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The TQM approach began as a means of repairing the damage Japan suffered post-World War
II. W. Edwards Deming worked with Japanese automobile manufacturers to improve the quality of
their products in an effort to gain a competitive foot in the industry.
His philosophy resulted in the 14 Points of TQM, which can be summed up by saying
management must redesign their processes and systems to:
Plan
Do
Check
Act
To plan, Deming counsels that businesses should design quality products and services that
customers want, develop processes and systems that reduce waste and increase quality and
decrease the cost of production.
Deming wanted to revolutionize the way Beefy's Burgers produces burgers. To gain a better
understanding of the customer preferences, he surveyed everyone involved in the operation, from
the customers to the employees. He even called his suppliers in to get their opinions. From the
information collected, Deming was able to determine a few important things. Beefy's was
competitive on price. However, the burger was small and flavorless.
He called his employees in and showed them how to properly grill the burgers. He called his
supplier in to discuss alternatives to the current beef he uses. A timing schedule for completion of
burger orders was set. No burger would hit the grill until the customer placed an order. Tomorrow
would be go time!
Next, the businesses must do the work by putting the plan into action. As processes and systems
are running, they must continually seek ways to do things better. Deming's crew knew exactly
what to do. Stations were set up for bun-slicing, burger-grilling and ketchup-squeezing. As
customers placed their orders, the beef hit the grill, the bun was sliced 1.2 seconds after and
delivered to the grill, ketchup was squeezed and the process ended with wrapping.
Customers were thrilled with the new and improved burgers. However, during busy times, it
wasn't feasible to make each burger as ordered. Lines formed, creating more customer
complaints. This time complaints were about the system.
As work moves through the processes and systems, check points will monitor changes that need
to take place - changes like removing barriers to quality by providing employees with the tools
needed to do the job right the first time.
Finally, managers take action. Management may make changes. Deming tweaked a few things
to speed up the process by placing more people on the line. Customers received their burgers on
time, and they were tasty, too!
Quality planning
Quality control
Quality improvement
Quality planning involves building an awareness of the need to improve, setting goals and
planning for ways goals can be reached. This begins with management's commitment to planned
change. It also requires a highly trained and qualified staff. Juran managed Beefy's during the
night shift. He set the standard for quality during his shift by training each employee on how to
properly make a burger.
Quality control means to develop ways to test products and services for quality. Any deviation
from the standard will require changes and improvements. On Sunday nights when business was
slow, Juran invited mystery diners to come to Beefy's to rate the quality of the burgers. If he found
that a diner was displeased, he retrained employees.
Quality improvement is a continuous pursuit toward perfection. Management analyzes
processes and systems and reports back with praise and recognition when things are done right.
Juran allowed the staff to engage in a well-deserved burger-eating contest at the end of a
profitable shift.
Crosby worked the register at Beefy's. He was also a business student at the local college. He
used Beefy's as a field study on TQM. When customers sent back burgers, he looked at the price
of inferior products and its toll on the overall organization.
Create and communicate to all employees a statement of the aims and purposes of the
company.
Adapt to the new philosophy of the day; industries and economics are always changing.
End the practice of awarding business on the basis of price tag alone; instead, try a long-term
relationship based on established loyalty and trust.
Eliminate exhortations for the work force; instead, focus on the system and morale.
(a) Eliminate work standard quotas for production. Substitute leadership methods for
improvement.
(b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes,
and how to improve them.
Biography As the sun rose on the 20th century, a baby was born to the Deming family in a small town
in Iowa. W. Edwards Deming would become a colossus of modern management thinking. He would
live through most of the century, and have a tremendous impact on its second half.
The Demings moved from Iowa to Wyoming, and in 1917, Edwards entered the University of
Wyoming. To fund his education, he worked as a janitor. He graduated in 1921, and went on to the
University of Colorado, where he received a M.S. in physics and mathematics. This led towards a
doctorate in physics from Yale University.
