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Theories in Total Quality Management

The document summarizes several influential quality management theories: Deming's theory focuses on system knowledge and continuous improvement through the PDCA cycle. Crosby identified quality as conforming to requirements and advocated for defect prevention. Juran developed the quality trilogy of planning, improvement, and control. Ishikawa expanded the PDCA cycle. Six Sigma aims to reduce defects through defining quality, identifying defects, understanding processes and variations, and designing for continuous improvement.

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Isabela Raflores
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240 views3 pages

Theories in Total Quality Management

The document summarizes several influential quality management theories: Deming's theory focuses on system knowledge and continuous improvement through the PDCA cycle. Crosby identified quality as conforming to requirements and advocated for defect prevention. Juran developed the quality trilogy of planning, improvement, and control. Ishikawa expanded the PDCA cycle. Six Sigma aims to reduce defects through defining quality, identifying defects, understanding processes and variations, and designing for continuous improvement.

Uploaded by

Isabela Raflores
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Theories in Total Quality Management (TQM)

• Deming’s Theory

Deming’s theory of Total Quality Management rests upon 14 points of management he identified, the system of profound knowledge, and the Shewart
Cycle (Plan- Do-Check-Act). He is known for his ratio - Quality is equal to the result of work efforts over the total costs. If an organisation is to focus on
costs, the problem is that costs rise while quality deteriorates. Deming’s system of profound knowledge consists of the following four points:

1. System appreciation - an understanding of the way the organisation’s processes and systems work
2. Variation knowledge - an understanding of the variation occurring and the causes of the variation
3. Knowledge theory - the understanding of what can be known
4. Psychology knowledge - the understanding of human nature

By being aware of the different types of knowledge associated with an organisation, quality can then be broached as a topic. Quality involves tweaking
processes using knowledge. The 14 points of Deming’s theory of total quality management are as follows:

1. Create constancy of purpose


2. Adopt the new philosophy
3. Stop dependencies on mass inspections
4. Don’t award business based upon the price
5. Aim for continuous production and service improvement
6. Bring in cutting-edge on the job training
7. Implement cutting-edge methods for leadership
8. Abolish fear from the organisation
9. Deconstruct departmental barriers
10. Get rid of quantity-based work goals
11. Get rid of quotas and standards
12. Support pride of craftsmanship
13. Ensure everyone is trained and educated
14. Make sure the top management structure supports the previous thirteen points

Plan-Do-Check-Act (PDCA) is a cycle created for continuous improvement.

1. Planning phase – Objectives and actions are outlined


2. Do – Action and implement the process improvements
3. Check – Ensure quality against the original
4. Act – Determine where changes need to occur for continued improvement before returning to the plan phase.

• Crosby’s Theory

Philip Crosby is another person credited with starting the TQM movement. He made the point, much like Deming, that if you spend money on quality, it is
money that is well spent. Crosby identified four absolutes of quality management and his own list of 14 steps to quality improvement.

Crosby’s four absolutes are:


First absolute: Quality is defined as conformance to requirements.
Second absolute: Problems are functional in nature.
Third absolute: There is no optimum level of defects.
Fourth absolute: Cost of quality is the only useful measurement.

The fourteen steps to continuous quality improvement, for Crosby, are:

1. Attain total commitment from management.


2. Form a quality improvement team.
3. Create metrics for each quality improvement activity.
4. Determine cost of quality and show how improvement will contribute to gains.
5. Train supervisors appropriately.
6. Encourage staff to fix defects and keep issues log.
7. Create a zero-defects committee.
8. Ensure that staff and supervisors understand the steps to quality.
9. Demonstrate the organisation’s commitment by holding a zero defects day.
10. Goals are set on 30, 60, or 90 day schedule.
11. Determine root causes of errors, remove them from processes.
12. Create incentive programs for staff.
13. Create a quality council and hold regular meetings.
14. Do it over again.

• Joseph Juran’s Theory

Joseph Juran is responsible for what has become known as the ‘Quality Trilogy.’ The quality trilogy is made up of quality planning, quality improvement,
and quality control. If a quality improvement project is to be successful, then all quality improvement actions must be carefully planned out and controlled.
Juran believed there were ten steps to quality improvement. These steps are:

1. An awareness of the opportunities and needs for improvement must be created.


2. Improvement goals must be determined.
3. Organisation is required for reaching the goals.
4. Training needs to be provided.
5. Initialise projects.
6. Monitor progress.
7. Recognise performance.
8. Report on results.
9. Track achievement of improvements.
10. Maintain momentum by making annual improvement part of the regular systems and processes of the company.

• Ishikawa’s Theory

Dr. Kaoru Ishikawa is known for his namesake diagram, but he also developed a theory of how organisations should handle their quality improvement
projects. Ishikawa takes a look at quality from a human standpoint. He expanded Deming’s four steps in the PDCA model into six:
1. Determine goals and targets.
2. Determine methods of reaching goals.
3. Engage in education and training.
4. Implement work.
5. Check the effects of implementation.
6. Take appropriate action.

• Six Sigma

The concept of Six Sigma is to determine the flaws, what works, including the right personnel for the task, and documenting for the team prior to
beginning the project. Use it as part of the process to understand the client’s ideas and changes before you start delving into the final creation process.
Make sure you and the team have followed each step before the real design process starts.

If the Six Sigma process is something that you feel will work within the office, take the time to learn more about how Six Sigma works and commit to all
the steps in the process. Six Sigma is really all about taking the guessing or error out of any project before you start so that when you do begin, the
project has all the elements it needs to succeed including good project management.

In the early days of Six Sigma, the process was mostly used in the industrial world to determine the flaw or break in manufacturing that left organisations
with costly mistakes. You can apply this to project and resource management as well.

The Six Sigma process is:

1. Quality
The quality in Six Sigma means knowing the customer and what they want. Consider the quality first. Look at why a prior one failed.
2. Defect
Does the product or process have any defects? To determine that, find and target consumer groups and give it a trial run to change it. If the quality is
okay, but the consumer reaction is bad, that’s a defect.
3. Process
Think of the product or process as something you must deliver to the client and identify what processes you will use to ensure you deliver it on time.
4. Variations
Be open to this part of the Six Sigma process: This is where you will show the client that even if the product or process worked on the test consumer
group, if the client doesn’t like it, you can talk about the variables they want changed or how you can match it to better meet their needs.
5. Operation
The product or process may be good initially, but what are you and the team going to do to change it as the market changes? The future outlook of
the product or process should be determined at the very basic level of creation.
6. Design
If you have followed the Six Sigma process, the design phase of the project will be easily handled correctly the first time, and you’ll produce a quality
product or process now and in the future that will be effective for the client.

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