ASSIGNMENT

NO.2

Abdul Moiz
Asim Aziz
Aqib Arif
Binyameen Aslam
Huba Rana
Quality Engineering
OBJECTIVE:
To understand the different theology of Quality given by
leaders of quality and then be able to identify the similarities
and differences between the concepts.
Before jumping into the numerous similarities and differences of all
the concepts provided by leaders of the quality, let’s first list their
respected names down which are as follows:

 Walter A. Shewhart
 W. Edwards Deming
 Joseph M. Juran
 Philip B. Crosby
 Armand V. Feigenbaum
 Kaoru Ishikawa
 Genichi Taguchi

These are some of the renowned scholars who introduced the

concept of TQM (Total Quality Management) and as well
techniques to maximize quality. They are also well-known as
Quality Gurus.
W. Edwards Deming, Joseph M. Juran and Philip B. Crosby are the
names written in golden amongst the other Quality Gurus.

To identify the similarities between the different theories, it is

necessary to first grasp around what the theory is. Let’s first dive in
and observe what the theories are before spotting the many
convergences and divergences of the said theories.
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Walter A. Shewhart (1891-1967) was an American Physicist,
Engineer, and Statistician who worked at Bell Laboratories. He
developed statistical control process methods to differentiate
between random and nonrandom variation in industrial processes
to keep processes under control. One of his famous quality control
cycle, most commonly known as Plan-Do-Check-Act (PDCA)
Cycle, is shown in Figure 1 and is also known as either the
Deming Cycle or Shewhart Cycle.

FIGURE 1 : PDCA Cycle

Shewhart proclaimed to be strongly influenced by two famous

quality leaders, namely: W. Edwards Deming and Joseph M. Juran.
The PDCA cycle validates how Shewhart’s beliefs were in line with
Deming’s.

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W. Edwards Deming (1900-1993) was an American Engineer,
Statistician, Professor, Author, Lecturer and Management
Consultant. Deming’s contribution to Total Quality Management
are numerous, one of them is the Deming Chain Reaction which
is shown in Figure 2.
Another contribution is the Deming’s System of Profound
Knowledge: (1) Appreciation of a System, (2) Understanding
Variation, (3) Theory of Knowledge, (4) Psychology. The SoPK
(System of Profound Knowledge) is an effective theory of
management that provides a framework of thought and action for
any leader wishing to transform and create a thriving organization,
with the aim for everybody to win. The four pillars of the theory
when applied appropriately can simultaneously reduce costs
through reducing waste, rework, staff attrition and litigation, while
increasing quality, customer loyalty, worker satisfaction and
ultimately, profitability.
The most popular work of Deming’s is undoubtedly the Deming’s
14 Points. The fourteen key principles if followed effectively can
significantly improve the effectiveness of a business or organization.
Many of the principles are philosophical. Others are more
programmatic. All are transformative in nature. An abridged
version of the fourteen points are given below:
1) Create and publish a company mission statement and
commit to it.
2) Learn the new philosophy.
3) Understand the purpose of inspection.
4) End business practices driven by price alone.
5) Constantly improve system of production and service.
6) Institute training.
7) Teach and institute leadership.
8) Drive out fear and create trust.
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 9) Optimize team and individual efforts.
10) Eliminate exhortations for work force.
11) Eliminate numerical quotas and M.B.O. Focus on
improvement.
12) Remove the barriers that rob people of pride of
Workmanship.
13) Encourage education and self-improvement.
14) Take action to accomplish the transformation.

Figure 2: Deming Chain Reaction

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Joseph M. Juran (1904-2008) was a Romanian-American engineer
and Management Consultant. He was an evangelist for quality
and quality management, having written several books on those
subjects. One of his popular work is Juran’s Quality Trilogy. The
Quality Trilogy explained by Juran is: Any organization taking up a
journey in Quality Management will have to have three processes in
place, which are: (1) Quality Planning, (2) Quality Control and (3)
Quality Improvement.

Figure 3: Juran’s Quality Trilogy

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Armand V. Feigenbaum (1920-2014) was an American Quality
Control Expert and businessman. He devised the concept of Total
Quality Control which inspired Total Quality Management. In
Armand’s perspective, Quality is meeting customer expectation. It
is a moving target. He established three steps to improve quality:
(1) Quality Leadership, (2) Modern Quality Technology and
Organizational Commitment.
Another popular work of Armand is the concept of 9Ms. He
identified the nine factors that influence quality i.e. markets,
money, management, men, motivation, materials, machines,
methods and mounting product requirements.
He is also the one guru who introduced the concept of “Hidden
Plant” stating that so much extra work is performed in correcting
mistakes that there is effectively a hidden plant within any factory.
He stated the wasted work amounts to almost 40% of a factory
capacity.

