1. Crucial site: www.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja000011.html
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Crucial site:
The ‘TQM gurus’ are studied because…
Business Survival depends on quality
Quality ideals are not always realised
Quality costs are often high and unquantified
TQM implies a top management led approach focusing on (a) prevention (b) customer orientation and teamwork

2. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Pre-war rooted in Statistical Process Control (particularly work of Shewhart)
Sources of variation (in manufacturing AND in non-manufacturing) should distinguish:
Special causes (e.g. change of operator)
Common causes (e.g. design of the system itself)
Engineers understood his method – but Deming was concerned that managements understood

3. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming

4. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
'Everyone doing his best is not the answer. It is first necessary that people know what to do. Drastic changes are required. The first step in the transformation is to learn how to change... Long term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the faint-hearted, and people that expect quick results are doomed to disappointment.'

5. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Whilst the introduction of statistical problem solving and quality techniques and computerisation and robotisation have a part to play, this is not the solution: 'Solving problems, big problems and little problems, will not halt the decline of American industry, nor will expansion in use of computers, gadgets, and robotic machinery. Benefits from massive expansion of new machinery also constitute a vain hope. Massive immediate expansion in the teaching of statistical methods to production workers is not the answer either, nor wholesale flashes of quality control circles. All these activities make their contribution, but they only prolong the life of the patient, they can not halt the decline'.

6. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's 14 Points
Create constancy of purpose to improve product and service.
Adopt new philosophy for new economic age by management learning responsibilities and taking leadership for change.
Cease dependence on inspection to achieve quality; eliminate the need for mass inspection by building quality into the product.

7. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's 14 Points
4. End awarding business on price; instead minimise total cost and move towards single suppliers for items.
5. Improve constantly and forever the system of production and service to improve quality and productivity and to decrease costs.
6. Institute training on the job.

8. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's 14 Points
7. Institute leadership; supervision should be to help do a better job; overhaul supervision of management and production workers.
8. Drive out fear so that all may work effectively for the organisation.
9. Break down barriers between departments; research, design, sales and production must work together to foresee problems in production and use.

9. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's 14 Points
10. Eliminate slogans, exhortations and numerical targets for the workforce, such as 'zero defects' or new productivity levels. Such exhortations are diversory as the bulk of the problems belong to the system and are beyond the power of the workforce.
11. Eliminate quotas or work standards, and management by objectives or numerical goals; substitute leadership.

10. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's 14 Points
12. Remove barriers that rob people of their right to pride of workmanship; hourly workers, management and engineering; eliminate annual or merit ratings and management by objective.
13. Institute a vigorous education and self-improvement programme.
14. Put everyone in the company to work to accomplish the transformation.

11. Lack of constancy of purpose Emphasis on short-term profits
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's Seven Deadly Diseases
Lack of constancy of purpose
Emphasis on short-term profits
Evaluation of performance, merit rating, or annual review
Mobility of top management
Running a company on visible figures alone ("counting the money")
Excessive medical costs
Excessive costs of warranty, fueled by lawyers that work on contingency fees

12. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's Obstacles
Neglect of long-range planning and transformation
The supposition that solving problems, automation, gadgets, and new machinery will transform industry
Search for examples
Our problems are different
Obsolescence in schools
Reliance on quality control departments
Blaming the workforce for problems

13. BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming's Obstacles
8. Quality by inspection
9. False starts
10. The unmanned computer
11. Meeting specifications
12. Inadequate testing of prototypes
13. "Anyone that comes to try to help us must understand all about our business"

14. Management struggle over 14 points, 7 Deadly Diseases, Obstacles
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming’s Action Plan
Management struggle over 14 points, 7 Deadly Diseases, Obstacles
Management takes pride and develops courage for new direction
Management explain to personnel in the company why change is necessary
Divide every company into stages identifying the next stage as ‘the customer’

15. Start an organisation to guide quality control (using Deming Cycle)
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming’s Action Plan
Start an organisation to guide quality control (using Deming Cycle)
Everyone can take part in a team to improve input and output at any stage
Embark on construction of organisation for quality (involving knowledgeable statisticians)

16. Deming’s System of Profound Knowledge Appreciation for a system
BS1036 Quality Management in the Public Sector 3: TQM Gurus [1] W.Edwards Deming
Deming’s System of Profound Knowledge
Appreciation for a system
Knowledge of statistical theory
Theory of Knowledge
Knowledge of Psychology

17. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Joseph JURAN
Quality just not just happen but has to be planned
Trilogy of
Quality Planning
Quality Control
Quality Improvement

18. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Joseph JURAN
Quality PLANNING consists of:
Identifying customers and their needs
Establishing optimum quality goals
Creating measurements of quality
Plan to meet quality goals under operating conditions
Produce continuing results

19. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Joseph JURAN
Emphasises the importance of internal as well as external customers
Concept of ‘fitness for use’ to be applied to the interim product for all internal customers
Actions should consist of
90% substance,
10% exhortation
(not the reverse)

20. BS1036 Quality Management in the Public Sector 3: TQM Gurus [2]
For each theorist, working as a whole group:
Which of Deming’s ’14 points’ apply most to (a)schools/colleges (b) work organisations
Which of Deming’s ‘Seven Deadly Diseases’ apply most to: (a)schools/colleges (b) work organisations
Which core ideas of Juran apply most to (a) schools/colleges (b) work organisations
Each individual in the group reports back…

21. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Evaluation of the Gurus…
What remains of enduring value ?
Are they culturally specific ?
Were their writings designed to meet particular problems in a historical time scale
How applicable are concepts to service industries such as education, health, social services ?
Who IS the customer ?