1. Quality Principles and Philosophies
Imran Hussain

2. Dr. W. E. Deming

3. Deming’s Background
Main architect for introducing Total Quality into Japan
Born 1900
Graduated in Electrical Engineering
PhD in mathematical physics
Became statistician for US govt.
Sent by US govt. to Japan after WWII to advise on Japanese census.

4. Deming’s Philosophy Quality is about people, not products
Suggested quality concept for designing product
Management need to understand nature of variation and how to interpret statistical data
Promoted importance of leadership
85% of production faults responsibility of management, not workers
Enumerated a 14-point management philosophy

5. Product Development Cycle
Design the product.
Make it.
Try to sell it.
Do consumer research and test the product’s uses.
Redesign – start the cycle all over again.

6. Achieving Quality Companies should direct efforts towards:
Innovation of products
Innovation of processes
Improvement of existing products
Improvement of existing processes

7. Quality Approach in Context

8. Quality
Costs
Productivity
Prices
Market Share
Stay in business

9. Attributes of a Leader Coaches – not judges
Strives to understand variation and its causes
Strives to remove obstacles within the organization
Responds to all customer forces
Adopts consistency of purpose
Places and emphasis on improving processes

10. Attributes of a Leader
Recognizes that people are not ‘assets’; they are ‘jewels’
Strives to recognize those who need help and the gives help
Creates and atmosphere of trust
Knows the work he supervises
Does not place an over-reliance on figures
Encourages education and continuous improvement of each person

11. Deming’s 14-point Management Philosophy
Create constancy of purpose for continual improvement of products
Create constancy of purpose for improvement of systems, products and services, with the aim to become excellent, satisfy customers, and provide jobs. Reduced defects and cost of development.

12. Deming’s 14-point Management Philosophy
Adopt a commitment to seek continual improvements
Constantly and forever improve the system development processes, to improve quality and productivity, and thus constantly decrease the time and cost of systems. Improving quality is not a one time effort.

13. Deming’s 14-point Management Philosophy
Switch from defect detection to defect prevention
Cease dependencies on mass inspection (especially testing) to achieve quality. Reduce the need for inspection on a mass basis by building quality into the system in the first place. Inspection is not the answer. It is too late and unreliable – it does not produce quality.

14. Deming’s 14-point Management Philosophy
In dealing with suppliers one should end the practice of awarding business on price. Move towards quality of product, reliability of delivery and willingness to cooperate and improve. Build partnerships.
Minimize total cost. Move towards a single supplier for any one item or service, making them a partner in a long-term relationship of loyalty and trust.

15. Deming’s 14-point Management Philosophy
Improvement is not confined to products and their direct processes but to all supporting services and activities
All functions in an organization need to become quality conscious to deliver a quality product.

16. Deming’s 14-point Management Philosophy
Train a modern way.
Institute training on the job. Everyone must be trained, as knowledge is essential for improvement.

17. Deming’s 14-point Management Philosophy
Supervision must change from chasing, to coaching and support.
Institute leadership. It is a manger’s job to help their people and their systems do a better job.

18. Deming’s 14-point Management Philosophy
Drive out fear and encourage two-way communication.
Drive out fear, so that everyone may work effectively. Management should be held responsible for the faults of the organization and environment.

19. Deming’s 14-point Management Philosophy
Remove barriers between departments
Break down barriers between areas. People must work as a team. They must foresee and prevent problems during systems development and use.

20. Deming’s 14-point Management Philosophy
Do not have unrealistic targets
Set realistic targets. Do not place people under unnecessary pressure by asking them to do things which are not achievable. Eliminate slogans, exhortations, and targets that ask for zero defects, and new levels of productivity. Slogans do not build quality systems.

21. Deming’s 14-point Management Philosophy
Eliminate quotas and numerical targets
Eliminate numerical quotas and goals. Substitute it with leadership. Quotas and goals (such as schedule) address numbers - not quality and methods.

22. Deming’s 14-point Management Philosophy
Remove barriers that prevent employees having pride in the work that they perform
Remove barriers to pride of workmanship. The responsibility of project managers must change from schedules to quality.

23. Deming’s 14-point Management Philosophy
Encourage education and self-improvement for everyone
Institute and vigorous program of education and self-improvement for everyone. There must be a continuing commitment to training and educating software managers and professional staff.

24. Deming’s 14-point Management Philosophy
Publish top management’s permanent commitment to continuous improvement of quality and productivity

25. Juran

26. Juran’s 10-point Program
Identify customers
Determine customer needs
Translate
Establishment units of measurement
Establish measurements
Develop product
Optimize product design
Develop process
Optimize process capability
Transfer

27. Crosby

28. Crosby’s 14-step program
Management commitment
Quality improvement team
Quality measurement
Cost of quality evaluation
Quality awareness
Corrective action
Zero defect program
Supervisor training

29. Crosby’s 14-step program
Zero defects day
Goal setting
Error cause removal
Recognition
Quality councils
Do it over again

30. Crosby’s Maturity Grid
Uncertainty (adhoc)
Awakening (recognition begins but management unwilling to spend on quality)
Enlightenment (management begins to support quality improvement program, culture of openness)
Wisdom (management fully participates, defect prevention is now part of the culture)
Certainty (the whole organization is involved in continuous improvement)

31. Shingo

32. Shingo’s Philosophy Poka Yoke (meaning mistake proofing)
This involves identifying potential error sources in the process and monitoring these sources for errors.
A variant to this approach is FMEA

33. Ishikawa

34. Ishikawa’s Philosophy
Quality Control Circles (QCC)
A quality control circle consists of a small group of employees who do similar work and arrange to meet regularly to identify and analyze work-related problems, to brainstorm and to recommend and implement solutions.

35. Quality Control Circles
Select problem
State and re-state problems
Collect facts
Brainstorm
Build on each other ideas
Choose course of action
Presentation

36. Genichi Taguchi

37. Taguchi’s Philosophy Defines quality in terms of loss
“the loss a product causes to society after being shipped, other than losses caused by its intrinsic function”
He defines a loss function as a measure of the cost of quality
He also developed a method for determining the optimum value of process variables which will minimize the variation in a process while keeping mean on target

38. Peter Drucker

39. Drucker’s Philosophy Success is threefold
Know your business
Know your competencies
Knowing how to keep focused on goals
Effective management and employee participation
Link between the bottom line and satisfying the customer

40. Drucker’s Philosophy
“Purpose of business lies outside itself – that is in creating and satisfying a customer. The decision process is central, and structure has to follow strategy and management has to be management by objectives and self-control.”

41. Drucker’s 5 Principles of Management
Setting objectives
Organizing
Motivating and communicating
Establishing measures of performance
Developing people

42. Tom Peters

43. Peter’s Philosophy
Excellent firms believe in constant improvement and constant change
Need to move from hierarchical management to horizontal, fast, cross-functional co-operative organization

44. Peter’s Management Guidelines
Actively create a quality revolution
Put the customer first in everything you do
Listen actively to all stakeholders
Invest in people, training, education and recruitment
Openly reward, recognize and support productivity innovation
Openly support failures where people have tried to improve
Involve everyone in everything at all times

45. Peter’s Management Guidelines
Setup simple and understandable measures
Fight against bureaucracy and inflexibility
Look through a different mirror: step outside the company and look at it from a different perspective
Teamwork and trust: develop strong interpersonal and team skills
Work on attitudes and attention to detail: get things done
Be consistent and strive for improvements in all areas

46. References A Practical Approach to Software Quality, Ch. 1
Total Quality Management: A Total Quality Approach, Ch. 1