From physics, Dr. Deming gravitated towards statistics. The U.S. Census Bureau hired Dr. Deming in
1940, just at the time that the Bureau shifted its procedure from a complete count to a sampling
method. Upon completion of the 1940 census, Deming began to introduce Statistical Quality Control
into industrial operations. In 1941, he and two other experts began teaching Statistical Quality Control
to inspectors and engineers.
Dr. Deming started his own private practice in 1946, after his departure from the Census Bureau. For
more than forty years his firm served its clientele--manufacturers, telephone companies, railways,
trucking companies, census takers, hospitals, governments, and research organizations. As a
professor emeritus, Dr. Deming conducted classes on sampling and quality control at New York
University. For over ten years, his four-day seminars reached 10, 000 people per year.
The teachings of Dr. Deming affected a quality revolution of gargantuan significance on American
manufacturers and consumers. Through his ideas, product quality improved and, thus, popular
satisfaction. His influential work in Japan--instructing top executives and engineers in quality
management--was a driving force behind that nation's economic rise. Dr. Deming contributed directly
to Japan's phenomenal export-led growth and its current technological leadership in automobiles,
shipbuilding and electronics. The Union of Japanese Science and Engineering (JUSE) saluted its
teacher with the institution of the annual Deming Prize for significant achievement in product quality
and dependability. In 1960, the Emperor of Japan bestowed on Dr. Deming the Second Order Medal
of the Sacred Treasure.
Stateside, the American Society for Quality Control awarded him the Shewhart Medal in 1956. In
1983, Dr. Deming received the Samuel S. Wilks Award from the American Statistical Association and
election to the National Academy of Engineering. President Reagan honored him with the National
Medal of Technology in 1987, and, in 1988, the National Academy of Sciences lauded him with the
Distinguished Career in Science award. He was inducted into the Automotive Hall of Fame in 1991.
Dr. Deming was a member of the International Statistical Institute. He was elected in 1986 to the
Science and Technology Hall of Fame in Dayton. From the University of Wyoming, Rivier College, the
University of Maryland, Ohio State University, Clarkson College of Technology, Miami University,
George Washington University, the University of Colorado, Fordham University, the University of
Alabama, Oregon State University, the American University, the University of South Carolina, Yale
University, Harvard University, Cleary College, and Shenandoah University, Dr. Deming received the
degrees L.L.D. and Sc.D. honorius causa. From Yale University, he won the Wilbur Lucius Cross
Medal, and the Madeleine of Jesus from Rivier College.
Dr. Deming authored several books and 171 papers. His books, Out of the Crisis (MIT/CAES, 1986)
and The New Economics (MIT/CAES, 1994) have been translated into several languages. Myriad
books, films, and videotapes profile his life, his philosophy, and the successful application of his
worldwide teachings.
If youve been preparing for a Project Management exam , chances are the vast
majority of what you have studied is directly or indirectly derived from the work
of these three Project Management thinkers and theorists:
W. Edwards. Deming
Joseph Juran
Philip Crosby
W Edwards Deming
Joseph Juran
quality stating that total quality management begins from the highest position
in the management, and continues all the way to the bottom.
2.
3.
to be continuously introduced.
causes to develop solutions. The
and the systems and report back
done right.
8. Communicate results.
9. Keep score.
10. Maintain momentum by building improvement into the company's regular
systems.
Philip Crosby
Who was he?
Born in 1926, Philip Crosby was an author and businessman who contributed
to management theory and quality management practices. He started his
career in quality much later than Deming and Juran. He founded Philip Crosby
and Associates, which was an international consulting firm on quality
improvement.
Crosby's Zero Defects is a performance method and standard that states that
people should commit themselves to closely monitoring details and avoid
errors. By doing this, they move closer to the zero defects goal. According to
Crosby, zero defects was not just a manufacturing principle, but was an allpervading philosophy that ought to influence every decision that we make.
Managerial notions of defects being unacceptable and everyone doing things
right the first time are reinforced.
4.