within the organisation and to ultimately train staff on quality improvement tools. He believed in the process approach to quality improvement.
This approach was based upon what he called the Four Absolutes of Quality Management listed below:
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