Kaoru Ishikawa (1915- 1989) was a Japanese organizational

theorist, Professor at the Faculty of Engineering at The University
of Tokyo, noted for his quality management innovations. He is
considered a key figure in the development of quality initiatives in
Japan, particularly the quality circle.

Figure 4: Kaoru Quality Circle

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Genichi Taguchi (1924-2012) as an engineer and statistician. From
the 1950s onwards, Taguchi developed a methodology for applying
statistics to improve the quality of manufactured goods. In
Taguchi’s perspective, quality is customer’s performance
requirements. He contributed in improving engineering approach
to product design. He was focused on problems in design stage
rather than reacting to problems in production stage.
Three concepts of Taguchi Philosophy:
1) Build quality into the product.
2)Achieve quality by minimizing deviation from the target.
3)Measure the cost of quality as a function of deviation from the
standard (Taguchi loss function). Smaller the variation about
nominal specification, better the quality is.

In order to distinguish between the different views of the pioneers

of quality control, we have tried to show a comparison of similar
views in terms of agreements and disagreements with the help of
following Table 1. The left most column states a view-point and the
subsequent columns show how strongly the leader’s agree or
disagree to that particular view.

Whereas, Table 2 identifies the differences in the views of top

scientists in the field of quality. The table has several tabs, one
defines quality in the leader’s perspective, another provides their
orientation towards quality, moreover the responsible party for
quality management (management/workers), the leader’s major
contribution, importance of training and last but no the least the
method to be equipped for efficient Total Quality Management.
Views Shewhart Deming Crosby Juran Feigenbaum Ishikawa Taguc
hi

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 Quality is a continuous 1      2
process
Communication in the       
early phases of designing
is mandatory
Emphasis on zero       
defects policy
Training plays an       
important role in
improving quality
The responsibility for       
change lies on
management
Quality saves money       

A clear commitment by       
top management
ensures quality
Quality arises from       
reducing variance

Long range constancy of       

purpose is necessary
Co-ordination between       
various departments is
mandatory to achieve
quality
Special Emphasis on       
using statistical methods
Emphasis on Total       
Quality Control
Quality does not only       
mean lower costs

1
 Strong Agreement
2
 Somewhat Agreement

Table 1: Similarities in the view of top scientists in the

field of quality

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Views Quality Orientation Quality Major Importance Method
Definition towards Responsibility contribution of training
quality
Shewhart Lowest Statistical Management Statistical Not clearly Statistical
common- Process defined Process
cause Control, PDCA Control
variation cycle (SPCs)
Deming Excellence of Technical Management 14-point Very Statistical,
the product/ programme Important Continual
service improveme
nt
Crosby Conformance Motivational Management 14-point Very 14-point
of programme Important process
requirements
Juran Fitness for Process Management Total Quality Very Planning,
use Control, Juran Important Control
trilogy and
Improvem
ent
Feigenbam Meeting Total Everyone Statistical and Important Total
customer engineering Quality
expectations methods Control
across the (TQC)
company
Ishikawa Economy, Company- Everyone Statistical and Important Statistical
Usefulness wide Visual tools, tools,
and Quality circles Visual
Customer tools
satisfaction
Taguchi Customer’s Proactive Engineers Statistical Important Statistical
performance design of method,
requirements experiments; Loss
quality teams function

Table 2: Differences in views of top leaders in the field of

quality

In conclusion, despite their significant differences to implementing

organizational change, the philosophies of the various leaders are
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more alike than different. Each views quality as imperative in the
future competitiveness in global markets; makes top management
commitment an absolute necessity; demonstrates the quality
management practices will save, not cost money; places
responsibility for quality on management not the workers; stresses
the need for continuous, never-ending improvement; acknowledges
the importance of the customer and strong management/worker
parternships; and recognizes the need for and difficulties associated
with changing the organizational culture.

REFERENCES:
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  Internet (Wikipedia, Academia and Google itself)
 Class Presentation
 Book: The Management and Control of Quality

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